Cost Management: Measuring, Monitoring, and Motivating Performance, 2nd Edition. by Susan K. Wolcott, Leslie G. Eldenburg. Publisher: John Wiley & Sons. Cost Management Measuring Monitoring And Motivating Measuring Corporate Communication Performance Marita Vos, Department of Communication/ (PDF ) The Importance of Strategic Management to Business PDF. Cost Management: Measuring, Monitoring, and Motivating Performance, Third Canadian Edition was written to help students learn to appropriately apply cost.
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Test Bank for Cost Management Measuring Monitoring and Motivating Performance 2nd Edition - Download as Word Doc .doc /.docx), PDF File .pdf), Text. Cost Management: Measuring, Monitoring, and Motivating Performance ( Management Accounting) [Leslie G. Eldenburg, Susan Wolcott] on glametesaspo.ml Cost Management Measuring Monitoring And Motivating Performance - [FREE] (high blood pressure) in adults (PDF) PROJECT MANAGEMENT MANUAL -.
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From the Back Cover "Cost Management" was written in response to changes in the global business environment. Read more. Product details Series: Management Accounting Book 1 Hardcover: Wiley; 1 edition November 19, Language: English ISBN Tell the Publisher!
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By Leslie G. Eldenburg, Susan K. Strategic Management and Business Policy: Globalization, Innovation and Sustainability 15th Edition. Strategic Management: Therefore, he must be working during the executing phase of the project where project deliverables are produced and project members perform most of the work they should do.
It will begin in three months and is valued at 2m USD. You are the project manager for an existing project. A- Ask management how the new project will use resources B- Resource level your project C- Crash your project D- Ask management how the new project will affect your project Answer is D. Ask management how the new project will affect your project.
Since this is another project that your company is going to execute, you need to be sure whether it will impact your project. Historical information. First thing to explore before starting a new project is the historical information about similar projects in the organizational process assets library of the organization.
PMP Questions and Answers 5 During project executing, a team member comes to the project manager because he is not sure of what work he needs to accomplish on the project. Which of the following documents contain detailed descriptions of work packages? WBS Dictionary. Work packages in a Work Breakdown Structure contain only nouns or a couple of words regarding a work or deliverable. Detailed information on what needs to be done, responsible, prerequisites, successors, due date etc.
PMP Questions and Answers 6 During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders.
B- Evaluate the impact of adding the scope. C- Tell the stakeholders the scope cannot be added. D- Add the work if there is time available in the project schedule Answer is C. Tell the stakeholders the scope cannot be added. After the scope of a project is finalized and scope baseline is determined, it can be changed only with the approved changed requests.
If there is not an approved change request, existing scope baseline must be valid and project team must work on to deliver that scope only. In the scenario, scope is defined already but some stakeholders ask to add new work to the scope.
This cannot be done unless there is an approved change request.
Therefore, stakeholders must be informed that this new work cannot be added. A- Fast track the project.
B- Level the resources. C- Crash the project. D- Monte Carlo analysis. The answer is C, crash the project. Because, in first sentence, it is mentioned that schedule is too long, therefore the aim is making a shorter schedule.
And in the second sentence it is mentioned that you have extra personnel resources. If you have resources, you can put more resources in an activity to complete it in a shorter time.
And this is actually a description of crashing an activity or crashing the project. If you look to the other options, fast tracking was performing activities in parallel instead of series, therefore it is irrelevant. Leveling the resources was for fixing the over-allocation of resources and distributing the tasks to all your resources uniformly.
And Monte Carlo analysis was another estimating tool which is irrelevant choice as well. Therefore, here the best answer is C.
The activity: A- Is on the critical path. B- Has a lag. C- Is progressing well. D- Is not on the critical path. Answer is D. And it gives 10 days of float for this activity.