23 Jan Element and Business Case Identify a project that is of interest to you. A list of a few examples has been provided below. D
Problem Set #1
Attached Files:
Project Element and Business CaseIdentify a project that is of interest to you. A list of a few examples has been provided below. Do not utilize these as they are provided as examples only. You may find or identify similar projects but not these specifically. When selecting a project of interest to you, avoid picking one that is either too big or too small. For example, do not decide to build a new stadium for your local sports team (too big) or to plant your summer garden (too small). Select a project that you can relate to and have some experience with or that may be ongoing or recently completed in your hometown. Projects may vary from a few hundred thousand dollars to a few million dollars. Projects should last somewhere between 6 months and 2 years. To ensure you are on the right track, be sure to ask your instructor's advice in selecting an appropriate project. You will be using this project throughout the course to complete future exercises Some successful project ideas.- The opening of a coffee shop- An open house for a local social service agency- A meditation pool and platform- A redevelopment of a local playground- Design and installation of a computer network for a small businessSee Full Instructions for whole assignment in the attached template!
Business Case Re-submit
Use this link to re-submit your re-drafted Business Case for review, feedback and re-grade. Only submit a document with the Business Case information (Project title and Business Case). Do not include the unless you were specifically instructed to re-do the whole assignment!
BUSINESS CASE
Identify a project that is of interest to you. The best source would be through a general internet search and/or local media sources. When selecting a project of interest to you, avoid picking one that is either too big or too small. For example, do not decide to build a new stadium for your local sports team (too big) or to plant your summer garden (too small). Select a project that you can relate to and have some experience with or that may be ongoing or recently completed in your hometown. Projects must be within the budget range of $500,000 to $5,000,000. Project time frame must be between 6 months and 3 years. To ensure you are on the right track, you can ask your instructor's advice in selecting an appropriate project. You will be using this project throughout the course to complete future Problem Sets.
Part 1: Provide a brief overview of the selected project. This will include an explanation of how the project specifically fits the four (4) elements of the Kloppenborg definition. The specific definition to utilize is as follows: “A project is a 1) new, 2) time-bound effort that has a definite beginning and a definite ending with 3) several related and/or interdependent tasks to 4) create a unique product or service” (Kloppenborg 2019, p. 4). This essay should be five (5) paragraphs long with the first paragraph providing the project overview and then one paragraph each explaining specifically how your selection fits each of the four (4) identified elements of a project. Do not just state that it does fit these four (4) elements you must thoroughly demonstrate that it does. Use examples from the project. This essay should be single-spaced and each paragraph indented. Do not number the paragraphs.
Part 2: Upon completion of the essay, you will draft a descriptive title for your project. The Project Title should be a descriptive statement of your project. This is not like a book title which is usually short and very simple. For example, in 1985 the I-71/I-75 Brent Spence Bridge, which spans the Ohio River between Cincinnati and Northern Kentucky, had the emergency lanes removed to add traffic lanes due to an increase in traffic over this bridge (third busiest bridge in the US). So, to ensure a descriptive project title, a simple title like “Brent Spence Bridge Project” would not be sufficient. This provides no information on the project scope. A more descriptive title would be “I-71/I-75 Brent Spence Bridge project to expand northbound and southbound traffic lanes from three lanes to four lanes (1985)”.
After creating a descriptive title for your project, you will draft a Business Case for your project. Using exactly one hundred (100) words you will provide a brief overview of the project including important scope information. The Business Case is the “bridge” between the high-level and very general Background and the more specific Project Scope Statement. It will include both why the project is needed and what, specifically, is going to be completed during the project. This should incorporate what work (or Deliverables/sub-projects) are going to be done during the project and does not mean what objectives the project hopes to achieve. For example, a bridge renovation project would need to state “solidify bridge pier structure” (a deliverable/sub-project) and not “increase vehicle traffic” (an objective).
Also, it needs to provide some scope elements to allow the reader to “picture” the project in their head. This includes items such as budget, size, time frame, and other specific and measurable elements of the project.
Assignment should be single-spaced. Do not change formatting of this template.
How does the selected project fit the four (4) elements of a project provided in the instructions? (400+ word, five paragraph essay):
Descriptive Project Title:
Business Case ( exactly 100 words):
,
Problem 1
Susmitha Kadiyala
University of Cumberland’s
Business Case
The project fits the four (4) elements of the project
Project management is a fundamental aspect within an organization in creating sustainable and improved performance. Specifically, the project is to acquire a new and modified data system for an organization in ensuring effective organization, customers, employees, and stakeholder information management improvement. Specifically, the project will accommodate fundamental articulation on new information technologies and emerging issues for the effective creation of a modified data system for the XYW organization's information management system. Additionally, the project is to take the budget of $1,500,000 and a period of 1 year for effective outcomes. According to the authors, the project entails elements such as a new, time frame, interdependent task, and creation of a new product (Kloppenborg et al. 2019). Similarly, explaining how the project of acquiring a new n modified data system for XYW Company meets the four first of the project.
Firstly, the project resonates with a new product that XYW Company takes for effective improvement in data management and decision-making because data is a vital asset for an organization. Noteworthy, the XYW Company presents the project to develop a new product in a data management system for effective data gathering, processing, storage, and transmission to incase efficiency, privacy, and accuracy, and security issues. Therefore, the project resonates with Kloppenburg’s articulation of the first element of a project.
Consequently, time frame s one fundamental fit for a project that resonates with fundamental scheduling, planning, and budgeting for effective project management and performance. Notably, the project planning will involve selecting and initiating, planning, executing, closing, and realizing the impact of the new data system for the XWY Company. Furthermore, the project takes 1 year with a budget of $1,500,000 and scheduling of the activities at a specific and timeframe for work processes and management process in the project.
Thirdly, the project to acquire a new and modified data system for the Company accommodates significant and interdependent tasks activities. Specifically, there is an interdependent task in the project including informing stakeholders of the need to have a new and modified data system of the organization, controlling the project scope, assigning the team to accommodate technical, analytical, and expert involvement, use of proactive strategies, training employees and organization on the new data system and testing and monitoring for performance suitability. Thus, the project accommodates interdependent tasks and workflow in the project for effective performance outcomes.
Finally, the project to acquire a new and modified data system for an organization will create a new information management system for the organization resulting in a unique information system. Specifically, the project will accommodate analytics, big data, and automation concepts for decision-making support in an organization, resulting in an integrated, modified, and new data system for the organization. Thus, the project will accommodate the fourth fit element of a project in creating a new product or service towards an improved information management system.
Descriptive Project Title
The XWY Company project is to acquire a new and modified data system from traditional business intelligence to integrated analytics, big data, and automation for the improved information management system.
Business Case
XWY Company is a company that deals in customer-based product ordering and delivery using online platforms. Data is a critical asset for the Company to provide an effective decision on customers' perceptions, needs, experiences, and satisfaction through feedbacks. Similarly, the Company store sensitive data for customers that require a robust data system for effective information management. The project to acquire a new and modified data system will give a real-time solution to customers, organizations, and employee data management systems for robust privacy, security, and effectiveness in decision-making. Notably, acquiring a new and modified data system for the Company will require IT resources, technicians, and devices including new computers, software, and network.
References
Kloppenborg, T., Anantatmula, A., Wells, K. (2019). Contemporary Project Management, 4E. Cengage Learning
,
1
3
Business Case
Student name:
Affiliated Institution:
Course:
Instructor name:
Due Date:
Business Case
Walmart, an American international corporation specialist in chains of hypermarkets, groceries and discount department stores plans on establishing a new technology called, Alphabot for the grocery business. Building on an 8,000 square feet and operating on 20,000 square foot, on Walmart’s Salem store in 2017, took 2 years for the construction. However, the Walmart Corporation is not disclosing the cost of Alphabot technology for the grocery business (Thomas, 2020). The project will enable pick, pack and deliver online grocery orders online faster with few setbacks. This project will also enable accurate and timely picking, packing and delivery for online orders.
Reference
Thomas, L. (2020). Walmart just unveiled a new technology that could help defend its position as America’s largest grocer. CNBC. https://www.cnbc.com/2020/01/08/walmart-unveils-a-new-technology-for-its-grocery-business-alphabot.html
,
Contemporary Project Management
Timothy J. Kloppenborg •
Vittal Anantatmula •
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42
PMBOK® Guide, 6th ed. Coverage
Knowledge Areas
Initiating Process Group Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
Project Integration Management
Develop Project Charter 60–79
Develop Project Management Plan 409–410
Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508
Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463
Close Project or Phase 503, 508–511
Project Scope Management
Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229
Validate Scope 500–501 Control Scope 475–476
Project Schedule Management
Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267
Control Schedule 476–480
Project Cost Management
Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344
Control Costs 345, 476–480
Project Quality Management
Plan Quality Management 401–404 Manage Quality 404–406, 469–474
Control Quality 406–409, 469–474
Project Resources Management
Plan Resource Management 290–295 Estimate Activity Resources 290
Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161
Control Resources 476
Project Com- munications Management
Plan Communications Management 188–192
Manage Communications 193–199, 465–467
Monitor Communications 467–468
Project Risk Management
Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377
Implement Risk Responses 464–465
Monitor Risks 463–464
Project Procurement Management
Plan Procurement Management 431–433, 438–441
Conduct Procurements 434–438
Control Procurments 441
Project Stake- holder Management
Identify Stakehold- ers 75–77, 178–184
Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188
Monitor Stakeholder Engagement 188
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square, PA: Project Management Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Contemporary Project Management ORGANIZE LEAD PLAN PERFORM
FOURTH EDITION
TIMOTHY J. KLOPPENBORG Xavier University
VITTAL ANANTATMULA Western Carolina University
KATHRYN N. WELLS Keller Williams Real Estate
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product text may not be available in the eBook version.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Contemporary Project Management, Fourth Edition
Timothy J. Kloppenborg
2019 2015
Cengage Learning Customer & Sales Support, 1-800-354-9706
www.cengage.com/permissions
2017947974
978 1 337 40645 1
Cengage Learning 20
02210
40 125
www.cengage.com.
www.cengage.com
www.cengagebrain.com
Printed in the United States of America Print Number: 01 Print Year: 2017
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42
PMBOK® Guide, 6th ed. Coverage
Knowledge Areas
Initiating Process Group Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
Project Integration Management
Develop Project Charter 60–79
Develop Project Management Plan 409–410
Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508
Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463
Close Project or Phase 503, 508–511
Project Scope Management
Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229
Validate Scope 500–501 Control Scope 475–476
Project Schedule Management
Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267
Control Schedule 476–480
Project Cost Management
Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344
Control Costs 345, 476–480
Project Quality Management
Plan Quality Management 401–404 Manage Quality 404–406, 469–474
Control Quality 406–409, 469–474
Project Resources Management
Plan Resource Management 290–295 Estimate Activity Resources 290
Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161
Control Resources 476
Project Com- munications Management
Plan Communications Management 188–192
Manage Communications 193–199, 465–467
Monitor Communications 467–468
Project Risk Management
Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377
Implement Risk Responses 464–465
Monitor Risks 463–464
Project Procurement Management
Plan Procurement Management 431–433, 438–441
Conduct Procurements 434–438
Control Procurments 441
Project Stake- holder Management
Identify Stakehold- ers 75–77, 178–184
Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188
Monitor Stakeholder Engagement 188
Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square, PA: Project Management Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Brief Contents
Preface xx About the Authors xxix
PART 1 Organizing Projects 1 Introduction to Project Management 2
2 Project Selection and Prioritization 32
3 Chartering Projects 60
PART 2 Leading Projects 4 Organizational Capability: Structure, Culture, and Roles 100
5 Leading and Managing Project Teams 136
6 Stakeholder Analysis and Communication Planning 176
PART 3 Planning Projects 7 Scope Planning 210
8 Scheduling Projects 244
9 Resourcing Projects 286
10 Budgeting Projects 328
11 Project Risk Planning 358
12 Project Quality Planning and Project Kickoff 386
PART 4 Performing Projects 13 Project Supply Chain Management 426
14 Determining Project Progress and Results 456
15 Finishing the Project and Realizing the Benefits 498
Appendix A PMP and CAPM Exam Prep Suggestions 522 Appendix B Agile Differences Covered 527 Appendix C Answers to Selected Exercises 532 Appendix D Project Deliverables 537 Appendix E Strengths Themes As Used in Project Management [Available Online]
Index 539
v Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Requirements Documents
13.1 Identify Stakeholders
Stakeholder
Register Stakeholder Engagement
Assessment Matrix
Integration
Scope
Schedule
Cost
Quality
Resources
Communication
Risk
Procurement
Stakeholders
12.1 Plan Procurement Management
11.1 Plan Risk
Management
10.1 Plan Communications
Management
9.1 Plan Resource
Management
8.1 Plan Quality
Management
7.1 Plan Cost
Management
6.1 Plan Schedule
Management
5.1 Plan Scope
Management
Duration
Estimates
Scope Statement
Activity List
Milestone List
Network
4.1 Develop Project Charter
Charter
Assumptions Log
Cost Baseline
Resource Requirements
RACI Team
Charter
Quality Mgt. Plan
Communications Matrix
Risk Register
Bid Documents Make or Buy
Analysis
6.5 Develop Schedule
Schedule Baseline
5.2 Collect Requirements
5.4 Create WBS
Scope
4.2 Develop Project Management Plan
Activities
9.2 Estimate Activity
Resources
11.2 Identify Risks
11.3 Perform Qualitative
Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk
Responses
13.2 Plan Stakeholders Engagement
6.4 Estimate activity
Durations
7.3 Determine Budget
7.2 Estimate Costs
6.3 Sequence Activities
1.2 Foundational Elements
2.4 Organizational Systems
3.4 Project Manager Competencies Selecting Projects
Project Customer Tradeoff Matrix
Life Cycle and Development Approach Elevator Pitch
Leader Roles and Responsibilities Project Selection and Prioritization Matrix Project Resource Assignment Matrix
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has de
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