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Running head: PROJECT MANAGEMENT Procuring and delivering high end desktop and other software Name of the Student Name of the University Author’s Note
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1 PROJECT MANAGEMENT Table of Contents 1. Project overview.........................................................................................................................2 2. Project scope................................................................................................................................2 2.1 In-scope..................................................................................................................................2 2.2 Out scope...............................................................................................................................3 3. Project priority.............................................................................................................................3 4. Project products or deliverables description................................................................................7 5. Work breakdown structure..........................................................................................................8 6. WBS dictionary.........................................................................................................................10 7. Schedule.....................................................................................................................................12 7.1 Network diagram.................................................................................................................12 7.2 Gantt chart...........................................................................................................................13 7.3 Discussion on schedule........................................................................................................14 7.4 Assumptions........................................................................................................................14 8. Staffing and resource allocation and project budget..................................................................15 8.1 Assigned project resources..................................................................................................15 8.2 Workload of each project resource......................................................................................16 8.3 RACI matrix........................................................................................................................16 8.4 Resources and their hourly salary........................................................................................21 8.5 Project budget......................................................................................................................22 8.6 Cash Flow............................................................................................................................26 9. Stakeholder identification and management plan......................................................................26 9.1 Identification of stakeholders and development of stakeholder management plan.............26 10. Risk evaluation........................................................................................................................28 Bibliography..................................................................................................................................36
2 PROJECT MANAGEMENT 1. Project overview The RMIT university opened one project procurement based division that is named as RMITProcure in order to provide procurement related activities within the RMIT university. It is found that recently RMITProcure generally got an order from one of the business college in order to successfully procure as well as deliver 100 high end desktops as well as some essential software. The RMITProcure is generally going to procure a number of desktops for new analytics lab for one of the business college before the starting of the semester on 2ndJuly, 2020. In addition to this, the contractor generally needs to perform a number of tasks including understanding the needs of the client, selecting potential suppliers, evaluating and selecting suppliers, contract purchase administration as well as performing the work that is associated with contract closure effectively. Moreover, the entire procurement as well as delivery must be completed by 1stJuly 2020 by utilizing budget of around $250,896. 2. Project scope Thescopeoftheprojectisapartofprojectplanningwhichgenerallyinvolves determination and documentation of project goals, deliverables, functions and different types of features. The project scope is mainly divided into in-scope as well as out-scope. 2.1 In-scope The project scope for the procurement and delivery of desktop and other essential software within one of the business school is listed below: ï‚·Procurement and delivery of 100 high end desktop as well as important software by 1st July 2020.
3 PROJECT MANAGEMENT ï‚·Determining the place and time for delivery and selecting proper suppliers for the software and hardware. ï‚·Purchasing software and engaging within contract purchase administration ï‚·Receiving as well as delivering supplies and proper demonstration of the client site ï‚·Ensuring proper quality of the goods and proper supply of the items by RMITProcure. 2.2 Out scope ï‚·Changes within the project that are not mentioned in the initial stages of the project will not be undertaken within this project. ï‚·The details of the suppliers as well as the procurement team is not shared within this particular project. 3. Project priority The project priority matrix is defined as one of the structured approaches for working on what matters the most for the stakeholders of the project.A prioritization matrix is one of the tool that is very much helpful in giving a proper way in order to sort a number of diverse set of items into proper order of significance. It further helps in determining relative significance by properly giving appropriate means in order to successfully ranking the projects depending on the criteria which are identified to be significant (Almeida, Correia and Saldanha-da-Gama 2016). The entire success of procuring and delivering 100 desktops as well as other essential software is generally determined by properly meeting the expectations of the customers as well as upper management in context to cost, time as well as performance of the project. One proper technique that is helpful in managing the different expectations as well as trade off is the project priority matrix for three different project aspects including cost, time as well as project scope.
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4 PROJECT MANAGEMENT TimeCostPerformanceDescription ConstrainRMITProcure ismainly committedto procure as well asdeliver100 desktopsas wellasother essential software to the business collegebefore the commencement of semester on 2ndJuly2020 andtherefore timeis consideredas constraint. EnhanceIt is found that the costs of the
5 PROJECT MANAGEMENT desktopsas wellasthe softwarethat areneededin thebusiness collegecan varyand thereforethe total cost of the project generallygets exceeded.As the delivery as wellas procurement of the software are needed on time andtherefore the increase in the project cost willgenerally be accepted by theproject
6 PROJECT MANAGEMENT managers. AcceptAs RMITProcure hasproper reputationin successfully procuringas wellas delivering products, thereforeitis quite necessary tokeepits leasingmarket related position forproviding properquality- based products. As the Business collegehas high expectation from
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7 PROJECT MANAGEMENT RMITProcure thereforethe performance of theproject generally needs to be enhanced effectively. 4. Project products or deliverables description It is found that proper outline as well as description of the hardware and software which are needed to be procured and delivered by RMITProcure are generally illustrated below: Hardware (Desktop)Processor: Intel Core i7 8700 Speed of the processor:3.2 GHz RAM: 16GB Storage capacity:256 GB Graphics card: Nvidia GeForce GTX 1050 Operating system: Windows 10 pro Software (MS office)ï‚·Scalable vector graphics for word, excel as well as power point ï‚·Microsoft translator within Word, excel as well as power point ï‚·New navigation feature which is known as Zoom within the PowerPoint ï‚·Excitingnewtypeoffunctionswithin
8 PROJECT MANAGEMENT excel ï‚·Morepowerfulaswellasimportant inking functionality within the office 2019 5. Work breakdown structure The WBS that is provided below helps in indicating the deliverables, work packages, activities, WBS code as well as the individuals who are responsible. WBSTask NameResource Names 0 Procuring and delivering high end desktop and essential software 1Initiation phase 1.1Development of business caseProject manager 1.2Undertaking feasibility studyFinancial manager 1.3Establishing project charter Project manager, Project planner 1.4Appointing team membersHR manager 1.5Milestone 1: Completion of initiation phase 2Planning phase 2.1Identifying the requirements of the clientProject planner 2.2Determining the place and time for deliverySupervisor, Contractor 2.3 Selecting the suppliers for the hardware and software Contractor 2.4Evaluating and selecting suppliersSupervisor
9 PROJECT MANAGEMENT 2.5Hiring team membersHR manager 2.6Milestone 2: Completion of planning phase 3Execution phase 3.1Purchasing of the hardware and softwareContractor, IT manager 3.2Contract purchase administrationContractor 3.3Receiving and delivering suppliesDelivery team 3.4Installation of the softwareIT manager 3.5Training and explaining the ITS departmentTrainer 3.6Demonstration at client siteIT manager 3.7Ensuring quality of the goodsQuality manager 3.8Items supplies by RMIT ProcureDelivery team 3.9Approvals needed from the clientContractor, IT manager 3.10Milestone 3: Completion of execution phase 4Closure phase 4.1Post project reviewProject planner 4.2Stakeholder sign off Project manager, Project planner 4.3Documentation Project manager, Project planner 4.4Milestone 4: Completion of closure phase
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10 PROJECT MANAGEMENT 6. WBS dictionary The below table helps in showcasing each of the activity as well as work package that are present within the WBS dictionary and provides proper description. WBSTask NameDescription 0 Procuring and delivering high end desktop and essential software In the project initiation phase, themanageroftheproject generallycreatesproper businesscaseforproperly reflectingthereasonbehind the project. It is found that the feasibilitystudywhichis mainlyundertakenfor analyzing the feasibility of the projectreflectsthatthe undertakenprojectisquite feasible. In addition to this, the project team members are generallyhiredfor undertaking the entire project successfully.Moreover, charter for the project is also developedbytheproject 1Initiation phase 1.1Development of business case 1.2Undertaking feasibility study 1.3Establishing project charter 1.4Appointing team members 1.5Milestone 1: Completion of initiation phase
11 PROJECT MANAGEMENT team. 2Planning phaseVarious requirements as well as demands of the clients are determinedbysuccessfully identifying the place as well as time of delivery. Moreover, the suppliers are evaluated as well as selected. Furthermore, the team members will remain involved with this project are alsohiredinthisparticular phase. 2.1Identifying the requirements of the client 2.2Determining the place and time for delivery 2.3 Selecting the suppliers for the hardware and software 2.4Evaluating and selecting suppliers 2.5Hiring team members 2.6Milestone 2: Completion of planning phase 3Execution phaseInthisphase,boththe hardware as well as software forthebusinesscollegeis purchased as per the contract purchaseadministration.In addition to this, the software are installed successfully and propertrainingisprovided within the ITS department of the college. Moreover, proper demonstration at the client site 3.1Purchasing of the hardware and software 3.2Contract purchase administration 3.3Receiving and delivering supplies 3.4Installation of the software 3.5Training and explaining the ITS department 3.6Demonstration at client site 3.7Ensuring quality of the goods 3.8Items supplies by RMIT Procure 3.9Approvals needed from the client 3.10Milestone 3: Completion of execution phase
12 PROJECT MANAGEMENT isdoneforreflectingthe quality of the goods. 4Closure phase In closure phase, the entire projectgetsreviewed successfully and proper sign offfromtheprojectteam membersaregenerally collected. Furthermore, proper documentationiscreatedby the RMITProcure in order to keep the details of the project effectively. 4.1Post project review 4.2Stakeholder sign off 4.3Documentation 4.4Milestone 4: Completion of closure phase 7. Schedule 7.1 Network diagram The network diagram that is given helps in properly justifying the time estimation for the project. As the network diagram that is provided reflects how the activities are interrelated with one another from the starting till the end then it is considered to be beneficial for properly calculating the project duration (Kerzner, 2017).
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13 PROJECT MANAGEMENT Figure 1: Network diagram (Source: Created by Author) 7.2 Gantt chart Figure 2: Gantt chart (Source: Created by Author) 7.3 Discussion on schedule The schedule which is created for the procurement as well as delivery of the high-end desktop as well as important software is mainly categorized into four different types phases which includes initiation, planning, execution and closure phase. In the initial phase, the project
14 PROJECT MANAGEMENT manager created the business case and undertakes cost benefit analysis for checking the project feasibility. Then the project charter is developed as per which the needed team members for the project is hired. In project planning phase, the requirements of the clients are determined and proper place for the delivery of the hardware and software is identified (Badewi 2016). Moreover, the suppliers are evaluated as well as selected. Furthermore, in the project execution phase, hardware and software of the project is purchased as per the purchase contract-based administration. Additionally, the supplies which are delivered are installed within the business college (Kerzner 2017).Furthermore, proper demonstration is undertaken within the site and proper training is given to the team members of ITS department. Lastly, in the closure phase, the entire undertaken project is reviewed and then sign off from the stakeholders are done. Moreover, proper document is created to keep all the records about the project. 7.4 Assumptions The following assumptions which are generally made by RMITProcure in the business college so that both the hardware and software can be procured as well as delivered on time. ï‚·It is assumed that the procurement as well as delivery of the hardware and software must be delivered within 1stJuly 2020. ï‚·The procurement of the desktop as well as essential software must get completed within the budget that is around $250,896.
15 PROJECT MANAGEMENT 8. Staffing and resource allocation and project budget 8.1 Assigned project resources The table which is provided below helps in reflecting the resources who are mainly assigned with the different project activities. Figure 3: Assigned project resources (Source: Created by Author)
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16 PROJECT MANAGEMENT 8.2 Workload of each project resource The figure which is provided below helps in reflecting the workload on each of the resources who are mainly involved with the procurement and delivery of hardware and software. Project manager Project planner Financial manager Supervisor Procurement team Contractor Delivery team HR manager IT manager Trainer Quality manager 0 hrs 20 hrs 40 hrs 60 hrs 80 hrs 100 hrs 120 hrs 140 hrs Actual WorkRemaining WorkBaseline Work Figure 4: Workload of resources (Source: Created by Author) 8.3 RACI matrix The RACI matrix is one of the responsibility assignment chart that is helpful in quite mapping out each of the project task, milestones as well as key decisions which is mainly involved within the completion of the project and it further helps in assigning different types of roles for which they are generally responsible (AlFakiet al.2016).RACI is considered as one of the acronyms that is mainly derived from four different responsibilities including responsible, accountable, consulted as well as informed. The RACI matrix for the delivery and procurement of hardware as well as software are generally provided in the below table. ActivitiesProjePlanFinanSupervProcureContraDelivITHR
17 PROJECT MANAGEMENT ct mana ger nercial mana ger isorment team ctorery team mana ger mana ger Devel opment of business case C, IR, A Under taking feasibility study ICR, A Establ ishing project charter C, IR, A Appoi nting team members ICR, A Identi fyingthe requireme nts of the IR, AC
18 PROJECT MANAGEMENT client Deter mining theplace andtime for delivery CIR, A Select ingthe suppliers forthe hardware and software IAR,C Evalu atingand selecting suppliers IAR,C Hirin gteam members ICR, A Purch asingof IRAC
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19 PROJECT MANAGEMENT the hardware and software Contr act purchase administr ation IR, AC Recei vingand delivering supplies CIR, A Install ationof the software CIR, A Traini ngand explainin g the ITS departme nt CIR, A
20 PROJECT MANAGEMENT Demo nstration atclient site CR, AI Ensur ing quality of the goods CIR, A Items supplies by RMIT Procure R, ACI Appro vals needed fromthe client R, ACI Post project review IR, AC Stake holder sign off R, AC, I
21 PROJECT MANAGEMENT 8.4 Resources and their hourly salary The table that is given below helps in showcasing different types of resources and the standard hourly rate for each of the project stakeholders who are involved with the procurement and delivery of the desktop as well as other important software. Resource NameTypeInitials Max. Units Std. RateAccrue At Base Calendar Project managerWorkP100%$ 50.00/hrProratedStandard Project plannerWorkP100%$ 37.00/hrProratedStandard Financial managerWorkF100%$ 40.00/hrProratedStandard SupervisorWork100%$ 35.00/hrProratedStandard Procurement teamWorkP100%$ 40.00/hrProratedStandard ContractorWorkC100%$ 40.00/hrProratedStandard Delivery teamWorkD100%$ 35.00/hrProratedStandard HR managerWorkH100%$ 40.00/hrProratedStandard IT managerWorkI100%$ 40.00/hrProratedStandard TrainerWorkT100%$ 40.00/hrProratedStandard Quality managerWorkQ100%$ 35.00/hrProratedStandard Hardware costMaterialH$ 150,000.00Prorated Software costMaterialS$ 60,000.00Prorated Additional costMaterialA$ 15,000.00Prorated
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22 PROJECT MANAGEMENT 8.5 Project budget The budget table that is provided below showcase that the procurement as well as delivery of high-end desktop as well as essential software within the business college will be completed within the budget $250,896. WBSTask NameDurationResource NamesCost 0 Procuring and delivering high end desktop and essential software 69 days$ 250,896.00 1Initiation phase10 days$ 4,112.00 1.1 Development of business case 2 daysProject manager$ 800.00 1.2 Undertaking feasibility study 3 daysFinancial manager$ 960.00 1.3 Establishing project charter 2 days Project manager, Project planner $ 1,392.00 1.4 Appointing team members 3 daysHR manager$ 960.00 1.5 Milestone 1: Completion of initiation phase 0 days$ 0.00 2Planning phase15 days$ 5,168.00 2.1Identifying the3 daysProject planner$ 888.00
23 PROJECT MANAGEMENT requirements of the client 2.2 Determining the place and time for delivery 2 daysSupervisor, Contractor$ 1,200.00 2.3 Selecting the suppliers for the hardware and software 3 daysContractor$ 960.00 2.4 Evaluating and selecting suppliers 3 daysSupervisor$ 840.00 2.5Hiring team members4 daysHR manager$ 1,280.00 2.6 Milestone 2: Completion of planning phase 0 days$ 0.00 3Execution phase38 days$ 238,640.00 3.1 Purchasing of the hardware and software 5 days Contractor, IT manager, Hardware cost [1], Software cost[1] $ 213,200.00 3.2 Contract purchase administration 4 daysContractor$ 1,280.00 3.3 Receiving and delivering supplies 4 daysDelivery team$ 1,120.00 3.4 Installation of the software 5 daysIT manager$ 1,600.00 3.5Training and7 daysTrainer$ 2,240.00
24 PROJECT MANAGEMENT explaining the ITS department 3.6 Demonstration at client site 5 daysIT manager$ 1,600.00 3.7 Ensuring quality of the goods 4 days Quality manager, Additional cost [1] $ 16,120.00 3.8 Items supplies by RMITProcure 3 daysDelivery team$ 840.00 3.9 Approvals needed from the client 1 dayContractor, IT manager$ 640.00 3.10 Milestone 3: Completion of execution phase 0 days$ 0.00 4Closure phase6 days$ 2,976.00 4.1Post project review3 daysProject planner$ 888.00 4.2Stakeholder sign off1 day Project manager, Project planner $ 696.00 4.3Documentation2 days Project manager, Project planner $ 1,392.00 4.4 Milestone 4: Completion of closure phase 0 days$ 0.00
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26 PROJECT MANAGEMENT 8.6 Cash Flow A cashflow statement is considered as one of the important financial statements for the procurement and delivery of hardware as well as software during the project progress. March 2020April 2020May 2020June 2020July 2020 $ 0.00 $ 50,000.00 $ 100,000.00 $ 150,000.00 $ 200,000.00 $ 250,000.00 $ 300,000.00 Cash Flow Cumulative Cost Figure 5: Cashflow (Source: Created by Author) 9. Stakeholder identification as well as stakeholder management plan 9.1 Stakeholder identification and development of stakeholder management plan The stakeholders who are mainly involved in the procurement and delivery of hardware as well as project software are listed below: ï‚·Project manager ï‚·Project planner ï‚·Financial manager ï‚·Supervisor
28 PROJECT MANAGEMENT Figure 6: Priority/interest matrix (Source: Created by Author) 10. Risk evaluation The table that is provided below showcases on the risk, its impact, probability as well as way in which it can get mitigated. In addition to this, risk matrix is provided for assessing the risk as per its impact and probability. Risk Id RiskDescriptionImpactProbabilityResponsibleMitigation 1Budget shortfall If the budget that is required forthe procurement and delivery of both hardware aswellas MajorAlmost certain Financial manager Thebudget which will be neededduring the procurement and delivery of theproject
29 PROJECT MANAGEMENT software is not properly estimated then the project will face a number offinancial challenges whichcan blockthe project progress. mustbe estimated properlyby undertaking themarket conditionso thatthe problemof budget shortfalldoes notoccur duringthe project progress. 2Schedule slippage Theproject managerwho ishiredfor managingthe projectare unable to keep trackduring the procurement ExtremeLikelyProject planner Theproject managermust be able to keep trackonthe entire progress oftheentire projectsuch that the entire projectgets
30 PROJECT MANAGEMENT aswellas deliveryof both hardware aswellas software withinthe business collegeby RMITProcure thenthe problemof schedule slippage generally occurswithin the project. executedwith thescheduled timethatis mainly created intheinitial phaseofthe project. 3Improper qualityof hardware If the quality ofthe hardwarethat isdelivered areof important qualitythen MajorLikelyQuality analyst Asthe business collegehave high expectation on RMITProcure incontextto
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31 PROJECT MANAGEMENT thecollege studentwill faceissue while working onthe delivered desktop. quality therefore RMITProcure mustselect desktopby testing so that the students of analyticlab doesnotface anytypeof challengesor issuesduring workingon those desktops. 4Lackof experience Asthe workerswho areassigned forthe procurement aswellas deliveryof hardwareas ModeratePossibleHR manager Hiring experienced and knowledgeable team members forthe procurement anddelivery
32 PROJECT MANAGEMENT wellas softwareare notmuch experienced as wellas knowledgeable therefore, they facealotof challenges and issueswhile workingon theentire project. willbemuch more beneficialas withthehelp oftheir experience, theycanbe able to handle the work quite effectively and can be able to completethe entirework withintime. Additionally, training facilitywill also be helpful andtheteam memberswith thehelpof training facility can be
33 PROJECT MANAGEMENT able to handle theworkof theproject properly. 5Scope creep The problem of scope creep occurswhen theteam membersare unableto followthe scopeand somechanges aregenerally donewithin theproject duringits projectwhich furthercan create obstruction duringthe project ModerateLikelyProject planner The problem of scope creep mustbe effectively reducedby followingthe scopeofthe projectfrom theinitial phasesothat theentire project generallygets accomplished within the time andbudget whichis estimated.
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34 PROJECT MANAGEMENT progress. 6.Poor vendor selection Ifproper vendorsare not selected by RMITProcure, thentheycan createissue duringthe supplyof hardwareand software whichfurther cancause delayinthe project. Furthermore, delayinthe projectcan generally cause obstruction duringthe progress of the MinorLikelyHR manager It is necessary toselectthe correct vendor forsupplying boththe hardwareand softwareso that it can be effectively suppliedand theentire projectdoes notfaceany type of issues and challenges.
35 PROJECT MANAGEMENT project. ProbabilityImpact InsignificantMinorModerateMajorExtreme Almost certain Budget shortfall LikelyPoor vendor selection Scope creepImproper quality of hardware Schedule slippage PossibleLack of experience Unlikely Rare
36 PROJECT MANAGEMENT Bibliography AlFaki, M.A., Ali, O., Babiker, A.E. and Ibrahim, A.O., 2016. Agile RACI Model for Extreme Programming Method.International Journal,6(5). Almeida, B.F., Correia, I. and Saldanha-da-Gama, F., 2016. Priority-based heuristics for the multi-skillresourceconstrainedprojectschedulingproblem.ExpertSystemswith Applications,57, pp.91-103. Badewi, A., 2016. The impact of project management (PM) and benefits management (BM) practicesonprojectsuccess:Towardsdevelopingaprojectbenefitsgovernance framework.International Journal of Project Management,34(4), pp.761-778. Kerzner, H., 2017.Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Wu, W.S., Yang, C.F., Chang, J.C., Château, P.A. and Chang, Y.C., 2015. Risk assessment by integrating interpretive structural modeling and Bayesian network, case of offshore pipeline project.Reliability Engineering & System Safety,142, pp.515-524. Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature reviewwithacriticallookatthebravenewworld.InternationalJournalofProject Management,33(2), pp.278-290. Serra, C.E.M. and Kunc, M., 2015. Benefits realisation management and its influence on project successandontheexecutionofbusinessstrategies.InternationalJournalofProject Management,33(1), pp.53-66.
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37 PROJECT MANAGEMENT Bucero, A. and Englund, R.L., 2015, October. Project sponsorship: Achieving management commitment for project success. Project Management Institute. Hu, Y., Chan, A.P., Le, Y. and Jin, R.Z., 2015. From construction megaproject management to complexprojectmanagement:Bibliographicanalysis.Journalofmanagementin engineering,31(4), p.04014052. Conforto, E.C., Amaral, D.C., da Silva, S.L., Di Felippo, A. and Kamikawachi, D.S.L., 2016. Theagilityconstructonprojectmanagementtheory.InternationalJournalofProject Management,34(4), pp.660-674. Chih, Y.Y. and Zwikael, O., 2015. Project benefit management: A conceptual framework of target benefit formulation.International Journal of Project Management,33(2), pp.352-362. Costantino, F., Di Gravio, G. and Nonino, F., 2015. Project selection in project portfolio management: An artificial neural network model based on critical success factors.International Journal of Project Management,33(8), pp.1744-1754. Hoda, R. and Murugesan, L.K., 2016. Multi-level agile project management challenges: A self- organizing team perspective.Journal of Systems and Software,117, pp.245-257. Golini, R., Kalchschmidt, M. and Landoni, P., 2015. Adoption of project management practices: Theimpactoninternationaldevelopmentprojectsofnon-governmental organizations.International journal of project management,33(3), pp.650-663. Huemann, M., Keegan, A. and Turner, R., 2018, September. Human resource management in the project-oriented organization. Project Management Institute.
38 PROJECT MANAGEMENT Kerzner, H., 2015.Project management 2.0: leveraging tools, distributed collaboration, and metrics for project success. John Wiley & Sons. Niazi, M., Mahmood, S., Alshayeb, M., Riaz, M.R., Faisal, K., Cerpa, N., Khan, S.U. and Richardson, I., 2016. Challenges of project management in global software development: A client-vendor analysis.Information and Software Technology,80, pp.1-19. Mahmoud-Jouini, S.B., Midler, C. and Silberzahn, P., 2016. Contributions of design thinking to project management in an innovation context.Project Management Journal,47(2), pp.144-156. Glukhov, V.V., Ilin, I.V. and Levina, A.I., 2015. Project management team structure for internet providing companies. InInternet of Things, Smart Spaces, and Next Generation Networks and Systems(pp. 543-553). Springer, Cham. Ekrot, B., Kock, A. and Gemünden, H.G., 2016. Retaining project management competence— Antecedents and consequences.International Journal of Project Management,34(2), pp.145- 157. Conforto, E.C. and Amaral, D.C., 2016. Agile project management and stage-gate model—A hybrid framework for technology-based companies.Journal of Engineering and Technology Management,40, pp.1-14.