The project management life cycle.

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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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  • 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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  • Giai đoạn lập kế hoạch dự án bao gồm việc tạo ra một bộ tài liệu kế hoạch mà giúp hướng dẫn các nhóm quản lý dự án thông qua các giai đoạn còn lại của dự án.

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  • Để bắt đầu việc kết thúc của một dự án, báo cáo kết thúc dự án được lập ra trước tiên. Báo cáo này liệt kê tất cả các hoạt động kết thúc và xác định nhân lực chịu trách nhiệm cho từng hoạt động được liệt kê.

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  • Để chuyển giao thành côngdự án kịp thời gian, trong ngân sách và đặc điểm kỹ thuật mà bạn cần để hiện đầy đủ từng hoạt động được liệt kê trong phần này

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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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  • Describe the software crisis and how the often dismal track record for information technology (IT) projects provides a motivation for changing how we view and manage IT projects.Explain the socio­technical, project management and knowledge management approaches that support ITPM. Define what an IT project is and describe its attributes. Define the discipline called project management. Describe the role and impact IT projects have on an organization. Identify the different roles and interests of project stakeholders.

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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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  • Chapter 1: Introduction to the Process Improvement Life Cycle. Designing, documenting, and implementing a project management methodology is a major undertaking. It is met with several obstacles, including: • Cultural and organizational barriers to change; • Replacing existing project management habits; • Rugged individualism of technical professionals. An organization will never reach the point where it is safe to say that all three of these obstacles have been neutralized. In fact, these obstacles will continuously plague projects for as long as there are projects to be plagued.

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  • The Program Management Professional (PgMP®) Exam Practice Test & Study Guide includes five sections, each of which corresponds to one of the five domains described in the Program Management Professional (PgMP®) Examination Content Outline (April 2011). Each section contains study hints, a list of major topics that are encountered on the exam, and 20 multiple-choice practice questions complete with an answer sheet, an answer key that includes a rationale for each correct answer, and a bibliographic reference for further study if needed.

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  • Growing up, I didn’t want to be a project manager. Unlike the more popular options of fireman and ballerina (and later doctor and chef), it wasn’t as easy to visualize what being a project manager was all about. Since my love was for technology, I studied Computer Science and worked on everything from software engineering through to web development. It was only in the corporate world that I realized why people wanted to be project managers.

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  • Chapter 17 - Project management. This chapter include objectives: Describe the project life cycle, discuss the behavioral aspects of projects in terms of project personnel and the project manager, explain the nature and importance of a work breakdown structure in project management,..

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  • Describe the five project management processes and  how they support each phase of the project life cycle.  Define the project management knowledge area 

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  • Projects today have dramatically increased in complexity, requiring a culturally and functionally diverse mix of individuals who must be integrated into an effective unit – a project team. Effective teamwork is the key to project success during all phases of the project life cycle. Tough global competition has created an acute need for faster, more flexible, and highly competitive operations. These needs can be met only by developing high-performing teams. Effective team building is one of the prime responsibilities of the project manager (Knutson, Joan, 2001).

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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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  • 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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  • 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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  • The first difference to notice is that PRINCE2 is clearly project life cycle based with six out of eight major processes running from "Starting up a project" to "Closing a project". The remaining two, "Planning" and "Directing a project" are continuous processes supporting the other six. Each of these have their respective sub-process totaling 45 in all. Then, feeding into the system, are six "Components" some of which are documents and others that are themselves processes.

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  • There is an important lesson that may be inferred from Jason's book. From his descriptions of project management methodologies it is clear that what Jason has in mind is the "project life cycle" or, as we prefer to call it, the "project life span". After all, the project life span is defined as: "The complete set of time periods through which a project passes sequentially in a logical and orderly manner". Further, a project may be defined as: "A process or undertaking that encompasses an entire set of activities having . . . well defined objectives" and a process...

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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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