Q. The more authority is embedded in the functional managers, with functional organization as its limit makes

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Q. The second-part of partnering process between the firm and subcontractors covers

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Q. The conflicting parties-at-interest to a project are

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Q. Traditional conflicts can be categorized in

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Q. There are three traditional categories of conflicts i.e. goal oriented, authority based and

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Q. In and project life cycle, the conflicting parties are often highly

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Q. The Process Partnering is an attempt to mitigate the risks associated with

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Q. The causes for change in projects are basically of

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Q. "Which of the functional areas will be needed to accomplish project tasks?", is a fundamental issue covered at level

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Q. An increase in user or team knowledge or sophistication is the primary factor leading to

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Q. The detailed planning, budgeting, scheduling, and the aggregation of resources, takes place at

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Q. The boundaries between departments or functions are known as

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Q. The Second Point of Principled Negotiation is

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Q. The problem of changing the scope or performance, expected of a project is a major

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Q. Most of the conflicts that involve the organization and outsiders have to do with property rights and

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Q. Despite of how carefully a project is planned, it is almost certain to be changed before

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Q. How will changes in the parent organization?s priorities be communicated to everyone involved, is defined at the level

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Q. The cause of change that cannot be managed by the PM is

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Q. Success at finding options that produce mutual gain positively reinforces

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Q. Discussions between the functional manager and the project manager about the best technical approach often result in

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