... 1985; Mazurkiewicz 1991) As tothe dynamics of abundance during the years of study the years 2002 and 2004 seem to be similar As the harvest of seeds in forests varied in the particular years, it ... shifted tothe dominance of males The number of sexually active females indicates the quality ofthe habitat (Zejda 1976; Mazurkiewicz, Rajska-Jurgiel 1989; Mazurkiewicz 1991) According tothe dominance ... RB with the mosaic of forests of various age categories as well as small open areas This was the locality with the highest abundance after the seed year We presume that the variety of biotopes...
... and the average amount of mast was determined The plots were selected randomly in the oak stand and the number of acorns was determined on each ofthe plots The acorns were then hulled and the ... to damage to forest stands In the present paper, the population dynamics of As is described in larger forest complexes of southern Moravia depending on the biotope and food supply including the ... which are the main food of As (Heroldová 1994) Thus, the population created there three peaks in the course of monitored years depending on the crop of small-seed species in 2001 and of acorns...
... factor changes, at least one other factor is likely to be affected For example, if the schedule is shortened, often the budget needs to be increased to add additional resources to complete the ... projects most ofthe time, and there is consensus about their value and usefulness “Good practice” means there is general agreement that the application ofthe knowledge, skills, tools, and techniques ... interactions among the ten Knowledge Areas and five Process Groups Sections through 13 are the guide tothe project management body ofknowledge These sections expand on the information in the standard...
... Management Body ofKnowledge is the sum ofknowledge within the profession of project management As with other professions such as law, medicine, and accounting, the body ofknowledge rests with the practitioners ... Management Body ofKnowledge and the other four areas of management to effectively manage a project 1.5.1 Project Management Body ofKnowledgeThe Project Management Body ofKnowledge describes knowledge ... progressively better as the project continues The ability ofthe stakeholders to influence the final characteristics ofthe project’s product and the final cost ofthe project is highest at the start, and...
... consults with the head ofthe manufacturing department The engineering department head then passes the answer back down the hierarchy tothe engineering project manager At the opposite end ofthe spectrum ... Other planning outputs All ofthe outputs ofthe planning processes in the other knowledge areas (Section 3.3 provides a summary of these project planning processes) are inputs to developing the ... TOTHE P ROJ ECT MANAGEMENT BODY OFKNOWLEDGE We have chosen to describe theknowledge areas in terms of their component processes The search for a consistent method of presentation led us to...
... Body ofKnowledge is the sum ofknowledge within the profession of project management As with other professions such as law, medicine, and accounting, the body ofknowledge rests with the practitioners ... Management Body ofKnowledge and the other four areas of management to effectively manage a project 1.5.1 Project Management Body ofKnowledgeThe Project Management Body ofKnowledge describes knowledge ... progressively better as the project continues The ability ofthe stakeholders to influence the final characteristics ofthe project’s product and the final cost ofthe project is highest at the start, and...
... among the Process Groups The Planning Process Group corresponds tothe “plan” component ofthe plan-do-check-act cycle The Executing Process Group corresponds tothe “do” component and the Monitoring ... linked by the objectives they produce The output of one process generally becomes an input to another process or is a deliverable ofthe project The Planning Process Group provides the Executing ... throughout the project’s life to effectively drive the project to completion The Process Groups and their relationships are illustrated in Figure 3-12 ® 68 A Guide tothe Project Management Body of Knowledge...
... external totheKnowledge Area The iterative nature of most projects makes the permutations ofthe process flows and feedback loops very complex Therefore, in the interest of keeping the flow ... identification codes tothe WBS components • Verifying that the degree of decomposition ofthe work is necessary and sufficient Identifying the major deliverables ofthe project and the work needed to produce ... improve the project by considering the impact of each change • Provides the mechanism for the project management team to consistently communicate all changes tothe stakeholders Some ofthe configuration...
... depends upon the completion ofthe predecessor activity • Finish -to- Finish The completion ofthe successor activity depends upon the completion ofthe predecessor activity • Start -to- Start The initiation ... initiation ofthe successor activity depends upon the initiation ofthe predecessor activity • Start -to- Finish The completion ofthe successor activity depends upon the initiation ofthe predecessor ... result ofthe project For example, limiting the number of design reviews can reduce the cost ofthe project at the expense of an increase in the customer’s operating costs This broader view of Project...
... frequency ofthe characteristic This tool helps identify the cause of problems in a process by the shape and width ofthe distribution ® 194 A Guide tothe Project Management Body ofKnowledge ... majority ofthe problems or defects This is commonly referred to as the 80/20 principle, where 80 percent ofthe problems are due to 20 percent ofthe causes Pareto diagrams also can be used to summarize ... for the project Regardless ofthe origin ofthe quality policy, the project management team is responsible for ensuring that the project stakeholders are fully aware ofthe policy through the...
... used Another approach to calibrating probability involves developing descriptions ofthe state ofthe project that relate tothe risk under consideration (e.g., the degree of maturity ofthe project ... perspective ofthe project However, if the project team’s organization has an ongoing need for the item, the portion ofthe purchase cost allocated tothe project could be less than the cost ofthe rental ... objectives if the risks occur, as well as other factors such as the time frame and risk tolerance ofthe project constraints of cost, schedule, scope, and quality Definitions ofthe levels of probability...
... CHANGES The purpose of this appendix is to give a detailed explanation ofthe detailed changes made to A Guide tothe Project Management Body ofKnowledge (PMBOK® Guide) – 2000 Edition to create the ... Structural Changes One ofthe most pronounced changes tothe Third Edition ofthe PMBOK® Guide is the structure The Third Edition is structured to emphasize the importance ofthe Process Groups as ... to more than twenty other professional and technical associations The publication of A Guide tothe Project Management Body ofKnowledge (PMBOK® Guide) in 1996 represented the completion of the...
... consults with the head ofthe manufacturing department The engineering department head then passes the answer back down the hierarchy tothe engineering project manager At the opposite end ofthe spectrum ... Other planning outputs All ofthe outputs ofthe planning processes in the other knowledge areas (Section 3.3 provides a summary of these project planning processes) are inputs to developing the ... TOTHE P ROJ ECT MANAGEMENT BODY OFKNOWLEDGE We have chosen to describe theknowledge areas in terms of their component processes The search for a consistent method of presentation led us to...
... OFFICE OF WOMEN’S HEALTH ‘‘(a) ESTABLISHMENT. —There is established within the Office ofthe Director ofthe Centers for Disease Con5 trol and Prevention, an office to be known as the Office of ... Health (referred to in this section as the Of7 fice’) The Office shall be headed by a director who shall be appointed by the Director of such Centers ‘‘(b) PURPOSE. The Director ofthe Office shall— ... ESTABLISHMENT. The Secretary shall estab- 11 lish within the Office ofthe Administrator ofthe Health 12 Resources and Services Administration, an office to be 13 known as the Office of Women’s Health The...
... care tothe mother and reduce the likelihood of MTCT of HIV ‘ The core goal of all medical therapy is to bring the patient’s viral load to an undetectable level When that goal is reached, the ... providers use their time, rather than the amount of time they have available, is what matters Thecontributionof MCH and delivery services In most developing countries, the great majority of pregnant ... important degree of success Moreover, as these services are directly concerned with the outcomes of sexual relationships, it is logical to expect them to be at the forefront of efforts to prevent sexual...
... Body ofKnowledge is the sum ofknowledge within the profession of project management As with other professions such as law, medicine, and accounting, the body ofknowledge rests with the practitioners ... Management Body ofKnowledge and the other four areas of management to effectively manage a project 1.5.1 Project Management Body ofKnowledgeThe Project Management Body ofKnowledge describes knowledge ... progressively better as the project continues The ability ofthe stakeholders to influence the final characteristics ofthe project’s product and the final cost ofthe project is highest at the start, and...
... meet the needs ofthe business and stakeholders In order to that, we have to analyze the stated requirements of our stakeholders to ensure that they are correct, assess the current state ofthe ... activities with the needs ofthe rest ofthe project team • Plan the execution of business analysis tasks • Update or change the approach to business analysis as required • Assess effectiveness of and ... all ofthe tasks that are performed during the course of a project Methodologies generally fall outside the scope ofthe BABOK We acknowledge their existence and may provide some guidelines as to...
... dangerous to excellent The effect of a career decrease in training hours of 10 percent led to a 10 percent increase in the number of unsatisfactory landings, from 14 percent to 24 percent ofthe total, ... NEWCREW to define the percentage of personnel with less than one year in the Navy; and TIME_CO to be the number of months that the ship’s commanding officer has had command ofthe ship The authors ... recruits In their model, the cost of new recruits is equal tothe recruiting cost, the salaries of instructors, the costs associated with Permanent Change of Stations (PCS), and the costs of paying...
... quality/scope control Page Effect of Stakeholders & Changes Project Management Fundamentals At the start ofthe project: Towards the end ofthe project: • • • • • • The level of uncertainty is highest ... Mgt Project Integration Office ofthe Senior Associate Vice President for Finance PMI refers to these as Knowledge Areas These are the actual functions performed within the life cycle phases Page ... and monitor the project~ Project Leads ~Own deliverables from their areas~ Office ofthe Senior Associate Vice President for Finance Project managers not have to be the SMEs for a project to be...