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Project Management Orientation

Reasons for Estimating  

There are many  reasons for estimating, including:

Many cost and schedule overruns can be traced back to a poorly developed estimate.  Even when the overrun is the result of poor execution, a good estimate should have included allowances for this.  For example suppose you estimate the project at a low cost by using fewer resources and shorter durations than required, and then the project is authorized and you are the project manager.  You find yourself committed to the project with insufficient resources and insufficient time.  The probability of completing a successful project is very low.  However, if you had done the estimate had been done correctly, it would have included sufficient resources and an appropriate schedule.

1: Getting Started
2: Define the Project Team
3: Team Management
4: Identify and Validate Requirements
5: Create Decomposition Structures
6: Risk Management
7: Project Estimates
8: Project Schedules
9: Change Management
10: Project Control and Execution
Defining the Project
11: Project Management Review
12: Project Closeout
13: Project Management Tool Suite
14: Self-Assessment and Final Exam
Fast Points
Concepts
Seven Keys
Case Study
WWPMM
Mentor
Check Point
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