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Project managers should primarily negotiate for deliverables, as this directly impacts the project's success and stakeholders' expectations. Ensuring that project milestones, quality, and deadlines are met is essential for achieving project goals. However, negotiating for people is also important as having the right team members can significantly enhance productivity and collaboration. Ultimately, a balance between both aspects is necessary for optimal project outcomes.
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What is the first step of the decomposition technique - identifying deliverables - for a project?
The first step of the decomposition technique in project management involves breaking down the project into smaller, manageable components known as deliverables. This process begins by defining the project's overall objectives and outcomes, which serve as the foundation for identifying specific deliverables. Each deliverable should be clear, measurable, and linked to the project's goals, allowing for better planning and resource allocation. By effectively identifying deliverables, the project team can ensure that all necessary tasks are addressed and organized for successful project execution.
Why should project managers be concerned about project schedule issues?
Communication
What should be included in the kick off deck for our upcoming project?
The kick off deck for an upcoming project should include key project goals, objectives, timeline, roles and responsibilities, budget, potential risks, and communication plan. It should also outline the project scope, deliverables, and any relevant background information.
What is scope creep in project management and how can it be effectively managed to ensure project success?
Scope creep in project management refers to the gradual expansion of a project's goals, requirements, or deliverables beyond what was originally planned. This can lead to delays, increased costs, and decreased quality. To effectively manage scope creep, project managers should establish clear project objectives, communicate with stakeholders regularly, prioritize requirements, and implement change control processes to evaluate and approve any changes to the project scope. By staying vigilant and proactive in managing scope creep, project success can be ensured.
How can we create a project roadmap that effectively outlines the key milestones and deliverables for our upcoming initiative?
To create an effective project roadmap for our upcoming initiative, we should clearly define the key milestones and deliverables, establish a timeline for each task, assign responsibilities to team members, and regularly communicate progress updates. This roadmap will help us stay organized, track our progress, and ensure that we meet our project goals successfully.
What two deliverables should be expected results from a Photoshop project?
sketches and project specifications
What is the first step of the decomposition technique - identifying deliverables - for a project?
The first step of the decomposition technique in project management involves breaking down the project into smaller, manageable components known as deliverables. This process begins by defining the project's overall objectives and outcomes, which serve as the foundation for identifying specific deliverables. Each deliverable should be clear, measurable, and linked to the project's goals, allowing for better planning and resource allocation. By effectively identifying deliverables, the project team can ensure that all necessary tasks are addressed and organized for successful project execution.
What are key principles of the Perform Integrated Change Control process?
-Project managers need a method for identifying changes -Project managers should implement only approved changes -Project managers' main activity in change control is reviewing, assessing, and deciding on change requests -Project managers must address changes promptly.
Why should project managers be concerned about project schedule issues?
Communication
What are key principles of the perform integrated change control?
Project managers need a method for identifying changes Project managers should implement only approved changes Project managers must address changes promptly Project managers' main activity in change control is reviewing, assessing, and approving or rejecting change requests
What should be included in the kick off deck for our upcoming project?
The kick off deck for an upcoming project should include key project goals, objectives, timeline, roles and responsibilities, budget, potential risks, and communication plan. It should also outline the project scope, deliverables, and any relevant background information.
What is scope creep in project management and how can it be effectively managed to ensure project success?
Scope creep in project management refers to the gradual expansion of a project's goals, requirements, or deliverables beyond what was originally planned. This can lead to delays, increased costs, and decreased quality. To effectively manage scope creep, project managers should establish clear project objectives, communicate with stakeholders regularly, prioritize requirements, and implement change control processes to evaluate and approve any changes to the project scope. By staying vigilant and proactive in managing scope creep, project success can be ensured.
How can we create a project roadmap that effectively outlines the key milestones and deliverables for our upcoming initiative?
To create an effective project roadmap for our upcoming initiative, we should clearly define the key milestones and deliverables, establish a timeline for each task, assign responsibilities to team members, and regularly communicate progress updates. This roadmap will help us stay organized, track our progress, and ensure that we meet our project goals successfully.
What is the difference between project work and non project work?
A non-project is not defined as a once-off or non-repeated set of activities, and thus usually does not have a time restraint on the set of specific deliverables. A non-project rarely implies the implementation of something new or a specific objective derived change. If a set of deliverables are to be repeated on a regular or semi-regular basis, then it is rather viewed as a non-project, in other words a day-to-day management concern. Non-projects rarely have a resistance to change from various stakeholders, and will be more likely to influence the culture of the organisation, rather than the organisational culture influencing the set of tasks, which is the case in a project. A non-project will have at least two of the three key dimensions of time, budget and quality of a project, the specific dimension depending to a large extent on what the execution of the set of deliverables entails. The set of objectives will therefore determine the priority of the dimensions. A fourth dimension however comes into play, the dimension of continuity. Without continuity, the non-project must be evaluated as a potential once-off or non-repeated set of activities. As most non-project managers fail to understand this concept, many projects are registered incorrectly, and the initiation of the set of tasks should imply continuity of the tasks after initiation. This immediately differentiates the non-project from the project. This answer should not be seen as an answer for assignment purposes, but as a reflection of where you should be looking for more information!
What are the key performance goals that project managers should strive to achieve in order to ensure successful project outcomes?
Project managers should strive to achieve key performance goals such as meeting project deadlines, staying within budget constraints, maintaining high quality standards, effectively managing risks, and ensuring clear communication among team members. These goals are essential for ensuring successful project outcomes.
What types of Project Managers are there?
The Project Manager has a skill set and the high level skills the Project Manager has allows them to run a project of any type. These skills are People Skills, Tool Skills, and Data skills. There are titles given to Project Managers such as Implementation PM or Customer Service PM, or Development PM (SDLC...etc). I reject these titles as counterproductive as the PM should be doing PM work and the team should be doing the project work.
Can you limit how much your accountant charges you as in how many hours he can spend on a project?
Before initiating the project, you and your accountant should clearly define the project, expectations, deliverables, time-line and costs. Once agreed, each party should be held accountable for project commitments. Ensure that your accountant justifies all significant project variations (favorable and unfavorable). Do not pay costs that you have not agreed to, or cannot be justified.
