The document discusses key project management concepts like baselines, scope, stakeholders, organizational structure, project selection, scheduling, and controls. It provides examples of true/false and multiple choice questions related to these topics. The questions cover defining a baseline and scope, characteristics of a project vs process, types of organizational structures, factors in project selection, direct vs indirect costs, and types of control systems. Effective project teams require open communication, clear goals, participation, and a positive attitude. The partnership between a project manager and team needs exchange of purpose, right to say no, joint accountability, and honesty.
Integrating goals after prioritization andijseajournal
Decision support system in Requirements engineering plays an important role in software development life
cycle. The relationship between functional and non-functional requirements often plays a crucial role in
resolving conflicts or arriving at decisions in requirements engineering phase. Goal-Oriented
Requirements Engineering (GORE) methods make a good attempt of addressing these aspects which are
helpful in decision support. We propose a GORE method - Integrating goals after prioritization and
evaluation (IGAPE). The method is semi-formal in nature thereby ensuring active stakeholder
participation. In this paper we elaborate the various steps of IGAPE method. The output of IGAPE is then
given as input to a decision support system which makes use of Analytic Hierarchy Process (AHP) and
Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS). Integration of IGAPE with
AHP and TOPSIS will clearly provide a rationale for various decisions which are arrived at during the
requirements engineering phase. The method is illustrated for an e-commerce application and is validated
by expert analysis approach.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
Integrating goals after prioritization andijseajournal
Decision support system in Requirements engineering plays an important role in software development life
cycle. The relationship between functional and non-functional requirements often plays a crucial role in
resolving conflicts or arriving at decisions in requirements engineering phase. Goal-Oriented
Requirements Engineering (GORE) methods make a good attempt of addressing these aspects which are
helpful in decision support. We propose a GORE method - Integrating goals after prioritization and
evaluation (IGAPE). The method is semi-formal in nature thereby ensuring active stakeholder
participation. In this paper we elaborate the various steps of IGAPE method. The output of IGAPE is then
given as input to a decision support system which makes use of Analytic Hierarchy Process (AHP) and
Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS). Integration of IGAPE with
AHP and TOPSIS will clearly provide a rationale for various decisions which are arrived at during the
requirements engineering phase. The method is illustrated for an e-commerce application and is validated
by expert analysis approach.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
CMMI 2.0 deployment case study document gives an overview of the rapid deployment achieved at a proactive client site with handful of initiatives to demonstrate true and sustained improvements in the processes. The fact that benchmark assessment was successful with very few changes identified on the Assessment Team Members.
AGILE PROJECT MANAGEMENT IN NON-SOFTWARE SECTORS DURING TURBULENT TIMESijseajournal
Scholars have viewed Agile Project Management APM as a prominent solution for software and nonsoftware innovative institutions to cope with its unstable environment. APM has been tested in the software
field and proven to be successful. Since 2015, there is ongoing war in Yemen that negatively affects most
sectors including the business and microfinance sectors. Social Fund for Development SFD, the
microfinance industry leader in Yemen, sought solutions for enhancing the Microfinance Institutions MFIs
capabilities during the current environment turbulence. This research investigates any possible advantages
in adopting APM in the microfinance sector, out of software domain. A qualitative method was used to
conduct the research. three microfinance pioneers were selected and 11 professionals from all
management levels were interviewed. In addition, three workshop discussions with 22 members of product
development teams were held. The study found that adopting APM would help these MFIs to enhance their
resilience by bridging the identified gaps and challenges.
Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation PerspectiveRajesh Naik
The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI. This presentation highlights the key changes expected in version 1.3 of the model and appraisal methodology.
The Government Accountability Office found 14 Challenges in Agile adoption. See how EMT answers those challenges with CMMI and Agile together.
Effective Practices and Federal Challenges in Applying Agile Methods
GAO-12-681: Published: Jul 27, 2012. Publicly Released: Jul 27, 2012
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
Process improvement for General Counsel and Law FirmsGeorge Dunn
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
Selecting A Development Approach For Competitive Advantagemtoddne
Companies that rely on their information systems to provide a competitive advantage must employ development methodologies that: facilitate innovation, improve customer and supplier relationships, and enable change at the speed of business. Potential development approaches include traditional, object-oriented, and vision and value oriented methodologies. The recommended approach is a hybrid methodology that incorporates agility, adaptability, reuse, collaborative thinking, and evolving innovation. At the foundation of this approach are agile development philosophies and practices, and the system designer. From an architectural perspective, the approach utilizes SOAs and SOMA methods. And, design thinking and innovation evolution cycle principles are incorporated to drive system innovations.
CMMI 2.0 deployment case study document gives an overview of the rapid deployment achieved at a proactive client site with handful of initiatives to demonstrate true and sustained improvements in the processes. The fact that benchmark assessment was successful with very few changes identified on the Assessment Team Members.
AGILE PROJECT MANAGEMENT IN NON-SOFTWARE SECTORS DURING TURBULENT TIMESijseajournal
Scholars have viewed Agile Project Management APM as a prominent solution for software and nonsoftware innovative institutions to cope with its unstable environment. APM has been tested in the software
field and proven to be successful. Since 2015, there is ongoing war in Yemen that negatively affects most
sectors including the business and microfinance sectors. Social Fund for Development SFD, the
microfinance industry leader in Yemen, sought solutions for enhancing the Microfinance Institutions MFIs
capabilities during the current environment turbulence. This research investigates any possible advantages
in adopting APM in the microfinance sector, out of software domain. A qualitative method was used to
conduct the research. three microfinance pioneers were selected and 11 professionals from all
management levels were interviewed. In addition, three workshop discussions with 22 members of product
development teams were held. The study found that adopting APM would help these MFIs to enhance their
resilience by bridging the identified gaps and challenges.
Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation PerspectiveRajesh Naik
The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI. This presentation highlights the key changes expected in version 1.3 of the model and appraisal methodology.
The Government Accountability Office found 14 Challenges in Agile adoption. See how EMT answers those challenges with CMMI and Agile together.
Effective Practices and Federal Challenges in Applying Agile Methods
GAO-12-681: Published: Jul 27, 2012. Publicly Released: Jul 27, 2012
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
Process improvement for General Counsel and Law FirmsGeorge Dunn
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
Selecting A Development Approach For Competitive Advantagemtoddne
Companies that rely on their information systems to provide a competitive advantage must employ development methodologies that: facilitate innovation, improve customer and supplier relationships, and enable change at the speed of business. Potential development approaches include traditional, object-oriented, and vision and value oriented methodologies. The recommended approach is a hybrid methodology that incorporates agility, adaptability, reuse, collaborative thinking, and evolving innovation. At the foundation of this approach are agile development philosophies and practices, and the system designer. From an architectural perspective, the approach utilizes SOAs and SOMA methods. And, design thinking and innovation evolution cycle principles are incorporated to drive system innovations.
Freixenet. Desestacionalizar el cava. Portfolio Planner Alba Lucena ZaherAlba Lucena Zaher
Actualmente, el cava es una bebida para celebrar
asociada a las Navidades. Por ello hay que desestacionalizarla creando una nueva visión de
marca de Freixent la cual ayude a engendrar un nuevo espacio mental para su consumo. Estableciendo a Freixenet como un vino para todas las ocasiones.
Freixenet estará presente tanto en las celebraciones
como en otros momentos de la vida más contemplativos.
Le taux de référence servant au calcul du plafonnement des intérêts déductibles vient d’être mis à jour dans le Bulletin officiel des finances publiques (BOFIP) ; et ce pour les exercices de douze mois clos du 30 septembre 2016 au 30 décembre 2016.
Les taux maxima des intérêts déductibles sur les avances consenties par les associés en sus de leur part de capital sont précisés par la direction générale des finances publiques dans le document paru au BOFIP.
Ainsi, pour le 3e trimestre 2016, le taux effectif moyen pratiqué est de 1,98%.
Le document intégral publié au BOFIP est reproduit ci-après.
A 2,000-BIT MESSAGE IS USED TO GENERATE A 256-BIT HASH. ONE THE AVERAGE, HOW ...SophiaMorgans
A 2,000-BIT MESSAGE IS USED TO GENERATE A 256-BIT HASH. ONE THE AVERAGE, HOW MANY OTHER MESSAGES COULD BE EXPECTED TO GENERATE THE SAME HASH VALUE? WHAT DOES THIS TELL US ABOUT THE LENGTH OF A HASH AS COMPARED TO THE LENGTH OF THE MESSAGE?
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxcravennichole326
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
1Grand Canyon UniversityInstructor Name MIS-652 BusinesEttaBenton28
1
Grand Canyon University
Instructor Name:
MIS-652 Business Process Analysis
December 1, 2021
Introduction
Cummins is a global engine manufacturer that also designs and manufactures turbochargers for engine applications. Cummins Turbocharger is the market leader in medium and heavy-duty car applications worldwide.
The Process and Relevant Data Comment by Seon A Levius: Since you are using “Cummins” in this section, you need to pinpoint some process problem with data issues for optimization. The optimization or improvement can be for both the process and technology.
Prototype - A Model of the Construction Process: The organization's prototyping process is ineffective and results in a lengthier lead time in comparison to client needs. According to data from the last six months, the average lead time for proto-sample building is approaching 12 days, rather than the five days requested by the customer.
Process Improvement Methods Comment by Seon A Levius: In this section you will basically explain how you will improve the process problem you identified above. This is basically the articulation of your solution (which must for this case include technology optimization). Also, how will you evaluate it.
You mentioned Six Sigma as the tool to enhance the process. But that is not what we want here. Six Sigma can be the tool you used to evaluate the proposed solution to the problem you identified.
So, in this sense, I didn’t see any articulation about how you will evaluate your improvements to ensure, they are efficient and effective.
For example, Six Sigma can be used as the process improvement method. The Define, Measure, Analyze, Improve, and Control (DMAIC) sub-methodology within Six Sigma can be helpful in defining the details of the future state process and Key Performance Indicators (KPIs) that the future state process should be able to meet.
Other methods in our reading this week that can be explored includes PDCA (Plan Do Check Act).
Six Sigma is a technique for process improvement. Six sigma methodology is being designed for process improvement and the implementation of six sigma tools in order to correctly assess the process and achieve improvement (Thomas, et al., 2017)
The following format explains the problem statement and execution of the process improvement method.
Problem Statement
Articulate your problem statement here
Problem Statement Worksheet
Original problem or focus question
The lead time for the proto sample process is longer than anticipated by the customer.
12 days rather than 5.
Stakeholders who are most affected by the problem
The Customer prototyping team and the Company program management team are the most impacted by this issue.
Type of Problem
Problems with resources and processes Comment by Seon A Levius: Technology has to be one of the problems
Suspected cause of the problem
Suspected reasons based on the cross functional team's root cause analysis are as follows.
1.Because the process is dependent ...
Question 11. A term for continuous improvement in an organizat.docxmakdul
Question 1
1. A term for continuous improvement in an organization is?
Total Quality Management.
Kaizen.
Empowerment.
Honne.
5 points
Question 2
1. When a group of workers who meet on a regular basis to discuss ways of improving the quality of work, it is called:
All hands meeting.
Division meeting.
Quality control circle.
Board of Directors.
5 points
Question 3
1. There has been an emergence of new beliefs about quality, quality is everyone's job, not just a special department and training in quality ___________.
Saves money.
Is very costly.
Is unnecessary for any employees.
Is too special for most employees to be trained.
5 points
Question 4
1. The term for doing the right thing according to the societal norm is called?
The Status Quo.
Political correctness.
Social Politics.
Tatemae.
5 points
Question 5
1. The process of evaluating results in relation to plans or objectives and deciding what action, if any to take is __________ and it is combined with __________?
Global strategy and quality.
Control and quality.
Controlling and decision making.
Decision making and quality.
5 points
Question 6
1. Ways to recognize a neutral culture from an affective culture include all but which one of the following items?
Physical contact, gesturing, and/or strong facial expressions are not used.
Emotions are dammed up, although occasional explosions occur.
Do not reveal what they are thinking or feeling.
People express goodwill and respond warmly to all comments and ideas.
5 points
Question 7
1. The process of influencing people to direct their efforts toward the achievement of some particular goal or goals, is called?
Leadership.
Management.
Charismatic.
Socially responsible management.
5 points
Question 8
1. Efficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree is considered what on the Managerial Grid?
High Concern for people and relationships; Low concern for production and task.
Low Concern for people and relationships; High concern for production and task.
High Concern for people and relationships; High concern for production and task.
Low Concern for people and relationships; Low concern for production and task.
5 points
Question 9
1. Transformational leaders that can get their followers to question old paradigms and to accept new views of the world and how things should be done now and for the future are known as?
Idealized influential leaders;
Inspirational motivational leaders;
Intellectually stimulating leaders;
Idealized Influential leaders.
5 points
Question 10
1. Different countries have different managerial beliefs about work different than the U.S. When thinking about Russian managerial beliefs about work with regard to Marxist related beliefs, free enterprise has been embraced by some, but not all because?
A person can learn better on the job in a traditional facto ...
Assignment 1 LASA 2—Company Analysis ReportReview the following.docxtrippettjettie
Assignment 1: LASA 2—Company Analysis Report
Review the following scenario:
Assume that you have recently been hired as the director of continuous improvement of a company. You are an outside hire with limited history of the firm and personal capital at the firm, and you are responsible for lean production, total quality management (TQM), six sigma, and best practice implementation.
Lean production means doing more with less, such as less inventory, fewer workers, or less space. A recent trade in quality management is lean six sigma (also known as lean sigma) that integrates six sigma and lean production.
The capacity for which you were hired has existed for three years with a direct line of report to the vice-president of operations and dotted line of report to the head of information technology (IT), the chief information officer (CIO), and the director of internal controls and audit. You are the second person to fill in this position. You have a team of internal consultants; half of your team has six sigma black belt or equivalent capabilities with the remainder having a solid understanding of operations and IT. You also have a budget for two external vendor resources.
You have taken six months to familiarize yourself with the organization and its people, mission, goals, strategy, and structure. In this time, you have also evaluated current operations. At the end of this period, you are assigned to deliver a report identifying the three most promising avenues for achieving best practices within the company. You have already been told that the company suffers from both aging and complex information systems and that your recommendation must include a major upgrade of those systems. The executive officers anticipate major investments in IT over the next several years. Your best practice implementations, coupled with new technology, must be measurable in terms of speed, quality, productivity, and efficiency or other key performance indicators that you identify in your report.
For this assignment, you will choose a company with which you are familiar. You are encouraged to choose a company for which you currently work or have worked, but you may choose some other firm if you believe it will be a compelling analysis.
You may choose one area of the company, such as a manufacturing plant or product design, to focus on if you can make a strong case. Your recommendations should have the following features.
· Repeatable: If you “fix” three things in a manufacturing plant, you should be able to tackle the “next” three in iteration.
· Scalable: If they work in one plant, they should work in all of them.
· Replicable: Your process for improvement should be repeatable in different, disparate parts of the organization.
This is a key initiative at the “C” level, and your recommendation will reach the board of directors.
Your paper must include the following sections:
1. Strategic Overview: (1 page)
Provide a brief description of the following elements:
a. ...
Five Immutable Principles of Project SuccessGlen Alleman
Successfully managing projects, including Software Intensive System of Systems, starts with the Five Immutable Principles. These five principles of project success are stated as questions that need to be answered using units of measure meaningful to the decision makers
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
2. 3
Most effective project maturity models chart both a set of standards that are currently accepted
as stateof-the-art as well as a process for achieving significant movement towards these
benchmarks.
Question 3 options:
True
False
Save
Question 4 (3 points)
4
The present value of money is more today than when I expect to spend it in the future.
Question 4 options:
True
False
Save
Question 5 (3 points)
3. 5
The BEST time to establish reasonable controls is when they are first needed during the project.
Question 5 options:
True
False
Save
Question 6 (3 points)
6
A company's culture has little impact on whether projects are successfully implemented.
Question 6 options:
True
False
Save
Question 7 (3 points)
7
4. The late start time should be calculated using a forward pass through the network.
Question 7 options:
True
False
Save
Section 2 - Multiple Choice (4 points each)
Question 8 (4 points)
8
A project typically has:
Question 8 options:
A) A defined start and end date.
B) A defined start date but no defined end date.
C) No defined start but a defined end date.
D) No defined start or end date.
Save
5. Question 9 (4 points)
9
Which of these is NOT characteristic of a project?
Question 9 options:
A)
Projects are responsible for the newest and most improved products, services, and
organizational processes.
B) Projects are ad hoc endeavors with a clear life cycle.
C) Projects provide a philosophy and strategy for the management of change.
D)
Traditional process management functions of planning, organizing, and controlling do not apply
to project management.
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6. Question 10 (4 points)
10
The behavioral side of project management emphasizes:
Question 10 options:
A) Scheduling.
B) Leadership.
C) Project selection.
D) Planning.
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Question 11 (4 points)
11
A strategic perspective on project management might ask which of the following questions prior
to
undertaking a project?
Question 11 options:
A) Does this project support the company vision?
B) What is our corporate culture?
7. C) Do we have the necessary budget for this project?
D)
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Can we define the problem?
Question 12 (4 points)
12
The management department at the university decides to add a new program in restaurant,
hotel, and
institutional management. As part of the development process they hold focus groups consisting
of area
business leaders, current and former students, and restaurant and hotel owners. These groups
can be
described as:
Question 12 options:
Stakeholders.
Project leaders.
Clients.
8. Project workers.
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Question 13 (4 points)
13
Which of the following is NOT an element of organizational structure?
Question 13 options:
A) Well-articulated mission, vision, and value statements.
B) Formal reporting relationships.
C) Grouping together of individuals into departments.
D) Systems designed to ensure effective communication.
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Question 14 (4 points)
14
Which statement regarding project selection is BEST?
Question 14 options:
9. A) Organizational reality can be perfectly captured by most decision-making models.
B)
Before selecting any project, the team should identify all the relevant issues that play a role in
project selection.
C) Decision models must contain either objective or subjective factors.
D) Every decision model has both objective and subjective factors.
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Question 15 (4 points)
15
Which of the following is a direct cost?
Question 15 options:
A) Rent
B) Depreciation on equipment
C) Labor
10. D) Health benefits
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Question 16 (4 points)
16
Which of these lists of duties is more reflective of managerial tasks?
Question 16 options:
A) Creating vision and strategies.
B) Problem solving.
C) Long-term risk taking,
D) Communication by word and deed.
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Question 17 (4 points)
17
Projects are often underfunded in the concept stage because:
Question 17 options:
A) The project requirements were deliberately understated.
11. B)
There is complete trust in project managers by top management so more resources can be
asked for at any time.
C) The project's goals are too clearly defined.
D) The project's top management sponsor is too influential.
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Question 18 (4 points)
18
Prior to creating a network, it is important to:
Question 18 options:
A) Identify all loops through activities.
B) Identify the pary responsible for each activity.
C) Calculate the float for each activity.
D) Understand the activity precedence.
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12. Section 3 - Short Answer/Essay - (5 Points Each)
Question 19 (5 points)
19
Describe or define any four important attributes for screening models used to evaluate projects.
Question 19 options:
The screening process it to balance the competitive demands. Companies have to make sure
they are
making the best choices when evaluating projects. There are a number of decision models
available to
help with the evaluation and selection of projects.
First attribute is the company’s capability the company should be flexible enough to respond to
changes
in the conditions under which projects are carried out.
Flexibility The model should be easily modified if trial applications require changes. This allows
for
adjustments due to changes in exchange rates, tax laws, building codes, and so forth.
A model must be easy to use and simple enough to be used by people in all areas of the
organization,
13. both those in specific project roles and those in related functional positions.
The screening model should be cost effective. The cost of obtaining selection information and
generating
optimal results should be low enough to encourage use of the models rather than diminish their
applicability.
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Question 20 (5 points)
20
What are key differences between projects and processes?
Question 20 options:
A process is ongoing, and is the day to day activities in which an organization engages while
producing
goods and services. Processes are well established systems, properties, and capabilities in a
continuous,
and repetitive manner. Projects are new process or product, and systems must be created to
integrate
efforts. Project management activities remain unique and separate from the manner in which
processoriented work is performed. Projects are one shot and have a limited life time. Projects
have
14. uncertainty of performance, cost and schedule while Process greater certainty of cost of
performance,
cost and schedule. In order to grow an enterprise properly, projects and processes must be used
in
balance.
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Question 21 (5 points)
21
What are the three types of organizations presented by the author and how are they different?
Organizational structure identifies the grouping together of individuals into departments and
departments into the total organization.
(1) function—grouping people performing similar activities into similar departments,
(2) product—grouping people working on similar product lines into departments,
(3) geography—grouping people within similar geographical regions or physical locations into
departments, and (4) project—grouping people involved in the same project into a department.
Organizational structure includes the design of systems to ensure effective communication,
coordination, and integration of effort across departments. This third feature of organizational
What
are the advantages and disadvantages of using a functional structure to manage a project?
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Question 22 (5 points)
22
What are the advantages and disadvantages of using a functional structure to manage a project?
An advantage of a functional organizational structure is that it offers a high level of specialization.
Each unit operates as a type of self-contained mini-company, charged with carrying out its
specific
role. Team members become experts within their functional area, and the unit and company
benefit
from their expertise and experience over time. Productivity is enhanced when a worker is an
expert in
his functional area because they perform at a high level of speed and efficiency.
Lack of team work can be a disadvantage using functional structure, if they have difficulty
working
with other units. Another disadvantage of the functional organization structure is that it can pose
a
challenge for top management to maintain control as the organization expands. As organizations
get
larger and top management needs to delegate more decision-making responsibilities to each
16. functional area, the degree of autonomy may also increase, making coordination of activities
more
difficult. If the company expands into new geographic areas, maintaining control of and managing
the
separate functions can be even more of a challenge.
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Question 23 (5 points)
23
What is the purpose of controls? Describe any three types of control systems.
Control focuses on events before, during, or after a process. Three types of types of controls are
feedforward, concurrent, and feedback.
Feedforward controls, sometimes called preliminary or preventive controls, attempt to identify
and
prevent deviations in the standards before they occur. Feedforward controls focus on human,
material,
and financial resources within the organization.
Concurrent controls monitor ongoing employee activity to ensure consistency with quality
standards.
These controls rely on performance standards, rules, and regulations for guiding employee tasks
and
17. behaviors. Their purpose is to ensure that work activities produce the desired results.
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Question 24 (5 points)
24
What are the characteristics of effective project teams?
Characteristics of effective project teams are working together creates higher success rates.
Open communication helps to eliminate frustration and helps team accomplish more in less time.
When
you have cohesiveness among teams your top performers will stay. Team are successful in
achieving
goals when they have a clear purpose, vision, mission and goals have been defined. Teams are
effective
when everyone is encouraged are given the opportunity to participate and contribute. In addition,
motivated teams are more energized and will get the job done. Team members are committed
when
they believe in task. Finally having a positive attitude leads to a winning team.
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Question 25 (5 points)
18. 25
Describe the four things that are necessary to promote the partnership idea between the project
manager and the team.
1. Exchange of purpose
2.A right to say no
3. Joint accountability
4. Absolute honesty