Answer:
d. Milestones are developed during risk planning.
Explanation:
A milestone is a typical measuring point used when establishing cost control. Which of the following does NOT accurately describes the use of cost control milestones?Select one:a. Project managers and sponsors often decide the number of milestones jointly.b. Milestones are often identified in the project charter.c. Project managers can use their cash flow projections to determine the funding needed to reach each milestone.d. Milestones are developed during risk planning.
<u>ANSWER</u>
It is not correct that milestones are developed during risk planning but rather they are developed during Project budgeting where the deliverables are identified in terms of the cost to achieve them. Truly as stated in the scenario's options, Project managers can use their cash flow projections to determine the funding needed to reach each milestone. It is in the project planning phase that these milestones are established by Project managers and sponsors jointly.
Answer:
Know where the product belongs
Explanation:
It won't end up in the right spot if you don't know where it goes
Explanation:
Financial health of the company.
Company's brand value.
Work culture and environment.
wages and salary ofc
The answer is<u> "variable interval.</u>
In operant conditioning, a variable-interval schedule is a schedule of reinforcement where a reaction is remunerated after a capricious measure of time has passed. This timetable creates a moderate, unfaltering rate of reaction.
To see how a variable-interval schedule functions, we should begin by investigating the term itself. Schedule alludes to the rate of support conveyance, or how much of the time the fortification is given. Variable demonstrates that this planning isn't reliable and may fluctuate starting with one preliminary then onto the next. At last, interim implies that conveyance is controlled by time. In this way, a variable-interval schedule implies that support is conveyed at different and erratic intervals of time.
