Charles Darwin University MAN204: WRU Project Management Plan

This project management plan focuses on the development of an Enterprise Resource Planning (ERP) system for WRU, a company specializing in widget design and manufacturing. The plan addresses the need for improvement due to increased market demand and internal conflicts. It explores al...Read More

Running head: PROJECT MANAGEMENT
Project management
Name of the Student
Name of the university
Author’s Note

1
PROJECT MANAGEMENT
Executive Summary
The paper mainly on the organization “WRU” that engages in the development of widgets. The
main aim of the project is to develop an ERP system for improving the functioning of the
operations for achieving proper competitive advantage in the market for meeting the various
requirements of the customers. The paper showcases that the ERP system will generally get
completed within 60 days by using budget of around $43,840. Furthermore, the paper also
reflects on quality management as well as risk management strategies for successfully
completing the development of ERP.

2
PROJECT MANAGEMENT
Table of Contents
1. Background..................................................................................................................................3
1.1 Need for improvement...........................................................................................................3
1.2 Reasons behind application of existing and similar approaches...........................................3
2. Evaluation of alternatives............................................................................................................4
2.1 Description of alternative solution for the project.................................................................4
2.2 Explanation and justification of ranking used in project selection matrix............................4
2.3 Summary and analysis of outcome......................................................................................5
3. Project concept.............................................................................................................................5
3.1 Description of project............................................................................................................5
3.2 Project objectives...................................................................................................................6
3.3 Project requirement and deliverables.....................................................................................6
3.4 Project key performance indicators.......................................................................................8
4. Project feasibility.........................................................................................................................9
4.1 Feasibility and sustainability of project.................................................................................9
4.2 Approval requirements........................................................................................................10
4.3 Project assumptions.............................................................................................................10
4.4 Project constraints................................................................................................................11
4.5 Possible improvements........................................................................................................11
5. Project stakeholder management...............................................................................................12
5.1 Specific target......................................................................................................................12
5.2 Organizational chart.............................................................................................................13
5.3 Information related to HR and communication management..............................................13
6. Project schedule management....................................................................................................14
6.1 Schedule milestones.............................................................................................................14
6.2 Project WBS........................................................................................................................14
6.3 Project Gantt chart...............................................................................................................15
6.4 Schedule managed during project........................................................................................15
6.5 Information related to time management.............................................................................15
7. Cost management.......................................................................................................................16
7.1 First pass estimation cost.....................................................................................................16
7.2 Justification..........................................................................................................................17
7.3 Management of cost.............................................................................................................17
7.4 Information associated with cost management....................................................................17

3
PROJECT MANAGEMENT
8. Quality management..................................................................................................................17
8.1 Description of quality items that are measured...................................................................17
8.2 Explaining measurable items...............................................................................................18
8.3 Final quality.........................................................................................................................18
8.4 Information related to quality management.........................................................................19
9. Risk management.......................................................................................................................20
9.1 Risk register.........................................................................................................................20
9.2 Providing risk matrix...........................................................................................................21
9.3 Information related to risk management..............................................................................21
10. Procurement management.......................................................................................................21
10.1 Description about contracts...............................................................................................21
10.2 Make -or buy analysis........................................................................................................22
10.3 Information related to procurement management..............................................................22
11. Conclusion...............................................................................................................................22
Bibliography..................................................................................................................................23

4
PROJECT MANAGEMENT
1. Background
1.1 Need for improvement
The paper mainly reflects on WRU which is a medium sized firm that is mainly
specialized in the design as well as proper manufacturing of quality widgets. The organization
generally has four departments including sales, engineering, accounting as well as production.
This particular design is appropriate and therefore the company can be able to compete in the
industry successfully. In the last three years, the demand for the various widgets generally
exploded and therefore the organization “WRU” is unable to compete successfully within the
market. It is analyzed that a number of new innovations have generally passed by the
organization as the company is picking up signs from the marketplace very slowly. In addition to
this, conflict also arises within different department. It is quite necessary to take certain steps so
that the project related issues and challenges gets resolved effectively.
1.2 Reasons behind application of existing and similar approaches
It is quite necessary to adopt some of the significant approaches as well as technologies
for mitigating the challenges which the organization is facing. After analyzing the operation of
WRU, it is found that competitive advantage can be sustained within the market if the
organization develops ERP system for managing its operations effectively. This is because ERP
helps in managing a number of business functions effectively by streamlining the business
operations. With the help of this software, WRU is quite capable of improving the productivity
which further can be helpful in improving the customer service that is delivered by the
organization. Additionally, by using this particular software, the organization are quite capable
of gaining competitive advantage and can further improve the process efficiency.

5
PROJECT MANAGEMENT
2. Evaluation of alternatives
2.1 Description of alternative solution for the project
The various alternatives solution for the organization for resolving the challenges and
problems that they are facing are elaborated below:
Criteria Weight Requirement score
Development of ERP Development of CRM
Value 20% 15% 12%
Gaining competitive
advantage
25% 25% 25%
Improving
productivity
15% 15% 10%
Process efficiency 20% 15% 10%
Internal conflict
resolution
10% 10% 5%
Success 10% 8% 5%
Weighted scores 100% 88% 67%
2.2 Explanation and justification of ranking used in project selection matrix
It is found that both the options are generally analyzed on the basis of value, competitive
advantage, productivity, process efficiency, conflict resolution as well as success (Kerzner
2017). ERP system are found to be appropriate in gaining competitive advantage, improving
productivity, resolving conflict in a much better way in compared to the CRM system. After

6
PROJECT MANAGEMENT
analyzing it is found that ERP system is 88% efficient whereas CRM system is 67% efficient and
therefore ERP system is found to be most appropriate option.
2.3 Summary and analysis of outcome
The development of ERP system is found to be the most appropriate option for the
organization for achieving proper competitive advantage. The development of software generally
helps the organization in keeping ahead of competition as the organization does not makes any
type of costly business-related mistakes. Use of ERP platform will further help in eliminating
different types of repetitive procedures for reducing the need to enter information which not only
helps in improving user productivity but it also assists in eliminating the possibility of conflict
between various departments due to inaccurate data.
3. Project concept
3.1 Description of project
The paper reflects on “WRU” which is a company that is specialized in designing as well
as manufacturing quality widgets. It is found that from the past few years, the company is unable
to compete in the market by using its low-price strategy. In addition to this, the organization also
faces a lot of challenges due to lack of communication between stakeholders. In order to avoid
such challenges, ERP system development is analyzed to be one of the best options. With the
help of this new system, the various functions of the organization can be managed and the
organization can also be able to improve efficiency as well as productivity for meeting the
marketing demand. The diagram which is given below for showcasing the benefits which the
ERP development will provide to the organization.

7
PROJECT MANAGEMENT
Figure 1: Benefits of ERP
(Source: Created by Author)
3.2 Project objectives
The different typed of objectives are listed below:
 To develop an ERP system within the organization “WRU”
 To be competitive in the market for meeting the demands of the consumers
 To increase productivity as well as operational efficiency
3.3 Project requirement and deliverables
The main requirement of the project is to develop the ERP system for WRU organization
so that the different operations as well as functions of the organization can be improved. In
addition to this, with the help of ERP, the organization will become competitive in the market
and the improvement within the efficiency will be helpful in reducing communication errors as
well as conflicts due to inaccurate data sharing. For successfully developing the project, the
following requirements are needed:

8
PROJECT MANAGEMENT
Financial resources: The organization requires budget of around $50,000 in order to
undertake the work of ERP development.
Hardware and software: The various hardware and software requirement includes:
 Designing tools
 CPU
 Desktop
 RAM and more
Human resources: The involved stakeholders of the project are listed below:
 Project manager
 Project planner
 Financial manager
 IT manager
 Application manager
 Database administrator
 HR manager
 Tester
The project deliverables are listed below:
 Development of business case and project charter
 Cost benefit analysis report
 Project management plan report
 Report reflecting hardware, software as well as other requirements of project
 Testing report

9
PROJECT MANAGEMENT
 Project documentation
3.4 Project key performance indicators
The project KPI’s are identified to be one of the measurable indicators that help in
tracking the performance of the project. It is found that for making sure that the entire work of
the project will generally get completed on time and therefore the project manager generally
needs to monitor as well as understand the entire work process (Kerzner 2017). This further
assists in achieving the long-term goal of ERP development within the organization “WRU”. The
various key performance indicators of the project are mainly listed below:
Schedule: If the ERP system development gets accomplished in 45 days such that the
schedule of the project does not deviate from planned hours of work. This helps in indicating the
project is progress well and it will accomplish the objectives on time effectively.
Budget: If the project is tracked effectively then the ERP system will get completed
within the funding of around $50,000. This will further resolve different types of unforeseen
issues which are mainly related with various activities of the project (Papke-Shields and Boyer-
Wright 2017).
Achieving objectives: If successful ERP implementation helps in managing the
operational functions of the organization “WRU” properly then the organization will become
quite competitive in the market and can be able to handle the increased demands from the
customers. This is positively indicating that the project is progressing properly.
Resource capacity: The number of workers who are generally working must be divided
by the work so that no individual will be pressurized with work. This not only helps in indicating

10
PROJECT MANAGEMENT
the project is progressing properly but it also helps in allocating resources as well as setting
proper timeline for the project.
Tasks that crossed deadline: If none of the project tasks has crossed deadline then it can
be analyzed that the project is on track and it is progressing properly (Martens and Carvalho
2017). If a project has high percentage of overdue project tasks, then it is the time to think to
bring project on track.
4. Project feasibility
4.1 Feasibility and sustainability of project
The feasibility report is showing that the ERP development is economically feasible for
the organization as the ROI of the project is around.
Sustainability is considered as the ability of the organization to properly achieve its
mission as well as program and it is found that the organization “WRU” have high sustainability
of achieving success by ERP system development. The different types of weaknesses and
strengths of the project are elaborated below:
Strengths
 Competitive advantage: The functional operation of the entire organization gets
improved and as a result the organization can be able to become competitive within their
market and as result, they will be able to deliver widgets as per the raised demand (Shen,
Chen and Wang 2016).
 Improved process efficiency: ERP platform generally helps in eliminating repetitive
procedure for reducing the need of entering information that not only helps in improving

11
PROJECT MANAGEMENT
the organizational productivity but assists in eliminating the possibility of doing cost
business mistakes due to inaccurate data (Ali and Miller 2017).
Weaknesses
 Customization is considered as one of the important aspects of ERP but it can quickly get
out of hand. It is found that properly customizing the ERP software generally takes a lot
of time, expertise as well as money which is a major weakness of the system that is
developed (Volkoff 2020).
 The complexity that is associated with ERP software generally provides a number of
capabilities however the software can be quite difficult as well as complex for the users
to use and therefore this is considered as a weakness of the system.
4.2 Approval requirements
The project approval requirements generally constitute project success and the person
who decides that the project is successful. In addition to this, the person who will sign off the
project. In order to get approval from the higher authority, it is necessary to have proper
document which reflect that the procedure which will be undertaken is for the benefit of the
organization. Then the project manager as well as other stakeholders who are present in the
higher authorities of the organization provides approval.
4.3 Project assumptions
1. The implementation of ERP system will get completed in the time period of 45 days.
2. Proper support will be provided by the stakeholders who will manage time and budget for
accomplishing the objectives successfully.

12
PROJECT MANAGEMENT
3. The project does not face any type of economic crisis during the entire project progress as
the budget of the project is accurately estimated
4. The project stakeholders will use the scope document while project progress for avoiding
project challenges and for achieving project goals
5. Project resources will be used properly so that the project team will not face scarcity of
resources during project execution.
4.4 Project constraints
1. If the project teams are unable to utilize proper tools for handling resources then the
project manager will face difficulty in managing project resources that further increases
project budget.
2. Improper schedule tracking can generally cause delay within the entire project and
therefore it will generally become difficult to finish the work on time.
3. If the workers of WRU faces issues as well as complexity while working on ERP system
then neither productivity will increase not the project competitiveness will improve.
4. Deadline miss can be one of the major constraints during the progress of the project and
this constraint can create obstruction in achieving objectives.
5. If the project scope is unable to define the goal, deliverable as well as functions of the
project then the project team can face a lot of difficulty while progressing in the project.
4.5 Possible improvements
1. The operational efficiency of WRU can generally get improved due to management of
project with ERP system.
2. The organization can improve their competitiveness in the market as all the operations of
WRU will be handled with the help of ERP.

13
PROJECT MANAGEMENT
3. The conflicts that occur within each of the department of WRU due to wrong
information or data can get resolved as each of the department can access the data.
4. The effort of information sharing also get reduced as with the help of ERP, all the four
departments of WRU can get information and data for undertaking the operation.
5. It helps in eliminating the possibility of doing cost business mistakes due to inaccurate
data.
5. Project stakeholder management
5.1 Specific target
It is found that the ERP system which will be developed by the workers of WRU in order
to manage the functional operations of WRU so that the organization can be able to operate
effectively and can be able to achieve competitiveness within the market for meeting the
demands of the customers. Moreover, the productivity as well as operational efficiency of WRU
also gets improved.
The organization “WRU” wants to utilize the ERP system for increasing their
competitiveness in the market for the company can be able to deliver widgets for meeting the
various needs of the requirements. In addition to this, with the help of ERP system, the
organization can be able to increase productivity (Ali and Miller 2017). Furthermore, the issues
that occur within the entire project team due to incorrect data generally get solved due to the
presence of ERP system.
The ERP system is used in order to manage different departments of the organization
includes sales, accounting, production as well as engineering. Furthermore, the ERP system is
helpful in competing successfully within the market for providing widgets to the customers.

14
PROJECT MANAGEMENT
CEO
Management
team
Project
manager IT team
HR
manager
Financial
manager
IT
manager Application
manager
Database
administra
tor Tester
5.2 Organizational chart
Figure 2: Organization chart
(Source: Created by Author)
5.3 Information related to HR and communication management
It is found that HR management must take care about all the needs and requirements of
the project which are generally required in order meet the project expectations effectively.
Moreover, the HR team must hire experienced team members for completing the work of the
project quite effectively.
For successfully communication with the stakeholders so that the issues associated with
the project gets resolved effectively (Bjorvatn and Wald 2018). The project manager must
arrange meetings for discussing different types of information with the project stakeholders for
executing the project activities as per the information that is provided.

15
PROJECT MANAGEMENT
6. Project schedule management
6.1 Schedule milestones
Milestone Completion date
Milestone 1: Completion of planning phase Thu 09-04-20
Milestone 2: Completion of planning phase Tue 28-04-20
Milestone 3: completion of execution phase Mon 08-06-20
Milestone 4: Releasing resources Mon 15-06-20
6.2 Project WBS
Figure 3: Work Breakdown structure
(Source: Created by Author)

16
PROJECT MANAGEMENT
6.3 Project Gantt chart
Figure 4: Gantt chart
(Source: Created by Author)
6.4 Schedule managed during project
The project schedule can be managed effectively by tracking the schedule on a daily
basis such that the project gets accomplished as per the planned dates. Proper tracking of the
schedule assists in avoiding the project delay so that the project manger can be capable of
completing the entire project on time (Andersen 2016). In addition to this, earned value analysis
is the second way that is mainly used by the organization for managing the project schedule
effectively.

17
PROJECT MANAGEMENT
6.5 Information related to time management
Time management is considered as an important ways for organizing as well as planning
the time which is mainly required for proper execution of the project activities. Due to effective
time management, both the effectiveness as well as productivity of the organization increases.
Furthermore, it is necessary for sharing proper information with the different departments of the
organization so that they can get proper idea for completing the work of the project on time.
7. Cost management
7.1 First pass estimation cost
As per the cost estimation technique, it is found that around $43,840 is mainly required
for successful development of ERP system for WRU.

18
PROJECT MANAGEMENT
Figure 5: Project budget
(Source: Created by Author)
7.2 Justification
Bottom up estimation method is mainly used as it is one of the most accurate approach of
estimating the cost as well as duration of the project task. It will generally require much more
time. This particular technique of estimation gives the entire team the opportunity to take part in
the development of the estimates that are required for measuring the work.
7.3 Management of cost
In order to manage the project cost, the resources that are assigned to each of the project
activities must be used properly so that the project manager does not face resource crisis
otherwise the budget of the project increases (Zhong et al. 2019). In addition to this, it is quite
important to execute each of the activities within the cost that is planned in the initial face for
avoiding financial issues.
7.4 Information associated with cost management
Successful management of project cost helps in ensuring that proper supply of funds are
present at the correct time for developing the ERP system for WRU. It is found that proper
management of project cost not only helps in avoiding economic challenges but also helps in
accomplishing the project objectives on time (Fagbenle et al. 2018).
8. Quality management
8.1 Description of quality items that are measured
The various quality items which will be measured while undertaking the project are listed
below:

19
PROJECT MANAGEMENT
 Quality of the software
 Quality of hardware
 Training facility which will be given to the team members
 Testing of the ERP System
 Quality of the prototype that is developed.
8.2 Explaining measurable items
Quality items Measurement
Quality of the software Number of code lines
Quality of hardware Capability of taking load
Training facility which will be given to the
team members
Self-assessment questionnaires
Testing of the ERP System Usability testing
Quality of the prototype that is developed. Quality assurance of design
8.3 Final quality
From the above table, it is found that in order to manage the quality of the project, the
steps that are needed is reflected below:
Quality items Measurement Quality management
steps
Quality of the software Number of code lines It is necessary to check
the number of coding
lines in which the project

20
PROJECT MANAGEMENT
gets completed.
Quality of hardware Capability of taking load The quality of the
hardware must be
checked before using
this for ERP development.
Training facility which will be
given to the team members
Self-assessment questionnaires With the help of self-
assessment
questionnaires, the
knowledge that is gained
by the team members can
be checked.
Testing of the ERP System Usability testing Proper testing must be
conducted after the
development phase for
avoiding quality issues.
Quality of the prototype that is
developed.
Quality assurance of design Experienced designers
should be hired for
creating proper design.
8.4 Information related to quality management
Quality management in the project mainly helps in ensuring that proper quality is
maintained during the development of the ERP system by eliminating different types of defects
and by properly incorporating proper changes as well as improvements within the entire system

21
PROJECT MANAGEMENT
(Pheng 2018). High quality of software as well as hardware is generally helpful in increasing
durability as well as performance of the system that is developed.
9. Risk management
9.1 Risk register
Risk Description Consequence Likelihood Mitigation
Schedule
slippage
Schedule
slippage
generally causes
delay.
Catastrophic Likely Checking the
status of the
project on a
weekly basis.
Budget shortfall If the problem
of budget occurs
for avoiding
financial issues.
Major Likely Using earned
value analysis
for controlling
the project cost.
Inexperienced
work
Due to improper
experience of the
team members,
the project
manager is
unable to
manage project.
Moderate Likely Providing
training to the
team members
for completing
the work on
time.
Improper testing Due to lack of
testing, the
project manager
Moderate Likely It is necessary
to undertake

22
PROJECT MANAGEMENT
can face
operational
issue.
testing properly.
9.2 Providing risk matrix
Likelihood
Consequence
Negligence Minor Moderate Major Catastrophic
Almost certain
Likely Inexperienced
work,
Improper
testing
Budget
shortfall
Schedule
slippage
Possible
Unlikely
Rare
9.3 Information related to risk management
Risk management is a significant process that helps in empowering the business with
proper necessary tools such that it can be helpful in identifying the various risks associated with
the project effectively (Hoda and Murugesan 2016). Proper risk management assists in
encompassing proper identification, analysis as well as response of the various risk factors that
generally helps in forming significant part of the business.

23
PROJECT MANAGEMENT
10. Procurement management
10.1 Description about contracts
Time and material contract are used that is mainly based on the unit price. The main
advantage of the contract is that the seller will generally make proper profit for each of the hour
that is mainly spent on the project. Within this contract, the buyer generally get proper resources
under the buyers control without having proper commitment with the resources
10.2 Make -or buy analysis
The Make- Buy analysis is one of the tools that helps in calculating proper cost for hiring
an internal lawyer for showing the cost savings that is mainly compared with outside counsel.
This particular process helps in analyzing different trade-offs within the costs as well as benefits
between internal production of a given time (Badewi 2016).
10.3 Information related to procurement management
It is quite necessary to properly procure different types of activities for keeping the
business operations quite smoothly for saving time, money as well as resources. Proper
procurement management generally helps in ensuring that all the items as well as services must
be properly acquired such that the project as well as processes can be proceeded effectively.
11. Conclusion
It can be concluded from the entire paper that proper development of ERP within WRU is
helpful in gaining competitive advantage within the market. In addition to this, the ERP system
generally helps in making improvement within the effectiveness as well as productivity of the
organization. Furthermore, the paper creates both schedule and budget for the development of

24
PROJECT MANAGEMENT
the project. Moreover, proper risk management plan is developed for mitigating the risks and
challenges that the project generally occurs.

25
PROJECT MANAGEMENT
Bibliography
Ali, M. and Miller, L., 2017. ERP system implementation in large enterprises–a systematic
literature review. Journal of Enterprise Information Management.
Andersen, E.S., 2016. Do project managers have different perspectives on project
management?. International Journal of Project Management, 34(1), pp.58-65.
Badewi, A., 2016. The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), pp.761-778.
Basu, R., 2017. How Project Quality and Project Excellence are Practised: An Empirical Study.
In Managing Quality in Projects (pp. 113-142). Routledge.
Bjorvatn, T. and Wald, A., 2018. Project complexity and team-level absorptive capacity as
drivers of project management performance. International Journal of Project
Management, 36(6), pp.876-888.
Conforto, E.C., Amaral, D.C., da Silva, S.L., Di Felippo, A. and Kamikawachi, D.S.L., 2016.
The agility construct on project management theory. International Journal of Project
Management, 34(4), pp.660-674.
Demirkesen, S. and Ozorhon, B., 2017. Impact of integration management on construction
project management performance. International Journal of Project Management, 35(8),
pp.1639-1654.

26
PROJECT MANAGEMENT
Fagbenle, O.I., Joshua, O., Afolabi, A.O., Ojelabi, R.A., Fagbenle, O., Fagbenle, A.O. and
Akomolafe, M., 2018. Cost management practice of construction firms and its influencing
factors: Lessons from southwestern Nigeria.
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.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Kerzner, H., 2017. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Kim, S.K. and Ryu, G.S., 2019. An Empirical Study for Enhancing Scope Management
Capability of SW Informatization Project. Journal of the Korea Convergence Society, 10(6),
pp.1-6.
Lampa, I.L., de Godoi Contessoto, A., Amorim, A.R., Zafalon, G.F.D., Valêncio, C.R. and de
Souza, R.C.G., 2017, April. Project Scope Management: A Strategy Oriented to the
Requirements Engineering. In International Conference on Enterprise Information Systems (Vol.
2, pp. 370-378). SCITEPRESS.
Larsen, J.K., Shen, G.Q., Lindhard, S.M. and Brunoe, T.D., 2016. Factors affecting schedule
delay, cost overrun, and quality level in public construction projects. Journal of Management in
Engineering, 32(1), p.04015032.
Marchewka, J.T., 2016. Information technology project management: Providing measurable
organizational value. John Wiley & Sons.

27
PROJECT MANAGEMENT
Martens, M.L. and Carvalho, M.M., 2017. Key factors of sustainability in project management
context: A survey exploring the project managers' perspective. International Journal of Project
Management, 35(6), pp.1084-1102.
Meng, X. and Boyd, P., 2017. The role of the project manager in relationship
management. International Journal of Project Management, 35(5), pp.717-728.
Muriana, C. and Vizzini, G., 2017. Project risk management: A deterministic quantitative
technique for assessment and mitigation. International Journal of Project Management, 35(3),
pp.320-340.
Padalkar, M. and Gopinath, S., 2016. Six decades of project management research: Thematic
trends and future opportunities. International Journal of Project Management, 34(7), pp.1305-
1321.
Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to
project management. International Journal of Project Management, 35(2), pp.169-179.
Park, K.N., Park, S.K., Ha, J.H., Choe, Y.S. and Park, J.H., 2017. Scope Management System for
Decommissioning Project.
Pheng, L.S., 2018. Project Quality Management. In Project Management for the Built
Environment (pp. 113-125). Springer, Singapore.
Radujković, M. and Sjekavica, M., 2017. Project management success factors. Procedia
engineering, 196, pp.607-615.

28
PROJECT MANAGEMENT
Samset, K. and Volden, G.H., 2016. Front-end definition of projects: Ten paradoxes and some
reflections regarding project management and project governance. International Journal of
Project Management, 34(2), pp.297-313.
Shen, Y.C., Chen, P.S. and Wang, C.H., 2016. A study of enterprise resource planning (ERP)
system performance measurement using the quantitative balanced scorecard
approach. Computers in Industry, 75, pp.127-139.
Too, E., Le, T. and Yap, W., 2017. Front-end planning-The role of project governance and its
impact on scope change management. International Journal of Technology, 8(6), pp.1124-1133.
Volkoff, O., 2020. Configuring an ERP system: introducing best practices or hampering
flexibility?. Journal of Information Systems Education, 14(3), p.14.
Zhong, Z., Li, X., Liu, X. and Lau, W., 2019. Opportunity cost management in project portfolio
selection with divisibility. Journal of the Operational Research Society, 70(7), pp.1164-1178.
Zwikael, O., Chih, Y.Y. and Meredith, J.R., 2018. Project benefit management: Setting effective
target benefits. International Journal of Project Management, 36(4), pp.650-658.