Managing Projects for Success: A TrilogyThomas Telford, 2001 - 604 lappuses The influences of modern technology and competitive environments have a direct impact on the outcomes of projects, irrespective of project type. This text is a response to the growing need for better management which many people find necessary when leading or working within teams or groups undertaking a project. Increasingly, people in a working environment are engaged in organised practices and utilising resources, facing the challenge of having to meet, or better, predetermined cost budgets and strict timetables. The fact that most work is organised into programs or singular projects means that people require increasing guidance in project management. |
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1.–5. rezultāts no 80.
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Saturs
using it to our advantage | 3 |
Chapter | 15 |
the means to transform | 21 |
Systems mapping | 51 |
onetime events | 68 |
Project management process | 90 |
Project scope management and time management | 107 |
Project cost management and communication | 127 |
Chapter 20 | 343 |
Scheduling methods 204 | 358 |
Chapter 22 | 381 |
Chapter 23 | 412 |
Chapter 25 | 442 |
Chapter 26 | 462 |
Chapter 27 | 488 |
Chapter 28 | 506 |
Project risk management and procurement | 144 |
Project human resources management and quality | 163 |
References | 178 |
Chapter 18 | 295 |
Work progress and updating | 310 |
Chapter 29 | 531 |
Chapter 30 | 557 |
Part 3 | 575 |
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achieve activity duration activity's analysis answers and comments approach arrow Author's answers bar chart breakdown structure budget calculated Chapter close-out completion components concurrent constraints contract cost estimates critical path defined delay determine document elements environment evaluation Exercise feedback finish following question forward pass framework functional histogram identified implementation influence diagrams initial line of balance management plan matrix means measurement method network diagram node node network normally objectives operatives organisational structure outputs Planning for control PMBOK problems procurement progress project cost project duration project management process project network project plan Project risk project team referred relationships responsibility responsibility assignment matrix risk management risk management plan scheduled plan sequence short answer shown in Figure stakeholders supplier systems thinking tasks Thomas Telford tools and techniques updating value process variables variance vendor Write a short