Pytanie  |
Odpowiedź |
Project completion report content. PCR rozpocznij naukę
|
|
The extent of project objectives achieving.
|
|
|
Post-project review (PPR) characteristics. 2 rozpocznij naukę
|
|
This examines the project looking for areas that did not go smoothly and for those that did. | the performance of the project team members.
|
|
|
Types of review that should be carried out after the project is completed: 2 rozpocznij naukę
|
|
A post-project review. | A post-implementation review. PPR | PIR This is about the project. | This is about what the project achieved.
|
|
|
Project triple constraint. rozpocznij naukę
|
|
|
|
|
IR – Information connectivity rozpocznij naukę
|
|
Show a holistic picture of the combination of interrelated factors, | that enable the company to create value over time.
|
|
|
Observable benefits examples: 3 | Project four benefits rozpocznij naukę
|
|
Improved staff motivation. | Ability to attract more able staff. | Further brand awareness.
|
|
|
Observable benefits characteristics: 3 rozpocznij naukę
|
|
There are often intangible | and difficult to objectively measure. | Value often determined by the view of qualified observers.
|
|
|
Measurable benefits examples: 3 rozpocznij naukę
|
|
Number of rivals leaving the market. | The increase in market share. | Increases in local house prices.
|
|
|
Measurable benefits characteristics: 3 rozpocznij naukę
|
|
Objective measure | but difficult to assess. | and usually the value of the change can only by determined retrospectively.
|
|
|
Quantifiable benefits examples: 3 rozpocznij naukę
|
|
Reduction in environmental emissions. | Reduction in wastage. | Reduction in product returns.
|
|
|
Quantifiable benefits characteristics: 2 rozpocznij naukę
|
|
Can by reliably forecast in advance. | But financial value may be difficult to forecast (is external or variable). Unlike measurable benefits.
|
|
|
Financial benefits examples 2 rozpocznij naukę
|
|
Extra sales. | Saving from economies of scale. Can be given an objective financial value - either in terms of a revenue increase or a cost reduction.
|
|
|
Boundaryless organisations types: 3 rozpocznij naukę
|
|
Hollow structure. | Modular structure. | Virtual structure.
|
|
|
|
2 rozpocznij naukę
|
|
Organisation is made up of a collaboration of other organisational parts. | To respond to exceptional, often temporary market opportunities.
|
|
|
|
rozpocznij naukę
|
|
Outsource parts from different providers and assemble into a product. Minimizing the specialization and specialists needed. Minimizing overhead.
|
|
|
|
rozpocznij naukę
|
|
All non-core operations are outsourced leaving the company to concentrate on its core competence eg design of new products. Like accounting, human resources, legal services and manufacturing could be outsourced.
|
|
|
