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  2. Project management - Wikipedia

    en.wikipedia.org/wiki/Project_management

    Project management is the process of supervising the work of a team to achieve all project goals within the given constraints. [1] ... Power: Lines of authority, ...

  3. 12 Reasons Why Project Management Is Important - AOL

    www.aol.com/12-reasons-why-project-management...

    Project management unites clients & teams, creates a plan for on time & on budget delivery, and gets stakeholders on the same page. But the importance of project management goes beyond that.

  4. Authority (management) - Wikipedia

    en.wikipedia.org/wiki/Authority_(management)

    Authority in project management is the power that gives a project manager the ability to act in the name of the project sponsor executive or on behalf of the organization. [1] There are several different types of authority that project managers can leverage: [2]

  5. Outline of project management - Wikipedia

    en.wikipedia.org/wiki/Outline_of_project_management

    Tasks in project management are activity that needs to be accomplished within a defined period of time. Time limit is a narrow field of time, or a particular point in time, by which an objective or task must be accomplished. Work in project management is the amount of effort applied to produce a deliverable or to accomplish a task (a terminal ...

  6. Project manager - Wikipedia

    en.wikipedia.org/wiki/Project_manager

    US Navy Chief of Naval Operations (CNO) Adm. Gary Roughead (left) talks with project managers. A project manager is a professional in the field of project management.Project managers have the responsibility of the planning, procurement and execution of a project, in any undertaking that has a defined scope, defined start and a defined finish; regardless of industry.

  7. Project management triangle - Wikipedia

    en.wikipedia.org/wiki/Project_management_triangle

    The project management triangle. The project management triangle (called also the triple constraint, iron triangle and project triangle) is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. [1] It contends that:

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