com.une.idm.oclc.org/search?s.q=login&utf8=%E2%9C%93&keep_r=true#!/search?ho=t&l=en&q=login
ask support for login
Heldman, K. (2011). Project Management Jump Start, (3rd ed.). Indianapolis, IN: Wiley Publishing.
Read Chapters 11 and 7
Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® guide).
Read Chapter 10.3
You have probably heard the cliche “If you don’t know where you are going, how will you know when you get there?” That is a very important concept in project management.
Project Management is about delivering results. When a project begins, a Charter is created that details what is to be accomplished. There are certain criteria that can be used to determine whether the project is on a successful track.
How do you define success?
While a project can’t be successful without meeting the concrete measurable outcomes you mention, but just meeting those measurable outcomes does not necessarily mean a project is successful.  Stakeholder management is imperative to the success of a project. If stakeholders, particularly the Project sponsors, are not satisfied, the project is not going to be a success.
That is why understanding what is to be delivered, and how to measure its delivery is imperative to a successful project. This unit focuses on monitoring and controlling your project to ensure that your project is on track to be successful – to deliver what the stakeholders expect.
The Legacy Data Archiving project is beginning to really take shape. However, the client’s project manager, Geoff Jamm, who you’ve been working closely with has been out and needs to be caught up to speed.
Using the resources for this competency, identify the Key Performance Indicators for the scenario project and follow up with