Project Management Project Motorcycles – The Comprehensive Project Plan

Questions/Business/ManagementProject Management Project Motorcycles – The Comprehensive Project Plan
Project Motorcycles – The Comprehensive Project Plan Due Week 8 and worth 300 points
This assignment is a continuation from Assignment 2.
Write a six to eight (5-7) page paper in which you:
1.Describe the project scope and project management plan. Align your plan to the overall strategy that you had recommended to the senior executives in Assignment 2.
2.Analyze the type of staff that your company would need in order to make the manufacturing switch to motorcycles with larger motors.
3.Prepare four (4) team-building strategies for handling the newly formed team. Discuss the manner in which the strategies that you have prepared may positively or negatively affect productivity within the company.
4.Analyze the role of the project manager that this project would require. Examine three (3) characteristics of an effective project manager that are relevant to this particular expansion project. Provide a rationale for the response.
5.Emphasize the importance of identifying critical path on projects and the manner in which one would allocate resources to all of the activities on the critical path.
6.Outline the elements of the Work Breakdown Structure (WBS) and pricing and costing strategy. Delineate the fundamental ways in which the project in question is composed.
7.Develop the following using designated project management software (e.g., Microsoft Project):
a.Work Breakdown Structure (WBS)
b.Gantt chart
c.Assigned ResourcesAttach the project file that contains the items that you have developed.
8.Use at least three (3) quality references. Note: Wikipedia and other Websites do not quality as academic resources.
Your assignment must follow these formatting requirements:
•Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. •Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. The specific course learning outcomes associated with this assignment are:
•Apply the project manager’s critical skills, in terms of project leadership, team building, time management, conflict management, and effective communication with executive sponsors, peers, team members, and project clients. •Evaluate the quality of planning throughout a project’s life cycle. •Construct project schedules using network techniques and reports for both internal and external presentation. •Use technology and information resources to research issues in project management. •Write clearly and concisely about project management using proper writing mechanics.

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GregA+ 804 TUTOR Posted 1717. Sold 2312. Solution preview:

Attachments
Project motorcycles Construction Schedule and Gantt Chart.xlsx
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***The Comprehensive Project Plan (2).docx
The Comprehensive Project Plan
* Describe the project scope and management pl**
* ******* ***** ** * **** ** *** ******* **** **** ******** determining *** viability ** *** ******* ***** ** *** ******* ****** ***** involved, *** deliverables *** analyzing *** ***** *** ******** (Moustafaev, ***** *** ******* ** *** **** ******** developing ***** motorcycles ** manufacturing *** ****** ******* ***** motorcycles ** *** ** *** ******* ******* organization structure *** executives **** ******* *** implementation ** **** ******* ****** ****** **** ******* ****** ** ***** ** ***** ** *** purchases *** executive **** ****** **** ******* *** project’s ******* **** *** ******** **** *** ****** **** *** executives ****** **** *** ***** ******** personnel **** *** ******** **** *** ****** **** ** ***** conflicts ** performing ** ***** ******** ****** (Landskroner, ***** *** ******* ***** *** ******* management **** ****** ** ****** **** **** *** following **** ****** * ****** ******** ** determine *** ****** ****** *Determine *** **** ** motorcycle ****** **** ** preferred
* Determine *** ******** capability ** manufacture *** motorcycle ** ***** ** ***** resources *** financial ******** availability * Determine *** available expertise *** manufacturing *** ****** ******* ***** motorcycles * Determine *** ***** **** ******** *** *** ******* **** ** *** ****** *******
** *** ****** ** ******* implementation, *** executives ****** * ** **** ** appropriate ******* ******* ******** mechanism ** **** ** ***** *** ******* development *** ******* ******* assessment mechanism **** ******* **** *** ***** **** procedures *** ******** throughout *** ******* ** *** ** *** ******* organization structure, ******* ******* ******** **** ****** *** ******* ******* ** ***** respective ******* ***** *** ******* ******** **** ***** ****** *** ******** ** *** ******* ** *** ****** executives ******* *** bottom-up munication *** ******* **** ** **** ******* *** ******** **** *** ****** executives ** *** ******** **** ** munication ****** ******* **** *** ******** ** ** important *** *** executives ** ****** *** ******* **** associated **** *** ****** ******* *** ******** ***** *** ******* liquidity ****** political ***** *** ****** ***** ***** ****** *** ******* ******** ****** improvise *** **** appropriate **** mitigation strategies **** **** avoidance, **** limitation, *** **** acceptance ******* strategies *** preferred ** **** ****** *** ******* management ** **** *** contingencies **** *** ******** *** ******* implementation
***** ****** **** ** ****** procurement procedures ** ***** inconveniences ** *** ******* **** *** implementation ****** associated **** ******** materials shortages ** ***** **** inconveniences, *** procurement ******* ****** ** ******** ** *** ******* technicians, *** supervisors, *** *** ****** executives (Landskroner, ***** **** *** ***** ******* ***** ****** ** ******** ** determine ******* *** ******* ****** ******** ** *** **** ***** gathering *** necessary ******** information ** **** ***** *** procurement procedures **** ****** **** *** ******* materials *** optimally **** ** *** ***** ****** *** ***** *** ** ****** throughout *** ******* **** *** ******* *** **** ***** ** ** ****** *** satisfactory ** *** stakeholders, ** ******** ** ******* ****** ** identified **** ******** ******** activities **** archiving *** ******* materials *** financial ******* *** ******* ******** *** ****** executives ****** **** **** **** **** *** ******* ** **** documented *** ****** reference
* ******* *** **** ** ***** **** *** **** ***** **** ** **** manufacturing ****** ** motorcycles **** ****** ******
** *** ******** *** ***** ** ** important ****** ** ****** *** **** ***** ** *** **** *** *** ******** ******* ******* ** ****** *** implementation *** ***** ******* therefore, **** ******** attributes **** *** ** *** ******* ** *** ******* ** **** ****** determine *** performance ***** *** foremost, *** ***** ****** **** *** necessary ****** *** extensive knowledge ** motorcycle manufacturing ***** *** ****** *** knowledge ******* ****** ** ******** ** ***** ** motorcycle ******** ***** ***** *** *** ******* ** ****** ******* manufacturing processes *** ***** ****** ** ***** ** ******* ** *** manufacturing ***** ** ****** **** *** ******* ** * ******* **** ****** ** ***** ** *** ******* ****** ** *** ******** **** ******* innovation, ******* ** ***** ******** *** ****** ******* ** *** *** **** ** * **** ******** **** ******* * Bohlander, ***** *** ***** ****** ****** **** **** *** ** ** **** ** *** ******* ** ******** ***** **** ***** consumers *** ******* *** ****** ** manufacture ***** ** ***** specifications
Experience ** *** motorcycle manufacturing ******** ** **** * *** attribute **** *** ***** ****** **** *** *** **** manufacturing ** ****** ** motorcycles **** ****** ****** *** ***** **** ** ****** ** individuals **** ******* **** experience ** *** ******** ***** ******* *** ******* activities ****** *** **** ******** *** ***** ****** ** ******** **** **** innovative ****** ** ******* *** **** **** manufacturing motorcycles **** ***** ****** *** creativity ** *** ***** ******** *** ** **** *** ******* *** ******* **** practically **** *** **** manufacturing ******* ******** ******** ***** *** ******* executives **** * **** ** **** ** *** creativity ** ****** municating **** *** employees ******** **** ** opportunity ** ***** ***** ***** *** ***** ****** **** ** hardworking ***** *** ***** ******* *** ***** ** * *** **** ** increasing productivity * hardworking ***** ******** ***** ** * **** ****** *** ***** ******* ** performing ******* activities ** *** *******
* Team-building strategies **** *** ******** *** ***** ****** ****
**** ******** strategies *** **** ** ***** *** ******* ******** *** ** ****** **** *** ******** **** **** ***** ******* *** ****** ** ******* *** objectives ** *** ******* *** ** *** **** strategies **** ** *** management ** ***** * **** ** ** integrating * ***** ****** ** ***** **** *** ******** **** ******* **** *** employees ****** collaborate ** ***** *** ***** ***** ******* ** ******** * ******* **** **** ***** ******** ** ****** **** *** ******* ** * ******* Identification ** objectives ** **** ******* ******** **** *** management **** ** ****** *** ***** ****** **** ****** ***** ** **** strategy, *** management **** *** ******* objectives **** *** *** *** identical ** *** *** ***** ****** *** **** *** objectives, *** employees *** **** **** ** * ******* ****** ** performing activities *** *** objectives identified **** *** **** *** *** ******* ***** ******* ****** ** ****** **** *** ******* ** * *******
Communication ** **** * significant **** **** ******* *** management ** ****** *** ***** ***** **** ** *** ******* *** **** ** munication **** ** *** management ** ******** ****** *** **** ** ** encouraging *** **** ******* ** ******** ****** **** ***** ******* ******* * Bohlander, ***** **** ******** *** horizontal munications *** encouraged ** *** ******* ** *** effectively *** ******* *** ****** **** ** ** ******** ****** *** ******** **** ******** Communication ** **** ** important **** *** ****** *** **** ******* ***** ** *** ******* objectives *** advantages ** ******* ** * **** ******* ******** **** *** management **** ** ****** *** ***** ******* **** ** ** ******** *** promoting ***** ***** *** **** ******* **** ******** ***** ******** ******* ** increased productivity ***** ***** **** ******* *** ** *** ** ******* *** ******** ******* ******* trust-building ****** organized ** *** **** ** ******* **** relationships ******* *** employees *** *** management ******** ******** ** *** employees **** * *** **** ***** *** ******* ** *** management
* *** **** ** *** ******* ******* **** *** ******* ***** ******* *** characteristics ** ** effective ******* ******* ******** ** *** expansion *******
***** *** ****** **** ******** *** *** activities ** *** ****** ******** *** ******* ******* ***** * *** **** ******* planning, implementation *** **** attainment *** ******* ***** **** ******* * ******* *** ******* *** appropriate staffing, directing employees *** coordinates *** activities ******* *** ******* ** *** ******* ******* ***** *** ***** ***** **** *** ******* ** ** expansion ****** **** ** ** *** ** * **** ***** *** **** ** ******* **** **** ***** *** expansion ******* **** ******* * ******* *** ** **** conscious *** emphasizes ** ******* ***** ** resources *** ****** ***** **** *** ******* ****** ******* ** ** ** **** ****** ** **** ***** *** *** activities **** *** ******* **** *** ***** ** achieving *** **** objective ** expanding *** **** *** **** ***** **** *** ******* ******* ****** ******* ***** participative ****** ***** * participative ******* ****** ******** ** encouraging *** **** ******* ** *** ** ******* *** objectives *** ** ***** **** **** ** ** **** ** * ******* ****
* *** importance ** identifying * ******** **** ** ******** *** *** ******* ** ***** *** ***** ******** resources ** *** activities ** *** ******** ****
* ******** **** ** *** ******** **** ******** **** *** management *** *** ** ***** *** *** activities ** * ***** ******* Therefore, identifying ******** **** ** important ** *** **** ** ** ******* **** *** ******* ** ****** ** *** ******** **** ****** **** **** *** ***** activities ** *** **** ******** * ***** ***** *** ******** **** ******* *** ******** ** ******** *** ******* ** diagrammatically representing *** activities *** ***** respective **** *** ******** **** *** **** **** ** *** ******* ******* ** ******** *** appropriate **** ** *** ****** **** * ***** ******* ***** **** *** ******** **** identified ******* *** ******* ** ******** *** **** activities ** * ***** ******* ***** ******** **** ** **** ** allocating ******** resources *** ***** implementation Identifying ** *** ******** **** ** * ******* **** ******* *** ******* ******* ** **** ** ******** understanding ** *** ******* ***** demonstrating ** ** concerned *******
* ******* *** ******** ** *** **** Breakdown Structure ***** *** ******* *** ******* ********
*** **** breakdown structure *** ******* *** ******* ******** ** ***** ** *** following ********
Designing *** motorcycle ** **** ******** *** **** **** ** concerned **** designing *** motorcycle ** ** **** ******* ******* *** ******* *** ** ** ****
Assessing *** ******* **** ***** ******** *** **** appropriate ******* *** ******* implementation **** ******** *** ***** **** ** *** ****** ******* ** **** ******** *** **** considers ******* ******* **** *** **** ** *** materials, *** ***** ***** *** **** ******** *** ******* *******
Production ** * prototype *** manufacturing **** **** * ** **** * ***** ** *** ** *** **** ****** *** ******* ** ** *** ******* ** ******** *** suitability *** relevance ** *** ******* objectives
Determination ** ******* ******** **** *** suitability ** * ***** prototype *** **** evaluated *** ** ***** satisfactory, *** management **** *** ******** ***** *** *** motorcycle ***** ** *** production **** ***** ***** ******* *** ***** **** ******** **** ** *** materials, *** **** ** ***** *** ****** ******* ***** ***** ****** ** ******* ** *** ***** ** *** ****** ******* motorcycles
******* ******* ***** ******* *** *** ****** motorcycles, *** ******* ** accurately documented *** ****** ** ** ***** implemented
* ******* *** following ***** designated ******* management ******** **** Microsoft ********
* ******* Motorcycles **** Breakdown Structure
* ******* ******** **** *****
** ******* *** *****
*** ****** deliverable (Resource ******* **** *** ** ******* ******** *** ***** **** ** * ***** * ** **** * * * $***,***)
*** ******* ******** *** ******* management **** (Resource ******* ******* *** ******* ******** *** * ******* ******** ** ***** **** * * ***** * ** * * * *******
** ******** **** *****
*** ******** *** ******* ** *** ****** ******* (Resources Engineers **** ****** *** Manufacturing *** ** ******* ******** ** ***** **** ** * ***** * ** * * * $***,***)
*** ******** *** ******* ** *** manufacturing ******* (Resources Engineers **** ****** *** Manufacturing *** ** ******* ******** ** ***** **** ** * ** * ***** * * * $***,***)
*** ******** *** ******* ** *** ******* assurance ******* (Resources Engineers **** ******* Manufacturing, *** ******* Assurance *** ** ******* ******** ** ***** **** ** * ** * ***** * * * $***,***)
** Manufacturing Motorcycles **** *****
*** Manufacturing ‘touring’ motorcycles **** ******* ****** **** ***** ** (Resources Manufacturing **** ** ******* ******** *** ***** **** ** * *** * ***** * * * $***,***)
*** ******* ******* ** *** *** ******* (Resources ******* ******* **** *** ** ******* ******** ** ***** **** ** * ** * ***** * * * ********
** Transition ******* ** operations *** *****
*** ***** ******* *** ******* ****** management **** documentation (Resources ******* ******* *** Assistant ******* ******* * ** ******** ** ***** **** * * ** * ***** * * * ********
******** **** *** * *** * *** **** * *** * *** * *** * ***
Conclusion
*** * ******* ** ** implemented *** ****** successfully, *** ******* ******* ****** ***** ****** *** ******* ***** ** *** *** ** ** appropriate methodology *** ******* ******** *** ******* ******** identifying *** ******* ****** ***** involved, *** deliverables *** analyzing *** ******* ***** *** ******** *** management ****** **** * ** **** * ******* ******* ******** mechanism ** ******** *** ******** ** different implementation ****** ******* ****** *** *** ******* *** equipment ******* * qualified ***** *** *** ******* ** * *** ******* ** ******** **** *** ******* implementation ******* ** successful *** ******* management ****** ****** *** necessary ****** ** ***** *** **** *** **** **** **** ***** ******* *** ******* ******* *** **** objectives ** *** ******* *** management **** ***** * *** **** ** planning, directing, ******** *** coordinating ***** *** *** ******* necessary *** *** ******* implementation *** ******* *** orderliness ** *** ******* implementation ******** *** *** ****** ****** ** documented ******* *** project’s ******** **** *** *** **** breakdown structure
References
******* * ***** * * ****** * Practical ***** ** ****** ***** ******* Management ****** Management ******** ***
****** * Bohlander, * * ****** ******** ***** Resources ***** ******* ******* ********
Landskroner, * * ****** *** Nonprofit Manager’s ******** Directory *** **** **** ***** * ****
****** * * ****** Team-Based ******* Management Washington ** ***** *****Price: $50.00

FastExpertF 76 TUTOR Posted 451. Sold 213. Solution preview:

Attachments
Pfoject-Motorcycles.doc
Project Motorcycles
Your Name
Name
Course Name
Introduction of the pany
The pan* ** basically * manufacturer ** *** motorcycle ******** ***** ** medium-sized *** ******* ** *** motorcycle ******** *** categorized ** *** ***** ** ***** *** *** organization *** **** ** excellent reputation ** *** ****** *** ******** *** fuel-efficient ******** ***** *** middleweight ***** ** *** **** *** **** successful ** **** ******* category, ** ** considering *** ****** ** manufacturing ***** ****** *** *** motorcycles ** ** ******** ** *** ******* ***** *** ****** **** ** especially ******** ** ***** ***** distances *** **** ** available ** ***** **** ** *** *****
Potential *** ****** motorcycles ********
According ** ***** ******* *** Motorcycle, ***** *** ***** ******** *** ******* *** ******** ***** *** ** ** ******** *** ***** ** *** international ***** ***** ** ** increasing ****** *** ******** *** fuel-efficient motorcycles ** *** customers ** **** **** **** disposable *** ** ***** *** ******** ******* ******** ** **** ******** ***** *** ** ** forecasted **** *** ***** **** ******** ** *** **** **** ***** ** **** **** declining percentage ** *** ***** **** (“PRWeb”, *****
Likewise, ** ** ******** **** ***** **** ** * ****** ** *** ****** ******** ** *** ***** ****** *** ******* *** *** motorcycles Previously, **** *** ****** **** ***** ** ***** **** demanding ***** ******** **** **** ****** ** *** countries ***** production *** ** **** ** * ***** ****** *** ****** ****** *** ******** *** employing *** production processes ***** **** **** ***** ***** *** ***** **** ** **** * **** ****** ** ******
Objectives ** *** ****
** *** **** ** ******** ** introduce ***** ****** *** *** motorcycles **** * different ****** ****** ** ******* ****** *** objectives ** *** **** *** ** ******* ** *******
** penetrate ** *** ******* ***** ** ******** **** **** ******* ***** motorcycles ** reasonable ******
** ******** *** ****** ***** ** **** *** ****** ** ** ***** **** ** *** **** **** *****
** ****** *** expectations ** *** ******** customers ** ******** **** ** extensive ***** ** ******** ******* middleweight ********
******* Organization
***** *** ******* ***** ** organizations ** *** ******** ***** *** *** ***** **** ***** ** ****** ***** *** **** *** ******* management ******** *** ******* organizations, ****** organizations *** **** ******* management organizations ******** ***** Considering *** ******** ** *** ***** *** **** structure ** *** ****** *** ** ** ****** *** ******** ** **** * ******** ***** ** **** ******** *** *** ******** ***** *** **** ** ******** ** ****** *** middleweight motorcycle *** ***** motorcycle businesses simultaneously, *** ****** structure **** **** **** **** **** ******** *** efficiently *******
***** ******** ******* ** *** ****** organization *** *** **** *** **** *** resources *** ** ****** ***** ******* projects, *** ******* ******* ***** **** **** *** ******* **** ** coordinated *** integrated **** ***** ****** *** resources *** effectively ******** ** **** **** **** *** ***** *** ******* requirements *** sufficiently *** *** ** *** *** ** *** ******* *** ******* ** ******* ******* ** ******* ******* ******** Management Institute, *****
** ***** ** ******* **** **** ** structure *** *** business, *** **** **** **** ** ****** ***** *** *** ****** *** **** ** **** **** ** **** *** ******* *** management **** **** **** **** **** ****** ****** **** **** department *** ***** ** ***** ** **** *** ***** ******** **** ** appropriately developed *** ****** *** ***** motorcycles, *** **** **** *** *** ******* **** ** ******* * feasibility ***** ** ***** *** ******* ** *** ******* **** ******* logistics ** ***** **** ** ****** *** *** ******** **** ***** ***** **** **** ** **** ** *** *** *** ***** ******* ******* ****** ** **** **** * ****** representation ** *** ******* ***** **** **** **** **** *** motorcycles *** manufactured ** *** **** ****** ******
******** *** achieving *** objectives
** ***** ** ******* *** objectives ** *** ***** ** ** ***** *** *** ******** ** **** **** **** * well-defined ******** ** developed *** ******** basically ******** ******** ** *** **** ** ** ***** *** ******* ** ** implemented *** attaining successful ******** performance ******* ******** * ******** ***** ** ******** ** *** ******** objectives ******* **** *** management **** ****** ***** ***** *** * ****** ****** ****** *** ****** *** ******* ** *** ***** **** ******** *** potential ** *** ***** motorcycles ****** *** ********
** *** ****** concludes **** ***** ** * ****** ** *** ***** motorcycles especially ** *** ******* ****** **** ** ****** ***** **** **** ***** ******* **** ******* ******** ****** ******** *** **** **** ** ** ******* *** **** ** ******** *** ****** ****** *** ******** ***** *** production ******* ****** ****** *** ****** ***** ** ***** motorcycles, ** ** ****** ** ** **** marketing ** *** **** ** ** *** ******** *** **** ****** ** ****** **** ** *** ******** suppliers *** *** ***** ** *** motorcycles *** *** ** * *** ***** *** *** production ** ***** motorcycles
Initially, *** **** ****** ******* **** *** motorcycles **** ***** *** *** ***** ***** ****** ***** *** ****** ** *** motorcycle increases, **** *** production ****** ** increased ** ***** ** ***** *** ****** ****** ** *** introduction ****** *** marketing ****** ** **** ******* **** ** ***** *** advertisements ** *** newspapers **** *** ******** customers *** ** ******* attractive ******** ** **** *** *** ***** motorcycles ***** *** ***** **** **** ***** *** ******** ****** **** ******** **** *** customers *** ******* *** performance ** *** **** ****** ** **** **** **** **** *** ****** ******** ** *** **** ** effective ** ******* *** organization’s objectives
***** *** ****** availability ** *** important constituent ** *** ******** ** ** imperative *** *** **** ** **** ****** ** *** resources ******** *** **** particular ******* *** *** resources ******** *** ******** *** ******** **** ***** *** motorcycle industry, trustworthy suppliers, **** ******* ***** *** materials ******** *** *** production, ***** *** marketing *** producing *** motorcycles *** employees *** ******** ***** ***** ** *** *******
******* management leadership *****
*** leadership ***** ** *** ** *** ******* ******* *** *** successful implementation ** *** ******* (Kerzner, ***** ***** ******* ******* *** ** **** **** **** *** ***** ** ******* ** accordance ** *** ****** ** business, **** ******** preference ** employees, requirements ** *** ******* *** **** **** ******** * ******** ***** *** **** *** ***** ** leadership ***** *** classified ** decision-making, ******** authority *** activities management
*** *** ******* ***** ** ***** considered ** *** ***** * ******* ******* ****** ** * ******** *** ****** *** ******* ** *** **** ** **** ***** viewpoints regarding *** **** *** ***** ***** ******** ** consensus ***** *** ******** management, *** ******* ****** ***** ******** ***** ** **** *** **** ******* *** ** motivated ** ******* ***** ****** *** accelerating *** ****** ** *** ******* *** *** ******** ******** *** ****** ****** **** * charismatic personality ** **** *** ***** ** enthusiasm *** ** increased *** **** ******** **** *** ******** ** ***** successful ** *** ********
**** mitigation strategies
*** **** ** * ******* ** ** ****** condition ** ***** ***** *** ****** *** ******* (Kerzner, ***** * **** *** ** ****** ******** ** ******** *** *** **** ** ** ****** ***** *** **** ** ******** *** ** ** organization *** *** ***** *** ***** *** ****** classified ** operational, financial *** strategic **** *** *** ******** ******** following *** *** **** mitigation strategies
*** ******* ******* ****** ***** **** * **** ** *** potential ***** ** *** ***** motorcycle ******** *** **** investigate *** ****** ****** ** **** *** ** **** ** *** ******** *** ***** **** **** ***** ** ******** ****** ** ****** *** ******* **** *** ******* ****** ******* * **** *** resolving **** **** **** situation ******
* contingency **** ****** ** developed regarding *** performance ** *** ***** motorcycle ******** *** instance, ** *** ***** ** ******** increases, **** ****** *** ******** ****** ** ******* ** additional **** ****** ** **** ** *** **** ** ****** **** **** **** ** *** *** resources ** ******** *** ****
** ** ***** ** *** milestones ** ******* *** ******** ** *** ******* *** *** deviation **** *** **** **** ******** **** *** **** ** ******* ** **** ***** ****** ** ******* ***** *** ***** ** **** ***** ** ******** ** *** ****
Conclusion
*** ***** ****** *** **** ** *** ***** businesses successfully *** **** ****** ******* *** experienced ******* ******** ****** initiating *** *** ******** ** *** ******** ** ** ***** ** ****** *** ******* management ***** ** **** *** ******** ******* *** ******** ******* **** *** ******* ******* ******* * strategic ******* management ***** ***** ** * **** probability **** *** ***** ******* **** ** successful *** ** **** ***** *** performance ** *** **** ****** ** ** ******* *** *** ******* ******* ** ***** *** ******* ****** ******** ****** ******** *** ***** motorcycle ******* *** effectiveness ** **** beneficial ******** **** ***** *** **** ** **** *** ******** ** ******* * ******** business?
References
******** * ****** ******* management * ****** ******** ** planning, scheduling *** controlling **** ** ******** ** **** ***** * ***** ***
******** ** * ******** ** ****** ******* management ******** *** ******* **** ***** ***** **** ** ******** ** **** ***** * ***** ***
******* * ****** IBISWorld ******** ****** ****** Motorcycle, **** * ***** manufacturing ** *** ** Retrieved, ****
******* Management Institute ****** * ***** ** *** ******* management **** ** knowledge *** ** Pennsylvania, *** ******* Management Institute, ***
***** ****** Retrieved, **** Price: $35.00

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