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PROJ430 Advanced Program Management Entire Class
Add to Wallet from here:
http://hwminute.com/downloads/proj430-advanced-program-management-entire-class/
Check this A+ tutorial guideline at
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PROJ430 Advanced Program Management Entire Class
Add to Wallet from here:
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COMP1648Development, Frameworks and MethodsCoursework Number.docxmonicafrancis71118
COMP1648
Development, Frameworks and Methods
Coursework Number:
1 of 1
Contribution: 100% of course
Coordinator:
Ms Christine Du Toit
Deadline Date:
11/11/2013
This coursework should take an average student who is up-to-date with tutorial work approximately 50 hours
Learning Outcomes:
A. Critically evaluate the significance of a methodology/framework within an IS development environment.
B. Apply the principles, concepts and techniques of a RAD methodology to a given development environment.
C. Appreciate the issues impacting upon the future development and use of methods in industry.
D. Discuss professional and ethical issues relating to information systems development
Plagiarism is presenting somebody else’s work as your own. It includes: copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort; copying another student’s coursework; stealing or buying coursework from someone else and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the procedures set down by the University.
All material copied or amended from any source (e.g. internet, books) must be placed in quotation marks and in italics, with a full reference to the source directly underneath the material.
Your work will be submitted for electronic plagiarism checking. Any attempt to bypass our plagiarism detection systems will be treated as a severe Assessment Offence.
Coursework Submission Requirements
· An electronic copy of your work for this coursework should be fully uploaded by midnight (local time) on the Deadline Date.
· The last version you upload will be the one that is marked.
· For this coursework you must submit a single Acrobat PDF document. In general, any text in the document must not be an image (ie must not scanned) and would normally be generated from other documents (eg MS Office 2007 using "Save As .. PDF").
· For this coursework you must also upload a single ZIP file containing supporting evidence.
· There are limits on the file size.
· Make sure that any files you upload are virus-free and not protected by a password otherwise they will be treated as null submissions.
· Comments on your work will be available from the Coursework page on the Intranet. The grade will be made available in BannerWeb.
· You must NOT submit a paper copy of this coursework.Coursework Regulations
1. If no submissions were made before the deadline, coursework submitted up to two weeks late that meets the criteria for a pass will be treated as a referral. It will be subject to university regulations for referral work.
2. Coursework submitted late without an Extenuating Circumstances claim will receive a ZERO grade.
If you have extenuating circumstances you may submit your coursework up to two weeks after the published deadline without penalty but this is subject to acceptance of your claim by the Sc.
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
What is a business case and why on earth is it so integral to the world of project management? It is the
foundations with which our project is built and as the complexities and costs increase, so does the importance of
the business case.
Here, lead PRINCE2 trainer Richard Lampitt discusses in further detail the fundamental importance of the business case in Project Management
This is a practical guide for sprint development based on the OutSystems Delivery Method.
It helps you focus some of the main challenges found when using Agile in the field:
- Your sprints often start not being ready?
- Delivering at sprint end is always struggle?
Then you should take a look!
Target audience: Agile Project Managers (including Engagement and Delivery Managers)
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023Wellingtone
During this engaging presentation, James takes delegates through the journey for the Encirc PMO. Covering the challenges of implementing in a traditionally non-project environment, where artisan skills mean much more than governance and how they are looking to convert non-believers to believers.
This was presented by James Parker, Head of Continuous Improvements & PMO from Encirc at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
Micro Instructional Design for Problem-Based and Game-Based LearningAndy Petroski
The slides are from a webinar that I facilitated on March 30, 2015. The webinar recording can be viewed at http://www.training-pros.com/newsroom/trainingpros-webinars
Micro ID for Problem-Based and Game-Based Learning
Instructional design is both a process (macro) and a strategy (micro). Micro instructional design models should provide a formula for designing user experience, engagement and interaction that supports learning. Join this online session to explore David Merrill’s Pebble in the Pond (PiP) instructional design model for problem-based learning and consider how it can also be applied to game-based learning design.
COMP1648Development, Frameworks and MethodsCoursework Number.docxmonicafrancis71118
COMP1648
Development, Frameworks and Methods
Coursework Number:
1 of 1
Contribution: 100% of course
Coordinator:
Ms Christine Du Toit
Deadline Date:
11/11/2013
This coursework should take an average student who is up-to-date with tutorial work approximately 50 hours
Learning Outcomes:
A. Critically evaluate the significance of a methodology/framework within an IS development environment.
B. Apply the principles, concepts and techniques of a RAD methodology to a given development environment.
C. Appreciate the issues impacting upon the future development and use of methods in industry.
D. Discuss professional and ethical issues relating to information systems development
Plagiarism is presenting somebody else’s work as your own. It includes: copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort; copying another student’s coursework; stealing or buying coursework from someone else and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the procedures set down by the University.
All material copied or amended from any source (e.g. internet, books) must be placed in quotation marks and in italics, with a full reference to the source directly underneath the material.
Your work will be submitted for electronic plagiarism checking. Any attempt to bypass our plagiarism detection systems will be treated as a severe Assessment Offence.
Coursework Submission Requirements
· An electronic copy of your work for this coursework should be fully uploaded by midnight (local time) on the Deadline Date.
· The last version you upload will be the one that is marked.
· For this coursework you must submit a single Acrobat PDF document. In general, any text in the document must not be an image (ie must not scanned) and would normally be generated from other documents (eg MS Office 2007 using "Save As .. PDF").
· For this coursework you must also upload a single ZIP file containing supporting evidence.
· There are limits on the file size.
· Make sure that any files you upload are virus-free and not protected by a password otherwise they will be treated as null submissions.
· Comments on your work will be available from the Coursework page on the Intranet. The grade will be made available in BannerWeb.
· You must NOT submit a paper copy of this coursework.Coursework Regulations
1. If no submissions were made before the deadline, coursework submitted up to two weeks late that meets the criteria for a pass will be treated as a referral. It will be subject to university regulations for referral work.
2. Coursework submitted late without an Extenuating Circumstances claim will receive a ZERO grade.
If you have extenuating circumstances you may submit your coursework up to two weeks after the published deadline without penalty but this is subject to acceptance of your claim by the Sc.
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
What is a business case and why on earth is it so integral to the world of project management? It is the
foundations with which our project is built and as the complexities and costs increase, so does the importance of
the business case.
Here, lead PRINCE2 trainer Richard Lampitt discusses in further detail the fundamental importance of the business case in Project Management
This is a practical guide for sprint development based on the OutSystems Delivery Method.
It helps you focus some of the main challenges found when using Agile in the field:
- Your sprints often start not being ready?
- Delivering at sprint end is always struggle?
Then you should take a look!
Target audience: Agile Project Managers (including Engagement and Delivery Managers)
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023Wellingtone
During this engaging presentation, James takes delegates through the journey for the Encirc PMO. Covering the challenges of implementing in a traditionally non-project environment, where artisan skills mean much more than governance and how they are looking to convert non-believers to believers.
This was presented by James Parker, Head of Continuous Improvements & PMO from Encirc at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
Micro Instructional Design for Problem-Based and Game-Based LearningAndy Petroski
The slides are from a webinar that I facilitated on March 30, 2015. The webinar recording can be viewed at http://www.training-pros.com/newsroom/trainingpros-webinars
Micro ID for Problem-Based and Game-Based Learning
Instructional design is both a process (macro) and a strategy (micro). Micro instructional design models should provide a formula for designing user experience, engagement and interaction that supports learning. Join this online session to explore David Merrill’s Pebble in the Pond (PiP) instructional design model for problem-based learning and consider how it can also be applied to game-based learning design.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. MaryIand University IFSM 438 ITP-6 Presentation
NEW
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IFSM 438 ITP-6 Presentation NEW
2. MaryIand University IFSM 438 ITP-1 Project
Charter Final NEW
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IFSM 438 ITP-1 Project Charter Final NEW
3. MaryIand University IFSM 438 ITP-3 WBS Word
Document NEW
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IFSM 438 ITP-3 WBS Word Document NEW
4. MaryIand University IFSM 438 ITP-1 Project
Charter Final NEW
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IFSM 438 ITP-1 Project Charter Final NEW
5. MaryIand University IFSM 438 ITP-3 WBS Word
Document NEW
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IFSM 438 ITP-3 WBS Word Document NEW
6. MaryIand University IFSM 438 ITP-4 Project
Resources and Cost Final NEW
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IFSM 438 ITP-4 Project Resources and Cost Final
NEW
7. MaryIand University IFSM 438 ITP-4 Project
Resources and Cost Final NEW
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IFSM 438 ITP-4 Project Resources and Cost Final
NEW
8. MaryIand University IFSM 438 ITP-5 Project Risk
Assessment NEW
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IFSM 438 ITP-5 Project Risk Assessment NEW
9. MaryIand University IFSM 438 ITP-6 Presentation
NEW
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IFSM 438 ITP-6 Presentation NEW
10. MaryIand University IFSM 438 ITP-3 WBS Word
Document NEW
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IFSM 438 ITP-3 WBS Word Document NEW
11. MaryIand University IFSM 438 ITP-5 Project Risk
Assessment NEW
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IFSM 438 ITP-5 Project Risk Assessment NEW
12. MaryIand University IFSM 438 TPP-1 Team
Process Plan and Schedule NEW
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IFSM 438 TPP-1 Team Process Plan and Schedule
NEW
13. MaryIand University IFSM 438 TPP-1 Team
Process Plan and Schedule NEW
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IFSM 438 TPP-1 Team Process Plan and Schedule
NEW
14. MaryIand University IFSM 438 Week 1 Discussion
NEW
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How can we define project success?
Based on what you have seen in your own
experience, and based on what you have read so
far, how would YOU define a successful project?
What do you think contributes to a project being
unsuccessful? And, when you read about HUGE
failures, do you believe they are, in fact, failures?
Please provide examples and explain your
answers. One or two paragraphs is all that is
required. Remember that the quality of your
participation and contributions to these
discussions can and does make a difference in
your overall course grade.
(As a model for excellence, please consider this
process, courtesy of Dr. Donna McKalip):
15. • Answer the question in your own words.
• Provide a quote, paraphrase or reference from
our textbook or other source.
• Provide examples that demonstrate your answer
and understanding of the concept.
This is a good model you can use in this class and
ALL of your classes as a way to work toward
excellence and the corresponding grade.)
16. MaryIand University IFSM 438 Week 2 Discussion
Project Scope Management NEW
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Scope Creep
(1) What is scope creep?
(Note: The textbook seems to have a partial
definition, leaving out some factors. So while you
may wish to start with the textbook, don't end
there. Do a little research on the Internet or in a
library, for instance, to see what factors are
involved. Then give a better definition of Scope
Creep in your own words (but also properly citing
any references you used).)
(2) Is scope creep inevitable? That is, is it
normal? Will we always (or at least, usually) have
17. to deal with scope creep on any given
project? Why or why not?
(3) How can we deal with scope creep? What can
we do to prevent it, and especially what can we do
to handle it if and when it does occur?
18. MaryIand University IFSM 438 Week 3 Discussions
Project Time and Schedule Management NEW
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First, consider the following case study scenario:
You are the newly appointed PM for a major new
project in your company. You just stepped in and
haven't yet had a chance to analyze the
project. This project has significant executive
support and an engaged executive sponsor. The
project's executive sponsor catches you in the
hallway on your day first or so on the job and asks
you whether you will be able to complete the
project in less than 6 months.
Then answer the following questions:
19. a) Based on what has been presented in this
Module, can you give the executive sponsor an
answer at this time?
b) Why or why not?
c) So what do you say to the sponsor? How can
we respond?
d) More specifically: Describe to the executive
sponsor what you must do from a project Time and
Scheduling* perspective before you can give an
answer.
20. MaryIand University IFSM 438 Week 4 Discussions
Project Cost and Resources Management NEW
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Estimation InaccuraciesEstimation Inaccuracies
Consider a situation you've experienced when you
made an inaccurate estimation for the duration of
some activity. It doesn't necessarily need to be
during a project (though that would be desirable if
possible).
a) What was the situation?
21. b) Describe how you made the estimate. Discuss
your reasoning for estimating the duration of the
activity the way you did.
c) In what way was it inaccurate? Discuss the
factors that caused your estimate to be inaccurate.
d) What was the outcome of the situation?
e) What were the consequences of the
inaccuracy?
22. MaryIand University IFSM 438 Week 5 Discussions
Project Risk Management NEW
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First, consider the following case study situation:
Risk management often brings up ethical issues
for project managers. For instance, software
testing can be done in several different ways and
with several different levels of rigor and
comprehensiveness. Simpler tests may be faster
and cheaper and may involve less system
downtime, possibly using fewer test cases and
fewer test runs. More robust testing may be rather
expensive and time consuming, including
extensive and rigorous test cases, many test runs,
23. regression testing of previously completed
production software, and so forth.
The PM often must balance robustness of testing
with time and cost. (Recall the multi-way balance
of the triple constraint.) Sometimes, it can boil
down to a trade-off between acceptable quality
and delivering a system on schedule and on
budget. Either way it goes, that is a risk. The
approach usually depends on both the criticality
and the context of the system.
Then answer these questions:
a) From a risk management and project
management point of view, in what situation(s)
should a system be more robustly tested?
b) In what situation(s) might less testing be
acceptable?
c) Suppose you were the project manager facing
pressure from your customer or executive sponsor
to reduce testing time when you believe more
robust testing was needed. What approach would
you use to try to convince the executive manager
to follow your advice?
24. MaryIand University IFSM 438 Week 6 Discussions
Project Quality Management NEW
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First, consider the following case study
background:
In this modern economic era of tight budgets,
cutbacks, and shortfalls in both budgets and staffs,
most organizations are pressured to "do more
with less". Customers and executive sponsors
push projects tocomplete earlier and cheaper,
with less budget funding, but with the same scope
and quality. Rapid Application Development
25. (RAD) and Agile and Extreme development
methods are pushed. The problem, as always, is
with the balance of the triple constraint (this time,
with the added factor of quality).
There is also a trade-off between the short-term
benefits of quality (and of projects themselves, for
that matter), and their long-term strategic benefits
to the corporation.
These economic and strategic forces often result in
executives pressuring PMs to take shortcuts in IT
projects. While such shortcuts may seem
attractive, they usually have highly adverse
consequences to the company in both the short
term and the long term. One example, of many, is
that poor quality could be publicized and have
adverse consequences for the company.
These pressures from executives, and the related
economic pressures, are project risks, and the
risks often manifest themselves as quality issues.
Now answer these questions:
a) If faced with increasing pressure to get a
project done ahead of time, what steps should a
project manager take if he feels this will
jeopardize project quality?
26. b) Suppose that rather than time, the pressure is
to do more with less, that is to accomplish the
same scope with staff cuts and budget cuts. Does
that change your answer? That is, what steps
should a PM take if he feels this will jeopardize
project quality?
c) In addition to the effects that a rushed project
might have on project quality, what kind of short-
term and long-term effects might it have on project
team members?
d) What kind of short-term and long-term effects
might it have on the organization or corporation
itself?
27. MaryIand University IFSM 438 Week 7 Discussions
Project Execution Management NEW
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First, consider the following case study situation:
You are the PM managing a project in which,
during project execution, some tasks actually take
longer than planned, some go over the planned
budget, and the occasional task takes less time
than planned. What's more, some of each of these
changed tasks are on the critical path and some
are not. Due to astute monitoring, you, as PM, have
noticed these changes from the plan.
Now, answer the following questions:
28. a) What would have happened if you had not
been monitoring the status of the project?
b) Suppose that it is crucial that the project
complete on time at all costs (e.g., a Mars mission
launch window, which, if delayed, will cause the
rocket to miss Mars entirely, and for which there is
not another launch window for the next 3
years). However, with such a critical project,
suppose that changes in actual performance
occurred which greatly affected the duration of the
project. What could you do about it?
c) Would taking these remedial actions depend
on when you detected the changes? That is, do
they require knowing in advance that there is
going to be a slippage or speed-up of a task, or not?
d) What else should you do during project
execution if such changes made a large change in
project duration if there was nothing you could do
to remediate it?
e) What else should you do during project
execution if such changes made a large change in
project duration if youcould successfully
remediate it?
29. MaryIand University IFSM 438 ITP-7 Word
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Brief Overview of Our Changes to the WBS
What was the effect of the changes on your project
cost? How much did it increase? Are you still on
budget or are you over budget now?
30. What was the effect of the changes on your project
cost? How much did it increase? Are you still on
budget or are you over budget now?
What would you recommend doing to handle these
changes and risks, assuming that the client cannot
get any more money (it's a fixed grant) and that it
still has to be installed by the original deadline
(before? Do not make changes in your project
schedule .mpp or budget or documents to reflect
this recommendation. Simply state what things
you would recommend doing to handle the
situation.