Lecture 1

3/5/2015 1

KKKH4194- Synopsis.docx

Jadual_Kuliah_KH4194.docx

Lecture 1 5th Feb 2015

Lecturer: Ir Ishak Arshad

KKKH 4194

PROJECT MANAGEMENT

(CONSTRUCTION)

3/5/2015 2

Project Management

Related Courses:

1.KH3264-Pengurusan Kejuruteraan Awam

(Project-feasibility studies, costing, tender, doc contract & contract administration, construction & maintenance)

2.KF4134-Pengurusan Kejuruteraan (business+ management + engineering)

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Project Management LIST OF TOPICS

1. Project , Project Management and Project Management for Construction - Civil Engineering Projects Planning for construction

2. Construction Machineries

3. Earthwork planning calculation of earthwork quantities- mass diagram

4. Equipment and machineries for earthwork machine & power

5. Monitoring and Control of construction project- aspect time, quality and project cost; safety and health in construction sites

6. Project cost, scheduling project cost , unit costing, estimating, financial management, budgeting,

7. Scheduling techniques in project management

8. Introduction to Microsoft Project

8-12- Critical Path Method (CPM)

13- Workshop on Microsoft Project

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Lecture 1: Project Management Concept:

Management

Project and Project Management

Project Management Function

The difference between Project Management

and General Management

Project Triple Constraint ( cost, time, scope +

quality & risk)

Project Management Office & Project

Manager

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Management ( Lecture 2 KH3164 by Puan Noraini)

What is Management ?

A process designed to achieve an organizational

goals ? effectively and efficiently through planning,

organizing, leading and controlling people and

other organizational resources ? .

Management define, measure & manage - If you want to manage something, you must define it

(unit of measurement eg time, money etc) and be able to

measure it and then to manage it .

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Management Management is a process comprising several activities and tasks

to be undertaken or accomplished: planning, organizing,

directing/leading and controlling

Employees

Financial

Products

Location

Information

Resources

Management

Planning

Organizing

Leading

Controlling

Achievement of

Goals &

Objectives

7-7

Management

Management functions:

Planning

Organizing

Staffing

Leading/directing

Controlling

What is a Manager ? ( Manager/Executive/Supervisor)

A person working for an organization who practices management, makes

decisions, solve problems, and is responsible for the work of at lease one

other individual reporting to him

As a manager you have to practice all the above 5 management functions.

7-8

Management

Management functions:

Planning - formulation of a course of actions ? to guide to

completion

Organizing arrangement of resources in a systematic

manner to fit the project plan

Staffing selection of individuals who have the expertise

to produced the work

Leading/directing guidance of the work required to

complete the project

Controlling establishment of a system to measure, report

and forecast deviations in the project scope, budget, and

schedule

7-9

Management

Four Management Skills:

Communication verbal non verbal

Leadership

Interpersonal skills listening problem solving

negotiation stress management

Meeting skills

A Project Manager must have the above skills !

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Project

is a temporary endeavour (activity) undertaken to create a unique product, service or result (PMI)

consists of a series of tasks (or activities)

A project is temporary-means the project has a definite starting and definite end one time effort

A project is unique - means the project involves something that has not been done previously - might or might not include repetitive activities

A project is one time eg design a bridge, construct a building.

For example constructing a school using standard plans might seems repetitive ?

unique due to something that has not been done previously eg a unique location - might use different foundation design - different project teams diff cost !

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Project

The project has reached its end when

The goals & objectives of the project have been achieved

All the deliverables have been completed

There is no longer a need for the project

It becomes evident that the project objectives will not or cannot be achieved need to stop/terminate the project

The project has been terminated by the client

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Project

Project = consists of a series of tasks (or activities) that have the following characteristics:

Specific starting dates and completion dates

Well defined objectives

Specified products or results

Involving cost, time schedules, and resources (personnel/labor, equipment & materials)

A project eg physical project -constructing a house, manufacturing products non physical project ( eg organizing annual dinner) etc

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Project

Characteristics of Projects:

1. Well defined objectives

2. Has a starting and end

3. 4 Ms- manpower, money, material, management

4. Sponsored

5. Non-routine

6. Uncertain

7. Multi-disciplined

8. Trade-off

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Project

A project consists of 3 components: Scope

Budget

Schedule

Scope- the work to be accomplished eg quantity and quality of work

Budget costs, measured in MR/$ and/or labour-hour of work eg RM man month/man hr

Schedule the logical sequencing and timing of the work to be performed

+ Quality of a project must meet the owners/clients/ stakeholders satisfaction

Pro Life Cycle.xls

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Project Management

Definions:

1) is the art of managing/ coordinating and directing human, material resources and equipment (inclusive machineries) throughout the life a project by using modern management techniques to achieve predetermined objectives (time, cost, scope with quality)

2) is the overall planning, controlling, and coordinating of a project from inception until completion targeted at meeting clients requirement and ensuring completion on time, within cost and required quality standard (Chartered Institute of Builders, CIOB)

3) Is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceedstakeholders needs and expectation (PMI)

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Project Management Functions

DESIGN

FUNCTIONS:

Architects

Engineers

Town Planners

: Consultants

PRODUCT FUNCTIONS:

Main Contractors

Sub-contractors

Suppliers

Developer/

Owner/Client

PROJECT

MANAGEMENT

FUNCTIONS:

Project Manager/

Project Coordinator

ECONOMICS

FUNCTIONS:

Quantity

Surveyor

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Project Management

What is Project Tripple Constraints ?

A constrain is any restriction or limitation that will affect the performance of a project.

On any project, there are many factors and constraints that must be managed by the project managers. Of all of these the triple constraints are the ones they always have to deal with.

The tripple constrains =Time, Scope and Cost and can be expanded to include two additional components: quality and risk

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Scope

Quality Quality

Quality Cost (Budget) Time (Schedule)

Quality is an integral part of Scope, Cost and Time (triple constraints) and Risk

PROJECT

MANAGEMENT

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Project Management

Questions always asked:

Is the project early/on time/delay ?

Is the project under /within/above budget ?

Does the project meet the agreed plans and specifications ?

Does the project achieve the specified quality ?

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Project Management(PM)

PM is accomplished through the appropriate application comprising 5 process groups. These are:

1. Initiating

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing

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Project Management (PM)

Managing a project includes:

Identifying requirements

Addressing needs, concerns and expectation of the stakeholders

Balancing the project constraints including:

Scope*

Schedule (time)*

Budget (cost)*

Resources

Quality

Risk * triple constraints

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Project Management Office (PMO)

Project Management Office is an organization body or entity (Dept) assigned to the centralised and coordinated management of projects under its domain.

Example - JKR is PMO for Gov projects, JPP is PMO for UKM

PMO has the authority to:

act as an integral stakeholder & decision maker during the beginning of the project

make recommendation to terminate or take required action related to projects

make sure the projects meet all their objectives

select, manage and deploy project resources

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Project Management Office (PMO)

Primary function of PMO:

Managing resources eg budget

Identifying & developing PM methodology, best practice, standards, policies, procedures & std documents

Coaching, training and oversight

Monitoring compliance with PM std, policies, procedures & project audits

Coordinating communication across projects

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Stakeholders

People who have stake or interest

Parties involve :

Owners, sponsors, financers, partners, contractors, suppliers, consultants, insurers, government, customers, users

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Project Manager (PrM)

PrM is the person assigned by the organisation to lead a project team to ensure the project achieve the objectives.

Project Managers have diff functions/duties

Government Dept from planning to construction

Clients (Consultants) fr planning to construction

Developers fr initiation to construction

Contractors (conventional) construction

Contractors ( D& B) design & construction

Pr M is reporting to Functional Manager/Project Directors depending on the organisational structure

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PrM is the person assigned by the organisation to lead a project team to ensure the project achieve the objectives.

Project Managers have different functions/duties

The PrM must possess the following characteristics:

Knowledge must know abt project management

Performance must be able to do or accomplish his project management knowledge to make sure project performance.

Personal how he behaves when performing the project activities his attitude, personality, leadership (to guide the project team) etc

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Differences between the role of PrM with PMO:

PrM focuses on the specified project obj- PMO manages for many projects

PrM controls the assigned project resources PMO manages all

PrM manages the constraints (S,S & C, + Q) of the individual projects PMO manages the methodology, std, overall constraints/ risks/opportunity of all projects

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Project Life Cycle - Pro Life Cycle.xls

Main Activities of the Project Implementation- 7 stages:

A) Inception *

B) Feasibility Studies*

C) Design **

D) Tendering or Procurement**

E) Construction ***

F) Handing Over & Maintenance***

G) Close Up****

(*Initiating **Planning ***Executing ***Monitoring and Controlling ****Closing)

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Parties Involvement in Projects

(Project Teams)

1. Clients/Developers

2. Consultants

3. Contractors

4. Authorities

5. Financers

Their contractual relationship and

inter-relationship

Parties in Project.xls

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1. Client/Owner/Developer:

Who own a project

Can be a Developer, Government Agencies, Companies

The party who start a project & want the project to be implemented

Client - started with ideas (project brief) have money or able to get loans have lands for project sites

Engage consultant

Technical Dept to handle project planning & Implementation ( Federal Gov projects - JKR)

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Parties Involvement in Projects 2. Consultants:

Owner appoint consultants :

- for Gov Dept - thru Tender Boards (1- base on profiles-

staffing & experiences, 2- base on project proposals) &

Approval by Ministry of Finance using Standard Scale of Fees for relevant professional (Planners, Architects,

Engineers& Quantity Surveyors). Consultants must register

with relevant Boards & Ministry of Finance.

- for Companies/Developer direct appointment of consultants base on experiences or by project proposals &

fees negotiation (usually lower than Gov Dept)

Letter of Appointment by the Clients

Started with Planners plan overall projects Master Plan - input from Architects, Engineers, QS- planning approval from

Local Authorities & States

EIA Report & approval

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2. Consultants: - continue.

After Planning approval Architect lead a team of Consultants (for building projects) Civil Eng Projects C&S Engineers as a team leader.

For Building Projects- using Conventional Method:

Project brief by Architect - detail space requirements discussion with owner

Land surveying - contour plans

Architect propose designs detail plans

Design & plan by Civil & Structural Engineer

Design & plan by Mechanical & Electrical Engineer

Plan approval by Local Authorities & Relevant Depts

Costing & Tender Documents by QS & M&E

Tender & appoinment of contractors & subcontractors

Project Consultants duties planning & managing the projects from planning to completion with clients objectives (Scope of work & quality, time and cost)

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3. Contractors:

Appointment of contractors

a) open tenders, selective tenders & direct negotiations for

conventional methods (plans prepare by consultants appointed by

clients)

b) design & build tender contractor prepare & submit plan proposal - contractor appoint consultants

Companies must register with CIDB ( Grade G7-1) , PKK (class A to F, l,II & III). Projects to tender must be according to grade & class

entitlement

Letter of award Contract Documents & plans Construction Progress Payment subcontractors for speacialist works

Appointment of Project Managers Contractors Reprentative at a project site

Duties of contractors completion of projects according to scope of work & quality of the projects, within the time & contract price.

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Project Management To owners/Consultants for Conventional Method:

Stages of Projects Implementation & Project Management:

Planning Designing Tendering (project procurement) Construction

To Constructors/Contractors PM starts: 1) Conventional Method:

Estimating tendering {Correct estimate- ability to win a tender}

Construction (once a project is awarded) perform the task (to fulfill the specified scopes) at a profit (+ on time & quality)

2) For Design and Build Method (or Turnkey Project)

Concept Design proposal (in house professional or by appointed consultants) - estimating tendering

Detail design

Construction

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Roles of Parties (consultants) in

Project Implementation

A good team is able to deliver a good team performance thro:

1. Define work & team structure

2. Good communication & control

3. Team leadership Architect as a leader !

4. Team attitudes and values

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Roles of Parties (consultants or

main contractors in D&B) in Project

Implementation

1. Define work & team structure:

Team members participate in project definition

Doing work plan

Sharing information

Respect & sharing expertise

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Roles of Parties in Project

Implementation

2. Good communication & control

Team members are able to seek and process information with clear purpose and direction

Good communication in written or oral

Good control

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Roles of Parties in Project

Implementation

3. Team leadership

team leader with clear goals & direction to guide team members

4. Team attitudes and values

Teams members are highly committed to achieve the clients goals & objectives and plans

Continuous improvement of work process, efficiency & quality

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Project Life Cycle

Most project go thro similar stages(or phases) on the path from starting to completion

Pro Life Cycle.xls

1.Starting the project initiating

2.Organizing and preparing planning/designing/ procurement

3.Carrying out the project work executing/ constructing

4.Closing the project completing and handing over the project

Refer pg 16 PMBOK PMI

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Stages of Projects Implementation:

1. Planning feasibility study master plan appointment of a planner

2. Designing surveying appointment of consultants - architect, civil & structural engineer, electrical engineer, mechanical engineer, quantity surveyor, landskap architect , interior designer > Project Plans

3. Procurement (Tendering) taking off, bill of quantities > tender document > tendering> closing of tender > tender report > tender board > letter of award to contractor

4. Construction - after receiving letter of offer > physical construction > Project Completion

5. Maintenance > defect liability period

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Roles of Parties (consultants) in


A good team is able to deliver a good team performance thro:

1.Define work & team structure

2.Good communication & control

3.Team leadership Architect as a leader !

4.Team attitudes and values

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Construction Construction is the ultimate objective of a design

Construction deals with the following resources:

1. Labour (people)

2. Equipment ( + machineries) competitive (mechanically & technologically)

3. Materials

In construction all the above resources need to be managed (plan, schedule and control the three above resources - with the objectives of scope of project, time & cost)


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CIVIL ENGINEERING PROJECTS Infrastructures for Building Projects Roads and Highways Drainages drains, sumps, culverts Retaining Structures (excluding RC Structure) Bridges (excluding Structures)- Penang Bridge Airports (excluding Structures) -KLIA Project Railway tracks Tunnels SMART tunnel Lakes Dams Bakun Dam Water supply dams/water intake water treatment

plant- water piping reservoir pipe reticulations Waste water- treatment plant piping manholes

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CIVIL ENGINEERING PROJECTS

Construction of Infrastructures for Building Projects (after a project has been awarded)

Site visit - identifying the project site look for temporary access road, water, electrical and telephone services

Surveying Marking for site clearings boundaries Mobilisation bringing machineries to the site Site clearing Setting out for the project Temporary works constructing access road, site

office, workers accomodation ? , store, hoarding, signboards

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Construction of Infrastructures for Building Projects: ..continue

Earthworks for project/building plateform and road & carparks (up to formation level

Drainagework Excavation for substructures Sewerage Road & car parks (pavement)

Machineries nos depending on project size: Excavators, Dozer, backhoes, rollers,

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Contractors Site Personnel for Civil Engineering Work: (Ref 2- pg 80-105) For large project:

An agent/ a Project Manager the person in charge Sub-agents and/or Section Engineers for large projects,

many sub-agents

A Plant Manager or Site Coordinator A General Forman (supervisor) organise & direct work of

skilled workers & coordinate mc

A quantity surveyor An office manager & staff admin. work For small projects:

An agent/a Site Manager A site engineer A General foreman An admin staff

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Planning for Construction Work

Planning involves:

1. Operation Plan - what is to be done and what

sequence

2. Scheduling when each operation is to be performed

3. Cost Estimating what is the estimated cost for each operation/activity

4. Resources planning what resources (manpower, equipment/machineries and materials)

The planning must satisfy the following requirements:

1. Contract Document plans, specifications (general and technical) and the required completion date

2. Legal requirement

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Planning for Construction Work The planning must satisfy the following

requirements:

1.Contract Document plans, specifications (general and technical) and the required completion date

2.Legal requirements (OSHA, licensing and

environmental control) and Local Authority approval

3.Physical and /or environmental limit of the job must be

determined eg for off-site fabrication, material storage,

traffic control etc

4.Climatic Conditions can dictate when to do certain

activities eg earthwork and excavation must not be

done during rainy season etc

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Superitending Officer (SO)

(Pegawai Penguasa PP)

Head of Technical Deparment of the Client ( for JKR Project Ketua Pengarah Kerja Raya /Pengarah Bhg/Pengarah Negeri (depend on project cost) UKM Project Pengarah Jab Peng Pemb as SO)

The most powerful man in Project Implementation all need his approval- duties of SO as listed in Condition of Contract

Form eg JKR 203 Clause 3.1 /RIBA Form of Contract/ICE

Form of Contract refer relevant clauses

SO shall be responsible for the overall supervision and direction of the works

SOs instructions refer to relevant clauses

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Projects Organisation

1) Client - management by Client Technical Department

2) Consultant Site Staffs

3) Contractor Site Staffs


Consultant Site Staffs: ( Number of post and number of Staff depend on the project size)

Project Director (Head of the team)

Chief Resident Architect

Chief Resident Engineer

Resident Architect s

Resident Engineers (Civil & Structural, Mechanical and Electrical)

Resident Quantity Surveyors

Clerk of Works (Architecture, C&S, M&E, QS)

Clerks

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Consultant Site Staffs:

( For Building Projects RM10mil -RM20 mil )

1 Resident Architect (Head of The Team) = Project Manager

1 Resident Engineers (Civil & Structural)

1 Clerk of Works (Architecture),

1 Clerk of Works (C&S)

1 Clerk of Works (M&E)

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Contractor Site Staffs:

( Number of post and number of Staff depend on the

project size)

Project Manager (Head of the team)

Site Architects

Site Engineers (Civil & Structural, Mechanical and Electrical)

Site Quantity Surveyors

Safety Officer (full time at the site)

Supervisors (Architecture, C&S, M&E)

Administration Staff

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Contractor Site Staffs: ( For Building Projects RM10mil -RM20 mil )

1 Project Manager/Site Manager Head of the team

1 Safety Officer (Not based at the site)

1-3 Supervisors (Architecture, C&S, M&E)

1 Administration Staff

Site visit to a Project Site:

Consultants Site Staffs

A Contractors Site Staffs

Relationship between Client-Consultants- Contractor

Project Implementation Documentation (Contract Doc & Plans) Site Diary Progress Report (Chart, Photographs) Project Site Meetings Technical Site Meetings Samples of Materials Approval Processes Site Control.

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Resident Engineer (RE)

RE as the Engineers Representative on site

Assigned by the C& S consultant to lead supervisory staff ( C&S Clerk of Works) to supervise the construction work

The RE is given some authorities to make sure all works by the contractor are in accordance with plans & spec

The RE with years of working experience

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Duties of the RE:

Agreeing details of methods of construction

Ensuring all matls are ordered in good time

Checking all matls & workmanship are satisfactory & as specified in drawings & spec

Checking lines, levels, layout etc of the work to ensure conformity with the drawings

Issuing further instructions, drawings, and clarification of detail to ensure satisfactory construction of the work

Measuring the work done for the contractors interim claim & checking the claim before submission to the C&S Consultant

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Duties of the RE - continue:

Undertaking all tests required & keeping the records

Recording work detailed progress checking the estimated final project cost

Reviewing dayworks sheets, increase of prices

Checking the design of the contractors temporary works for compliance with safety regulations

Checking all Safety aspects of the sites, mc & workers

Reporting to the C& S Consultants as required

Supervising C&S clerk of works

Working closely with the Contractors Agent

Attending all meetings ( site meetings, technical meetings etc)

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Planning involves:

1. Operation Plan - what is to be done and what

sequence

2. Scheduling when each operation is to be performed

3. Cost Estimating what is the estimated cost for each operation/activity

4. Resources planning what resources (manpower, equipment/machineries and materials)

The planning must satisfy the following requirements:


2. Legal requirement

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Planning for Construction Work The planning must satisfy the following

requirements:


2. Legal requirements (OSHA, licensing and

environmental control) and Local Authority approval

3. Physical and /or environmental limit of the job must

be determined eg for off-site fabrication, material

storage, traffic control etc

4. Climatic Conditions can dictate when to do certain

activities eg earthwork and excavation must not be

done during rainy season etc

3/5/2015 59

Planning for Construction Work Planning is a fundamental and challenging activity in the

mment and execution of construction project

It involves:

choice of technology and construction method,

definition of work task (operation),

estimation of the required resources and duration for individual task

Identification of any interactions among the tasks

Other parties in the projects eg nominated subcontractors, nominated suppliers etc

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Scheduling for Construction Work: to be submitted to client/consultants

To ensure adequate planning of the work for effectively and efficiently managed

A schedule must show all activities required to complete the work

Organise in a logical sequence in time scale

To ensure all activities neccy to complete the work are properly planned and coordinated

Adjustments in the Schedule must be made as changes occur

All Contractors staff must work according to the schedule

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Scheduling for Construction Work: continue

A good construction schedule is the best interest of all parties (client/owner, designer/consultant and

contractor)

Easily understood by site staff (Supervisors)

Supervisors/Foremen at the site can develop a daily or weekly work schedule base on the Master Project

Schedule.

The Schedule will be used for Materials and equipment delivery date

3/5/2015 62

Planning for Construction Work A fundamental and challenging activity in the mment and

execution of construction project

It involves:

choice of technology and construction method,

definition of work task (operation),

estimation of the required resources and duration for individual task

Identification of any interactions among the tasks

Other parties in the projects eg nominated subcontractors, nominated suppliers etc

3/5/2015 63


Scheduling for Construction Work: to be submitted to client/consultants

To ensure adequate planning of the work for effectively and efficiently managed

A schedule must show all activities required to complete the work

Organise in a logical sequence in time scale

To ensure all activities neccy to complete the work are properly planned and coordinated

Adjustment s in the Schedule must be made as changes occur

All Contractors staff must work according to the schedule

3/5/2015 64


Scheduling for Construction Work: continue

A good construction schedule is the best interest of all parties (client/owner, designer/consultant and

contractor)

Easily understood by site staff (Supervisors)

Supervisors/Foremen at the site can develop a daily or weekly work schedule base on the Master Project

Schedule.

The Schedule will be used for Materials and equipment delivery date

3/5/2015 65


1) Choice of Technology and Construction

Method

To explore appropriate alternatives of

technology and methods for construction eg a

decision whether to use pumps or cranes to

transport concrete.

Cost and duration, reliabilities and availability of equipment/mc must be considered

3/5/2015 66


2) Defining Work Tasks

Work tasks represent the neccy framework for Scheduling of construction activities (including

estimating required duration and resources by

the individual work tasks)

Construction projects can involve more than 100 or 1000 individual work tasks depending

on size and nature of the project

3/5/2015 67

Project Success

Project success is achieved thro integrated effort between the project leader & project team members. Project success is measured thro:

1. Success according to the terms of contract

2. On time performance

3. Within budget performance

4. Achieve clients/customers/user /sponsors satisfaction

5. Responsiveness and flexibility to clients/customers/users requirements and changes

3/5/2015 68

Project Success continue..

6. Managing risks and uncertainty effectively

7. Positioning the project for future business

8. Flexible for future needs ( eg expansion)

9. Organizational learning to benefit future projects

3/5/2015 69

Project Failure

Abandoned housing/commercial projects !

Contractors absconded projects

Reasons for project failure:

1. Unclear & unrealistic expectations

2. Poor user inputs and vague requirements

3. Poor cost and schedule estimations

4. Poor communications and communication breakdown

5. Failure to plan

6. Conflict of interests & hidden agendas

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Project Failure - continue


7. Hidden costs

8. Late failure or warning signs

9. Unstable products

10. Personel changes

11.Management problems

3/5/2015 71

Project Failure


1. Poor user inputs & vague requirements

Unclear project scopes, work scope & requirements

Plans keep changing

Lack of resources budget, personnel

Unable to acknowledge problems

Unstable goals and objectives

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Project Failure


2. Unclear & unrealistic expectations

Unrealistic/impossible schedule

Unstable goals and objectives

3. Poor cost & schedule estimation:

Consultants or contractor under estimate or forget to quote certain items in BQ

Under estimate project duration

3/5/2015 73



4. Poor communications and communication breakdown

Often occurs in large & complicated projects

Improper conducting meetings

Unclear instructions

No proper reviews on project status,

feedback or problems

5. Failure to plan

Project members fail to plan daily, weekly and monthly

3/5/2015 74



6. Conflict of interests & hidden agendas

Conflict of interest between parties

Parties have other agendas

Conflicting directions by team members/ stake holders

7. Hidden costs

Skills that do not match the job & understaffing in order to reduce cost

3/5/2015 75



8. Late failure or warning signs

Failure to recognise warning signs & fail to notify the management abt the problems

9. Unstable products

10. Personel changes

11.Management problems

3/5/2015 76

References for the topic 1. Andrew A.L.Tan, Successful Project Management in

Malaysia, Asia Pacific Media.Malaysia 2005 ( pg 221-235)

2. Twort A.C and Rees J.G .2005, Civil Engineering Project

Management . 4th Edition, UK: Elsevier Butterworth

Heinemann

3. Oberlender G.D. 2000. Project Management for

Engineering and Construction. McGraw-Hill*

4. Meredith J.R and Mantel S.J 2006. Project Management-

A Managerial Approach. John Wiley & Sons*

5. PMI.2008. A Guide to the Project Management Body of

Knowledge

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