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Project manager, unforeseen risks and planning
1. Today's organizations must recognize that the profile of enterprise-level projects requires examination of new and different risk factors. How should the project manager expand for the enterprise-level project and plan for these factors accordingly?
2. Based on the specific tasks required by specific projects, it is often easy to anticipate certain risks. How can a project manager plan for unforeseen risks? Should time and effort be spent on such planning?
Create a mission and vision statement for your organization and determine at least three specific strategic goals that align with the ideals in those two statements.
The progress report of a project contains the following data about the project costs:BCWS = $ 46,500. Calculate SPI, EAC and VAC.
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How did the cultural norms affect this project from a positive or negative perspective?
What recommendations would you make to VISA and in what order of priorities and how do you balance between your commitment to shareholders and your commitment to the community
When would a project manager not allow changes to a baseline?
Metaphor on Being a Project Manager - Why is a conductor of an orchestra an appropriate metaphor for being a project manager
Briefly share with your classmates your most positive or negative culture-related experience in a project situation.
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Deming's Theory on Quality - Why was Deming's theory on quality embraced by the Japanese auto industry and rejected by the American auto industry?
What are the differences among milestones, deliverables, objectives, and goals and what is the relationship among scope, schedule, and risk?
How should a project manager or team go about managing changes to the Project Scope Document and what are the points and pitfalls that should be kept in mind?
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