College of Administrative and Financial Sciences
Assignment 3
Deadline: 11/April/2020 @ 23:59
Course Name: Project Management
Student’s Name:
Course Code: MGT323
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.
ASSIGNMENT-3
Project Management (MGT323)
Second Semester (2019-2020)
Assignment Workload:
• This Assignment consists of Case Study.
• Assignment is to be submit by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment-3 students will able to understand the
Ability to explain project execution. (LO. 4.4)
Demonstrate ability to work with others effectively as a team member in project
management, related to case studies or new themes. (LO. 3.2 and 3.5)
The ability to write a coherent report on project management case studies. (LO. 4.5)
Assignment Regulation:
• All students are encouraged to use their own words.
• Student must apply “Times New Roman Font” with double space within their
reports.
• The attached cover-page has to be used, duly filled. Submissions without the
cover page will NOT be accepted
• A mark of zero will be given for any submission that includes copying from other
resource without referencing it.
• Assignment -3 should be submitted on or before the end of Week-12.
• If the assignment shows more than 25% plagiarism, the students would be graded
zero.
Assignment Structure:
A.No
Assignment-1
Assignment-2
Assignment-3
Total
Type
Essay
Critical Thinking
Case study
Marks
5
10
10
25
Assignment-3
Case Study:
• Please read the case “The Reluctant Workers.” from Chapter 6 “Management
of your time and stress” given in your textbook – Project Management: A
Systems Approach to Planning, Scheduling and Controlling 10 th edition by
Harold Kerzner and Answer the following Questions:
1. “Employees are not showing interest in meetings and discussion”.
Why do you think such culture exists in the company? Share your
views. (2.5 Marks)
2. What are the challenges Tim is facing to execute his project.
Explain. (2.5 Marks)
3. “Motivation is a key to change”- what according to you should be
Tim’s approach towards employees. (2.5 Marks)
4. What is Work, Life balance? What role does it play in day-to-day
life of an employee? (2.5 Marks)
• Due date for the submission of Assignment-3:
• Assignment-3 should posted in the Black Board by end of Week-10.
• The due date for the submission of Assignment-3 is end of Week-12.
Answer:
1.
2.
3.
.
.
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Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.
6
Related Case Studies
(from Kerzner/Project
Management Case Studies,
4th Edition)
• The Reluctant
Workers*
• Time Management
Exercise
Management of Your
Time and Stress
Related Workbook Exercises (from
Kerzner/Project Management
Workbook and PMP ®/CAPM ® Exam
Study Guide, 11th Edition)
• Multiple Choice Exam
PMBOK® Guide, 5th
Edition, Reference
Section for the PMP®
Certification Exam
• Human Resource
Management
• Risk Management
6.0 INTRODUCTION
Managing projects within time, cost, and performance is easier said than
done. The project management environment is extremely turbulent, and is
Chaper 9 Human Resources
composed of numerous meetings, report writing, conflict resolution, conManagement
tinuous planning and replanning, communications with the customer, and
Chapter 6 Time Management
crisis management. Ideally, the effective project manager is a manager,
not a doer, but in the “real world,” project managers often compromise their time by doing both.
Disciplined time management is one of the keys to effective project management. It is often said
that if the project manager cannot control his own time, then he will control nothing else on the
project.
PMBOK® Guide, 5th Edition
*Case Study also appears at end of chapter.
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/seuniv-ebooks/detail.action?docID=1113482.
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MANAGEMENT OF YOUR TIME AND STRESS
6.1 UNDERSTANDING TIME MANAGEMENT1
For most people, time is a resource that, when lost or misplaced, is gone forever. For a
project manager, however, time is more of a constraint, and effective time management
principles must be employed to make it a resource.
Most executives prefer to understaff projects, in the mistaken belief that the project
manager will assume the additional workload. The project manager may already be heavily burdened with meetings, report preparation, internal and external communications,
conflict resolution, and planning/replanning for crises. And yet, most project managers
somehow manipulate their time to get the work done. Experienced personnel soon learn to
delegate tasks and to employ effective time management principles. The following questions should help managers identify problem areas:
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Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.
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Do you have trouble completing work within the allocated deadlines?
How many interruptions are there each day?
Do you have a procedure for handling interruptions?
If you need a large block of uninterrupted time, is it available? With or without
overtime?
How do you handle drop-in visitors and phone calls?
How is incoming mail handled?
Do you have established procedures for routine work?
Are you accomplishing more or less than you were three months ago? Six months
ago?
How difficult is it for you to say no?
How do you approach detail work?
Do you perform work that should be handled by your subordinates?
Do you have sufficient time each day for personal interests?
Do you still think about your job when away from the office?
Do you make a list of things to do? If yes, is the list prioritized?
Does your schedule have some degree of flexibility?
The project manager who can deal with these questions has a greater opportunity to
convert time from a constraint to a resource.
6.2 TIME ROBBERS
The most challenging problem facing the project manager is his inability to say no.
Consider the situation in which an employee comes into your office with a problem. The
employee may be sincere when he says that he simply wants your advice but, more often
1. Sections 6.1, 6.2, and 6.3 are adapted from David Cleland and Harold Kerzner, Engineering Team
Management (Melbourne, Florida: Krieger, 1986), Chapter 8.
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/seuniv-ebooks/detail.action?docID=1113482.
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Time Robbers
357
than not, the employee wants to take the monkey off of his back and put
it onto yours. The employee’s problem is now your problem.
Chapter 6 Time Management
To handle such situations, first screen out the problems with which you
Chapter 11 Risk Management
do not wish to get involved. Second, if the situation does necessitate
your involvement, then you must make sure that when the employee
leaves your office, he realizes that the problem is still his, not yours. Third, if you find that
the problem will require your continued attention, remind the employee that all future decisions will be joint decisions and that the problem will still be on the employee’s shoulders. Once employees realize that they cannot put their problems on your shoulders, they
learn how to make their own decisions.
There are numerous time robbers in the project management environment.
These include:
PMBOK® Guide, 5th Edition
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Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.
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Incomplete work
A job poorly done that must be done
over
Telephone calls, mail, and email
Lack of adequate responsibility and
commensurate authority
Changes without direct
notification/explanation
Waiting for people
Failure to delegate, or unwise
delegation
Poor retrieval systems
Lack of information in a ready-to-use
format
Day-to-day administration
Union grievances
Having to explain “thinking” to
superiors
Too many levels of review
Casual office conversations
Misplaced information
Shifting priorities
Indecision at any level
Procrastination
Setting up appointments
Too many meetings
Monitoring delegated work
Unclear roles/job descriptions
Executive meddling
Budget adherence requirements
Poorly educated customers
Not enough proven managers
Vague goals and objectives
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Lack of a job description
Too many people involved in minor
decision-making
Lack of technical knowledge
Lack of authorization to make
decisions
Poor functional status reporting
Work overload
Unreasonable time constraints
Too much travel
Lack of adequate project management
tools
Departmental “buck passing”
Company politics
Going from crisis to crisis
Conflicting directives
Bureaucratic roadblocks (“ego”)
Empire-building line managers
No communication between sales and
engineering
Excessive paperwork
Lack of clerical/administrative
support
Dealing with unreliable
subcontractors
Personnel not willing to take risks
Demand for short-term results
Lack of long-range planning
Learning new company systems
Poor lead time on projects
Documentation (reports/red tape)
Large number of projects
Desire for perfection
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/seuniv-ebooks/detail.action?docID=1113482.
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MANAGEMENT OF YOUR TIME AND STRESS
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Lack of project organization
Constant pressure
Constant interruptions
Shifting of functional personnel
Lack of employee discipline
Lack of qualified manpower
6.3 TIME MANAGEMENT FORMS
There are two basic forms that project managers and project engineers can use for practicing better time management. The first form is the “to do” pad as shown in Figure 6–1.
The project manager or secretary prepares the list of things to do. The project manager then decides which activities he must perform himself and assigns the appropriate
priorities.
The activities with the highest priorities are then transferred to the “daily calendar
log,” as shown in Figure 6–2. The project manager assigns these activities to the appropriate time blocks based on his own energy cycle. Unfilled time blocks are then used for
unexpected crises or for lower-priority activities.
If there are more priority elements than time slots, the project manager may try to
schedule well in advance. This is normally not a good practice, because it creates a backlog
of high-priority activities. In addition, an activity that today is a “B” priority could easily
become an “A” priority in a day or two. The moral here is do not postpone until tomorrow
what you or your team can do today.
Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.
Date
Activities
FIGURE 6–1.
Priority
Started
In Process
Completed
“To-do” pad.
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/seuniv-ebooks/detail.action?docID=1113482.
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Effective Time Management
359
Date
Time
Activity
Priority
8:00–9:00
9:00–10:00
10:00–11:00
11:00–12:00
12:00–1:00
1:00–2:00
2:00–3:00
3:00–4:00
4:00–5:00
FIGURE 6–2.
Daily calendar log.
Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.
6.4 EFFECTIVE TIME MANAGEMENT
There are several techniques that project managers can practice in order to make better use
of their time2:
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Delegate.
Follow the schedule.
Decide fast.
Decide who should attend.
Learn to say no.
Start now.
Do the tough part first.
Travel light.
Work at travel stops.
Avoid useless memos.
Refuse to do the unimportant.
Look ahead.
Ask: Is this trip necessary?
Know your energy cycle.
2. Source unknown.
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/seuniv-ebooks/detail.action?docID=1113482.
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MANAGEMENT OF YOUR TIME AND STRESS
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Control telephone and email time.
Send out the meeting agenda.
Overcome procrastination.
Manage by exception.
As we learned in Chapter 5, the project manager, to be effective, must establish time
management rules and then ask himself four questions:
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Rules for time management
Conduct a time analysis (time log).
● Plan solid blocks for important things.
● Classify your activities.
● Establish priorities.
● Establish opportunity cost on activities.
● Train your system (boss, subordinate, peers).
● Practice delegation.
● Practice calculated neglect.
● Practice management by exception.
● Focus on opportunities—not on problems.
Questions
● What am I doing that I don’t have to do at all?
● What am I doing that can be done better by someone else?
● What am I doing that could be done as well by someone else?
● Am I establishing the right priorities for my activities?
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Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.
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6.5 STRESS AND BURNOUT
The factors that serve to make any occupation especially stressful are responsibility
without the authority or ability to exert control, a necessity for perfection, the pressure of
deadlines, role ambiguity, role conflict, role overload, the crossing of organizational boundaries, responsibility for the actions of subordinates, and the necessity to keep up with the information explosions or technological breakthroughs. Project managers have all of these factors in their jobs.
A project manager has his resources controlled by line management, yet the responsibilities of bringing a project to completion by a prescribed deadline are his. A project
manager may be told to increase the work output, while the work force is simultaneously
being cut. Project managers are expected to get work out on schedule, but are often not
permitted to pay overtime. One project manager described it this way: “I have to implement plans I didn’t design, but if the project fails, I’m responsible.
Project managers are subject to stress due to several different facets of their jobs. This
can manifest itself in a variety of ways, such as:
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
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Stress and Burnout
361
1. Being tired. Being tired is a result of being drained of strength and energy, perhaps
through physical exertion, boredom, or impatience. The definition here applies more to a
short-term, rather than long-term, effect. Typical causes for feeling tired include meetings,
report writing, and other forms of document preparation.
2. Feeling depressed. Feeling depressed is an emotional condition usually characterized by discouragement or a feeling of inadequacy. It is usually the result of a situation that
is beyond the control or capabilities of the project manager. There are several sources of
depression in a project environment: Management or the client considers your report
unacceptable, you are unable to get timely resources assigned, the technology is not available, or the constraints of the project are unrealistic and may not be met.
3. Being physically and emotionally exhausted. Project managers are both managers
and doers. It is quite common for project managers to perform a great deal of the work
themselves, either because they consider the assigned personnel unqualified to perform
the work or because they are impatient and consider themselves capable of performing the
work faster. In addition, project managers often work a great deal of “self-inflicted” overtime. The most common cause of emotional exhaustion is report writing and the preparation of handouts for interchange meetings.
4. Burned out. Being burned out is more than just a feeling; it is a condition. Being
burned out implies that one is totally exhausted, both physically and emotionally, and that
rest, recuperation, or vacation time may not remedy the situation. The most common
cause is prolonged overtime, or the need thereof, and an inability to endure or perform
under continuous pressure and stress. Burnout can occur almost overnight, often with
very little warning. The solution is almost always a change in job assignment, preferably
with another company.
5. Being unhappy. There are several factors that produce unhappiness in project
management. Such factors include highly optimistic planning, unreasonable expectations
by management, management cutting resources because of a “buy-in,” or simply customer demands for additional data items. A major source of unhappiness is the frustration caused by having limited authority that is not commensurate with the assigned
responsibility.
6. Feeling trapped. The most common situation where project managers feel
trapped is when they have no control over the assigned resources on the project and
feel as though they are at the mercy of the line managers. Employees tend to favor the
manager who can offer them the most rewards, and that is usually the line manager.
Providing the project manager with some type of direct reward power can remedy the
situation.
7. Feeling worthless. Feeling worthless implies that one is without worth or merit,
that is, valueless. This situation occurs when project managers feel that they are managing projects beneath their dignity. Most project managers look forward to the death of
their project right from the onset, and expect their next project to be more important, perhaps twice the cost, and more complex. Unfortunately, there are always situations where
one must take a step backwards.
8. Feeling resentful and disillusioned about people. This situation occurs most frequently in the project manager’s dealings (i.e., negotiations) with the line managers.
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/seuniv-ebooks/detail.action?docID=1113482.
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362
MANAGEMENT OF YOUR TIME AND STRESS
During the planning stage of a project, line managers often make promises concerning
future resource commitments, but renege on their promises during execution.
Disillusionment then occurs and can easily develop into serious conflict. Another potential source of these feelings is when line managers appear to be making decisions that are
not in the best interest of the project.
9. Feeling hopeless. The most common source of hopelessness are R&D projects
where the ultimate objective is beyond the reach of the employee or even of the state-ofthe-art technology. Hopelessness means showing no signs of a favorable outcome.
Hopelessness is more a result of the performance constraint than of time or cost.
10. Feeling rejected. Feeling rejected can be the result of a poor working relationship with executives, line managers, or clients. Rejection often occurs when people with
authority feel that their options or opinions are better than those of the project manager.
Rejection has a demoralizing effect on the project manager because he feels that he is the
“president” of the project and the true “champion” of the company.
11. Feeling anxious. Almost all project managers have some degree of “tunnel
vision,” where they look forward to the end of the project, even when the project is in its
infancy. This anxious feeling is not only to see the project end, but to see it completed
successfully.
Stress is not always negative, however. Without certain amounts of stress, reports
would never get written or distributed, deadlines would never be met, and no one would
even get to work on time. But stress can be a powerful force resulting in illness and even
fatal disease, and must be understood and managed if it is to be controlled and utilized
for constructive purposes.
The mind, body, and emotions are not the separate entities they were once thought to
be. One affects the other, sometimes in a positive way, and sometimes in a negative way.
Stress becomes detrimental when it is prolonged beyond what an individual can
comfortably handle. In a project environment, with continually changing requirements,
impossible deadlines, and each project being considered as a unique entity in itself, we
must ask, How much prolonged stress can a project manager handle comfortably?
The stresses of project management may seem excessive for whatever rewards the
position may offer. However, the project manager who is aware of the stresses inherent in
the job and knows stress management techniques can face this challenge objectively and
make it a rewarding experience.
6.6 STUDYING TIPS FOR THE PMI® PROJECT MANAGEMENT
CERTIFICATION EXAM
This section is applicable as a review of the principles to support the knowledge areas and
domain groups in the PMBOK® Guide. This chapter addresses:
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Human Resources Management
Risk Management
Execution
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/seuniv-ebooks/detail.action?docID=1113482.
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Problems
363
Understanding the following principles is beneficial if the reader is using this text to
study for the PMP® Certification Exam:
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How stress can affect the way that the project manager works with the team
How stress affects the performance of team members
The following multiple-choice questions will be helpful in reviewing the principles of
this chapter:
Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.
1. Which of the following leadership styles most frequently creates “additional” time robbers
for a project manager?
A. Telling
B. Selling
C. Participating
D. Delegating
2. Which of the following leadership styles most frequently creates “additional” time robbers
for the project team?
A. Telling
B. Selling
C. Participating
D. Delegating
3. Which of the following time robbers would a project manager most likely want to handle by
himself or herself rather than through delegation to equally qualified team members?
A. Approval of procurement expenditures
B. Status reporting to a customer
C. Conflicting directives from the executive sponsor
D. Earned-value status reporting
ANSWERS
1. A
2. D
3. C
PROBLEMS
6–1
Should time robbers be added to direct labor standards for pricing out work?
6–2 Is it possible for a project manager to improve his time management skills by knowing
the “energy cycle” of his people? Can this energy cycle be a function of the hour of the day,
day of the week, or whether overtime is required?
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/seuniv-ebooks/detail.action?docID=1113482.
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MANAGEMENT OF YOUR TIME AND STRESS
CASE STUDY
THE RELUCTANT WORKERS
Tim Aston had changed employers three months ago. His new position was project manager.
At first he had stars in his eyes about becoming the best project manager that his company had
ever seen. Now, he wasn’t sure if project management was worth the effort. He made an appointment to see Phil Davies, director of project management.
Tim Aston: “Phil, I’m a little unhappy about the way things are going. I just can’t seem to motivate my people. Every day, at 4:30 P.M., all of my people clean off their desks and go home. I’ve
had people walk out of late afternoon team meetings because they were afraid that they’d miss
their car pool. I have to schedule morning team meetings.”
Phil Davies: “Look, Tim. You’re going to have to realize that in a project environment, people
think that they come first and that the project is second. This is a way of life in our organizational form.”
Tim Aston: “I’ve continually asked my people to come to me if they have problems. I find that
the people do not think that they need help and, therefore, do not want it. I just can’t get my
people to communicate more.”
Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.
Phil Davies: “The average age of our employees is about forty-six. Most of our people have
been here for twenty years. They’re set in their ways. You’re the first person that we’ve hired
in the past three years. Some of our people may just resent seeing a thirty-year-old project
manager.”
Tim Aston: “I found one guy in the accounting department who has an excellent head on his
shoulders. He’s very interested in project management. I asked his boss if he’d release him for a
position in project management, and his boss just laughed at me, saying something to the effect
that as long as that guy is doing a good job for him, he’ll never be released for an assignment
elsewhere in the company. His boss seems more worried about his personal empire than he does
in what’s best for the company.
“We had a test scheduled for last week. The customer’s top management was planning on
flying in for firsthand observations. Two of my people said that they had programmed vacation
days coming, and that they would not change, under any conditions. One guy was going fishing and the other guy was planning to spend a few days working with fatherless children in our
community. Surely, these guys could change their plans for the test.”
Phil Davies: “Many of our people have social responsibilities and outside interests. We encourage
social responsibilities and only hope that the outside interests do not interfere with their jobs.
“There’s one thing you should understand about our people. With an average age of fortysix, many of our people are at the top of their pay grades and have no place to go. They must
look elsewhere for interests. These are the people you have to work with and motivate. Perhaps
you should do some reading on human behavior.”
Kerzner, Harold, and Harold R. Kerzner. Project Management : A Systems Approach to Planning, Scheduling, and Controlling, John Wiley & Sons, Incorporated,
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