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Đề thi giải toán trên máy tính cầm tay bậc trung học - Đà Nẵng 2008-2009


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- This ebook helps you to manage projects more successfully by describing each of the steps in the Project Lifecycle..
- There you will find a comprehensive suite of templates to help you complete every step in the project lifecycle..
- Welcome to the Project Management Guidebook..
- At the start of a project an agreed amount of labor, equipment and materials is allocated to the project.
- The following diagram outlines the Project Life-Cycle..
- The Project Lifecycle consists of four phases:.
- The Initiation Phase is the first phase in the project.
- The Project Manager begins recruiting a project team and establishes a Project Office environment.
- Once the scope of the project has been defined in the Terms of Reference, the project enters the detailed planning phase.
- At this point the project has been planned in detail and is ready to be executed..
- This phase involves the execution of each activity and task listed in the Project Plan.
- While the activities and tasks are being executed, a series of management processes are undertaken to monitor and control the deliverables being output by the project.
- Once all of the deliverables have been produced and the customer has accepted the final solution, the project is ready for closure..
- Project Closure involves releasing the final deliverables to the customer, handing over project documentation, terminating supplier contracts, releasing project resources and communicating the closure of the project to all stakeholders..
- The last remaining step is to undertake a Post Implementation Review to quantify the overall success of the project and list any lessons learnt for future projects..
- The initiation phase essentially involves the project ‘start-up’.
- The Business Case is approved by the Project Sponsor and the required funding is allocated to proceed with the project..
- The Terms of Reference defines the vision, objectives, scope and deliverables for the project.
- It also provides the organization structure (roles and responsibilities) and a summarized plan of the activities, resources and funding required to undertake the project..
- At this point the scope of the project has been defined in detail and the project team are ready to be appointed.
- Although a Project Manager can be appointed at any stage of the project, s/he will need to be appointed prior to the establishment of the project team.
- Once the team are ‘fully resourced’, the Project Office is ready to be set-up..
- The Project Office is the physical environment within which the team will be based.
- This is basically a checkpoint to ensure that the project has achieved its stated objectives as planned..
- By this stage, the benefits and costs of the project have been clearly documented, the objectives and scope have been defined, the project team has been appointed and a formal project office environment established.
- It is now time to undertake detailed planning to ensure that the activities performed in the execution phase of the project are properly sequenced, resourced, executed and controlled..
- The first step is to document the Project Plan.
- ‘Work Breakdown Structure’ (WBS) is identified, which includes a hierarchical set of phases, activities and tasks to be undertaken on the project.
- This project schedule will become the primary tool for the Project Manager to assess the progress of the project..
- Immediately after the Project Plan is formed, it is necessary to allocate the resources required to undertake each of the activities and tasks within the Project Plan.
- Although general groups of resources may have already been allocated to the Project Plan, a detailed resource assessment is required to identify the:.
- A schedule is assembled for each type of resource so that the Project Manager can assess the resource allocation at each stage in the project..
- Similar to the Resource Plan, a Financial Plan is prepared to identify the quantity of money required for each stage in the project.
- the actual spending throughout the project.
- Preparing a detailed Financial Plan is extremely important as the project’s success will depend on whether or not it is delivered within the ‘time, cost and quality’.
- Meeting the quality expectations of the customer is critical to the success of the project.
- Finally, it is important to review the quality not only of the deliverables produced by the project but also of the management processes which produce them.
- Developing a clear Risk Plan is an important activity within the planning phase as it is necessary to mitigate all critical project risks prior to entering the Execution phase of the project..
- ..7 Develop Communications Plan Prior to the Execution phase, it is also necessary to identify how each of the stakeholders will be kept informed of the progress of the project..
- The last planning activity within the Planning phase is to identify the elements of the Project which will be acquired from external suppliers to the project.
- Although external suppliers may be appointed at any stage of the project, it is usual to appoint suppliers after the Project Plans have been documented but prior to the Execution phase of the project.
- Only at this point will the Project Manager have a clear idea of the role of the supplier and the expectations for his/her delivery..
- A formal Tender Process is invoked to identify a short-list of interested suppliers and select a preferred supplier to meet the procurement needs of the project.
- The Execution phase is typically the longest phase of the project (in terms of duration).
- To ensure that the customer’s requirements are met, the Project Manager monitors and controls the activities, resources and expenditure required to build each deliverable throughout the execution phase..
- A number of management processes are also undertaken to ensure that the project proceeds as planned..
- Whilst the Project Team are physically producing each deliverable, the Project Manager implements a series of management processes to monitor and control the activities being undertaken.
- Time Management is the process within which time spent by staff undertaking project tasks is recorded against the project.
- As time is a scarce resource on projects, it is important to record the time spent by each member of the team on a Timesheet to enable the Project Manager to control the level of resource allocated to a.
- A Timesheet Register provides a summary of the time currently spent on the project and enables the Project Plan to be kept fully up to date..
- Cost Management is the process by which costs (or expenses) incurred on the project are formally identified, approved and paid.
- Expense Forms are approved by the Project Manager and recorded within an Expense Register for audit purposes..
- Change Management is the process by which changes to the project’s scope, deliverables, timescales or resources are formally defined, evaluated and approved prior to implementation..
- A core aspect of the Project Manager’s role is to manage change within the project successfully..
- Risk Management is the process by which risks to the project (e.g.
- to the scope, deliverables, timescales or resources) are formally identified, quantified and managed during the project.
- A project risk may be identified at any stage of the project by completing a Risk Form and recording the relevant risk details within the Risk Register..
- Issue Management is the method by which issues currently affecting the ability of the project to produce the required deliverable are formally managed.
- After completion of an Issue Form (and logging the details within the Issue Register), each issue is evaluated by the Project Manager and a set of actions undertaken to resolve the issue at hand..
- To request the delivery of product from a supplier, a Purchase Order must be approved by the Project Manager and sent to the supplier for confirmation..
- The status of the purchase is then tracked using a Procurement Register until the product has been delivered and accepted by the project team..
- Acceptance Management is the process by which deliverables produced by the project are reviewed and accepted by the customer as meeting his/her.
- The most common method of communicating the status of the project is via a Project Status Report.
- Each communication item released to the project stakeholders is captured within a Communications Register..
- Project Closure is the last phase in the project and must be conducted formally so that the business benefits delivered by the project are fully realized by the customer..
- Assessing whether the project completion criteria have been met.
- The Project Manager is then responsible for undertaking each of the activities identified within the Project Closure Report on time and according to budget.
- The project is closed only when all activities identified in the Project Closure Report have been completed..
- Was it delivered within the schedule outlined in the Project Plan?.
- To determine conformance, a review is undertaken of the level of conformity of the project activities to the management processes outlined in the Quality Plan.
- If you’d now like to know how to deliver successful projects, then download the Project Management Kit..
- The templates describe how to complete each step in the project lifecycle, helping you deliver projects faster and easier than before..
- The following definitions apply to terminology used within the Project Lifecycle:.
- The process by which deliverables produced by the project are reviewed and accepted by the customer as meeting their specific requirements Acceptance Planning.
- The process by which changes to the project scope, deliverables, timescales or resources are formally defined, evaluated and approved prior to implementation.
- The process of identifying the type and regularity of information to be provided to all project stakeholders to keep them informed of the progress of the project.
- The process by which costs (or expenses) incurred on the project are formally identified, approved and paid.
- A quantifiable outcome of the project which results in the partial (or full) achievement of the project objectives.
- The process of identifying the financial resources required to undertake the project.
- This includes a list of the types of costs to be incurred on the project (e.g.
- Events which are currently affecting the ability of the project to produce the required deliverables Issue Management.
- the Project Manager and support staff) reside.
- A document which lists the phases, activities, tasks, timeframes and resources required to complete the project.
- A collation of people who report to the Project Manager.
- The process of identifying the approach taken to ensure the quality of the deliverables produced by the project and of the management processes undertaken.
- A document which is issued by a project to a wide group of potential suppliers to enable those suppliers to provide summarized information outlining how they will meet the procurement requirements of the project.
- A document which is issued by a project to a short- listed group of suppliers to enable the suppliers to submit a detailed proposal outlining how they will meet the procurement requirements of the project.
- The labor, equipment and materials used to complete the activities in the Project.
- The process of identifying the resources required to complete the project.
- Any event which is likely to adversely affect the ability of the project to achieve the defined objectives.
- The process by which risks to the project (e.g.
- This includes the preventative actions to be taken during the project to reduce the likelihood of the risk’s occurring as well as the contingent actions to be taken to reduce the impact on the project should the risk eventuate.
- The total aggregation of deliverables to be produced by the project.
- A checkpoint at the end of each project phase to ensure that the project has achieved its stated objectives and deliverables as planned.
- A document which defines the procurement requirements of the project in sufficient detail to enable potential suppliers to determine if they are able to meet those requirements.
- An agreement between the Project Team and an external supplier for the acquisition of a defined set of products to meet the procurement requirements of the Project.
- A formal document included during the tender process which outlines the information required to provide the Project Team with the confidence that a supplier can meet the procurement needs of the project.
- The process by which interested suppliers are identified, evaluated and selected for the supply of products (goods or services) to the project..
- A document which outlines the purpose of the project, the manner in which the project will be structured and how it will be successfully implemented.
- The process within which time spent by staff undertaking project tasks is recorded against the project