Metrics provide statistical information about your project. While traditionally many metrics are financed based, inwardly focusing on the performance of the Project, metrics may also focus on the performance against customer requirements and value. In project management, performance metrics are used to assess the health of the project and consist of the measuring of six criteria: time, cost, resources, scope, quality, and actions. Metrics measure processes, activities, resources, processes and deliverables
2.0 Literature Review 2.1 Definition of Project Nazira Binti Mahmud (2009) found that a project is a finite endeavor undertaken to establish a unique product or service in order to facilitate a beneficial change or added value. According to Xiaoyi (2001), finite endeavor is defined as having definite start and finish dates. Organizations utilize projects as temporary organizational structures purposely to achieve agreed upon objectives. Ngoc Se (2010) mentioned that a project is a problem planned
Before starting this case study, I think it’s important to be able to identify the difference between Project management, and Programme management, to be well aware of skills and competencies needed by programme manager. Indeed, the distinction between these two roles is a bit blurry for a lot of organizations, even within the same organization. In project management, the project manager is responsible of a portfolio of project but it doesn’t mean that all projects are linked to reach the same finality
processes and activities that produce value in the form of products and services delivered to the ultimate consumer. A supply chain is more than just a linear connection between the stakeholders: suppliers, manufacturers, retailers and end-consumers. The most important function of an integrated supply chain is to manage the flow of information, materials and money between the key participants. While differentiating “Supply Chain” from “Supply Chain Management”, the very first thing to understand
2. Review of Literature 2.1 Integrated watershed management Watershed management is the process of organizing and guiding land, water, and other natural resources used in a watershed to provide the appropriate goods and services while mitigating the impact on the soil and watershed resources. It involves socio-economic, human-institutional, and biophysical inter-relationships among soil, water, and land use and the connection between upland and downstream areas (Ffolliott et al., 2002). In essence
(1995) has suggested the strategies for integrated coastal zone management in Malaysia. According to him the lack of systematic studies to demonstrates clearly in a comprehensive and quantitative manner, the assessment of benefits accruing from environmental measures and the constraints imposed by competeting policy priority and alternative claims on resources have lead to the expediency of all, often ignoring the environmental dimensions in resource management. Harvard et al. (1996) are of the view
performance cycles.(Wu, W, http://insights.wired.com) 2. THE ROLE OF HR IN LEVERAGING OPERATIONS 2.1 What are Integrated
5.1.3. The Program Strategy and Shared values: 5.1.3.1. Shared values: The vision stated for NDPCP "Dengue Risk-Free Philippines," being understood by all those who are had been interviewed, as they all expressed in a way or another that the ultimate goal of the program is "no dengue at all" even if impossible
problems that affect people management programs in the long run. ( Douglas A. Ready Linda A. Hill Robert J. Thomas) Therefore, Blackrock’s principal goal of strategic HR is to increase employee productivity and to identify key HR areas where strategies can be applied in the long run to improve the overall
CHAPTER 1 INTRODUCTION Background Earnings management has been widely concerned as the security issues. The different perspectives of several researchers have led to some controversies of this practice. For some researchers, earnings management is believed still in the scope of the accounting standards. Poll (2004) found, “The practice of earnings management is facilitated in the flexibility of GAAP as well as the many possible interpretations of some of the principles put forward in GAAP” (p. 72)