UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING  COURSES: PROJECT MANAGEMENT H2 COMPUTER STORE PROJECT MANAGEMENT LECTURERS: NGUYỄN KHẮC HIẾU STUDENTS STUDENT ID ĐINH SỸ HƯNG: 19124040 BÙI THỨC LONG: 19124048 TRIỆU HỒNG CHÍNH: 19124061 PHẠM ANH KHOA: 19124072 HO CHI MINH, JUN 2022 0 TASK TABLE NO NAME STUDENT’S ID BÙI THỨC LONG 19124048 ĐINH SỸ HƯNG 19124040 PHẠM ANH KHOA 19124072 TRIỆU HỒNG CHÍNH 19124061 TASK COMPLETION RATE CHAPTER 1+ CHAPTER +3+4 CHAPTER + Word 100% CHAPTER 100% 100% 100% LECTURER COMMENTS TABLE OF CONTENT CHAPTER 1: INTRODUCTION CHAPTER 2: WORK BREAKDOWN STRUCTURE (WBS): 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT Figure of WBS for H2 Computer service CHAPTER 3: RESOURCES OF THE PROJECT CHAPTER 4: SCHEDULE PLANNING .7 4.1 Gantt chart: Figure of H2 computer project Gantt chart 4.2 Network diagram Figure of network diagram CHAPTER COST PLANNING .10 5.1 Resource allocation 10 Figure of Resource allocation 10 5.2 Activity-based budget 11 Table of Activity based budget 11 5.3 Time-phased budget 12 Figure of Cash Flow report 12 CHAPTER 6: PROJECT CONTROL 13 6.1 Introduction to project control 13 6.2 What will be controlled? 13 Figure of Project risk management overview .15 CHAPTER 7: CONCLUSION 17 REFERENCES 18 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT CHAPTER 1: INTRODUCTION Computers are currently one of the most powerful support instruments for various classes, particularly students and office workers, in their work and studies Because computers (particularly laptops-laptops) are often used, there is a strong demand for computer repair Furthermore, the necessity for gadgets that come with computers, such as music speakers, mice, headphones, USB, keyboards, and so on, emerges frequently during use in order to maximize the computer's usability Opening a business shop selling cheap computer repair services and selling computer spare parts is very feasible, with a high probability of success for young people who are passionate and knowledgeable about information technology as well as passion business enthusiast In particular, with an affordable repair price with good service and quality, it will be very attractive to customers in a time when there are too many places labeled as cheap computer repair, but customers always bear exorbitant costs Computer and laptop repair is not a new career, but it will always have a place in the contemporary technological world Damage to computers is unavoidable because they are common instruments for learning and working People will pick repair over replacement because it is more visible and costeffective Soon realizing the need of this market, our team established a web site on computer repair After a long period of active operation, with a large number of customers (mostly office workers, students, students) we have come to the decision to establish a computer repair shop and provide flexible support Laptops and PCs Planning a project is incredibly significant and crucial since it allows us to see the plan as a whole and prevent unnecessary risks Furthermore, it will assist us in managing investment phases and funds in the most efficient and precise manner possible The initiative is implemented at the school through the lecturers' teaching and practicing exercises Furthermore, we acquire information and data via the internet, which is based on our own ideas Our shop's address has been changed to Linh Trung ward, Thu Duc City, Ho 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT Chi Minh City, to make it more convenient for our customers The project's term might begin in mid-June The objectives of this project can be listed as:  Finish the project with the total cost: 66,720,000  Project will finish within: August 7th  The ingredients must be imported to the highest quality  -Provide solutions to solve possible risks 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT CHAPTER 2: WORK BREAKDOWN STRUCTURE (WBS): As Rodney Turner (1993), “The work of a project is divided and sub divided for management and control purposes” About the characteristic of a work break down structure: The Undertaking the Executives Establishment (PMI) characterizes WBS as "a deliverable-situated various leveled decay of the work to be executed by the venture group to achieve the task targets and make the expected expectations." Every WBS level addresses a new and progressively itemized meaning of work expected to finish the undertaking PMI's definition adds that a WBS structure should be developed such that each new level in the pecking order incorporates everything expected to finish its parent task This implies that each parent task component should have more than one youngster task inside it to consider the parent task component complete Collecting the knowledge about the characteristic and the factors we need to build up a WBS for group project Below is the WBS for H2 Computer store project, things we need before get it run Figure of WBS for H2 Computer service As you can see overall WBS of our group looks simple with just main 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT Strong management of project controls helps you assess whether budgets and timeframes are achievable Establishing these processes early, will allow you to set realistic targets for your project As a project continues, data and analytics can tell you whether you are on track They can warn you if you begin to steer from the plotted course This will mean you’re able to put plans in place to mitigate delays and overspends 6.2 What will be controlled? It might, at first glance, appear that the two functions cover the same or similar responsibilities However, there are some key differences between project management and project controls management Project management covers a much wider scope A project manager takes responsibility for every aspect of the project This includes people management and resources, quality, safety and a host of other processes Project controls management on the other hand focusses on two key areas: time and cost The key purpose is to keep the project on track to complete within the original budget and timescale If this is not attainable, then mitigation will keep the time and cost overruns down Time control: Tools for time control is Task manager or project manager I will reserve time slots to work on selected (important) tasks, schedule meetings, and write down everything else I have to Keep an overview of all the tasks I need done , set the priority and then monitor the progress Consider the difference between urgent and important tasks Urgent tasks are those that require your immediate attention On the other hand, important missions are those that contribute to the longterm mission, values, and goals Cost control: Cost control tool Cost Estimate: This tool is used during the startup phase During this phase, the user is responsible for assessing the financial viability of a particular project Budget: This tool is used during the planning phase In this phase, users plan 12 0 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JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT the work by looking at overall cost estimates and converting similar amounts into budgets Expense Monitoring: This is used in the implementation phase During this phase, users track their expenses to check that there isn't any kind of excess or unnecessary spending so they can keep expenses within their budget .Financial Review: This is used in the closing period During this phase, users assess whether a particular project is achieving its predefined financial goals I will take full cost control steps as it is very helpful for the store in eliminating unnecessary expenses related to a particular project With this, the store can effectively eliminate cost waste It helps users assess the financial viability of a particular project It helps the user to find out the cost estimate and accordingly design the budget for a particular project Users can use the cost control mechanism to regulate and monitor the costs incurred in a project from time to time Risk control: Introduction to risk of project Life is uncertain, and projects are unique, complex in nature, based on assumptions and done by people Projects are therefore subject to a plethora of uncertainties, i.e risks and opportunities that can affect the project and business objectives Although the activity is normally referred to as project risk management, it covers both risk and opportunity management Potential positive and negative outcomes deserve equal attention Therefore, the objectives of project risk management are to increase the probability and/or impact of opportunities and to decrease the probability and/or impact of risks, to improve the likelihood of project success Risks and opportunities represent two sides of the same coin, but with a very different impact The definitions of risks and opportunities should emphasise the differences and similarities, as follows: Risks are defined as uncertain future events or conditions that, if it occurs, could negatively influence the achievement of business, or project, objectives Opportunities are defined as uncertain future events or conditions that, if it occurs, could positively influence the achievement of business, or project, 13 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO 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URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT objectives This introduction to project risk management is aligned with the PMI Global Standard for project management, namely the PMBOK Guide, 6th edition, which incorporates ANSI/PMI 99-001-2017 (PMI, 2017) Project risk management covers all the activities and processes of planning for risk management, identification and analysis of project risks, response planning and implementation, and risk monitoring on a project There are seven project risk management steps, as illustrated in Figure below Figure of Project risk management overview Step – Plan Risk Management: The involves finalising the methodology to be used for risk management on a project Details can differ from project to project; Step – Identify risks and opportunities: The process of identifying individual project risks and opportunities in a manner which makes analysis possible; Step – Perform qualitative risk analysis: The process of assessing and prioritising individual project risks and opportunities for further analysis or action, based on their probability of occurrence and potential consequences; Step – Perform quantitative risk analysis: The process of performing 14 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT numerical analysis to determine the most likely outcome of identified high priority risks and opportunities; Step – Plan risk responses: The development of risk reduction options, strategy selection, and agreement on preventive and contingency actions to reduce overall project risk exposure; Step – Implement risk responses: The process of implementing agreedupon risk response plans by the risk owner, according to the agreed upon timeline; and Step – Monitor risks: Monitoring the progress with the implementation of agreed-upon risk response plans, identifying and analysing new risks, and evaluating risk process effectiveness throughout the project Why project manager have to control risk? Unmanaged risk can lead to problems such as schedule and/or cost overruns, performance loss, or reputational loss Tapped opportunities can lead to benefits such as reduced schedule and/or costs, improved overall project performance, or enhanced Moderate and severe risks encountered by H2 computers and errors to overcome You will need to purchase and maintain your own tools and testing equipment ( moderate risk) Solution: full equipment equipment as well as regular maintenance You may need to be a business license to perform repair services ( serious risk) Solution: Immediately apply for a business license before operating the store You also may need insurance and to be bonded since you may be entering clients' homes (moderate risk) Solution : fully insured Some clients may want you to be certified to work on their systems serious risk) Solution : take a course to get a degree 15 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT When you start running your business, you always have a question that how customers always coming to the store every month (moderate risk) Solution: There are often preferential services for customers such as: discounts, promotions, free machine cleaning 16 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT CHAPTER 7: CONCLUSION The establishment of project management for the store construction plan is extremely necessary Thereby helping us closely monitor the entire process from the very beginning Most importantly, keep project execution in line with the time, cost, and risk management model Based on the support from the teachers along with the collected knowledge and information, our project of opening a computer repair shop has relatively fully systematized the project management In addition, we also analyze the status of quality during project implementation Evaluate the results achieved, the backlogs to find out the causes as well as control the risks of the project situation From there, make better change decisions to help reduce negative consequences for the project In general, the analytical methods and support tools have minimized errors when implementing the project Thereby helping us to implement our project more specifically and clearly 17 0 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO JECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCO URSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENT pm 5.2 Activity-based budget Some details of costs can be presented in the following table Table of Activity based budget Activities Capital Own capital Bank loan Funds Business premise Duration (day) 32 15 10 17 Resource Name Chính, Hưng,Khoa, Long Expert L SP1 Cost (VND) 16,240,000 7,840,000 6,000,000 2,400,000 4,760,000 COURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PROJECT.MANAGEMENT.h2.COMPUTER.STORE.PROJECT.MANAGEMENTCOURSES.PRO 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