Question: Because this is an introductory chapter, not very much has been said about why projects must be managed differently from ordinary operations and what constitutes
Because this is an introductory chapter, not very much has been said about why projects must be managed differently from ordinary “operations” and what constitutes project management—the subject of this book. Now is a good time to speculate about these: Why do you think projects and non-projects need to be managed differently? What do you think are some additional or special considerations necessary for managing projects?
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