The product life cycle consists of generally sequential, non-overlapping phases determined by the need and manufacturing of the organisation.
It basically influences how projects are performed.
This meant the contractor had to waste time and resources measuring noise and vibration levels. Decisions must be made regarding who will be involved 3.
A stakeholder that is usually overlooked is the legal department, who are significant in any project. Disregarding negative stakeholders can increase the likelihood of delays or failure. Limited by constraints, including resource constraints 3. Stakeholders are people or organizations who are actively involved in the project.
It is also useful after a project to see where things went right and where they went wrong. Each task needs documentation to go ahead and uses this as a guideline. This may be multiple teams or even specialised teams for specific phases.
There are cultures and styles that are used to give an organisation an identity. Management review is used if a phase has not been completed and another needs to start. On my work placement there were neighbouring buildings with students occupying the houses complaining of noise and vibration earlier than the allotted time.
This can be from the production line to higher management. Performed by individuals 2. It serves the organisation as a whole. The project life cycle occurs in one or more phases of the product life cycle.
Multi-phase projects can cause more phase-to-phase relationships to occur during the life cycle. A car manufacturer may have a new model to go to manufacture. Processes and procedures This is important documentation that needs to be evaluated throughout a project.
Also known as fast tracking Increases risk Iterative relationship: This means taking structures from different hierarchy matrices to build the best team for the job. The work carried out may benefit from being divided into phases.
Project governance across the project life cycle: A lot of the collated information is a precaution for legal reasons. Safety in the vehicle that are over looked by a higher authority and brought together to increase the likelihood of success.Chapter 2 Summary Organisations often face new and sometimes threatening challenges.
The 4 contemporary management functions have been around for years: planning, controlling, leading and organizing. Managers need to plan what works is to be done, organize people and materials to do it, lead and direct the workers, and impose some controls to. PMBOK Chapter 2 Questions Answers - Download as PDF File .pdf), Text File .txt) or read online.5/5(1).
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Pmbok Chapter 2 Summary. Martin & Thomas Finnerty & Summary of chapter two Project life cycle and organisation 12/09/12 4BCM1 Headings: 1 - Pmbok Chapter 2 Summary introduction.
Project life cycle 2. Chapter 2 Summary Organisations often face new and sometimes threatening challenges. The 4 contemporary management functions have been around for years: planning, controlling, leading and organizing.
The 4 contemporary management functions have been around for years: planning, controlling, leading and organizing. 5th Edition PMBOK® Guide—Chapter 2: Project Life Cycle (General Characteristics of Phases) Posted on January 30, by Jerome Rowley The topic of the project life cycle is a major one in the 5 th Edition PMBOK® Guide, and so I will split it into three posts as follows.Download