Pmi’s project

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  • Thế nào là một dự án? PMI - Project Management Institue. "Dự án là một công việc thực hiện trong khoảng thòi gian xác định để tạo ra sản phẩm hoặc dịch vụ có tính duy nhất". "A project is a temporary endeavor undertaken to create a unique product or service".

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  • Chapter 6: Quality Management. One of the goals of project management is to meet the expectations of the stakeholders of the project. Managing the quality of the project is the function that will allow this to happen. Quality management will include all the work that is necessary to ensure that each of the objectives of the project is met. In the latest edition of the Guide to the Project Management Body of Knowledge, PMI emphasizes that the purpose of the project is to meet the requirements of the stakeholders. In the past, the project goal was to meet or exceed the customer’s...

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  • This book has been written to help those preparing for the Project Management Professional Examination. It is intended to cover all of the material that the Project Management Institute (PMI) considers important enough to be included in the exam. This book has been revised to reflect the changes in the Project Management Professional Examination put into effect as of March 2002 and reflects the Guide to the Project Management Body of Knowledge, 2000 edition.

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  • Chapter 10: What Is the PMP Exam Like? The Project Management Institute (PMI) has constantly improved the PMP examination since it was first given and will continue to improve the exam as time goes on. April 2002 was significant because of the culmination of several factors that have had an influence on the PMP examination. The Project Management Professional (PMP) Role Delineation Study was begun in 1999 to help define the roles and responsibilities of project management professionals.

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  • This paper provides a review of the steps and stages associated with project management according to the Project Management Institute® (PMI). It is a primer for anyone new to the Project Management Body of Knowledge® (PMBOK®) and who is preparing to take the PMP exam. In order to understand how the Project Management Institute (PMI) recommends that projects be run it is nec- essary to understand the project management life cycle. The project management life cycle is the framework around which project management activities are structured.

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  • A Guide to the Project Management Body of Knowledge (PMBOK Guide) was first published by the Project Management Institute (PMI) as a white paper in 1983 in an attempt to document and standardize generally accepted project management information and practices. The first edition was published in 1996 followed by the second edition in 2000. In 2004, the PMBOK Guide — Third Edition was published with major changes from the previous editions. The latest English-language PMBOK Guide — Fourth Edition was released on December 31, 2008. Work on the Fifth Edition is in development.

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  • Fully understanding the Project Management Institute’s (PMI ) approach to project management can be diffi- cult. This is not because of the complexity of the material. The difficulty arises from having a body of knowl- edge that is structured for referencing, not learning. PMI divides the tasks associated with project management into 44 processes. There are also 44 different man- agement activities that must be completed, in a specific order .

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  • Chapter 11b: Answer key about SCOPE MANAGEMENT 1. Answer: b Scope definition is defined by PMI as ‘‘decomposing the major deliverables into smaller, more manageable components to provide better control.’’ 2. Answer: a The chart of accounts is the system used to monitor project costs as defined by PMI. 3. Answer: c A stakeholder is an individual or organization that is involved in or may be affected by project activities. 4. Answer: c The actual payback period is between two years and three years. It is the point where the net or cumulative cash flows equal zero.

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  • A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a book which presents a set of standard terminology and guidelines for project management. The Fourth Edition (2008) was recognized by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI 99-001-2008) and by the Institute of Electrical and Electronics Engineers — IEEE 1490-2011.[

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  • If you were to analyze your team's performance on a typical project, you'd be surprised how much time is wasted on non-productive tasks. This hands-on guide shows you how to work more efficiently by organizing and managing projects with SharePoint 2010. You'll learn how to build a Project Management Information System (PMIS), customized to your project, that can effectively coordinate communication and collaboration among team members.

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  • Project management office (PMO) has a strong supply-side role in ensuring all projects are delivered successfully, but this requires involvement in decisions about whether the investment is likely to succeed. It therefore provides advice to the governance group on business cases, risks and project performance. It also has a policing or regulatory role in ensuring projects and programmes conform to agreed standards and best practices. It should have staff who are business matter experts (BMEs) as well as SMEs. The use of the PMO services by project managers is mandated.

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  • The Project Management Institute, Inc. (PMI) standards and guideline publications, of which the document contained herein is one, are developed through a voluntary consensus standards development process. This process brings together volunteers and/or seeks out the views of persons who have an interest in the topic covered by this publication.

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  • CAPM®: Certified Associate Project Manager; certification offered by PMI; requires less experience than PMP®. Capability: the functionality of the specified system. Cause-and-effect diagram: combines brainstorming and concept mapping to identify and consider a range of causes and impacts relative to a problem; also referred to as a fishbone diagram or an Ishikawa diagram.

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  • An output of one step will be the input to another. Some inputs may be sourced from outside the project. These External Inputs (e.g., Standards, Project Initiation report of another project, etc.) must be identified. The project products and external inputs will primarily determine the step dependencies. Define the dependencies, and dependency type, between the steps. Steps within a stage are not necessarily finish-start, but may be in parallel or phased. Stages may also run in parallel with one another. Do not specify dependencies at the stage level.

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  • Organizations will renew their focus on talent development as they look to grow and gain competitive advantage in new markets. When we asked PMO managers about the most critical factors for success, the skill sets of their project and program managers were a top concern. Our 2011 PMI Project Management Salary Survey found that nearly 70% of organizations now have a career path for those engaged in project or program management. However, the majority of these are still informal and not clearly defined and in writing. ...

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  • Our study of nearly 150 organisations iv , of which 70% had PMOs*, showed that, overall, those organisations with PMOs did not have higher project success rates, but somewhat counter- intuitively, they had lower levels of management satisfaction with the level of project performance and value delivered.

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  • Chứng chỉ Quản lý dự án Chuyên nghiệp PMP (Project Management Professional) do PMI cấp là một trong những chứng chỉ có giá trị cao nhất về Quản lý dự án và là một trong những điều kiện của các tổ chức khi tuyển dụng các PM (Quản lý dự án). Để ôn và thi như thế nào có hiệu quả để chinh phục được chứng chỉ PMP là nội dung quan tâm của nhiều người, vì vậy trong tài liệu này tập trung chia sẻ những nội dung sau: Giới thiệu về chứng chỉ PMP của PMI; Trao đổi...

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  • So exactly where is the beginning and where is the end of an IT Service Management (ITSM) project? There may be many beginnings and many ends in implementing ITSM—depending on your approach. Implementing ITSM in any organization can be a daunting task at first glance.

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  • PMI's guide to the project management body of knowledge (hereafter referred to as pmbok guide) provides an encyclopedic approach to best practice project management, serving as a critical reference in delivering seccessful projects. Due to its breadth of coverage, though, people who have studied the pmbok guide (including pmp's) are often unsure as to how to begin their projects, and how to structure them.

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  • However, do not let your experience override one of the underlying assumptions inherent in PMP exam questions. As far as the PMI and its exam are concerned, PMs should have, and therefore do have, ultimate authority for a project. In situational exam questions, it is assumed that the PM has the authority to do the right thing in every situation. This is a far cry from the reality that most people experience.

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