Q. There are interpersonal conflicts between people who are

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Q. The Project plans have been developed and approved by everyone, at the level of

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Q. The Senior management tentatively approves preliminary planning for a project, at stage-level

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Q. Rather than bargaining on positions, attention should be given to finding standards, like

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Q. The more complex the project, the more difficult it is to trace and estimate the

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Q. In second level of priority, the existing projects are of type

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Q. The parent organization's objective is to get the deliverables from the subcontractors at the

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Q. The traditional sources of conflicts are

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Q. The second stage is typified by detailed planning, budgeting, scheduling, and

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Q. The PM's ability to make trade-offs is often constrained by

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Q. Technological uncertainty of the technologies involved can be mitigated by careful

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Q. During the main program stage, like schedule conflicts, another frequent placing conflict is

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Q. The organizational structure of the project must be established to an extent sufficient for

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Q. The lion's share of the actual work on the project is achieved at the

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Q. The Thamhain's and Adams's cited view of project life cycle is

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Q. In first level of priority, the existing projects are of type

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Q. In project Buildup stage, the project moves from a general concept to a highly detailed set of

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Q. The inherent confusion of setting up a project in the environment of matrix management, is at the level of

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Q. In a matrix organization, technical decisions of the project is made by

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Q. Fisher have developed a negotiation technique that tends to maintain

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