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8/16/2019 lecture 11 detailed summary.pptx
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Project ManagementPrinciples and Practices
prepared byM I KHAN
Level 1
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Topics•
Introductions• Course bjective
• !nit 1" Introduction to Project
Management• !nit #" Project $e%nition
• !nit &" Project Planning
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Introductions
• '(at is your Project Management)*perience+
• '(at types o, projects -ill you beinvolved in+
• '(at -ould you li.e to get out o, t(ecourse+
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Course bjectives• Learn -(at project management is and t(e /ualities o, an
e0ective project manager• !nderstand t(e nine .no-ledge areas o, project management
and (o- t(ey can be applied to your project• $iscover t(e p(ases o, a project and -(at deliverables are
e*pected -(en• Identi,y a project2s .ey sta.e(olders•
!nderstand t(e di0erent types o, business cases and (o- tocreate a 3tatement o, 'or.• Learn to be prepared ,or t(e une*pected by utili4ing ris.
management and c(ange control• Learn (o- to organi4e project activities by creating a 'or.
5rea.do-n 3tructure• Create a net-or. diagram to trac. your project2s progress• Learn budgeting and estimating tec(ni/ues
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6e,erence Material
• Project Management – T(e Complete Idiot2s 7uide
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!nit 1
Introduction to Project
Management
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Introduction to ProjectManagement
• Project 8ailures
• Project 3uccesses
•
'(at is Project Management+• Key 8unctional Areas o, Project
Management
•
Project Li,e Cycle
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Project 8ailure
• Identi,y reasons t(at project ,ail
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6easons ,or Project 8ailureC(apter & Page ##
1 Poor project and program managementdiscipline
# Lac. o, e*ecutive9level support
& No lin.age to t(e business strategy
: 'rong team members
; No measures ,or evaluating t(e success o, t(eproject
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Project 3uccess CriteriaC(apter 1 Page <
• n time
• n budget
•
Meeting t(e goals t(at (ave beenagreed upon
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Iron Triangle
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Pic. Any T-o
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'(at is a Project+
• Temporary -it( speci%c start and enddates
• !ni/ue
• Progress elaboration
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'(at is a Project Manager+C(apter #
• !ltimately responsible ,or t(eProject2s 3uccess
• Plan and Act
• 8ocus on t(e project2s end
• 5e a manager > leader
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3even Traits o, 7ood ProjectManagers
Trait 1)nt(usiasm ,or t(e project
Trait #
Ability to manage c(ange e0ectively
Trait &
A tolerant attitude to-ard ambiguity
Trait :
Team ? building and negotiating s.ills
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3even Traits o, 7ood ProjectManagers
Trait ;
A customer9%rst orientation
Trait <
Ad(erence to t(e priorities o, business
Trait =
Kno-ledge o, t(e industry or tec(nology
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Project 3uccess1# 7olden 6ules @C(apter &6ule B1
T(ou s(alt gain consensus onproject outcome
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Project 3uccess1# 7olden 6ules
6ule B# T(ou s(alt build t(e best teampossible
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Project 3uccess1# 7olden 6ules
6ule B& T(ou s(alt develop acompre(ensive viable plan and
.eep it up9to9date
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Project 3uccess1# 7olden 6ules
6ule B: T(ou s(alt determine (o- muc(stu0 you really need to get t(ings
done
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Project 3uccess1# 7olden 6ules
6ule B; T(ou s(alt (ave a realisticsc(edule
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Project 3uccess1# 7olden 6ules
6ule B< T(ou -on2t try to do more t(an canbe done
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Project 3uccess1# 7olden 6ules
6ule B= T(ou -ill remember t(at peoplecount
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Project 3uccess1# 7olden 6ules
6ule BD T(ou -ill gain t(e ,ormal andongoing support o, management
and sta.e(olders
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Project 3uccess1# 7olden 6ules
6ule E T(ou must be -illing to c(ange
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Project 3uccess1# 7olden 6ules
6ule 1F T(ou must .eep ot(ers in,ormed o,-(at you2re up to
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Project 3uccess1# 7olden 6ules
6ule 11 T(ou must be -illing to try ne-t(ings
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Project 3uccess1# 7olden 6ules
6ule 1# T(ou must become a leader
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Project ManagementC(apter :
• Project Management – T(e Gapplication o, .no-ledge s.ills
tools and tec(ni/ues to project activities
to meet project re/uirements• E Kno-ledge areas
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Integration Management
• 8itting everyt(ing toget(er
• Planning
•
Project C(anges
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Project 3cope Management
• Clear scope statement
• Prevent scope creep
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Project Time Management
• Time and 3c(edule – Planning
– Managing
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Project Cost Management
• Manage costs – ut o, your control
– Competing projects
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Project uality Management
• Planning /uality
• )n,orcing /uality
• C(ec.ing /uality control
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Project Human 6esourceManagement
• rgani4ational planning
• 3ta0 ac/uisition
• Ma.ing a team
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Project CommunicationsManagement
• Communication plan
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Project 6is. Management
• 6is. management plan
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Project Procurement Management
• Ac/uisition and contractmanagement
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Project Li,e CycleC(apter ;
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Project $e%nition P(ase
• Initiate t(e project
• Identi,y t(e Project Manager
• $evelop t(e Project C(arter
• Conduct a 8easibility 3tudy
• $e%ne Planning P(ase
•
3ign o0 on t(e Project C(arter
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Project Planning P(ase
• rgani4e and sta0 t(e project
• $evelop a Project Plan
• 3ign o0 on t(e Project Plan
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Project )*ecution P(ase
• )*ecute t(e Project Plan
• Manage t(e Project Plan
• Implement t(e project2s results
• 3ign o0 on project2s completion
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Project Close9out P(ase•
$ocument t(e lessons learnedduring t(e project
• A,ter9implementation revie-
•
Provide per,ormance ,eedbac.• Close9out contracts
• Complete administrative close9out
•$eliver project completion report
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Project Li,e Cycle 8lo-
Kno-
ProblemSpace
Partial Answer
PartialAnswer
Solution Space
$on2t Kno-
$on2t Kno-
Kno-
HOW
WHAT
Project$e%nition
P r o j e c t P l a n n i n g
)*ecution
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!nit 1 6evie-
• '(at is Project Management+
• Key 8unctional Areas
• Project li,e cycle
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!nit #
Project $e%nition
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Project $e%nition
• 3ta.e(older Identi%cation
• 5usiness Case
• 6is.
• Constraints
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3ta.e(older Identi%cationC(apter <
•
3ta.e(older de%nition• Key sta.e(olders to identi,y
– Project sponsor
– Customer
– Project team – 8unctional managers
• Communicate -it( everyone
• Manage conJicts in priorities
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T(e Customer
• !ses t(e product or services
• May be internal or e*ternal
• Provides re/uirements
• May (ave multiple categories
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Project 3ponsor
• Also s(ares responsibility ,or projectsuccess
• Has aut(ority to ma.e decisions and
may provide ,unding
• vercome political andorgani4ational obstacles
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3teering Committee
• 7roup o, sta.e(olders -(o approveand agree on" – Project scope
– 3c(edule
– 5udgets
– Plans
– C(anges
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'or.ing Committee
• Line managers -(o are responsible,or delivering business results oncet(e project is completed
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8unctional Managers
• May manage or supply people t(at-or. on t(e team
• Need to be communicated -it(
• Need t(eir commitment to t(eproject
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Activity
• 6ead case study
• Identi,y sta.e(olders – Project sponsor
– Customer@s
– 8unctional Managers
– 3teering committee
– 'or.ing committee
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5usiness CaseC(apter =
• 6easons -(y t(e project isunderta.en
• ptions t(at -ere considered
• 5ene%ts t(at are (oped to bereali4ed
• Hig(9level ris.s
• Hig(9level costs > sc(edule
• Costbene%t analysis
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8easibility 3tudy
• A general estimate used todetermine -(et(er a particularproject s(ould be pursued
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5usiness 7oals > bjectives
• Need to understand" – 7oals @t(e need ,or t(e project and t(e
measurable bene%ts
– 3cope – Time to complete
– )stimates o, timeline resource
re/uirements and costs
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3MA6T goals
• 3 ? 3peci%c
• M ? Measurable
• A ? Agreed upon
• 6 ? 6ealistic
• T ? Time related
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3tatement o, 'or. @3'
• Purpose statement• 3cope statement• Project deliverables• 7oals > objectives• Cost and sc(edule estimates•
3ta.e(olders• C(ain o, command• 5ene%ts and ris.s• Assumptions and constraints• Communication plan
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Activity
• Create a 3' ,or t(e case study – Purpose
– 3cope
– Project deliverables
– 7oals and objectives
– Cost and sc(edule estimates
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6is. managementC(apter D
• Identi,y – 3ources o, ris.
• 8unding
• Time• 3tang
• Customer relations
• Project si4e andor comple*ity
• verall structure
• rgani4ational resistance
• )*ternal ,actors
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6is. Analysis
• Probability
• Impact
• verall e*posure probability impact
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6is. Plan
• Accept
• Avoid
• Mitigation
• Contingency -it( trigger
• Trans,er
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6is. Trac. and Control
• 6is. log – 6evie- and update regularly
– Assign o-ners(ip to ris.
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Constraints
• 6eal9-orld limits
• Typical constraints" – 5udget
– 3c(edule
– People
– 6eal -orld
– 8acilities and e/uipment
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Activity
• Identi,y t(e ris.s and constraints int(e case study
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!nit # 6evie-
• Project $e%nition – 3ta.e(older identi%cation
– 5usiness Case
– 6is. – Constraints
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!nit &
Project planning
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Project Planning
• 'or. 5rea.do-n 3tructure
• Net-or. diagramming
• 3c(eduling
• 5udgeting
' . 5 .d 3t t @'53
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'or. 5rea.do-n 3tructure @'53C(apter E
• 5rea.s large project into manageableunits – Total project
– 3ubprojects – Milestones @completion o, an important
set o, -or. pac.ages
–
Major activities @summary tas.s – 'or. pac.ages @tas.s activities -or.
elements
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'53
• Helps to" – Identi,y all -or. needing to be done
– Logically organi4e -or. so t(at is can be
sc(eduled – Assign -or. to team members
– Identi,y resources needed
–
Communicate -(at (as to be done – rgani4e -or. using milestones
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'53
1 5rea. -or. into independent -or. pac.agest(at can be se/uenced assigned sc(eduledand monitored
# $e%ne t(e -or. pac.age at t(e appropriatelevel o, detail
& Integrate t(e -or. pac.ages into a total system: Present in a ,ormat easily communicated to
people )ac( -or. pac.age must (ave adeliverable and a time ,or completing t(atdeliverable
; Oeri,y t(e -or. pac.ages -ill meet t(e goalsand objectives o, t(e project
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'or. Pac.ages
• 'ay o, managing t(e project bybrea.ing it do-n
• Help determine s.ills re/uired and
amount o, resources needed• Communicate -or. t(at needs to be
done
•
'or. se/uences are identi%ed andunderstood
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'53 tips
• $eliverables s(ould be clearly stated
• All -or. in t(e same pac.age s(ouldoccur at t(e same time
• A -or. pac.age s(ould only includerelated -or. elements
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Activity
• List all -or. pac.ages re/uired ,ort(e case study
N t . $i
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Net-or. $iagramsC(apter 1F
• Logical representations o, sc(eduledproject activities
• $e%ne t(e se/uence o, -or. in a
project• $ra-n ,rom le,t to rig(t
• 6eJect t(e c(ronological order o, t(e
activities
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'53 and Net-or. $iagram
• '53" -(at needs to be done
• Net-or. $iagram" s(o-s t(e-or.Jo- not just t(e -or.
d
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Precedence
• Precedence de%nes t(e se/uencingorder
• Ho- -or. elements are related to
one anot(er in t(e plan
Concurrent @Parallel
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Concurrent @Parallelactivities
• Many activities can be done at t(esame time as long as resources areavailable
N . $i l
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Net-or. $iagram rules
• 5o*es (old description o, eac( tas.• Lines connect activities to one anot(er
• Activities are laid out (ori4ontal ,rom le,t
to rig(t• Parallel activities are in t(e same column
• Precedence is s(o-n by dra-ing lines ,romactivity to activity –
ne activity may depend on t(e completion o,multiple ot(er activities
L d d L
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Lead and Lag
• Lead ? amount o, time t(at precedest(e start o, -or. on anot(er activity
• Lag ? amount o, time a,ter one
activity is started or %nis(ed be,oret(e ne*t activity can be started or%nis(ed
t( t . di
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t(er net-or. diagrams
• P)6T ? Per,ormance )valuation and6evie- Tec(ni/ue – 5etter ,or so,t-are9oriented projects
– !ses & time estimates to determinemost probable
• CPM ? Critical Pat( Met(od –
5etter ,or construction type projects – ne time estimate
A ti it
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Activity
• Create a net-or. diagram ,rom t(e'53 ,or t(e case study
3c(eduling
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3c(edulingC(apter 11
1 )stablis( sc(eduling assumptions
# )stimate t(e resources e0ort andduration
•
)0ort ? time t(at it ta.es to -or. on t(eactivity
• $uration ? t(e time to complete t(e activity
& $etermine calendar dates ,or activities
: Adjust individual resource assignments; C(art %nal sc(edule
) ti ti Ti
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)stimating Time
• Have people -(o are doing t(e -or.provide t(e estimates
• 7et an e*pert2s estimate
• 8ind a similar tas.• Loo. ,or relations(ip bet-een activity
and time @parametric estimate
•
)ducated guess
P)6T ) ti ti
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P)6T )stimating
• ptimistic estimate @$
• Most li.ely @ML$
• Pessimistic estimate @P$
• )*pected $ Q :@ML$ QP$R <
C ti
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Contingency
• $on2t pad estimates – 'ill never get good estimates
– Adds e*pense and time
• Add contingency as an activity – Typically 1F91;S
Critical Pat( > 8loat
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Critical Pat( > 8loatC(apter 1#
• Critical Pat( – 3e/uence o, tas.s t(at ,orms t(e
longest duration o, t(e project
• 8loat – Amount o, time t(at an activity may be
delayed ,rom its earliest possible startdate -it(out delaying t(e project %nis(date
– Latest possible %nis( date ? earliestpossible start ? duration total Joat
N li i t( 3 ( d l
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Normali4ing t(e 3c(edule
• Assign people to t(e sc(edule
• 3tart -it( t(e critical pat( %rst non9critical tas.s second
Loading and Le eling
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Loading and Leveling
• 6esource Load ? t(e amount o, -or.t(at is assigned to a resource
• 6esource Leveling ? redistribution to
even out t(e distribution o, -or.across all resources
3c(eduling Tips
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3c(eduling Tips
• )nsure t(at learning time is identi%ed
• )nsure t(at administration time isincluded
• 5e a-are t(at resources seldom -or.1FFS o, t(e time on one project
Activity
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Activity
• Create a sc(edule ,or t(e case study
5udgeting
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5udgetingC(apter 1&
• 5udget People Q 6esources Q Time
5udgeting Levels
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5udgeting Levels
• 5allpar. )stimate
• 6oug( rder o, Magnitude
• $etailed )stimate
$irect > Indirect Costs
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$irect > Indirect Costs
• $irect costs – $irectly attributed to t(e project
• Indirect costs – 3(ared amongst ot(er projects
Types o, 5udgeting
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Types o, 5udgeting
• 5ottom9up
• Top9$o-n
• P(ased
Contingency 6eserve
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Contingency 6eserve
• 1F91;S o, budget is normal
• $on2t pad but manage t(econtingency
Activity
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Activity
• 5uild a budget ,or t(e case study
!nit & 6evie-
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!nit & 6evie-
• Project Planning – '53
– Net-or. $iagrams
– 3c(eduling – 5udgeting