Download Project Management Workbook and PMP / CAPM Exam Study Guide by Harold Kerzner, Frank P. Saladis PDF

By Harold Kerzner, Frank P. Saladis

This is often the 11th variation of the scholar workbook that accompanies the easiest promoting "bible" of undertaking administration. The workbook comprises extra difficulties and workouts to augment the suggestions awarded in general textual content. It additionally serves as a self-study advisor for the undertaking administration specialist (PMP) certification examination to be in accordance with PMI's PMBOK advisor, 5E. either as accompanying complement to Kerzner s textual content and as standalone self-study consultant, this workbook offers scholars key insights from the said global chief in venture administration.

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Sample text

Project life cycles generally define what technical work will be done in each phase, when a deliverable is required, who will be involved in each phase, and how each phase will be controlled. The project life cycle may also be used to define how a phase and the associated deliverables will be approved. Cost and staffing At the start of a project cost and staffing are generally low. As the project progresses, the cost and the required staff will increase through each progressive phase as a result of the increase in the number of activities.

1. For many years most organizations utilized a hierarchal structure for managing operations and personnel. This traditional structure was based on divisions, departments, and functional units. Describe the advantages and disadvantages of the traditional or classic organizational structure. ) ORGANIZATIONAL STRUCTURES Advantages 33 Disadvantages 2. Which of the following organizational structures would provide the most effective platform for building a high performance team? Provide the rationale to support your answer.

There are organizational processes to follow for recruiting or hiring and roles and responsibilities should be clearly defined to minimize miscommunication and conflict. Developing the team After the team has been formed, the project manager must focus some energy and attention on building the team. A well-managed and motivated team is more likely to commit to the project objectives than a loosely formed group. Techniques for team building include: general management skills as well as interpersonal or soft skills, training, team-building activities such as offsite meetings and events, team ground rules established early in the project, co-location (when applicable and feasible), recognition and reward to maintain the motivation.

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