Project client

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  • Chapter 1: Scope Management. Without a doubt, the most common reason that projects fail is because of poor scope definition. By that I mean that the expectations of the stakeholders, and especially the client or sponsor, are different than the expectations of the project team. This is a most difficult problem, but it is critical to the success of the project that it is overcome. There are many reasons why a project fails, and understanding them will give us insights to how to avoid them. The relationship between the project team and the customer has to reverse itself at the time of...

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  • Chapter 17a: Question about CONTRACTS AND PROCUREMENT 1. A project manager must make a narrative description of the project. This narrative description covers the items that will be supplied under the contract with the client. It is called: a. b. c. d. The project plan. The statement of work. The exception report. The progress report. 2. A project manager discovers that there is a part of the project that contains some risk. His or her strategy with this risk is to subcontract the work to an outside supplier by using a firm fixed price contract. Which of the following is true? a....

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  • The Wonderware InTouch Client Driver provides an easy and reliable way to connect Wonderware InTouch applications to OPC Client applications, including HMI, SCADA, Historian, MES, ERP and countless custom applications. This driver can be used to expose Wonderware InTouch tag databases to OPC clients. This includes all I/O and memory tags in the InTouch Tag Database, including those configured as local and remote tags. This driver can import tags defined in the InTouch applications, greatly reducing the project development effort. Wonderware InTouch 7.1 or higher is required.

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  • In our many years in the interactive industry, we’ve witnessed more than a few projects become train wrecks. It’s happened in large and small advertising agencies, software companies, and digital agencies alike. Most of these wrecks could have been avoided. In nearly every case, the problem was that nothing held the team together, which led to clashes between stakeholders. We’ve seen the client-side project manager who was rela-tively isolated try to manage the marketing and IT departments.

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  • Adam Myatt currently works as a project leader and systems analyst for GE Global Research, the worldwide research and development headquarters of General Electric located in Niskayuna, New York. Adam is an experienced Java developer holding the Sun Microsystems Certified Java Programmer certification. His work entails leading globally developed Java software and web applications through a rigorous software development lifecycle process. He is an active participant in a local Java users group and is an avid enthusiast of open source software.

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  • In the enterprise-level software development business, there are formal processes for estimating projects with multi-million dollar values. Each part of the project is divided into tasks, and each role and responsibility is identified. Each individual element of the project undergoes a detailed hourly estimation in order to create a comprehensive schedule. Major risks to the project’s success are identified in a risk assessment process. Additional labor hours are added to the price estimate to compensate for these risks by adding labor hours to the price estimate.

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  • The Ajax craze is sweeping the world, and there is no shortage of libraries from which to choose to make it all easier to develop. One of those libraries has risen near the top in the Java space, and that library is DWR. DWR, or Direct Web Remoting, allows you to treat your Java classes running on the server as if they were local objects running in the browser, bringing the full power of your server–side business logic to the client without the usual problems that entails. In this book,

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  • Thinking about becoming your own boss and embarking on the wonderful and rewarding journey of freelancing? The Principles of Successful Freelancing is for you. In this easy-to follow guide you'll learn what's important in transforming your skills into a booming freelance business. This book leads you through the entire process, from getting started, through to winning and keeping loyal clients. Running a successful freelance business is easy, and with the information in this book, you'll confidently turn your freelancing dream into a profitable reality. ...

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  • The risk management processes described in this book had their genesis well over 20 years ago when I accepted a position at the University of Southampton. There I met and worked with Dr Chris Chapman, already an acknowledged expert in project risk, with an established relationship with BP and an extensive client base in Canada. Chris involved me in his consulting activities in North America, primarily associated with quantitative risk analyses of large projects in the hydroelectric and the oil and gas industries....

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  • ARPANet-Advance Research Project Agency (1970): là một mạng chuyển mạch gói được phát triển vào những năm đầu thập niên 70. Mạng ARPANET đã liên kết những cơ sở, vị trí phòng thủ, những phòng thí nghiệm nghiên cứu chính phủ, các địa điểm trường đại học.

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  • Model-View-Controller is a popular architecture among the software developers to build scalable and maintainable applications. While most of the time we use the server-side MVC architecture, with the complexity increasing in the Rich Application Development, a similar architecture is needed on the client-side, as well. The client-side MVC architecture allows us to de-couple the presentation from the model and the controller logic.

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  • The Public Relations (PR) industry is responsible for creating and maintaining relationships between clients and customers. Through areas such as brand management, advertising, media relations and crisis management, PR practitioners seek to foster interest, trust and belief in a product or company.

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  • This acknowledgment is really a special acknowledgment to two people who played a key role in getting this whole project started. First, Dave Crane and I had cofacilitated a three-day project management course for Boston University Corporate Education Center clients. Dave and I honed the course materials over a three-year period and then decided to turn it into a book. At that time, Bob Beck, who was recently retired after 25 years with IBM, was my business partner and volunteered to create the CD-ROM that would house the O’Neill & Preigh Church Equipment Manufacturers case study.

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  • The old saying, “You can’t get fired for hiring IBM” just isn’t valid anymore. These days, clients choose the best consultants, not the best-known ones. Today’s clients seek talent, not firm names. The competition for new work is not between firms, but between people and their ideas. Consultants’ marketing efforts haven’t changed in response to this reality. In fact, their marketing hasn’t changed much in decades—except to get slicker, flashier and more expensive. That’s not working.

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  • If there is confidence that the Project Initiation will result in an immediate authorization to proceed to the next stage then perform this task now. If not, then it will be performed after the Project Board authorizes the project to proceed as part of the next stage planning. Identify any additional technical or business specialists required to support the project. These roles contribute to the creation of products by providing information about the business and reviewing the products. They generally fulfill the "consult" and "approve" responsibilities.

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  • Chương trình phải là một ADP (Access Data Project), không phải là MDB. 2. Dự án có thể tiếp tục kết nối sang cơ sở dữ liệu ‘config’ của SQL Server. 3. Tất cả dữ liệu phải được lưu trữ trong các cơ sở dữ liệu ‘client’ SQL Server.

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  • Approximately 80% of a Project Manager’s time is spent communicating. Think about it – as a Project Manager you are spending most of your time measuring and reporting on the performance of the project, composing and reading emails, conducting meetings, writing the project plan, meeting with team members, overseeing work being performed, meeting with clients over lunch and many more activities related to your projects. You should give considerable thought to how you want to manage communications on this project.

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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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  • Who has budget authority? The ability to add or remove resources to a project can be independent from other kinds of authority. For example, in the contract team situation, the team might have the power to define the requirements and design, but they might need to return to the client each time they want more money or time. How often will requirements and designs be reviewed, and how will adjustments be decided? The answer depends heavily on previous questions.

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  • Do you want a market research (MR) project that precisely meets your goals? Then you need a precise Request For Proposal (RFP). The RFP is necessary to document your research needs and expectations. It also gives you an opportunity to ask for free advice. Do exceptions exist? Do some clients successfully hire agencies without a formal RFP? Sure, but it is risky. Unless you have a long-standing relationship with a market research agency, the RFP process is your lowest-risk path to research excellence.

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