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Publisher Summary Projects are influenced by a multitude of factors, which can be external or internal to the organization responsible for its management and execution. These external or internal influences are known as the project context or project environment. These influences can be divided into political, economic, social, technical, legal, and environmental influences. There are the internal politics, which inevitably occur in all organizations whether governmental, commercial, industrial or academic and which manifest themselves in the opinions and attitudes of the different stakeholders in these organizations. The second type are the external politics over which neither the sponsor nor the project manager may have much, if any, control. The internal economics relate to the viability of the project and the soundness of the business case. Many projects and indeed most construction projects inevitably affect the community in whose area they are carried out. It is vital therefore to inform the residents in the affected areas as early as possible of the intent, purpose and benefits to the organization and community of the project. Whether the project involves rolling out a new financial service product or building a power station, the technology must be in place or be developed as the work proceeds. One of the fundamental requirements of a contract and by implication a project is that it is legal. Some of the environmental aspects of a project have already been alluded to under “Social,” from which it became apparent that environmental impact assessments are highly desirable where they are not already mandatory.

Publisher Summary There are three main types of project organizations: functional; matrix; and project or task force. Functional organization consists of specialist or functional departments each with their own departmental manager responsible to one or more directors. Such an organization is ideal for routine operations where there is little variation of the end product. Matrix organization is probably the most common type of project organization, since it utilizes an existing functional organization to provide the human resources without disrupting the day-to-day operation of the department. From a project manager's point of view task force organization is the ideal type of project organization, since with such a set up he has complete control over every aspect of the project. The project team is usually located in one area. Lines of communication are short and the interaction of the disciplines reduces the risk of errors and misunderstandings. One of the main differences between the two true project organizations (matrix and task force) and the functional organization is the method of financial accounting.

The Internet of Things (IoT) is useful for data collection due to its portability, low cost, and the wide range of heterogeneous devices available for field deployment. Outpatients are a natural group to be monitored using IoT devices. Data semantics is a key topic in this regard, related mainly to risk prevention and support for data-driven decision making. In this chapter, an application of a measurement framework with the support of states and scenarios is introduced as a mean of homogenizing data semantics independently of the collector device. The application is focused on monitoring of outpatients engaged in physical activities outdoor. The project definition is detailed, along with the devices used in the implementation. The main contribution of this work is the integration of heterogeneous IoT devices through a measurement framework with the support of multiple scenarios and states, with data semantics used to guide the real-time data processing.

The goal of this chapter is to provide a clear understanding of the requirements for subsea project execution and of the interfaces among parties involved in managing project activities. Additionally, this chapter addresses the challenges of creating seamless interfaces and establishes the methodology and tools for identifying interface issues that can arise among various functional groups. To successfully complete any project, the scope of the project should reflect the vision of the goal it aims to achieve, and a plan is made to ensure that all aspects of the project are accounted for. Thorough comprehension of the requirements for project execution can enhance the chances for the successful implementation of the project. The project execution plan will change as the project progresses, especially as the design changes. Likely design changes include the following: Resources and duration needs for the project; methods for developing and producing the proposed project solution; identification of significant work items; contingency plans for specific elements of the project; program optimization elements. All necessary structures for a project are defined with a standard structure as the basis. All project activities are then defined for the different elements, and a logical planning network is created. Following a time analysis, the project's schedule is defined. Once the project is established, monitoring and reporting will start and continue throughout the life cycle of the project.

The Initial Budget Decision is the starting point for this phase and includes the agreement (project charter) as to what is to be accomplished both in the turnaround, as well as in this phase. The turnaround scope is developed to a point where a final work list can be used to develop a critical path model. Activities are categorized and alternative work methods are investigated and agreed on. Risks are assessed, quantified, and mitigated.

This chapter provides an understanding of some important concepts related to project implementation. The most critical element that must be in place if a waste-to-energy (WTE) project is to succeed is that a need for the project exists. A second major element that must be present for the success of the project is political leadership. Unfortunately, the best conceived plans for public benefit projects are often implemented without such leadership. WTE projects are capital intensive and require planning that frequently extends over a two- to five-year period. The community must also be able to supply or divert enough solid waste to its proposed facility since solid waste serves as the feedstock for plant operations and energy production. Furthermore, the community must be able to guarantee both the quantity and quality of its solid waste. The level of the wastes to be guaranteed will determine the ultimate size of the facility. Another critical component in project implementation is the securing of a site to construct and operate a facility. To conclude, what is unique about these projects, aside from their complexity, is the tortuous paths they have often taken from project inception through to construction.

One final review and verification for a project is prudent prior to investing resources and funds to move the project into a production implementation mode. This final review process is used to limit risk and motivate all of the functional teams responsible for implementation. Preparation for implementation and housekeeping details, such as identification of responsible individuals and status meeting frequency are determined and locked down prior to moving to a production implementation mode. Limiting risk by thorough vetting and planning is a main focus of this review process.

After a brief flurry of monographs on business and organizational aspects of GIS in the 1990s, little attention has been paid to a systematic approach in support of GIS project management. Most existing efforts in both public and private enterprises are based on anecdotal evidence. This article provides a comprehensive overview of the subject matter starting with definitions and distinctions from neighboring concepts and introducing important characteristics. This article describes all phases of GIS project management and specifies the resources and tools required. It ends with an overview of external factors and a discussion of the expertise required of a GIS project manager.

The book “Goal Directed Project Management” has had great success over the years and contributed to the development of project management scholarship. However, the story behind the first English edition of the book is also important in explaining the role Rodney Turner has come to play in the project management community and his decision to choose an academic career in this field. Below, we trace these events and outline the main ideas at the heart of the book.

For a nuclear project of any kind to succeed, it must satisfy requirements of its client specification, comply with all regulatory constraints, be completed on time and within budget, and much more. The activity which draws all of these, often competing, factors together is project planning. It sets the framework within which a project’s work, cost and organizational structure are all integrated, and maintains control of their evolution throughout the whole project lifecycle. This chapter describes these activities and also shows how they are integrated with the all-important themes of risk management and programming, which crisscross every project activity. To put this initial discussion into context, the chapter provides an overview of activities conducted across the timeline of all major projects. Typically these divide into: project inception, optioneering, option refinement, detail design, construction, and commissioning.

This chapter gives the definition of a project and explains the four main criteria given in the project management triangle, i.e., Time-bound projects, Cost-bound projects, Quality/Performance-bound projects, and Safety-bound projects. The importance of safety is emphasized by placing it in the centre of the triangle. The effect of ignoring safety is discussed by citing examples of disasters caused by lax safety procedures.

This is the accepted, refereed and final manuscript to the article. This study looks at the relationship between project governance and project success from an Agency Theory and Stewardship Theory perspective. For that project governance was operationalized respectively as a) the extent of shareholder versus stakeholder orientation and b) the extent of behavior versus outcome control, both exercised by the parent organization over its project. A cross-sectional, worldwide online survey yielded 254 usable responses. Factor and regression analyses indicate that project success correlates with increasing stakeholder orientation of the parent organization, while the types of control mechanisms do not correlate with project success. Results support the importance of stewardship approaches in the context of successful projects. 1.Forfatterversjon

EDW team leaders can eliminate gaps in project definitions by intersecting the generic agile requirements value chain with the results from the enterprise-capable requirements management process. They can demonstrate that their system architecture is sound during the elaboration phase of the project by building a “steel thread” of features that fulfill one or two key user stories. They should establish a pattern of progressive elaboration using the freezer–fridge–countertop metaphor rather than striving to make all backlog stories equally precise from the start. The workloads for team members throughout the project can be visualized with effort curves, enabling leaders to create opportunities to address architectural and nonfunctional requirements. Systems analysts will experience extreme project workloads that can be mitigated by engaging a “data cowboy” to articulate the complex business rules involved in many data transforms. Leaders can employ a simple graphic to visualize their team’s interaction with the project management office, allowing them to negotiate up front the freedom they will need from micromanagement.

This chapter shows how to plan a project of modest complexity with the critical path method (CPM). CPM is the traditional project management method used in every project type in every industry. The concept is intuitive: build a plan like a recipe, with one task feeding the next. Each task has an owner; if every owner finishes their task on time, the project will finish on time. The critical path is that chain of tasks that sets the project schedule. According to CPM, project managers should identify and focus on the critical path. This chapter will plan a project using a process flow chart to visualize 13 steps, which include identifying the value proposition, estimating costing, completing a functional specification, building a team, estimating project times and budget, and creating risk mitigation. Chapter 3 covers the execution phase of the sample project.

Project Management discusses project management and control. The client’s accountant will use discounted cash flow to value a project. This puts pressure on the project manager to deliver useful software as early as possible. In addition, if a project involves risk, its expected value is reduced, and it may be uncertain whether the project will have a positive present value. Therefore a preliminary technical feasibility study is sometimes needed to reduce such uncertainty. Using critical path analysis as a tool, the project manager must find a development structure that allows the regular delivery of products to the client while suiting the capabilities and motivations of their implementors — concerning which it discusses achievement motivation and management by objectives. The chapter culminates by describing how the various tools discussed in earlier chapters can be put together as a successful methodology for system development.

This chapter introduces the project structure and why it has become so popular across so many industries. It presents the “Iron Triangle,” the balancing of project cost, schedule, and deliverables that is central to all projects. It discusses the project stakeholders: the project manager, the project team, the sponsor, and other internal and external contributors to and beneficiaries of the project. It then describes the four main differences between product development projects and other types of projects. The role of the project manager is presented: why companies need them, what skills they should process, and why someone would want to learn this skill set. It ends with a discussion of certification for project managers.

This chapter discusses the requirements for developing a standardized pipeline for conducting large-scale genomics research projects. Proper project planning is essential for optimizing operations and achieving project goals. The chapter highlights best practices for starting a project: creating a clear purpose statement, identifying stakeholders, developing a project plan, defining milestones, and establishing a workflow diagram for the project pipeline. For genomics research projects, the pipeline should generally have the following components: sample acquisition, data generation, data storage and dissemination, data analysis, and quality control and reporting systems. Readers are given points to consider for establishing each component of the pipeline.

Open-source software communities have needs beyond developers. For those who are inclined toward other activities but still would like to contribute, taking on tasks such as testing, documentation, and project management are great ways to help an open-source project. Beyond supporting the project, the activities provide you a way to build a range of skills, as well as network in an area that you are interested in.

A defining characteristic of project finance is the extent to which lenders are exposed to project development and completion risks. Projects with high development risks and that fail to achieve completion are likely to run into severe difficulties in servicing debt. In short, without support the project company will almost certainly fall rapidly into bankruptcy. It is not surprising, therefore, that lenders pay particularly close attention to the risks of project delays, cost overruns and performance shortfalls. The purpose of this chapter is to explain the issues that need to be considered when approaching project development in the oil and gas industry. Closely related to the project development process are the completion risk mitigation measures that are often encountered in project finance transactions.

Project managers are responsible for ensuring that large-scale projects stay on track. In this role, they will be reporting to higher-level managers or executives to keep them abreast of the situation, and working to maintain the project schedule. The skills gained as project manager prepare one for managing information security professionals, but are unlikely to include the technical skills necessary to take on more operational information security roles.

Good project management helps ensure that projects are completed as planned, within budget, with good quality and, most important, that the completed project meets expectations. In larger organizations, establishing a business intelligence (BI) program helps ensure that all projects follow the same enterprise-wide BI vision and reduces overlap and redundancy. Individual projects should begin with an assessment, which puts everyone on the same page by answering questions about scope, schedule, resources, budget, products, etc. The project management approach should begin with defining the work breakdown structure (WBS) prior to developing any project schedules. Using the WBS is a project management technique that incrementally decomposes a project into smaller components based on its deliverables. It is visually represented as a hierarchical or tree structure. Project managers often debate over using waterfall or agile project methodologies for BI projects; we recommend a hybrid approach using the incremental development methodology and some variation of iterative development such as prototyping, rapid application development, or agile. The project phases are scope and plan; analysis and definition; architect and design; build, test, and refine; implement; and deploy and roll out. To create the project schedule, decompose the BI project WBS into greater levels of detail until it is sufficient to schedule tasks, assign resources, and track progress.

When a solution is needed for any sized problem or need, you must analyze the requirements and various impacts of solutions upon your users, organization, and systems. In this chapter, the differences and similarities between the library reference interview and the IT support interview are discussed. Although a difference in vocabulary can make this difficult at times, the understanding of shared methods and goals will facilitate identifying needs and providing solutions through a needs analysis. Once this has been done, you are ready to choose the best solutions and present them to the customers in a way that will steer your customer to the best possible solution. Large projects must have a project management team and a project plan. Your customer’s agreement to scope and schedule is an integral part of providing the best solution. If the project or problem is too small to warrant such a process, tips for tackling smaller tasks are provided.

This chapter provides a direction where the marketing process is specific to libraries. For this reason, in many cases, we will refer to “market planning”: the process of planning to meet the needs of our market share, i.e., our constituents. In this chapter, we will gain a better understanding of how to use marketing tools and techniques to enhance and ultimately fulfill the mission the vision of the academic library.

Safety legislation in the EU and the USA. A brief review of the range of Hazard Study (HS) that may be considered in both major and minor projects, outlining the principal features of HS 0–7. Illustration of the relevance of each study to the main phases of a project. The place of HAZOP study within the series is shown. The choice of HS methods for projects of different hazard potential is listed including alternatives to HAZOP study. Finally, an illustrative checklist is provided for the very important HS2 (project definition stage).

While your CMDB System initiative shouldn't be viewed, strictly speaking, as a “project” with a set beginning, middle, and end, you will still need to start by creating a plan that can provide a foundation for the evolving system. This means establishing general metrics and developing those into more granular metrics and requirements. Understanding these metrics and requirements not only is important for going forward with selecting a technology and the right phase one team but also will provide a foundation for developing the three-tiered road map in step seven of the Eight-Step Ladder to CMDB System Success.

In this paper an exploratory study is reported about the effectiveness of project start-up (PSU) practices within a world-scale operating, high technology innovating and manufacturing company. The emphasis is on the focal position of both project owner and project manager. To uncover potential differences between both parties, pairwise comparisons of project owner and project manager of the same project have been made. The research findings support the general made assumption that a PSU contributes in getting a better understanding of the intended project purpose, scope and objectives in an early phase of the project process. The study however also makes clear that there certainly is room for improving the start-up process. In particular expectations of both project owner and project manager of the same project concerning project purpose and scope as well as their particular role in the process should be thoroughly discussed and aligned during the design phase of the PSU workshop.

The Project Contracts provide a basis for the Project Company’s construction and operation of the project. The most important of these is the Project Agreement (i.e. the contract that provides the framework under which the Project Company obtains its revenues). The Sub-Contracts which make up the rest of the Project Contracts are discussed in Chapter 8. A preliminary clarification: expressions such as BOT, DBFO, and so on are rather confusing, and overlap with each other. There is no need to use these terms (§6.2). There are three main models for a Project Agreement: (1) an Offtake Contract (i.e. a process-plant project), under which the Project Company produces a product and sells it to an Offtaker (§6.3); (2) an Availability-based Contract (i.e. one based on the PFI Model), where a Contracting Authority pays a Project Company for making the project available for use (§6.4); (3) a Concession Agreement, under which the Project Company provides a public service, and collects User Charges for doing so (§6.5). The confusing list of ‘PPP-like’ contracts, which are often counted as PPPs, but most of which do not require project finance, is reviewed in §6.6.

The project management plan (PMP) described in this chapter is often referred to as the 'bible of the project'. This document encapsulates a summary of all the essential requirements, methods, and procedures that are needed to deliver the benefits of the project. The constituents of the Why, the What, the When, the Who, the Where, and the How are listed for each of these major sections of the PMP. The way a PMP should be organized for easy and quick reference is described. Also included is a list of company procedures and standards that must be followed.

This chapter defines project management and project manager, and discusses the skills a project manager should possess. It also explains the purpose and basic clauses of a project charter, as well as the function of a project office.

This is the author's final and accepted version of the article, post refereeing. Publisher's version is available at http://www.journals.elsevier.com/ The modern concept of project success includes the project contributing to the value creation of its base organization. We need tools to discuss what the project itself and the base organization should do to enhance this value creation. The Mission Breakdown Structure tool helps a company set up a project with a clearly defined mission and secures an effective interplay between the base organization and its project. This article presents the tool in principle and use an illustrative real-life case. The case looks like an IT project at the outset, but when using the Mission Breakdown Structure tool, we recognise that it is much more than that and that different stakeholders need to be involved to secure a successful project. Advice on how to use the Mission Breakdown Structure tool is also provided. 1, Forfatterversjon

The foundation and most important process for a security risk assessment is identifying the project scope, meaning what is it that you will be assessing, where you will do this, and how you will measure the security systems and processes. The project scope sets the tone and the intent for the project and provides a clear path from the beginning to end. The project manager must be able to monitor the progress along the way and measure the results upon completion. We will walk you through the process of determining the measurement standards and key points of the project’s scope to ensure that you have a solid plan, and this chapter will give you the information to be successful.

This chapter discusses the concepts around project initiation related specifically to business continuity and disaster recovery. The importance of executive sponsorship, formalized methodologies, organizational participation, and strong project management is discussed.

This chapter provides a concise summary of the seven steps of design projects, decision making, business issues, project planning, and common project problems. The seven project steps include customer needs, supplier specifications, design concepts, design embodiments, detailed design, building, testing, and project closure. Details include terms and concepts for project management. Figures illustrate the processes of procedural design and decision making.

The article deals with the knowledge competences that a project manager has to develop to succeed when using the new web 2.0 environments. In order to achieve this, a literature review of the main leading e-learning models is carried out, along with a study of the key factors that affect project performance positively. The new Web 2.0 environments invite us to an alternative reality where the use of its tools can offer new possibilities in the development of e-learning projects, identifying under what conditions value is added: efficiency, innovation, complementarity and loyalty. As a guide of new researches, we conclude that the project manager must modify the existing key competencies (Pedagogical, Management, Technical and Social ones) and to develop new ones based on knowledge management to be successful in managing this web 2.0 e-learning project.

The role of IS project team identity work in the enactment of day-to-day relationships with their internal clients is under-researched. We address this gap by examining the identity work undertaken by an electronic human resource management (e-HRM) 'hybrid' project team engaged in an enterprise-wide IS implementation for their multi-national organisation. Utilising social identity theory, we identify three distinctive, interrelated dimensions of project team identity work (project team management, team 'value propositions' (promises) and the team's 'knowledge practice'). We reveal how dissonance between two perspectives of e-HRM project identity work (clients' expected norms of project team's service and project team's expected norms of themselves) results in identity ambiguity. Our research contributions are to identity studies in the IS project management, HR and hybrid literatures and to managerial practice by challenging the assumption that hybrid experts are the panacea for problems associated with IS projects.

Researchers indicate a shift in scholarly focus from a systems perspective, to one of leadership and organizational behavior. To address increasing project failure rates, leadership theories are being implemented to improve project performance by improving organizational cultures. The practice of Project Management, however, does not offer a framework for developing theories to improve project success rates, and then tracking them to prove their validity. This paper suggests that project management is really an abstract science and practitioners should act like scientists and develop project success theories. It concludes by assessing central research paradigms tailored for project management.

Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations of a project. Project management for engineering and construction projects requires the application of principles and techniques of project management from the feasibility study through design and construction to completion. Good project management during the early stages of project development greatly influences the achievement of quality, cost, and schedule. This chapter covers many aspects of managing capital projects in the gas processing business. It also reviews many of the standard and accepted practices that lead to successful installations as well as some of the unique considerations for gas plant projects, which arise from relatively complex processes employed in typically remote locations.

This chapter focuses on the organization and management aspects of a decommissioning project. It provides information on project organization structure depending on the size and complexity of the project and on the attributes that the project organization should have. It includes details such as staffing, organization of the management team, required skills of the workforce, management of change, training, and use of in-house resources versus contractors. It also summarizes lessons learned from past projects and lists key items for a successful decommissioning project. Finally, the chapter concludes with a brief discussion of future trends and lists the sources of further information and the references.

Publisher Summary This chapter intends to outline fundamental project management concepts, and then to tie these to relevant psychological and organizational research. In many organizations, innovation occurs in teams working within project management structures. A design team working internally to NASA was tasked with producing software to support the reporting, tracking, and correcting problems with space flight hardware. As with most large organizations, NASA required project management principles be met. Although this software design was conducted in a flexible, fast-paced, and iterative manner, clear requirements, schedules, and risks were identified and managed for the life of the project. Creativity is generally defined as a person, process, product, or environment that expresses or enables both usefulness (appropriateness or correctness) and originality/novelty. Innovation additionally includes the elements of relative rather than absolute novelty, intentional benefit to an individual, group, organization, or to wider society, and the application or implementation of the creative idea. Although there is academic research on project management, it is primarily a form of structuring work processes. Projects have real outcomes and meaningful consequences. As such, project management is simultaneously an area of research, an application, a type of practice, and a method of conducting work.

This chapter addresses many obstacles to project team productivity, and project websites are at the top of the list. Project managers who utilize extranet project websites must be continually sensitive to project team member productivity. This chapter recommends the role of project websites based on lessons learned, with an emphasis on maintaining project team productivity. It begins with a brief synopsis of Microsoft SharePoint. Under this, it highlights several lessons learned and useful project website features, such as those to manage project contractual communication with the client involving project scope adjustments and changes. It states that many project managers with extensive website experience view a small number of project website features as indispensible and key to their success. It also provides an understanding of the perception of website value from the user perspective, thus influencing personal productivity. Following this, it discusses guidelines for developing website organization, illustrating an example of collaborative website structure in ER companies. Furthermore, it presents some project website templates by illustrating Project SharePoint sites, including web parts, that can be saved as a “project website template” to achieve a consistent project website organization among projects. Finally, it illustrates the Project Correspondence Log. The Project Correspondence Log is a custom list (database) that can be sorted according to user needs.

Resource requirements and organisation arrangements to define, develop, deliver and commission a safe and beneficial capital project are described. This chapter outlines typical phases from the justification of business case, through programme definition and the delivery of a capital project. The appointment criteria and various organisational arrangements for project teams to design, engineer, construct and commission a capital project are explained. Key requirements, checklists and deliverables at the various project stages are described to achieve safe delivery at minimum risk.

Government Environmental Restoration (ER) Remedial Project Managers value scope flexibility on all ER projects including fixed price, without triggering modifications that increase the total contract value. But if Contractor Project Managers and teams struggle to effectively manage scope, the projects experience substantial cost overruns. The scope management process flow diagram has three themes: active risk management, scope communication, and scope management plan. The competitive challenge to project managers is to learn how to maximize flexibility without losing control. This must be done at each ER project phase: proposals, technical approaches, work plans, and field execution. Flexible project scope management requires Contractor ER programs and project teams to implement better scope communication tools and processes to manage scope. Tools such as the project correspondence log, base-wide risk register, project risk register, scope register, scope coordination and mutual understanding meeting, and scope variance communication log enable proactive scope management and customer satisfaction without loss of control. Such tools can help Contractor project teams identify and anticipate risks that are unique to client teams, sites, and stakeholders, thus enabling them to implement stringent scope management tools.

Publisher Summary This chapter uses a single case study to illustrate some of the activities of a system assurance evaluation, highlighting the exchanges of content and managing pieces of cyber-security knowledge in an integrated system model throughout the entire system assurance project. The system Concept of Operations (CONOP) documents are the key inputs to the project definition phase of the system assurance project. The system of interest is called Clicks2Bricks. It is a fictitious system developed by a fictitious company called Cyber Bricks Corporation. Cyber Bricks is a privately owned company whose business is in the area of the innovative devices called cyber bricks. The Clicks2Bricks system allows users to read the online content, allows customers to search for available products and service offerings, allows suppliers to input information about their products and service offerings, and allows service providers to input information about their services. The Object Management Group (OMG) Assurance Ecosystem defines several standard protocols for exchanging knowledge for assurance. The OMG vendor-neutral standards enable machine-readable content that can be unlocked from proprietary tools and can be developed and exchanged independently of its producers and consumers to allow evolution towards the industrialization of cyber-security and taking advantage of the economies of scale.

The purpose of this study is to understand the constructs of work motivation in project-based organizations. We first juxtapose work motivation in traditional and project-based organizations to put forward an operational definition of work motivation for our study. We then present the research methodology where we profile work motivation as perceived by project workers using principal component analysis. We obtain a five factor structure of work motivation. Finally, we discuss these results by putting them within the project management perspective and suggest managerial implications.

This chapter provides guidelines for cost estimation during a project feasibility study, where the accuracy range is between ± 30% for subsea field development projects. Subsea cost refers to the cost of the whole project, which generally includes the capital expenditures (CAPEX) and operation expenditures (OPEX) of the subsea field development. The feasibility studies are performed before execution of the project, which may include three phases as shown in the figure: prefield development; conceptual/feasibility study; and front-end engineering design (FEED). Cost estimations are made for several purposes, and the methods used for the estimations as well as the desired amount of accuracy will be different. The cost estimation classifications according to Association for the Advancement of Cost Engineering (AACE): level of project definition: expressed as percentage of complete definition; end usage: typical purpose of estimation; methodology: typical estimating method; expected accuracy range: typical ± range relative to best index of 1; and preparation effort: typical degree of effort relative to least cost index of 1.

This chapter expands on the high-level discussion of the Project Management Body of Knowledge (PMBOK) methodology of penetration testing. It discusses how project management fits within an organization and considerations that need to be made during the life of a professional penetration test (PenTest) project by management. Composition of a professional penetration test team can vary dramatically, depending on the scope of the project and organizational structure. The roles and responsibilities of the different penetration test team members and stakeholders are discussed, and the key aspects necessary to maintain and organize a capable PenTest team are identified. The different phases of project within the PMBOK include: Initiating, Planning, Executing, and Closing. These four stages have oversight through the Monitoring and Controlling processes. There are only two processes within the initiating stage of a project—develop project charter and identify stakeholders. In the planning stage of a penetration test, three processes that are important for a project manager to effectively develop are the Plan Risk Management, Identify Risks, and Plan Risk Responses. Processes within the executing phase that are more intensive within a professional penetration test include Acquiring the Project Team, Developing the Project Team, and Managing Stakeholder Expectations. In the monitoring and control phase of a penetration test, two areas that pose particular problems within a professional penetration test are scope and schedule control. The PMBOK identifies two tasks as part of the closing phase—Close Project or Phase and Close procurement. All phases of a project include challenges that must be overcome and opportunities to improve the long-term success of the team and its members.

As businesses become more dependent on technology, effective project management has been recognised as a necessity, in order to lead and deliver quality software applications on time and within budget. One possible option in software projects is the use of a project management methodology. This exploratory research examines why organisations with an existing project management methodology are transitioning to an internationally-recognised methodology, and why organisations that do not have a project management methodology are implementing an internationally-recognised methodology. Results of five case studies suggest that while an in-house project management methodology can work well within an organisation, the benefits of using an internationally-recognised methodology should be considered. These include: the assurance that the organisation is using what is considered to be best-practice; demand from external customers that a recognised methodology is used; assistance with external recruitment; and the availability of suppliers of the methodology for training and support. peer-reviewed

Publisher Summary A project schedule is a valuable project control tool that is used by successful project managers to effectively manage construction projects. A Project schedule is a written or graphical representation of the contractor's plan for completing a construction Project that emphasizes the elements of time and sequence. A Project schedule visually illustrates the intended timing of the major work items necessary to demonstrate how and when the contractor will construct the Project. The Project schedule includes every element of the Project sequenced in a logical order from the beginning of the Project through completion. In addition, the schedule defines specific time periods for each activity in the schedule. The sequencing and summation of the individual time elements will define the overall Project duration. The Project schedule portray in a clear fashion the construction tasks that must be performed, the time allocated to each task, and the sequence of the tasks. Successful contractors use Project schedules to depict and communicate the construction plan among the subcontractors and other Project participants. The development of the construction plan should be a collaborative process that includes the general contractor and its subcontractors.