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Project management is the process of leading the work of a team to achieve all project goals within the given constraints. [1] This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. [2] The secondary challenge is to optimize the ...
The Development Assistance Committee of the Organisation for Economic Co-operation and Development (OECD) defines lessons learned as: “Generalizations based on evaluation experiences with projects, programs, or policies that abstract from the specific circumstances to broader situations. Frequently, lessons highlight strengths or weaknesses ...
Adaptive management. Adaptive management, also known as adaptive resource management or adaptive environmental assessment and management, is a structured, iterative process of robust decision making in the face of uncertainty, with an aim to reducing uncertainty over time via system monitoring. In this way, decision making simultaneously meets ...
The 70:20:10 model for learning and development (also written as 70-20-10 or 70/20/10) is a learning and development model that suggests a proportional breakdown of how people learn effectively. It is based on a survey conducted in 1996 asking nearly 200 executives to self-report how they believed they learned.
The exploitation of natural resources describes using natural resources, often non-renewable or limited, for economic growth [1] or development. [2] Environmental degradation, human insecurity, and social conflict frequently accompany natural resource exploitation. The impacts of the depletion of natural resources include the decline of ...
Competence (human resources) Competence is the set of demonstrable characteristics and skills that enable and improve the efficiency or performance of a job. Competency is a series of knowledge, abilities, skills, experiences and behaviors, which leads to effective performance in an individual's activities. Competency is measurable and can be ...
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