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1. What are project management processes? What are product-orientated processes? Give examples of both. Why is there a balance between the two? (Craft this well to tie into Question 2). 2.List a

1.       What are project management processes? What are product-orientated processes? Give examples of both. Why is there a balance between the two? (Craft this well to tie into Question 2).

  1.  2.List and discuss the advantages of using project management processes when acquiring or developing an IT suite for your business.  If no PM process is used, discuss possible negative impacts.  Include some basics: What is a project?       What is project management? Plus, describe the relationship between scope, schedule,       and budget. Remember to provide a conclusion for responses to complex questions.
  2. 3.    Compare and contrast two prototyping or SDLC models.  Be sure to identify pros and cons of each.  (See weekly readings concerning SDLCs).
  3. 4.    Define Work Breakdown Structure. (Only 5 points? Craft this well).
  4. 5.   (5%) List and briefly discuss two cost estimating methodologies.
  5. 6.   (20%) Define and discuss Critical Path Analysis, PERT charts and GANTT charts. When are they best used and why? What are some of the positive attributes or negative concerns when using these charts? What concerns might a PM have in basing decisions on these charts? 
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******* ManagementStudent *************** *********** **** *** ******* ********** ********** What *** product-orientated ********** Give ******** ** both *** is ***** a balance ******* *** *********** management ********* are ********* concerned ** ********** as **** ** ********** *** **** ** * ***** ******* ******* * 2003) Project management ********* *** ********** ** many ******** ******** ** project management ********* ******* initiative processes ******** processes ************ ********* controlling ********* ** **** as ******* ********* On *** ***** **** product-oriented processes constitute ** the ******* **** ***** *** ******* differs ** ***** ** *********** ******** 2003)Product-oriented ********* *** ******** in *** specification ** **** as *** development ** the ******* product ** ******* ** **************** ********* ********* ** **** construction ********** ** well as the tools ** ******** **** establishing the ******* ********** of *** building ** be built Usually ********* put * balance ******* *** *** ******* **** are equally important *** failure ** **** each * **** ******* may **** to failure ** *** ******* ** addition **** the project ********** ********* *** **************** ********* ********* ******* and ******** through *** ******** **** and ******* *** ********** ** ***** ******* ********** processes **** ********* ** ********** ** ** suite for **** ******** ** ** PM ******* is **** ******* possible ******** ******* Include **** ******* What ** a ******** **** ** ******* *********** Plus ******** *** ************ ******* ***** schedule and ****** ******** ** ******* * ********** *** ********* to ******* ************ use ** project management ******** ******* in mitigating risk *** thus it ***** ******** *** ******* of ************ ** ********* ** for our ******** **** ** *** ******** **** ***** ** ******* include the *********** of * system that meets **** ** **** ** our ******** ******** ************ **** ** ******* ******* ********** ******* ***** ***** ** ** ******** *** ******* ** **** and ****** *** *** ****** ** ******** ******* ********** ******* would **** us ** ******* * ****** **** **** *********** ******* *** ******* ********************* *** ******** ***** ******* **** ********* ****** *** *********** ****** our **** This is because *** ********** development ** an ** system ** * positive ****** ***** ***** ******* our **** ** continue to ****** *** **** to ******* **** *********** ******* ******* of ******* management process ** ********** *** IT ****** ** **** it ***** **** for ********* risk ********** *** is because ** *** **** of * ******** ******* ********** ****** * *** **** at *** ***** **** ****** ** ample **** to ******* prior ** ******* ** ******* ************ *** ***** hand **** ** *** ******* Manager ** ********** *** ** ****** ***** lead to resources ******* failure ** **** *** **** ******* ********* ** well ** the **** ** team ****** and development ** ***** ** ** ******* **** ***** bring ****** ******** ** ******* ******* Project management is ** ********* **** **** ****** ******** a ******* **** *** ****** ** ******** *** eventually leads *** ******* ** * ********** completion3 ******* *** contrast two *********** or SDLC ****** ** **** to ******** **** *** cons ** each (See ****** ******** ********** ************ Model ** ********* ModelA spiral ***** is almost ******* to ********* model ******* **** both *** ****** ******* ***** ******* Unlike ********* ***** *** ****** model provides * *** for ***** **** to *** previous ****** so ** to ****** *** ************ The ***** ********** an ********* *********** ** ******* ** the traditional ********* ***** ***** ****** *** ********* of ******* ************ Spiral ***** **** through ******** to **** ****** then **** **** ** ******** ** modify *** ****** ***** on *** ******** ***** ******* *** ***** **** ********* ***** ** executed in the ******** ** ***** ******* ** ******** **** ** ********* to *** ****** ******** 2013) This model ****** the ****** ***** *** **** is ***** ***** ** ***** *** ************ and can ******* ***** **** ** *** *********** **** **** ***** are ** ******* ** ************ ********* ** ********* ***** ** that ** **** **** time ** ******* ** ****** thus *** ****** *** *** *** ** *** ******* ** **** ******* *** *** ******* ******* relatively heavy budgets **** making ** a ***** ******** *** **** ** them4 ****** Work Breakdown ********* (Only * points? Craft **** ****** **** ********* ********* usually *********** ** WBS ** * deliverable-oriented ************* or decomposition of * **** ******* **** ******* components *** aimed ** ********** the ********* ** *** entire project Work ********* structure ** ** ********* ******* *********** which ************** ********* *** ****** **** into ********** components ******** team's **** into ********** ********* List *** ******* discuss *** **** ********** **************** *** **** ** cost estimating ************* *** ********* and ********** ************* ********* ********** *********** is ******* ** ******** the ******* cost ** ********* where ***** ** **** **** *********** concerning *** ******* ** available *** ****** **** *** ********** by comparing the ******* **** other ******* ******** **** *** ** ** ********* previously ** a ****** of **** this *********** **** not offer ** * **** reliable estimation *** ******** ** using this *********** ******* lower **** ** **** as *** provision ** faster resultsOn *** ***** **** parametric ********** *********** **** ********** *********** to ********* **** ********* but unlike analogous method **** method ***** *** of *********** **** **** ** provides * relatively ******** ***** ***** *** ******** one *** take *** cost ** ******** *** cubic ***** **** *** ******** project ** ***** ** ********* the ******** need *** *** ******* project By ***** **** the ******* **** *** *** *** ***** **** of ******** *** ***** ******* project6 Define *** ******* ******** Path ******** PERT ****** *** ***** ****** **** *** **** best **** *** **** What *** some ** the ******** attributes ** ******** ******** **** ***** ***** ******* **** ******** might * ** have ** ****** decisions ** ***** charts?Gantt ****** ******** **** ******** *** ******** **** ****** assists ** planning ***** that must ** completed ** ********** of * project By definition ******** path method ** * ************** oriented ********* used *** ********** * set ** ******* ********** The ******** path ****** ******* in *** ************ ** a ***** ** *** ******* **** ********* ** * **** ** all activities **** ** ******** *** ******* project ************ among the ********** as **** ** *** ********* **** ** each ******** **** their ********** PERT ***** on the ***** hand ** a tool ******** **** ** ******** ******** *** ********** ***** of * project Furthermore ***** ****** comprises ** * ****** ** ********** ***** that ******** the ****** ** which work is done ** ***** periods ** **** **** regard ** *** ****** ******* *** ***** periodsThe ******** ** using ***** ******* *** easy establishment ** ******** ********* ** the ******* execution ** well ** **** ****** ** ******* ***** or ********** ** *** project ** they *** ***** *********** ** determine ******* **** are heading ** *** ******* ********* as well ** proper *********** of *** ******* ********** ************************* ******* ****** ******* Management: * ******* Approach ** ******** ********** *** *********** **** ed)Milosevic Dragan Z ****** ******* Management ******** Tools *** Techniques for *** Practicing ******* ManagerPenna ******* ****** ********** ******* Prototype ***** *** ********* **** Retrieved ***** http://wwwianswer4ucom/2011/11/difference-between- *************************************

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