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You are estimating the total project cost using three points for cost estimates with a 95 percent confidence level. What is the cost estimate range if the estimated project cost is $120,000 and the standard deviation is $2,500?
You are the project manager on a construction project where you are deliberating between renting, leasing or purchasing a large piece of equipment. Equipment pricing: Rent at a cost of $2,500 per day; Lease for a 60 day period at $2,500 per day, with a 10% discount; Purchase at a price of $100,000. By looking at your project schedule, you have estimated that you will use the equipment about 50 to 60 days. Based only on price, which decision would you recommend?
Introducing new talent to an established organization can be difficult for many reasons. Seasoned employees may view the incoming new hires as "too green" or as not having the required skills to contribute in a meaningful way. They may worry about having to "waste time" teaching the newbies things that they should already know or get aggravated when the new employees are not familiar with "the way we do things around here." Additionally, it is difficult to know if the right new hires are being put into the right positions for their interests, abilities and talents. After all, a resume and an interview can only tell a hiring manager so much about the person they are bringing on board, and often talented employees are simply being put into a role that is not a good fit.
We often discuss how to manage projects, but we overlook an essential step: proving project value. Proving project value ensures that organizational strategies are aligned with project objectives.
Your organization and a seller have just agreed to a contract with a total cost of $150,000, an estimated profit of $10,000, buyer/seller sharing of 70/30 and a ceiling price of $170,000. What is the PTA (point of total assumption)? A. $170,000 B. $160,000 C. $164,2...
A strong event management process that is able to detect changes of state throughout an organization’s IT environment is a key aspect of a complete suite of service management processes. Event management ultimately helps an organization maintain control through an understanding of the state of things, and how the state of those things changes in an IT environment.
The past months have seen the release of both the International Institute of Business Analysis (IIBA)'s long-awaited A Guide to the Business Analysis Body of Knowledge (BABOK® Guide) v3 and the Project Management Institute® (PMI®)'s Business Analysis for Practitioners. While both represent interesting developments in the field of business analysis, they also provide lots of information to process. There's no need to go it alone! Join Global Knowledge instructors Cheryl Lee and Adam McClellan for this complimentary, hour- long webinar to learn about the differences between the two guides, how both guides compare to the previous version of the BABOK ® Guide, and where all this might be going.
If any of the following reminiscences ring true to you, have you moved beyond them? If not, it might be time to make some new discoveries.
In this paper, we explore the basic usage of PowerShell in the pursuit of automating the management of Hyper-V deployments. This paper is targeted to IT professionals who have been "GUI-bound" to their management interfaces and have been working with or are embarking on the journey of Hyper-V administration. We'll explore the usage of Hyper-V specific cmdlets with the intent of ultimately being able to include multiple cmdlets in a "script" to allow for pushing one button and accomplishing the combined actions of many multiple mouse clicks in the GUI. No more repetitive tasks!
When we learn a concept for the first time, the newness of it tends to become embedded with the learning process. We remember the new idea's significance and forever after remember it as new. The initial impact of a discovery can prevent the concept from aging. At the same time, we realize how quickly technology advances. Is it time to evolve your expertise?