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1、The Project Management The Project Management Framework Framework Knowledge Level:Knowledge Level:Knowledge Level:AdvancedAdvancedAdvanced2Framework : OverviewIntroduction:ProjectTerms to UnderstandStakeholders in ProjectProject Management, Project Manager, Project Management Office Project Manageme
2、nt contextProject life cycleOrganizational types and influencing factorsPM ProcessesProject Management Knowledge AreasDiscussion on Knowledge AreasCopyright 2005, Cognizant Academy, All Rights Reserved3Framework: ObjectiveAfter completing this chapter, you will be acquainted with the Project managem
3、ent process areas and Knowledge areasCopyright 2005, Cognizant Academy, All Rights Reserved4What is a ProjectA temporary endeavor undertaken to create a unique product or service. Copyright 2005, Cognizant Academy, All Rights Reserved5Why is a project a Temporary endeavor? Projects are referred to a
4、s temporary endeavors because they end when goals are met or when they cannot be met. The Team gets disbanded when goals are met. A typical project is characterized by inter-related activitiesWhat is a Sub-Project ? A project is frequently sub divided into manageable components or sub projects. They
5、 are generally contracted to an external enterprise / functional unit.What is a Product? A product can be a Service/outcome/result/documentWhat is Progressive Elaboration? Progressive elaboration means development of a project in steps.Terms to understand Copyright 2005, Cognizant Academy, All Right
6、s Reserved6What is a Program?A Program is a group of related projects that are managed in a coordinated way and usually include an element of ongoing activity. It may include some work outside the scope of the projects in a program. It also involves a series of repetitive or cyclical undertakings.Wh
7、at is a process?A process is a series of actions bringing about a result. Projects are composed of processes.How are processes classified?Project processes are classified asProject Management processesCommon to most projectsPurpose is to initiate, plan, execute, monitor, control and close projectPro
8、duct-oriented processes Specify and create the projects productTypically defined by project life cycleProject management process and product oriented process overlap and interact throughout the projectTerms to understand Copyright 2005, Cognizant Academy, All Rights Reserved7Stake-holders in Project
9、Stakeholders are persons and organizations such as customers, sponsors, performing organizations and the public, that are actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. They may also exert influence over the pr
10、oject and its deliverables.To ensure a successful project - PM Team must identify stakeholders, determine requirements, manage and influence those required.Copyright 2005, Cognizant Academy, All Rights Reserved8Identifying stakeholders and assessing their knowledge and skillsAnalyzing projects to ma
11、ke sure that their needs are metInvolving them in project, using their expertise, involving them in changes and getting their acceptance and sign-offClosure of projectStakeholder Management involves EXTERNALSub-contractorsSuppliersExternalconsultantsService providersINTERNALSenior Management Project
12、 Manager Human Resources Business Development FinanceAdministrationTrainingInternal SystemsQuality Assurance SEPG CLIENTSponsorContact personEnd-userOutsource partyCopyright 2005, Cognizant Academy, All Rights Reserved9What is Project Management ?Project Management is the application of knowledge, s
13、kills, tools and techniques to project activities in order to meet stakeholder needs and expectations from the project. It involves balancing competing demands among: Scope, time, cost and qualityStakeholders with different needs and expectationsNeeds and expectations Coordinating activities and man
14、aging the resourcesCopyright 2005, Cognizant Academy, All Rights Reserved10Why use Project Management ?Using Project Management concepts helps to Focus on Objectives: scope, cost, and timeHave consistent achievementRespond to rapid changeBlend multi-disciplinary skillsFocus on StakeholdersMeet Globa
15、l competitionCopyright 2005, Cognizant Academy, All Rights Reserved11Why training on Project Management ?Projects progress rapidly until they are 90 percent complete, then they remain 90 percent complete forever. : Immutable Laws of Project ManagementTo avoid the above state of inertia, training in
16、PM concepts helps toComplete tasks, activities, work packages.Protects project from changes, loss of resources.Integrates all pieces of work into a whole Lack of PM skills results in problems in a project and often people play a fire fighter roleCopyright 2005, Cognizant Academy, All Rights Reserved
17、12A typical Project Manager Manages the scope and configuration management processMust make trade-offs between Time, Cost and QualityManages the Project TeamManages the Clients expectationsThe Project ManagerCopyright 2005, Cognizant Academy, All Rights Reserved13A Project Management Office is an or
18、ganizational unit that centralizes and coordinates the management of projects under its domain.Functions of a PMOFocuses on the coordinated planning, prioritization and execution of projects and sub projects that are tied to the organizations business objectives Identification and development of pro
19、ject management methodology, best practices and standards; Centralized repository, operation and management, communicationMentoring platform for project managers, Coordination of quality standards, Management of policies, procedures, templates etcProject Management OfficeCopyright 2005, Cognizant Ac
20、ademy, All Rights Reserved14PM and PMOPM and PMO pursue different goals and are driven by different objectivesProject ManagerProject Management OfficeResponsible for delivering specific project objectives within project constraints Organizational Structure with specific mandates Focuses on specified
21、 project Objective Manages major program scope changes Controls assigned resources to meet objectives Optimizes the use of shared organizational resources across projects Manages scope, schedule, cost and quality of products Manages overall risk, opportunity and project interdependence Reports on pr
22、oject progress and other info Provides consolidated reporting and an enterprise view of projects Copyright 2005, Cognizant Academy, All Rights Reserved15Project Life CycleProjects can be divided into phases to provide better management control. These have appropriate links to ongoing operations of t
23、he performing organization. These phases are collectively known as Project Life Cycle.Characteristics of Project Life CycleProjects can be divided into logical phases and these phases connect from beginning to the endTransition from one phase to another within the life cycle generally involves techn
24、ical transfer or handoffWork of previous phase approved before next starts and phases are generally sequentialCost and staffing levels are low at the start, peak during intermediate phase and drop rapidly as project nears completionCopyright 2005, Cognizant Academy, All Rights Reserved16Project Life
25、 CycleCopyright 2005, Cognizant Academy, All Rights Reserved17Organization Types & Influencing factorsCopyright 2005, Cognizant Academy, All Rights Reserved18Influence of Organizational Structure on ProjectsOrganization setup can be divided into three types Traditional / Functional Matrix Projectize
26、dDepending on the project type, the project characteristics vary.Copyright 2005, Cognizant Academy, All Rights Reserved19Traditional (Functional) OrganizationA Functional organization is a hierarchical organization where each employee has one clear superior, staff are grouped by areas of specializat
27、ion and are managed by a person with expertise in that area.Copyright 2005, Cognizant Academy, All Rights Reserved20Advantages and disadvantages of functional organizational formAdvantagesDisadvantagesEasier management of specialties Team members report to only one supervisor Similar resources are c
28、entralized, companies are grouped by specialties Clearly defined career paths in areas of work specialization People place more emphasis on their functional specialty to the detriment of the project No career path in project management Project manager has no authority No one individual is directly r
29、esponsible for the total project Coordination becomes complex There is no customer focal point Difficulty in pinpointing responsibility Ideas tend to be functionally oriented with little regard for ongoing projectsCopyright 2005, Cognizant Academy, All Rights Reserved21Projectized OrganizationIn a P
30、rojectized organization, Team members are often collocated. Most of the organizations resources are involved in project work. Project Managers have great deal of authority and independence.Projectized organizations have departments but these groups either report directly to PM or provide support ser
31、vices to the projectsCopyright 2005, Cognizant Academy, All Rights Reserved22Advantages and Disadvantages of Projectized organizationAdvantagesDisadvantagesProvides complete line authority over the projectThe project participants work directly for the PM.There are strong communications channelsUpper
32、-level management maintains more free time for executive decision makingMore Customer focusPMs have great deal of independence and authority to assign priorities, apply resources and direct the work of persons assigned to the projectEfficient organization Loyalty to the project Duplication of effort
33、s, facilities and personnelNo in-depth technical knowledgeLack of career continuity and opportunity for project personnelNo “home when project is completed Lack of professionalism in disciplines Less efficient use of resources Copyright 2005, Cognizant Academy, All Rights Reserved23Matrix Organizati
34、onMatrix organizations are a blend of functional and projectized characteristics.Matrix Organizations can be further classified as Weak MatrixStrong MatrixBalanced MatrixCopyright 2005, Cognizant Academy, All Rights Reserved24Weak Matrix PMs role is more of a coordinator Strong Matrix Have full time
35、 PMs with considerable authority and full time administrative staffBalanced Matrix A PM is present but does not have full authority over the project and the project fundingMatrix OrganizationCopyright 2005, Cognizant Academy, All Rights Reserved25Advantages and disadvantages of a Matrix Organization
36、al formAdvantagesDisadvantagesHighly visible project objectives Improved project manger control over resources More support from functional organizations Maximum utilization of scarce resources Better coordination Better horizontal and vertical dissemination of information than functional Team membe
37、rs maintain “a home” Not cost effective because of extra administrative personnel More than one boss for project teams More complex to monitor and control Tougher problems with resource allocation Need extensive policies and procedures Functional managers may have different priorities than project m
38、anages Higher potential for duplication of effort and conflict Copyright 2005, Cognizant Academy, All Rights Reserved26Composite OrganizationIn addition to the already discussed three organization types, Modern organizations involve all structures at various levels. Such organizations are said to op
39、erate as Composite Organizations. For e.g.: A functional organization may create a projects that operates in projectized style to achieve a critical target. The team may have full time staff from different functional departments, may develop its own set of operating procedures and may operate outsid
40、e the standard formalized procedure. Copyright 2005, Cognizant Academy, All Rights Reserved27PM ProcessesCopyright 2005, Cognizant Academy, All Rights Reserved28PM Process Groups and its relationshipProject Management Processes are organized into five process groupsInitiating Processes Defines and a
41、uthorizes a projectPlanning Processes Defines and refines objectives, plans course of action required to attain objectives and scopeExecuting Processes Integrates people and other resources to carry out project management plan for the projectMonitoring and Controlling Processes Regularly monitor and
42、 measure progress to identify variances and take corrective action if requiredClosing Processes Formalizes acceptance of the project and brings an orderly end to the projectCopyright 2005, Cognizant Academy, All Rights Reserved29Copyright 2005, Cognizant Academy, All Rights Reserved30The integrative
43、 nature of the PM Process groups requires monitoring and controlling process group interaction with every aspect of other process groupsCopyright 2005, Cognizant Academy, All Rights Reserved31PM Processes and TimelineCopyright 2005, Cognizant Academy, All Rights Reserved32Project Initiating ProcessP
44、roject Initiating Process is about Recognizing that a project or phase should begin and committing to do soProject Phase Initiating Process (Project Phase) involves Committing the organization to begin the next phase of the projectInitiating processes may be formal or informalCopyright 2005, Cogniza
45、nt Academy, All Rights Reserved33Copyright 2005, Cognizant Academy, All Rights Reserved34Relationship to other Management disciplinesCopyright 2005, Cognizant Academy, All Rights Reserved35Project Planning ProcessProject Planning process involves devising and maintaining a workable scheme to accompl
46、ish the business need that the project was undertaken to addressThis process is of major important because the project involves doing something which has not been done beforeHighest number of Project Management Processes are with planning. Copyright 2005, Cognizant Academy, All Rights Reserved36Copy
47、right 2005, Cognizant Academy, All Rights Reserved37Relationship among Planning ProcessCopyright 2005, Cognizant Academy, All Rights Reserved38Project Execution ProcessesProject execution process involves coordinating people and other resources to carry out the planCopyright 2005, Cognizant Academy,
48、 All Rights Reserved39Relationship among Execution ProcessesCopyright 2005, Cognizant Academy, All Rights Reserved40Project Controlling ProcessThe processes performed to measure and monitor project execution so that corrective action can be taken when necessary to control the execution of the phase
49、or project is referred to as Project Controlling process.Project Performance must be measured regularly to identify variances from the plan. Variances are fed into the control process in the various knowledge areas. To the extent that significant variances are observed, adjustments to the plan are m
50、ade by repeating the appropriate project planning processesCopyright 2005, Cognizant Academy, All Rights Reserved41Copyright 2005, Cognizant Academy, All Rights Reserved42Relationship among Controlling ProcessesCopyright 2005, Cognizant Academy, All Rights Reserved43Project Closing ProcessesClosing
51、Process involves Administrative Closure and Contract ClosureAdministrative ClosureGenerating, gathering, and disseminating information to formalize phase of project completion.Contract ClosureCompletion and settlement of the contract, including resolution of any open itemsCopyright 2005, Cognizant A
52、cademy, All Rights Reserved44Copyright 2005, Cognizant Academy, All Rights Reserved45Relationship among Closing ProcessesCopyright 2005, Cognizant Academy, All Rights Reserved46Knowledge AreasCopyright 2005, Cognizant Academy, All Rights Reserved47Knowledge AreasKnowledge areas are identified areas
53、of project management defined by their knowledge requirementsand described in terms of their component processes, practices, inputs, outputs, tools and techniques.Copyright 2005, Cognizant Academy, All Rights Reserved48Mapping of Project Management Processes to the Project Group and Knowledge AreasC
54、opyright 2005, Cognizant Academy, All Rights Reserved49Discussion on the Knowledge AreasCopyright 2005, Cognizant Academy, All Rights Reserved50Project Integration ManagementProject Integration Management describes the process required to ensure that the various elements of the project are properly
55、coordinated. It includes unification, consolidation, articulation, project integrative actions, making trade-offs among competing objectives and alternatives.Project Integration Management (PIM) - ProcessesPIM Process Purpose / Activities Develop Project Charter Formally authorizes the project Devel
56、op Preliminary Project Scope Statement Provides high level scope narrative Develop Project Management PlanDefines, prepares, integrates and co-ordinates all subsidiary plansDirect and Manage Project ExecutionAchieves projects requirement as defined in the scopeMonitor and Control Project WorkMonitor
57、ing and controlling the processes to meet the performance objective defined in project management planIntegrated Change ControlReview all change requests, approve and control changes to deliverables and organizational process assetsClose Project Finalize all activities across all project process gro
58、ups to formally close the project Copyright 2005, Cognizant Academy, All Rights Reserved51Things to know in Integration ManagementProject manager as integratorProject planning methodologyProject management information systemProject planWork authorization, change control, managing changeIntegrated ch
59、ange controlScope, scope verification, change controlCopyright 2005, Cognizant Academy, All Rights Reserved52Project Scope ManagementProject Scope Management includes the processes required to ensure that the project includes all the work and only the work required to complete the project successful
60、ly. Project scope management involves Constantly checking to ensure that all work gets completedSaying No to work not within project scope and preventing extra work or gold platingProject Scope Management (PSM) ProcessesPSM Process Purpose / Activities Scope PlanningCreating a project scope manageme
61、nt plan and document how project scope will be defined, verified and controlled and how work breakdown structure will be created and defined Scope definitionDeveloping detailed project scope statement as the basis of future project decisionCreate Work Breakdown Structure (WBS)Sub-dividing major proj
62、ect deliverables and project work into smaller manageable componentsScope VerificationFormalizing acceptance of completed project deliverablesScope ControlControlling changes to project scopeCopyright 2005, Cognizant Academy, All Rights Reserved53Things to know in Scope ManagementProject selection m
63、ethods Benefit measurement methods, constrained optimization methodsInitiating a project Project selection, history collection, documentation, scope analysis, resource identification, estimation, formal decision from stakeholders on the charter etcProject charter Should contain project title, descri
64、ption, PM assigned and authority level, objectives, business case, product description and deliverables, approval signatures etcProject Constraints, scope statement, scope management planManagement By Objectives (MBO) Establish realistic objectives, evaluate if the objectives are being met, take cor
65、rective actionDelphi technique to obtain expert information on issues, estimates, risks etcWork breakdown structure Activity definitionScope definition and decomposition defining and sub dividing major project deliverables into smaller manageable componentsScope Verification Formalizing acceptance,
66、work product review, audits, conformance, sign-off etcCopyright 2005, Cognizant Academy, All Rights Reserved54Project Time ManagementProject Time Management describes the processes required to ensure timely completion of the project. Project Time Management (PTM) ProcessesPTM Process Purpose / Activ
67、ities Activity DefinitionIdentify specific schedule activities that should be performed to provide project deliverablesActivity SequencingIdentifying and documenting dependencies among schedule activitiesActivity Resource EstimatingEstimate the type and no. of resources required to perform schedule
68、activityActivity duration EstimatingEstimating the duration / period to complete individual schedule activitySchedule DevelopmentAnalyzing activity sequences, durations, resource requirements and schedule constraints to create project scheduleSchedule ControlControlling changes to the project schedu
69、leCopyright 2005, Cognizant Academy, All Rights Reserved55Things to know in Time ManagementScheduling tools and their benefits Milestone charts, flowcharts, Gantt charts, network diagram PERT, CPM, PDM chartsMethods to draw network diagrams AON/PDM, ADM, GERTSchedule developmentDependenciesEstimatin
70、gEstimating methods CPM, PERT, Monte Carlo simulationCritical path, LAG, FLOATShortening schedule duration compression, resource levellingRe-estimating, crashing, fast trackingSchedule management planHeuristicsVariance analysisCopyright 2005, Cognizant Academy, All Rights Reserved56Project Cost Mana
71、gementProject Cost Management describes the processes required to ensure that the project gets completed within the approved budget. Project Cost Management (PCM) ProcessesPCM Process Purpose / Activities Cost EstimatingDeveloping an approximation of the costs of resources required to complete the p
72、rojectCost BudgetingAggregating the estimated costs of individual activities or work packages to establish cost baselineCost ControlInfluencing the factors that create cost variances and controlling changes to the project budgetCopyright 2005, Cognizant Academy, All Rights Reserved57Things to know i
73、n Cost ManagementCost risk, resource planning, cost management planCost estimating analogous estimating, bottom-up estimating, parametric estimating, computerized estimating toolsEarned value analysis (EVA), net present value (NPV), Internal rate of return (IRR), Benefit cost ratio (BCR)Life cycle c
74、osting, Accuracy of estimatesCopyright 2005, Cognizant Academy, All Rights Reserved58Project Quality ManagementProject Quality Management describes the processes required to ensure that the project satisfies the needs for which it was undertaken. It ensures conformance to requirements and fitness of
75、 useProject Quality Management (PQM) ProcessesPQM Process Purpose / Activities Quality PlanningIdentifying which quality standards are relevant to the project and determining how to satisfy themPerform Quality AssuranceApply planned, systematic quality activities to ensure that the project meets all
76、 the requirementsPerform Quality ControlMonitoring specific project results to determine whether they comply with the relevant quality standards to identifying ways to eliminate unsatisfactory performanceCopyright 2005, Cognizant Academy, All Rights Reserved59Things to know in Quality ManagementGold
77、 plating Not to give customer extras, prevention over inspection, Marginal analysisKaizen Continuous improvement to reduce costs and improve performanceJIT Approach to decrease the amount of inventory, improve qualityISO 9000 International standard to help organizations to ensure that quality proced
78、ures are in place and are followedTQM Total quality management - Encourage companies and employees to find ways to improve qualityMutually exclusive, statistical independence, probability, normal distribution, Standard deviation Measure of how far the actuals are from the mean3 or 6 SIGMA Level of q
79、uality, half curve above mean, +/-1 sigma68.26%,+/-2 sigma 95.46%,+/-3 sigma99.73%, +/-6 sigma99.99%Responsibility for quality, Impact of poor quality, Cost of conformance and Non-conformanceQuality planning, benchmarking, cost/benefit analysis, flowchart, cost of quality, fishbone diagramQuality as
80、surance, audits, Quality control their variables and attributesQuality control tools Inspection, Pareto diagram, fishbone diagram, checklists, sampling, control charts, flowcharts, trend analysisCopyright 2005, Cognizant Academy, All Rights Reserved60Project Human Resource ManagementProject Human Re
81、source Management describes the processes required to make the most effective use of the people involved with the project.Project Human Resource Management (PHRM) ProcessesPHRM Process Purpose / Activities Human Resource PlanningIdentifying and documenting project roles, responsibilities, reporting
82、relationships and staffing management planAcquire Project TeamObtaining the human resource needed to complete the projectDevelop Project TeamImproving the competencies and interaction of team members to enhance project performanceManage Project TeamTracking team member performance, providing feedbac
83、k, resolving issues and coordinating changes to enhance project performanceCopyright 2005, Cognizant Academy, All Rights Reserved61Things to know in Human Resource ManagementRoles and Responsibilities Project sponsor, senior management, team, stakeholders, functional manager, project managerResponsi
84、bility chart responsibility matrix, resource histogram, resource gantt chartStaffing management planHalo effectTeam buildingPowers of PMLeadership styles Directing, facilitating, coaching, supporting, autocratic, consultative, consensusConflict ManagementConflict Resolution techniques Confronting (p
85、roblem solving), compromising, withdrawal (avoidance), smoothing, forcingWar room, expectancy theory, arbitration, perquisites, fringe benefitsMotivation theory McGregors theory of X and Y, Maslows hierarchy of needs, Herzbergs theoryCopyright 2005, Cognizant Academy, All Rights Reserved62Project Co
86、mmunication ManagementProject Communication Management describes the processes required to ensure timely and appropriate generation, collection,dissemination, storage and ultimate disposition of project information.Project Communication Management (PCM) ProcessesPCM Process Purpose / Activities Comm
87、unications PlanningDetermining the information and communication needs of the project stakeholdersInformation distributionMaking required information available to project stakeholders in a timely mannerPerformance ReportingCollecting and distributing performance information, including status reporti
88、ng, progress measurement and forecastingManage StakeholdersManaging communications to satisfy the requirements of and resolve issues with project stakeholdersCopyright 2005, Cognizant Academy, All Rights Reserved63Things to know in Communication ManagementCommunication management plan, information d
89、istributionCommunication model sender, message, receiver; non-verbal, paralingual, active listening, effective listening, feedbackCommunication methods Formal written, formal verbal, informal written, informal verbalControl of communicationCommunication blockersMeetings Rules for meetingsCommunicati
90、on channelsPerformance reportingAdministrative closureCopyright 2005, Cognizant Academy, All Rights Reserved64Project Risk ManagementProject Risk Management describes the processes involved in identifying, analyzing and responding to the project risk. It is a discrete occurrence that may affect the
91、project for good or badProject Risk Management (PRM) ProcessesPRM Process Purpose / Activities Risk Management PlanningDeciding on the approach, plan and execution of risk management activities for a projectRisk IdentificationDetermining and documenting projects risksQualitative Risk AnalysisPriorit
92、izing risks for further analysis by assessing and combining their probability of occurrence and impactQuantitative Risk AnalysisNumerically analyzing the effect on overall project objectives of identified risksRisk Response PlanDeveloping options and actions to enhance opportunities and reduce threa
93、t to project objectivesRisk Monitoring and ControlTracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans and evaluating their effectiveness throughout the project life cycleCopyright 2005, Cognizant Academy, All Rights Reserved65Things to know in R
94、isk ManagementRisk, Risk event, uncertaintyRisk factors, risk averse, risk tolerancesRisk managementRisk management process Risk management planning, Risk identification, Qualitative risk analysis, Quantitative risk analysis, Risk response planning, risk monitoring and controlRisk categories Technic
95、al, project management, organizational, externalIdentification of risks Information gathering techniques brainstorming, delphi, interviewing, SWOT analysisAssumptions testing, data precision ranking, risk rating matrixExpected monetary value, Monte Carlo simulationRisk owner, risk response strategie
96、s-avoidance, mitigation, acceptance, transferenceInsurance, contracting, residual risks, secondary risks, contingency planning, fallback planning, risk response plan, revised project plan, reservesRisk response audits, risk reviewsCopyright 2005, Cognizant Academy, All Rights Reserved66Project Procu
97、rement ManagementProject Procurement Management deals with the processes required to acquire goods and services from outside the performing organization. Project Procurement Management (PPM) ProcessesPPM Process Purpose / Activities Plan purchase and acquisitionsDetermine what to purchase or acquire
98、 and determine when and howPlan contractingDocumenting products, services and results requirements and identifying potential sellersRequest seller responsesObtaining information, quotations, bids, offers or proposals Select sellersReviewing offers, choosing potential sellers and negotiating a writte
99、n contract with sellerContract administrationManaging contract and relationship between buyer and seller, reviewing and documenting performance, managing contract related changesContract closureCompleting and settling each contract, including resolution of any open items and closing each contractCop
100、yright 2005, Cognizant Academy, All Rights Reserved67Things to know in Procurement ManagementProcurement management definitionProcurement management planContractPMs role in procurementCentralized / decentralized contractingProcurement management process Procurement planning, solicitation planning, s
101、olicitation, source selection, contract administration, Contract closeoutMake or buy, contract type selection Cost reimbursable, time and material, fixed price, purchase orderProcurement documents, standard contract, letter of intent, privityBidders conference Meeting with prospective sellersPresent
102、ation, negotiation, negotiation tactics-attacks, personal insults, good guy/bad guy, deadline, lying, limited authority, missing man, fair and reasonable, delay, extreme demands, withdrawal, fait accompliCopyright 2005, Cognizant Academy, All Rights Reserved68Questions?!Copyright 2005, Cognizant Aca
103、demy, All Rights Reserved69Project Management Framework: Source PMBOK Guide Third EditionDisclaimer: Parts of the content of this course is based on the materials available from the Web sites and books listed above. The materials that can be accessed from linked sites are not maintained by Cognizant
104、 Academy and we are not responsible for the contents thereof. All trademarks, service marks, and trade names in this course are the marks of the respective owner(s).Copyright 2005, Cognizant Academy, All Rights ReservedYou have You have You have successfully successfully successfully completed completed completed PMP FrameworkPMP FrameworkPMP Framework
