Titlebook: Managing e-business Projects; 99 Key Success Facto Thomas Stoehr Book 2002 Springer-Verlag Berlin Heidelberg 2002 Content.Controlling.E-Bus

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Managing the Client,e contractor project manag-ers take a passive attitude and look to the client as the one who gives the directives about how to manage a project. This attitude is exactly the root cause of many unsuccessful projects.

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Managing Technology,ages to be developed, or whether the developed solution is for a B2B or a B2C scenario, at the heart of an e-business project is an . represented by a piece of . This technology ― . and . must be managed [1, 25].

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Managing Change,ect elements can be subject to change. Changes may occur to requirements, scope, contract, schedule, quality, code, team members, technology, deliverables, and documentations, to name just a few. It is the project manager’s responsibility to deal with all these changes.

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Managing the Subcontractor,or is a company that prepares one or several project deliverables on behalf of a contractor. The deliverables are used by a contractor to fulfill its project responsibilities against a client. Normally there is neither a direct relationship nor direct contract between a subcontractor and the client

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beta-cells

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Thomas Stoehr, unification problems are usually transformed step by step until a solved form is reached from which a most general unifier can be obtained. Kirchner showed how to compute transformation rules for theories having a ., for which a proof of an arbitrary equation uses at most one top equality step. Co