MBA PM Section 7.9
mba英语作文万能模板
mba英语作文万能模板MBA English Writing Universal Template。
As an MBA student, writing is an essential skill that you need to master. Whether it is writing a report, a proposal, or an essay, you need to be able to communicate your ideas clearly and effectively. To help you achieve this, here is a universal template that you can use for any MBA English writing task.Introduction。
The introduction should provide a brief overview of the topic you will be discussing. It should capture thereader's attention and provide a clear thesis statementthat outlines the main argument of your paper.Background。
The background section should provide context for yourtopic. This may include a brief history of the issue, an overview of the current situation, or a summary of relevant research. This section should be informative and objective, and it should help the reader understand the significance of your topic.Analysis。
MBAPMSection
• All elements of control systems should be designed with appropriate monitoring in mind (NOTE: Monitoring and controlling are often separate functions in an organization)—also, must be related to project plans. • Organizations should design M&C systems to focus on “fixing problems” or “achieving necessary changes” instead of “punishing the guilty.” • Organizations should balance M&C systems between the sometimes contradictory needs “to follow the rules” and “allowing for flexibility and creativity.”
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Project Monitoring and Controlling 10.1 Overview: Some General Principles
• Throughout every project there are, as was just stated on the previous chart, often many deliverables which must be presented – externally and internally. • Examples of deliverables that are mainly internal are: – Reports (periodic status, exception—trouble, special analyses) – Intermediate products or modules – Documentation (test results, cost records, etc.) – Training (completed or plans for future) – Presentations, reviews of alternatives for a problem-along with a recommendation—that may have turned up from an analysis of a control system variance Jan-19 5
MBAPMSection74共26页文档
• And, as this section will demonstrate, the schedule can be shown in a variety of ways— and uses a number of different techniques.
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Project Schedule Planning 7.4 Time Scheduling Techniques
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7.4 Project Schedule Planning Network Diagram Charts
• As the text describes, there are two fundamentally different types of networks in use.
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Project Schedule Planning 7.4 Time Scheduling Techniques
• The text is organized with cost estimating first, but that does not mean it is always done first.
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7.4 Project Schedule Planning Network Diagram Charts
• The text starts with the technique of networks (Section 5.1) which will be discussed later. I don’t agree with this order. In actuality, very few projects begin scheduling with a network—and many never use one at all.
MBA PM Section 1
Section 1.1: What Is a Program?
People often cannot distinguish between “projects and programs”—and use the terms interchangeably so let’s take a look: • A “project” generally is focused on one product or service—but a “program” is often considered to be a collection of related projects • Think of an example of a project in your organization • Programs tend to be larger, have longer—less well defined—schedules and more diffused scopes than do projects • Please think of an example of a program either inside or outside of your organization
Section 1.1: What is Project Management?
• In addition to the PMBOK definition, there are several other definitions, two of which are widely used: (1) Project management is the process of achieving a successful conclusion as efficiently and effectively as possible (2) Project management is concerned with getting a job done 1. On time 2. Within budget 3. Achieving specifications • Called the “Triple Constraint” But Must Add Next Point!!! And often it is the most important factor! • (3) With high levels of customer and other stakeholder satisfaction—including the project team
mba考研真题试卷
mba考研真题试卷第一部分：英语阅读理解（共两节，满分40分）Passage 1Questions 1-5 are based on the following passage.As the saying goes, “Knowledge is power.” This notion is particularly true for individuals pursuing a Master of Business Administration (MBA) degree. The MBA entrance examination is an essential step for applicants to showcase their academic abilities and demonstrate their potential for success in the business world.1. What is the importance of the MBA entrance examination for applicants?2. How does an MBA degree enhance individuals' chances of success in the business world?Passage 2Questions 6-10 are based on the following passage.In recent years, the demand for MBA graduates has been on the rise. A strong MBA can unlock countless career opportunities, ranging from high-level management positions to entrepreneurial ventures. However, success in the business world involves more than just a degree; it also requires critical thinking, problem-solving skills, and effective communication.6. Why is there an increasing demand for MBA graduates?7. Besides an MBA degree, what other skills are essential for success in the business world?第二部分：英语知识运用（共两节，满分45分）Section A: Complete the sentencesDirections: In this section, you will find a sentence with one word missing. Four possible answers follow the sentence. Choose the most appropriate one from the four options to complete the sentence.11. The finance department is responsible for managing the company's ________.A) expenditure B) expansion C) expectation D) expressionSection B: Error CorrectionDirections: There may be errors in the following text, please correct them. Each sentence contains a maximum of three errors.There are many benefits for students who decide to pursue an MBA degree. Firstly, it is provides them with a comprehensive understanding of various business disciplines, including marketing, finance, and human resources. Secondly, an MBA degree offers students a vast network of professionals, which can be valuable for future career opportunities. Lastly, an MBA curriculum often includes real-life case studies to enhance students' practical problem-solving abilities.第三部分：数量关系分析（共两节，满分35分）Section A: Multiple-choice QuestionsDirections: In this section, you will read several passages. Each passage is followed by several questions or unfinished statements. For each of them, four choices are given. Choose the best one and mark your answer on the Answer Sheet.21. A company intends to increase its production capacity. Which of the following approaches is the most cost-effective?A) Hiring more employeesB) Investing in new machineryC) Expanding the office spaceD) Introducing new marketing strategies第四部分：写作（共两节，满分45分）Section A: RewritingDirections: In this section, you are required to rewrite the following sentences in the ways instructed, without changing their meanings. You should not use the original sentence in your answer.31. The team lost the game because they didn't work together effectively.Rewrite the sentence using "due to" instead of "because."Section B: Essay WritingDirections: In this section, you should write an essay of about 300 words within 30 minutes. Your essay should be based on the following outline given in Chinese below.题目：大数据对商业决策的影响大数据的定义大数据在商业决策中的应用大数据对商业决策的影响个人对大数据发展的看法注意：不需要按照上述小结来写，只需按照提纲写文章。
MBA PM Section 7.6
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– A senior official gives the “go-ahead” and conveys management expectations and commitment. – The key players-team members and others-are introduced (a list names should be distributed) – The mission, goals and charter for the project should be distributed and discussed
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7.6 Setting Project Baselines and Getting Started With a Project
• The overall mission, objectives, schedule and key milestones should be reviewed • The major deliverables should be identified and generally described in a meeting style and atmosphere with the following features: – Allowing an open discussion – Providing full, honest answers on questions – Aiming at instilling a sense of involvement and commitment from the beginning – Setting the tone for the entire project life cycle.
MBAPMSection10.ppt
• Examples of deliverables that are mainly internal are:
– Reports (periodic status, exception—trouble, special analyses)
– Intermediate products or modules
• Organizations should design M&C systems to focus on “fixing problems” or “achieving necessary changes” instead of “punishing the guilty.”
• Organizations should balance M&C systems between the sometimes contradictory needs “to follow the rules” and “allowing for flexibility and creativity.”
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Project Monitoring and Controlling
10.1 Overview: Some General Principles
• Another way to show the P-M-C Cycle is Figure 7.1 in the text—and it adds a useful dimension about who is involved with “Planning and Scheduling” and “Reporting and Controlling.”
Trade-off Studies
Variance From Plans (mechanized where possible)
2014年mba试题7.9(英语)
1．_______she wondered if she had made a mistake.A．Not until long afterwards that B．Not long until afterwardsC．It was not until long afterwards that D．It was long afterwards until2．It was not_______ midnight that they discovered the children were not in the beds. A．before B．at C．after D．until3．_______by an exercise of self-control_______ he allowed himself to raise his eyes as they came in.A．It was only / that B．Only / thatC．It was only / when D．It was only / had4．It is_______ quite recently that most mothers in Britain did not take paid work outside the home.A. fromB. untilC. sinceD. before5．_______that should be given priority to.A. It is the committee has decidedB. It is only the committee has decidedC. it is what the committee has decidedD. It is what has the committee decided 6．Her uncle told her that it was_______ that she was brought up after her mother's death. A. a retired old professor B. from a retired old professorC. with a retired old professorD. by a retired old professor7．It is_______ he is modest and thoughtful that he is respected by his colleagues.A. forB. asC. becauseD. since8．It is earth's heat_______ scientists have developed a sensitive instrument to measure.A. whoB. whom C . that D. what1．C。
MBAPMSection7426页PPT
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7.4 Project Schedule Planning Examples of Several Time Scheduling Charts
• At the end of the section are several charts that illustrate Gantt (bar) and milestone charts—they are produced by mostly by Microsoft Project, Project Scheduler 7, and Primavera (P3).
Project Schedule Planning: 7.4 Time Scheduling Techniques
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Project Schedule Planning 7.4 Time Scheduling Techniques
• In learning about project management—or for that matter, any subject area it is most often necessary to break it down “into pieces”
• In practice, this means we may produce a schedule, and then need to adjust it once we begin to understand the cost consequences.
acca中pm考试内容
acca中pm考试内容
ACCA中PM（F5）的考试时间为10分钟的阅读时间和3小时的答题时间，合计为3小时10分钟。
试卷分为三个部分，Section A、B、C。
Section A部分有15个客观选择题，每题2分，总计30分。
这部分主要涉及企业绩效管理的概念和基本原理，包括绩效管理的定义、目标、原则和流程等基本概念，以及根据不同的管理目标和需求制定相应的绩效管理策略和方案。
Section B部分则分为3个case类型的题目，每个case会出5个客观选择题，5个选择题之间可能会存在关联，共计15题，每题也是2分，合计30分。
这部分主要涉及绩效指标的设计和应用，包括绩效指标的种类、设计方法和应用场景，以及根据实际业务需求设计和应用合适的绩效指标。
Section C部分为两道主观大题，每题20分，可能是一整道题20分，也可能是分成了不同小问。
这部分主要涉及绩效评估和反馈，以及绩效管理的实施和改进，包括绩效评估的方法和技巧、根据评估结果提供及时的反馈和改进建议，以及绩效管理的实施流程和管理技巧。
此外，PM课程主要考察的内容还包括：关于企业业绩管理最基础的部分-信息系统和安全保障；Big data大数据的定义、特征（3V）和优点；信息系统的安全措施等。
MBAPMSection74-26页精选文档
• And, as the text observes, the order of topic discussion can be somewhat arbitrary—but we can’t discuss or analyze them all at the same time.
• In fact, in my experience, schedule more often is the main “driver” for projects; that is why scheduling is covered first in this course.
• But this should not be interpreted as suggesting that cost estimating, risk, quality and other project features are unimportant.
• They are inter-related and sequencing of how one produces a project plan is not linear. The sequence will often depend on related factors.
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Project Schedule Planning: 7.4 Time Scheduling Techniques
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Project Resources Planning 7.9.2 Project Cost Estimating
• Other complicating factors in cost estimating include: - Inflationary cost elements - Changing prices of key materials and components - Not accounting for re-work - Assuming everybody puts in a full work day - Assuming incorrect proficiency levels - Prevalence of optimism - Organizational climate - Limited consideration of risk issues
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Project Resources Planning 7.9.2 Project Cost Estimating
• Improving cost estimating - Using special software - Using standard templates and forms (See Figure 4-2 in your text) - Keeping good historical records - Applying learning curves to estimates (over time, cost to produce an item decline and time required to make it also declines) - Using tracking signals (can reveal if there is a systematic bias—positive or negative—in your estimates) - Focusing on dealing with risk and uncertainty
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Project Resources Planning 7.9 Budgeting and Cost Estimating
• To remind, resources may be divided into six general categories—only several of which will be addressed in this course: – – – – – Time (already covered in previous section) Budget (or cost) (to be covered in this section) Human resources (already covered in Section 7.5) Equipment and other logistics (such as transportation) Information (many aspects such as a Project Management Information System –PMIS) – Support by other organizational units (some overlap with above categories—but important to explicitly identify)
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Project Resources Planning 7.9.1 Project Budgeting
• pes of budgeting for projects
– Top-Down: can be done quickly based on several parameters. Accuracy depends on competence of estimator and choice of parameters. – Bottom-up: Generally more accurate estimate than top-down as it depends on having a detailed WBS first; then the work package estimates are “rolled up” to Level 1. – The best way to obtain an estimate is some combination of both approaches
7.0 Planning the Project 7.9 Budgeting and Cost Estimating
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Project Resources Planning 7.9 Budgeting and Cost Estimating
• In continuing the resource planning process for a project plan, recall that an essential part of the project planning process is to determine the budget estimate through a variety of cost estimating techniques. (See Chapter 4 in the text). • As discussed earlier, the nature of a project and other circumstances will determine what features of a project (including types of resources) will be addressed first, and in what sequence. • To remind, sometimes, time requirements will be addressed first, and then perhaps budget and cost estimates will come later.
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Project Resources Planning 7.9.2 Project Cost Estimating
• Good practice is for cost estimates to be made at the work package level—and that these costs be reviewed as part of the control system. • In some cases, overhead and indirect charges are added at the work package level—and hence are fully costed. • In others, such charges are added by the accounting department. • To remind, in any event, it is imperative for a project manager to understand how the accounting system of the organization works and how charges are being made to his or her project—and by whom for what purposes.
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Project Resources Planning 7.9.1 Project Budgeting
• A key feature of budgeting is how overhead and other indirect costs are charged to a project. • Project managers should not be held accountable for these types of charges but often are as part of the entire project budget estimate. • Project managers should be familiar with an organization’s budgeting and accounting systems for a number of reasons—including self protection.
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Project Resources Planning 7.9 Project Budgeting and Cost Estimating
• Review material in Chapters 4 and 6 in the textbook. Often, this area—along with cost estimating--is a separate course in PM. • At its simplest, budgeting is simply the process of forecasting what resources a project requires in financial terms. Cost estimating involves the techniques of working on details that comprise a budget estimate. • Historically, a terrible job has been done in this area with average misses of about twice.
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Project Resources Planning 7.9.1 Project Budgeting
• Traditionally, organizations use activity-based accounting systems—where costs are accumulated by types such as electricity, rent, depreciation, etc. • However, review your text to understand the difficulties in applying this type of system to projects. The problems connected with increasing use of projects gave rise to “program budgeting”—where costs are divided by tasks and expected times of expenditures.