Xem 1-20 trên 97 kết quả Project scope
  • Chapter 4: Project scope management. After reading this chapter, you will be able to: Understand the importance of good project scope management, describe the process of planning scope management, discuss methods for collecting and documenting requirements to meet stakeholder needs and expectations,...

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  • Chapter 5: Risk Management. Risk management is one of the most important areas of project management that must be considered. Companies that want to compete with one another have adopted project management as a method of managing their companies. They have had to learn how to define and control project scope, schedule, and cost as baselines, and they have had to learn all of the control elements necessary to make successful projects. But many of these companies have yet to learn to manage the risks involved in managing a project.

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  • Chapter 2 PROJECT SCOPE. Project scope is the description of what the project will produce. Starting at the beginning with project initiation, the project team builds the project information step by step. According to the PMBOK®.Guide, the processes related to Scope Management are The steps are as follows: 1. 2. 3. 4. 5. Great Idea Project Charter Scope Description Scope Management Plan Work Breakdown Structure 26 Project Scope Once all of these steps have been completed, the team will have a solid description of the scope.

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  • It was just a few decades ago, in the 1950s, that modern project management was first seen as an individual subject within the area of economic sciences. Centuries back, so-called “projects” were finished successfully, e.g. the building of the aqueducts in Roman times or the construction of the Great Wall in China, but these projects were managed more on an ad-hoc basis mostly using informal techniques and tools.

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  • Chapter 4 - Defining the project. This chapter describes a disciplined, structured method for selectively collecting information to use through all phases of the project life cycle, to meet the needs of all stakeholders (e.g., customer, project manager), and to measure performance against the strategic plan of the organization.

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  • Bài giảng "Thu nhận yêu cầu - Chương 2: Phát triển yêu cầu phần mềm" cung cấp cho người học các kiến thức: Xác định những người liên quan, hiểu nhu cầu khách hàng, thu nhận yêu cầu từ khách hàng, phân biệt goal và requirement, khái niệm Product Vision và Project Scope,... Mời các bạn cùng tham khảo nội dung chi tiết.

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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 11a: Question about SCOPE MANAGEMENT. 1. Decomposing the major deliverables into smaller, more manageable components to provide better control is called: a. b. c. d. Scope planning. Scope definition. Scope base lining. Scope verification. 2. Any numbering system that is used to monitor project costs by category such as labor, supplies, or materials, for example, is called: a. b. c. d. Chart of accounts. Work breakdown structure. Universal accounting standard. Standard accounting practices. 3.

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  • Chapter 17b: Answer key about CONTRACTS AND PROCUREMENT 1. Answer: b A statement of work is the description of what the project is about and what will be delivered. The project plan is complete and contains the detailed work that the project will do, complete with task descriptions and schedule, cost, and scope baselines containing a real schedule and budget. An exception report describes items that are not as planned, and a Pareto analysis is a quality management tool used to prioritize defects into the most frequently occurring. 2.

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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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  • Microsoft Project allows users to manage business activities effectively by sharing project information, performing modeling and scenario analyses, standardizizing reporting processes, and more. This soup-to-nuts reference covers both the professional and standard versions of the latest iteration of Microsoft Project, as well as Project Server, so that you can efficiently manage your business projects.

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  • GLOSSARY AC. Actual Cost. See Actual cost. Accountability matrix. A structure that relates the project organization structure to the work breakdown structure to help ensure that each element of the project’s scope of work is assigned to a responsible individual. Activity. A unit of work performed as part of a project. An activity usually has a duration, a cost, and resource requirements. Activities can then be subdivided into tasks. Activity definition. Identifying the specific activities that must be performed in order to produce the various project deliverables.

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  • Defining and Managing Project Scope Identify the five processes that support project  scope management.  These processes, defined  by PMBOK®, include initiation, planning, scope 

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  • This report has four chapters and appendix: Chapter 1 Background and objectives, Chapter 2 Scope of the project, Chapter 3 Planning and implementation, Chapter 4 Monitoring and assessment.

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  • A change in project priorities throws the team into disarray This usually comes from a lack of understanding of the scope of the project When the engineers don’t understand the users’ and stakeholders’ needs, they build the wrong software And they might not find out that there’s a problem until after the work is done!

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  • Identify and quantity all benefits associated with the final product of the project. Attempt to put a financial value on each benefit, so that the benefits are tangible. During project scoping Critical Requirements Analysis will have identified and qualified the major requirements. The technique requires that "Performance Criteria" and "Performance Levels" be identified for each Critical Performance Area (CPA). The major requirements will be identified and associated with the corresponding CPAs.

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  • Identify the product whose software requirements are specified in this document, including the revision or release number. Describe the scope of the product that is covered by this SRS, particularly if this SRS describes only part of the system or a single subsystem.

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  • Learning objectives for chapter 3 include: Explain the elements of project management and the responsibilities of a project manager, explain project initiation and the activities in the project planning phase of the SDLC, describe how the scope of the new system is determined,...

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  • Project name "Non Function Requirements" provide a short description of the software being specified and its purpose, including relevant benefits, objectives, and goals. Relate the software to corporate goals or business strategies. If a separate vision and scope document is available, refer to it rather than duplicating its contents here.

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  • Project name "Use Case Model" provide a short description of the software being specified and its purpose, including relevant benefits, objectives, and goals. Relate the software to corporate goals or business strategies. If a separate vision and scope document is available, refer to it rather than duplicating its contents here.

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