Control the Project Scope

Ebook PMP: Project management professional exam study guide (5th edition) is organized as follows: Chapter 1: what is a project? chapter 2: creating the project charter, chapter 3: developing the project scope statement, chapter 4: creating the project schedule, chapter 5: developing the project budget, chapter 6: risk planning, chapter 7: planning project resources, chapter 8: developing the project team, chapter 9: conducting procurements and sharing information, chapter 10: measuring and controlling project performance, chapter 11: controlling work results, chapter 12: applying professio...

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Part 2 book "Project management" includes content: Project graphics, pricing and estimating, cost control, trade off analysis in a project environment, risk management, learning curves, contract management, quality management, modern developments in project management, the project office, the business of scope changes

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Ebook Project management: A systems approach to planning, scheduling, and controlling - Part 2 includes contents: Chapter 13: project graphics; chapter 14: pricing and estimating; chapter 15: cost control; chapter 16: trade-off analysis in a project environment; chapter 17: risk management; chapter 18: learning curves; chapter 19: contract management; chapter 20: quality management; chapter 21: modern developments in project management; chapter 22: the business of scope changes; chapter 23: the project office; chapter 24: managing crisis projects; chapter 25: the rise, fall, and resurrectio...

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Ebook Key project management based on effective project thinking: Part 1, presents the following content: Recognize the True Value of Management; Enterprise Cannot Survive Without Projects; Fundamental Principles of Project Management; The Development of Project Governance Platforms;...Please refer to the documentation for more details.

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The contents of Ebook Effective project management: Traditional, adaptive, extreme – Part 2 includes: Chapter 7: finalizing the schedule and cost based on resource availability; chapter 8: organizing and conducting the joint project planning session; chapter 9: recruiting, organizing, and managing the project team; chapter 10: monitoring and controlling progress; chapter 11: closing out the projects; chapter 12: critical chain project management; chapter 13: introduction to the adaptive project framework; chapter 14: version scope; chapter 15: cycle plan; chapter 16: cycle build; chapter 17...

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Ebook Effective project management: Traditional, agile, extreme (5th ed): Part 1 presents the following content: Chapter 1: What is a project? Chapter 2: Understanding the project management process groups, Chapter 3: How to scope a project, Chapter 4: How to plan a project, Chapter 5: How to launch a project, Chapter 6: How to monitor and control a project, Chapter 7: How to close a project, Chapter 8: Project management landscape, Chapter 9: Traditional project management, Chapter 10: Using critical chain project management, Chapter 11: Agile project management, Chapter 12: Extreme projec...

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Lecture Software engineering II: Lesson 23 - Fakhar Lodhi. The main topics covered in this chapter include: calculating task set selector (TSS), example of SE tasks for a concept development project, concept scoping, identify needs and benefits, define desired output/control/input,...

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Ebook Project management – Achieving competitive advantage present the content: the organizational context; project selection and portfolio management; scope management;project scheduling; resource management; project evaluation and control; project closeout and termination...

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In this research, “Domain Ontology for Project Knowledge Management” is presented by literature and reliable resource reviews and analysis in three layers: “People”, “Technology” and “Process”. This ontology consists of 115 cells. The layer of “People” has been divided into two subgroups: “Culture” and “Leadership”, in12 cells. The layer of “Technology” has been classified into two subgroups: “Technology Component” and “Application”, which has 72 cells.

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The following will be discussed in this chapter: The plan-monitor-control cycle, data collection and reporting, earned value, project control, designing the control system, scope creep and change control.

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The following will be discussed in this chapter: The plan-monitor-control cycle, data collection and reporting, earned value, project control, designing the control system, scope creep and change control.

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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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The process began by identifying what the interactive timeline needed to accomplish, and also what wasn’t required of the project. Keeping within personally defined guidelines created a structure and became a foundation for a workflow that remained focused on the necessary outcomes. Without clear guidelines, a project of this scope has the potential to spiral out of control. Therefore, guiding principles were established.

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The project baseline, which is the focus of Chapter 7, arguably falls into place when planning is complete and the team members have agreed all the scheduled dates. At this juncture, values are stored, and these include the agreed tasks; the scheduled start and finish dates for the tasks; team members who will be responsible for scheduled tasks; and the budgeted cost. All that is done cognisant of performance, cost, time and scope (PCTS) of the project.

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The audit work required for a live application review is very similar to that undertaken for a system under development with one main exception. When auditing an application under development, there is little opportunity for detailed audit testing. Audit work will focus on evaluating the adequacy of security and control using discussion and a review of technical documentation. The testing phase of the project may allow some scope for control testing, but this is artificial.

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PEACE BRIGADES INTERNATIONAL GUATEMALA PROJECT AUDIT REPORT 2008 FINANCIAL STATEMENTS GUATEMALA, OCTOBER 2009 1 1 This is trial version www.adultpdf.com CONTENTS A B 1. 2. C. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

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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. This occurs between year...

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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 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 3: Cost Management. Cost management is the completion of the project management triple constraint of cost, schedule, and scope. Each of these must be completed in order to complete the project on time and on budget and to meet all of the customer’s expectations. In order to meet the cost goals of the project, the project must be completed within the approved budget.

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