Xem 1-20 trên 87 kết quả Planning cycle
  • You could be a manager fresh out of the box or one that has been in the trenches for years. No matter. Understanding the project management life cycle is invaluable for successfully guiding your project from its initial stages to completion.

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  • Chapter 16 introduces you to short-term financial planning. After completing this unit, you should be able to: Be able to compute the operating and cash cycles and understand why they are important, understand the different types of short-term financial policy, understand the essentials of short-term financial planning.

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  • Throughout the 1990s and into this century, the United States Air Force (USAF) has found it necessary to retain its aircraft fleets for unprecedentedly long service lives. Current plans forecast keeping portions of some existing fleets for as long as 80 years of service. The safety, aircraft availability, and cost implications of that fleetretention policy are unknown. Project AIR FORCE’s Aging Aircraft Project is conducting

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  • After studying this chapter, you should be able to: Describe the four parts of the data processing cycle and the major activities in each. Describe documents and procedures used to collect and process transaction data. Describe the ways information is stored in computer-based information systems. Discuss the types of information that an AIS can provide. Discuss how organizations use enterprise resource planning (ERP) systems to process transactions and provide information.

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  • Learning outcomes in this chapter: Identify the benefits of using personal financial planning techniques to manage your finances; describe the personal financial process and define your goals; explain the life cycle of financial plans, the role they play in achieving your financial goals, how to deal with special planning concerns, and the use of professional financial planners;...

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  • Chapter 13 - Cost planning for the product life cycle: target costing, theory of constraints, and strategic pricing. After studying this chapter, you will know: Explain how to use target costing to facilitate strategic management, apply the theory of constraints (TOC) to strategic cost management, describe how life-cycle costing facilitates strategic management, outline the objectives and techniques of strategic pricing.

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  • In the surnmero f 1997, whent he Federal ReserveB anko f Bostons elected the topic for its fortysecond annual economicc onference, manyp undits werea sking: "Is the business cycle dead, or at least permanently dampened?"B y the time the Bank’s conference convenedi n June 1998, the same pundits queried: "What caused the massive recessions in Asia?" and "Can the United States remain ’an oasis of prosperity,’ as Fed Chairman Alan Greenspan termed it, while economiesw orldwidea re under siege from financial crises?" Howq uickly things change! BeyondS hocks:W hatC ausesB usiness Cycles ? t...

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  • The book you just opened is different from most others on Excel that you might have seen. That’s because it focuses on a topic that is deeply important to us all: money. The novelist Rex Stout once wrote, facetiously, “The science of accounting has two main branches, first addition, and second subtraction.” I kept that in mind when I was casting about for the book’s theme. I wanted to write a book that would show people how to maximize profit, the result of combining those two branches.

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  • Security—of our systems, our organizations, our personal identities—is more important than ever, and we, as an industry, need to advance the art and technology of security to make it less elusive, more readily achievable. I’m well aware that being responsible for security in an organization is not an easy job, and my objective for Mission-Critical Security Planner is to make that job easier and the results more effective.

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  • The guidelines provide a framework of approaches and tools that can be applied in different degrees of depth and breath, according to the level of resources and capacities of each city. Therefore, they provide a useful reference for any city, regardless of its size or level of devel- opment.

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  • Earlier in the year, when the affiliate rule was first implemented, the state expected that the planned expansion of Medicaid to non-elderly adults with incomes under 133% of poverty under the Affordable Care Act in 2014 would ensure that most of the low-income WHP clients would become eligible for Medicaid and that additional support might only be needed for those women with incomes between 138% and 185% of poverty.

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  • Various supply and demand effects may emerge due to the existence of transition- specific market imperfections which feature the economies undergoing transition from plan to market. In particular, corporate financial flows are seriously affected by the existence of “soft budget constraints”. Initially the term soft budget constraints was used by Kornai (1980) to denote paternalistic behavior on the part of the state in the ex-post bailing out of loss-making state-owned enterprises (SOEs) that found themselves in financial distress.

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  • The fulfilment of an incentive programme is the travel experience itself, but this is preceded by a motivational campaign, beginning with a launch event. Planning cycles vary depending on the industry sector of the provider. Approximately a third of incentive campaigns start six months before the trip takes place; the remaining two thirds start between six and 18 months ahead. Measurable objectives are set by the incentive providers – usually the company’s sales or marketing director, often working in tandem with a specialist incentive travel agency.

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  • Projects always involve a finite amount of uncertainty (risk) that may lead to problems and surprises during the project. Dealing with surprises requires more time, energy, and money than originally planned. Risk management can help reduce the likelihood and affects of risks. Risk management is important as it helps the team accomplish the project with as little trouble as possible. As a professional scientist, engineer, or project manager, you will be required to help get the job done. Excuses (whether real or imaginary) generally don't buy any sympathy.

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  • Development Life Cycle (SDLC), the classic "waterfall" approach (also arguably a software development methodology); and Solutions-based Project Methodology, a simplified approach for consultants to work with their clients. Possibly there may be hybrid combinations of these. To this list, Jason could have added the TenStep methodology, at least that would have made five. Nevertheless, when it comes to project management frameworks, there appear to be only two or three that are generally applicable.

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  • Project planning involves answering two questions. Answering the first question, “What do we need to do?” is generally called requirements gathering. Answering the second question, “How will we do it?” is called designing or specifying (see Figure 3-1). A requirement is a carefully written description of a criterion that the work is expected to satisfy. (For example, a requirement for cooking a meal might be to make inexpensive food that is tasty and nutritious.) Good requirements are easy to understand and hard to misinterpret.

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  • In order to accommodate this kind of diversity, it is important that project cycle management systems support the application of standard working modalities/rules in a flexible manner. Relationship between projects, programmes and policies: A well-formulated project should derive from an appropriate balance between the EC’s development policy priorities and the partner’s development priorities. Within the scope of these policy priorities, the executive arms of government or non-governmental agencies formulate the broad areas of work required to implement policy decisions.

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  • Monitoring and regular review. Project manage- ment must keep track of how the project is progressing in terms of expenditure, resource use, implementation of activities, delivery of results and the management of risks. This is achieved through ‘monitoring’, which is the systematic and continu- ous collection, analysis and use of management information to support effective decision-making. Monitoring is an internal management responsibil- ity, although it may be complemented by ‘external’ monitoring inputs.

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  • Clearly indicated throughout this report are the very important free and open discussions and objective analysis of perceived issues, concerns, and alternative approaches, including various mission concepts, among all of the competent technical and management members of the internal staff, even if those discus- sions might indicate differences of opinion regarding planned approaches. This interchange was certainly strongly encouraged and pursued by Bob Seamans.

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  • To borrow a leaf from the Malawi Centre for Distance and Continuing Education, here are some areas they identified as having potential for both macro and micro projects in a DE set up. At their planning meeting (June 2006), they classified these areas into three categories, namely, projects to do with DE management and administration, programmes development, and learner support. Space has been left for you to add any areas you think forms part of each category, but has not been mentioned. ...

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