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Giáo trình môn quản trị dự án đầu tư
Đầu tư là một hoạt động kinh tế và là một bộ phận hoạt động sản xuất kinh doanh của các đơn vị, doanh nghiệp. Nó có ảnh hưởng trực tiếp đến việc tăng tiềm lực của nền kinh tế nói chung, tiềm lực sản xuất kinh doanh của các đơn vị nói riêng. Mỗi hoạt động đầu tư được tiến hành với rất nhiều công việc có những đặc điểm kinh tế -kỹ thuật đa dạng. Nguồn lực cần huy động cho hoạt động đó thường rất lớn. Thời gian thực hiện và kết thúc đầu tư , nhất...
8/29/2018 6:25:22 PM +00:00
Phân tích lợi ích và chi phí kinh tế trong các thị trường bị biến dạng
Tham khảo tài liệu 'phân tích lợi ích và chi phí kinh tế trong các thị trường bị biến dạng', kinh tế - quản lý, quản lý dự án phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 1
Chapter 1 PROJECT PLANNING & INTEGRATION. We present here, a detailed discussion of Project Planning, showing all the desired contents of the project plan, and discussing the value of the information included in the suggested sections
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 2
Chapter 2 PROJECT SCOPE. Project scope is the description of what the project will produce. Starting at the beginning with project initiation, the project team builds the project information step by step. According to the PMBOK®.Guide, the processes related to Scope Management are The steps are as follows: 1. 2. 3. 4. 5. Great Idea Project Charter Scope Description Scope Management Plan Work Breakdown Structure 26 Project Scope Once all of these steps have been completed, the team will have a solid description of the scope. This can then be used to determine the project budget, project resource requirements, and the timelines. In this chapter, we...
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 3
Chapter 3 RISK PLANNING.A risk is a known unknown. This means that it is something that we can predict might happen, but we are not sure whether or not it really will happen. We may also not know when it might occur. We know about it, but it is unknown whether or not it will occur.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 4
Chapter 4 WORK BREAKDOWN STRUCTURE. In this chapter, we discuss the Work Breakdown Structure, a critical project management tool. The Work Breakdown Structure is a methodology for determining project activities by systematically breaking the project into deliverable-oriented packages.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 5
Chapter 5 SCHEDULE CREATION. Now that we have the Work Breakdown Structure, we can think about building the project schedule. Before the project schedule can be created, the team must identify the activities, and determine all of the interdependencies.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 6
Chapter 6 PROCUREMENT. Many telecom projects require procurement of equipment of services from outside the company. Most service development projects involve some acquisition - perhaps purchasing ATM or DSL equipment or service components for wireless service.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 7
Chapter 7 BUDGET. Every project has costs, including direct costs, indirect costs, sometimes capital cost, always expense cost. Cost management on a project is generally done partially by the project team and partially by people in other departments. In this chapter we discuss many aspects of project cost management.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 8
Chapter 8 COMMUNICATIONS. One of the key PM responsibilities is communications. In fact, the PMBOK ® GUIDE defines communications management as one of the Process Areas of Project Management. Four processes are defined as communications processes
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 9
Chapter 9 THE PEOPLE. At the core of every project are the people. People make the project successful, people cause the project problems, people make it enjoyable to work on project teams – or otherwise. The project manager first and foremost must be able to work through the people involved to make things happen and obtain results.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 10
Chapter 10 QUALITY. Inherent in the project design, as well as the product design, we must find quality. Everyone on the team must contribute to producing quality results. Engineering will often be the lead for the quality planning and implementation, and of course the PM has the overall accountability for quality.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 11
Chapter 11 ETHICS. Philosophers have attempted to determine goodness in conduct according to two chief principles, and have considered certain types of conduct either good in themselves or good because they conform to a particular moral standard. The former implies a final value, or summum bonum, which is desirable in itself and not merely as a means to an end.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 12
Chapter 12 EARNED VALUE.Earned Value is a tool which enables project managers to determine where the project stands in relation to the budget and the schedule, even on projects with hundreds or thousands of activities, some of which are on track at any given time, while others are either ahead of schedule or behind.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 13
Chapter 13 SALES & MARKETING.Many projects start with activities that originate in the sales and/or marketing groups. These groups identify an opportunity, and work with customers to create a customer request for a product or service. Sales may even drive the project definition to a very detailed level by submitting a bid requiring new product development.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 14
Chapter 14 SENIOR MANAGEMENT. The responsibility of senior management within a company is to guard, further and strengthen the business of that company. Each senior manager oversees some area of the overall business, generally managing a subset of the corporate staff.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 15
Chapter 15 PROJECT MANAGEMENT. Throughout this book we have been describing the roles of people from every department of the company who work on projects. But so far we have not address the most critical project role – that of the Project Manager. In this chapter we address the role, the requirements and the characteristics of the Project Manager
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 16
Chapter 16 ENGINEERING. Engineers can be involved in any aspect of project management and the project team. The primary role of the engineer is generally that of the team member responsible for the technical components of the product or service development. But frequently the project manager also comes from engineering.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 17
Chapter 17 OPERATIONS. Many projects in the telecom environment are operations projects. Most projects require some involvement from operations organizations, even if they are not centrally operations projects. In the telecom industry, “operations” encompasses many diverse functions, and often aspects of many such systems are needed.
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 18
Chapter 18 PURCHASING. Recall the full procurement cycle includes: Procurement planning - determining what to procure and when Solicitation planning - documenting product requirements and identifying potential sources Solicitation - obtaining quotations, bids, offers, or proposals as appropriate Source selection
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PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 19
Chapter 19 PROJECT MANAGEMENT SUMMARY AND TRENDS. Project Management is increasingly being used in companies, with companies developing better maturity in understanding and using the processes. In this final chapter we look at the trends in project management, and also consider models for project management maturity.
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Chương 2 - Quản trị dự án
Tài liệu tham khảo giáo trình Quản trị dự án -Xác định dự án Lựa chọn dự án. Hiến chương dự án. Hoạch định phạm vi dự án. Cấu trúc phân chia công việc Xác định nhu cầu về dự án. Nghiên cứu khả thi. Xác định các yêu cầu. Phân tích các nhóm hữu quan
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Chương 4 - Quản trị dự án - Lập kế hoạch tiến độ
Hiểu được tầm quan trọng tiến độ DA và quản trị thời gian DA Xác định các hoạt động trong tiến độ DA Mô tả cách thức các nhà quản trị DA sử dụng sơ đồ mạng và sự phụ thuộc giữa các hoạt động Giải thích cách thức sử dụng các công cụ và kỹ thuật giúp các nhà quản trị DA ước lượng thời gian thực hiện các hoạt động và phát triển tiến độ .Sử dụng sơ đồ Gantt trong hoạch định tiến độ và phân loại các thông tin tiến độ...
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Thẩm định dự án khách sạn
Trong việc lập 1 dự án khách sạn tài liệu này cung cấp cho bạn cách nhìn mới về việc lập 1 dự án đơn giản
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A Guide to the Project Management Body of Knowledge Part 1
Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing.
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A Guide to the Project Management Body of Knowledge Part 2
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished through processes, using project management knowledge, skills, tools, and techniques that receive inputs and generate outputs.
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A Guide to the Project Management Body of Knowledge Part 3
The process flow diagram is a summary level depiction of the process inputs and process outputs that flow down through all the processes within a specific Knowledge Area. Although the processes are presented here as discrete elements with well-defined interfaces, in practice they are iterative and can overlap and interact in ways not detailed here.
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A Guide to the Project Management Body of Knowledge Part 4
Project Time Management includes the processes required to accomplish timely completion of the project. Figure 6-1 provides an overview of the Project Time Management processes and Figure 6-2 provides a process flow diagram of those processes and their inputs, outputs, and other related Knowledge Area processes.
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A Guide to the Project Management Body of Knowledge Part 5
Project Quality Management processes include all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.
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A Guide to the Project Management Body of Knowledge Part 6
Project Risk Management includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project; most of these processes are updated throughout the project.
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