Specific projects

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  • A well-resourced support structure was established to administer the programme. facilitate dialoguc, hold confidential data securely, and provide data analysis. Members provided data for the anonymous databases about their practices and about specific project results, and tirst-hand case studies for discussion at workshops. They discovered, shared and created both tacit and explicit knowledge through the fomial programme and through informal contact. Secondly, the thinking of practitioners, theorists and researchers was challenged.

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  • The management of construction projects requires knowledge of modern management as well as an understanding of the design and construction process. Construction projects have a specific set of objectives and constraints such as a required time frame for completion. While the relevant technology, institutional arrangements or processes will differ, the management of such projects has much in common with the management of similar types of projects in other specialty or technology domains such as aerospace, pharmaceutical and energy developments. ......

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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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  • The process flow diagram is a summary level depiction of the process inputs and process outputs that flow down through all the processes within a specific Knowledge Area. Although the processes are presented here as discrete elements with well-defined interfaces, in practice they are iterative and can overlap and interact in ways not detailed here.

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  • What readers are saying about Manage It! As a 30+ year veteran in the growth of PM, I gained insight into things I have been doing for years. Here, process takes a backseat to context, and Johanna provides the professional with one of the finest compendiums of observations, advice, and counsel on managing projects I have come across. Mike Dwyer Sr. Manager, Strategic Initiatives, Healthways Johanna packs a wealth of practical advice into this book. Even the most experienced project managers will find numerous nuggets and gems that they can immediately apply to their project work.

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  • The project manager must set expectations about the time required to complete the software among the stakeholders, the team, and the organization’s management. If those expectations are not realistic from the beginning of the project, the stakeholders will not trust the team or the project manager.

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  • Software requirements are documentation that completely describes the behavior that is required of the software-before the software is designed built and tested. Requirements analysts (or business analysts) build software requirements specifications through requirements elicitation. Interviews with the users, stakeholders and anyone else whose perspective needs to be taken into account during the design, development and testing of the software Observation of the users at work Distribution of discussion summaries to verify the data gathered in interviews...

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  • Quality means “conformance to requirements” The best testers can only catch defects that are contrary to specification. Testing does not make the software perfect. If an organization does not have good requirements engineering practices then it will be very hard to deliver software that fills the users’ needs, because the product team does not really know what those needs are.

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  • People begin programming before they understand the problem Everyone likes to feel that they’re making progress When the team starts to code as soon as the project begins, they see immediate gains When problems become more complex (as they always do!), the work gets bogged down In the best case, a team that begins programming too soon will end up writing good software that solves the wrong problem

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  • Windows 8 App Projects: XAML and C# Edition Copyright © 2013 by Nico Vermeir This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed.

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  • The objective of this training is to help students understanding of Vietnam the Australian researchers identify and solve problems in forestry research, especially in plantation management. Despite the problems in Vietnam can not the same, we hope to learn from multi-disciplinary approach. We also studied the specific research methods that may be useful in Vietnam

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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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  • The Glossary provides explanations of all the terms commonly used in this guide that have a specific meaning in an implementation planning context. However there are a few key terms used that it is important to understand from the start. Benefit the measurable improvement resulting from an outcome which is perceived as an advantage by one or more stakeholders. It should be noted that not all outcomes will be perceived as positive, and outcomes that are positive for some stakeholders will be negative for others (sometimes referred to as “dis-benefits”).

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  • Will your project lead to materials production or a publication? If so, you need to get an estimate from the printers or the organisation producing the materials. Don’t forget the costs of distributing the materials if this is part of your aims. CD-ROMs are often cheaper than print nowadays. Do you have access to the computers and other hardware you need for the project? Some publicly funded project sources will contribute to buying what you need.

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  • At the completion of work, the CQAM, PM, and WSDOT jointly conduct a final inspection of the project. The final inspection includes inspection of the completed work, associated as-built documents, certifications, and other documentation and contractor punch list item review. The inspection is accomplished within five business days of notification that the project is ready for final inspection. During the inspection, quality control documentation may be reviewed.

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  • A review is any activity in which a work product is distributed to reviewers who examine it and give feedback. Reviews are useful not only for finding and eliminating defects, but also for gaining consensus among the project team, securing approval from stakeholders, and aiding in professional development for team members. Reviews help teams find defects soon after they are injected making them cost less to fix than they would cost if they were found in test. All work products in a software project should be either reviewed or tested.

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  • Nobody likes to think that they make mistakes Making changes means talking about past mistakes – and admitting that they are mistakes! You may make a great case for change, and still fail to convince people to do it. Because change is uncomfortable, people in organizations will resist it. Project managers who try to change their organizations run into several common excuses when trying to implement tools, techniques and practices.

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  • We proposed in this paper an approach for checking the conformability in CORBA component model specifications. In software engineering, it is demonstrated that discovering bugs in earlier phases is much more economical than later phases. We focused thus on verifying components by their ports specification. In order to do this, firstly we determined constraints on kinds of port as well as on types of port which the connection between ports must satisfy, and then formalized them to be able to prove automatically using formal prover tools.

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  • This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org

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  • Project management software is not for the creative mind that thinks big ideas but dismisses minutiae. The kind of individual who uses it best is one who can break big ideas into ordered, finite steps. This is a skill that is not easy to learn and may be beyond some PR practitioners. For those engaged in repeated activities, project management software allows one to systematize procedures and better control costs.

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