Critical Analysis of Project Management Plan

Analysis of Project Management Plan

Executive Summary

Project management plan is important in order to show the different aspects of the plan project for the stakeholders as well as to serve as a guideline for the member and leader of the project development plan. It tackles the different demands, needs and perspective of each and every stakeholder of a given company or organizations that will do a specific project. Humanities Financial Services Review Project Management Plan is a project plan that was prepared in 2007 in order to conduct an activity or project that will conduct some reviews regarding the current system of the Humanities department of the Curtin University of Technology. The said project plan was used in order to show the importance and other aspects about the project plan in making or helping a project to succeed. This study used different theories and ideas from different books, online resources and other references in order to analyze the importance of different parts of the project plan with connection to the said project plan. It also shows the different factors that might cause failure and success of a project plan as well as the different activities or techniques that can be done in order to prevent or lessen the negative impact of the different risks and constraints.

Table of Contents

Title

Page No.

Executive Summary

Table of Contents

Part A Critical Analysis of Project Management Plan

1 Introduction

2 Project Background

2.1 Information about the Work

2.2 Project Description

3 Structure and contents of the Project Plan

3.1 Project Management Plan and Its Purpose

3.1.1 What is Project Plan?

3.1.2 Purposes and Importance of the Project Plan

3.2 Stakeholder of the Humanities Financial Services Review Project Management Plan

3.3 Structure of the Humanities Financial Services Review Project Management Plan

3.4 Different Sections of the Humanities Financial Services Review Project Management Plan

3.4.1 Project Stakeholders

3.4.2 Project Scope

3.4.3 Project Time Schedule

3.4.4 Project Cost

3.4.5 Project Accountabilities

3.4.6 Project Communications

3.4.7 Project Risk Management Plan

3.4.8 Project Control

4 Conclusions

5 Recommendations

Part B Humanities Financial Services Review Project Management Plan

1 Introduction

1.1 About this Document

1.2 Background

1.3 Project Sponsor

1.4 Project Manager

1.5 Project Team

1.6 Key Stakeholders

2 Project Scope

2.1 Strategic Link

2.2 Project Benefits

2.3 Project Deliverables

2.4 Out of Scope

2.5 Work Breakdown Structure (WBS)

2.6 Constraints

2.7 Assumptions

3 Project Time Schedule

3.1 Schedule

4 Project Costs

4.1 Budget summary

5 Project Accountabilities

5.1 Project Organizational Chart

5.2 Responsibility Assignment Matrix

5.3 Project Sponsor

5.4 Project Manager

6 Communications Plan

6.1 Plan

7 Risk Management Plan

7.1 Risk Assessment

8 Project Control

8.1 Progress Reporting

8.2 Change Management

References

Bibliography

Part A Critical Analysis of Project Management Plan

1 Introduction

This report will present the critical analysis about humanities financial services review project management plan. The purpose of the report is to apply the different theories and ideas regarding the project management plan. The main purpose of the critical analysis is to critique as well as evaluate somebody’s work based on the opinion, idea and perspective of someone. It is an academic report that contains a description of the project plan (part B) as well as its content.

This report will also express the opinion of the author with regards to the different part of the project management plan that has chosen. It will analyze the whole project plan by breaking down the project into parts and then studying and evaluating each and every part using the support and help of different references from different books, journals and other related studies.

This report will also show the importance of a project plan and who will be benefited from its use and implementation. The structure of the report will follow the structure of the chosen project plan. It will individually analyze the different part or aspect of the project plan based on the project management body of knowledge. The main focus of the report is to give analysis about the different important aspect of the project management plan such as the time or schedule, money or cost, human resource or work breakdown structure as well as different risk that can be encountered by the project during the implementation of the plan.

2 Project Background

2.1 Information about the Work

2.1.1 Title: Humanities Financial Services Review Project Management Plan

2.1.2 Author: Craig Medley

2.1.3 Publication Information: Project Id HUM-PR-P1, v. 04 Draft, August 30, 2007, from http://edo.humanities.curtin.edu.au/pdf/Project_Managem ent_Plan_2007.pdf

2.2 Project Description

The chosen document focuses on the plan for the management of the humanities financial services review project. It was written in order to show or review the different areas or aspects of the newly implemented new transactional systems in November 2007, with an upgrade to the finance one to the Concur and BPI in Humanities only. It can help to know the different processes and flow of data and information of its accounting and purchasing transactions across each and every division (Medley 2007, p.4).

The Faculty of the Humanities of the Curtin University of the Technology offers different courses in Media, Communications, Built Environment, Art and Design, Education, Languages, Human Services as well as Social Sciences. All f the said courses are only few of the courses that the said department of the Curtin University is offering (Faculty of Humanities 2008). The project plan focuses on the implementation of the finance and accounting system of the department that focuses on the needs of the users of the system like invoicing, ordering, approving, reconciling, access to the system, structure of the outputs, skills and request and access for the different outputs (Medley 2007, p.4).

The project management plan will help the current system to improve its operations and increase the security that will eventually help to meet the demands and needs of the different stakeholders or users.

3 Structure and contents of the Project Plan

3.1 Project Management Plan and Its Purpose

3.1.1 What is Project Plan?

Project management plan or simply project plan is a document that corresponds to the overall purposes or objectives, responsibilities, resource requirements and agenda for the project (Baker & Baker 2003, p.29). It is considered as more than a playbook that determine what are the different works or task that are need to done and accomplish (Phillips 2004, p. 32). It is a fluid document that controls the following elements:

Provide structure – project plan is developed in order to present a structure or composition in order to get the project to its completion. It must be methodical and systematical but brief and short, compilation of different documents that serves as a point of references in the course of the project implementation (Phillips 2004, p. 32).
Provide Documentation – documented project plan is needed in order for the project to be a successful one. This is due to the fact that it must present historical references and the different reasons behind the decisions that have been made (Phillips 2004, p. 32).
Provide Baselines – a project plan includes a number of baselines. As the project shift towards the finishing point, the management together with the stakeholders and the project managers can use the project plan in order to see what was predicted for the costs, schedules, qualities and scopes – and compare it to the present condition (Phillips 2004, p. 32).

Project plan is the output or result of the planning phase that confines the different information that has been observed and fulfilled with the team and lays out the different activities and processes about how the project will be carried out. It also represents the projected reality (Martin & Tate 2001, p. 155).

3.1.2 Purposes and Importance of the Project Plan

The major function of the project plan is to provide a step-by-step insight into what it takes in order to satisfy the requirements or the needs of the system (Frame 2002, p. 97). An inclusive and fittingly comprehensive project plan is essential to a successful completion of any project. It can help to direct the project itself. Without the aid or help of a project plan, it will hard and even impossible to lead a group to carry out their different responsibilities in order achieves their common goal (Baker & Baker 2003, p.29).

It is a directing document of the project management that serves up as a storage area for all of the supplementary plans. It is a guiding document for the project and it’s intrinsically needs to replicate all of the information that is critical or crucial to the project manager, project team, customer as well as management sponsor. It offers broad direction as to the cost, schedule and requirements baselines. In its thorough and comprehensive form, it provides much more exact and precise guidance on the nature of the components of the different supporting plans (Pritchard 2004, p. 100).

3.2 Stakeholder of the Humanities Financial Services Review Project Management Plan

Project management plan is not only important step-by-step guide for the different process but also serves as a guideline for the stakeholders about what they should expect from a given project. It can help them to become more related to the project. A business research is included in project management plan. Gathering information about the business and the different problematic areas that a given project is trying to address is an important task. It is also important to convert data into information and information to knowledge, that is why it is important to know the different business process of a given company or organization (Rasmussen & Goldy 2002, p. 154).

The main audience or target of the humanities of the financial services review project management are the higher officials who are involved in the overall process and management of the different financial and accounting activities in the humanities department of the Curtin University of the Technology. The plan will focus on the review of the different areas of the current system of the humanities of the Curtin University of the Technology such as the different internal process flows such as invoicing, ordering, approving as well as reconciling; the number of the people or the user that can access the systems of the Concur and the Finance One; the structure of the invoicing as well as procurement function as well as the different responsibilities and functions of each and every users; the different skills of every users; the different uses and what they are used for such as the request for the Curtin tax invoice and its different uses and the different types of transactions that are involved with the credit card or purchase request (Medley 2007, p. 4).

All of the said information together with other result of the review will be helpful for the management in order for them to improve the current system of the Humanities department that will ensure competitive advantage for their part because it can make the life of their stakeholders a lot easier. It can also help them to excel in their different operations as well as to ensure or add their financial security (Medley 2007, p. 4).

All of the information that are needed by the management of the Humanities department of the Curtin University of Technology will be gathered during the review activities or task of the project. The project will enable to review the different parts or aspects of the different financial and accounting transaction inside the department. The review project will focus on the two most important or significant areas of accounting and financial system of Humanities which are the purchase to pay stream and the invoicing review stream. The main focuses of the project are the different policies that are implemented in the two different systems and its connection to the problems or dilemma that are found in the different transaction of the Humanities.

The project also uses different research methods by conducting different interviews in order to know the reactions of the end users about the system. This is the primary information that is needed in any project management plan especially those projects that aim to change their policies, features and improves the performance of their system. The reaction of the end users are important because they are the one who knows what is going on and what are the different problems that they are encountering.

3.3 Structure of the Humanities Financial Services Review Project Management Plan

A well developed, complete, feasible and state-of-the-art project plan is important for the success of any project (Baker & Baker 2003, p.29). The Humanities Financial Services Review Project Management Plan has included 8 major parts of the paper: the management team and the stakeholders; the project scope; the project time scheduled; the project cost; the project accountabilities; the communications; the risk management plan; and the project control. The said parts are all important for the success of the project and that is to review the current flow of the different information and data in the different transaction in financial and accounting areas.

The first part is the management team and stakeholders, it was included in the project in order the show or the present the different individuals or management levels who will be involved in direct and indirect ways to the project. This involves the people who will be doing or implementing the project as well as the people who will be affected by the result of the project.

The project scope focuses on the capacity, span or limitations of the project; it is included in order to clearly show to the audience the range or the activities that will be done in order to obtain the given result. Project Scope is one of the important activities in project management, project scope management includes different processes that are required in order to ensure that the project will be including all of the different works or activities that are required, and will be limited to the works that are required in order to meet the demand of the project (PMI Standards & Duncan 1996, p. 47).

Project time schedule was included in the project in order to show the time schedule of the project. The said part of the project plan is important for the project time management that included the different processes that are required in order to ensure timely completion of a given project (PMI Standards & Duncan 1996, p. 59).

The project plan also shows its summary of project cost. Project cost is one of the most important parts of the project plan because it will inform the audience or the owner of the project plan to know the price of the project and if it is enough to handle a project or if a company or organization is financially ready to implement the project. The said part of the paper is under the project cost management that includes different processes that are required in order to ensure that the project is completed within the agreed upon budget (PMI Standards & Duncan 1996, p.73).

Project Accountabilities was included in the project plan in order to show the different responsibilities, tasks and activities of each and every member of the team. This was included in order to ensure that each and every member will do their part through out the implementation and development of the project. The said part of the paper is included in the project human resource management that include different processes that are required in order to bring out the most effective use of the people who are involved in the project (PMI Standards & Duncan 1996,p. 93).

Project Communications was included in the project plan in order to show the different activities of the project with accordance to the relationship and communication of the different entities who are involved. Communication is always an important factor in any activities and group tasks. Failure of communication can cause failure of the project that is why it is important to include this part. It is part of the project communications management that includes different processes that are required in order to ensure that timely and suitable generation, collection, dissemination, storage and ultimate disposition of project information. It helps to provide the critical links among the different entities that are involved, their different ideas and information that are significant and vital for the success of the project (PMI Standards & Duncan 1996, p. 103).

Risk management plan is important and always be present in any project plan. This is because there are many factors and hinders that can be encountered during the implementation and development of the project. This must be managed correctly in order to prevent it from happening. It is part of the project risk management that consists of different processes that are concerned with the identification, analyzing and responding to the project risk. It can help to maximize the results of a positive events as well as minimizing the consequences of the opposite events (PMI Standards & Duncan 1996, p. 111).

Project control was included in the project in order to show the different process or activities that will be done in the core process of the project or the main activities that focuses on the controls of different activities and task as well as different management of change and reporting of the different updates or progress about the project (see appendix A4 for the controlling process).

3.4 Different Sections of the Humanities Financial Services Review Project Management Plan

3.4.1 Project Stakeholders

Project stakeholders are individuals or organizations that are actively involved in the project or whose may be positively or negatively affected by the result of the project execution or successful project completion (see appendix A2). It must be identified by the project management team as well as their different needs and expectations about the project. The needs and expectations of the stakeholders must be properly managed and influenced by the project management team in order to ensure a successful implementation of a project (PMI Standards & Duncan 1996, p. 15).

3.4.2 Project Scope

Project scope is consists of: strategic link, project benefits, project deliverables, out of scope, work breakdown structure, constraints and assumptions. Strategic link is the objective of the project plan; these objectives are typically driven from a higher set of goals that were outlined for a particular organization or company. It reflects the organizations objectives for them to be successful. These are usually broad or general in scope (Rasmussen & Goldy 2002, p. 162). Project deliverables are the target or predefined metrics (Phillips 2004, p. 95). When all of the deliverables are met, it indicates that the project is already finished. Project deliverables are defined by the project management team base on the different problematic areas of the organization. Out of scope is the limitation of the project plan, it indicates that all of the stated areas are not included in the study and must not be expected. It is defined by the author based on the different tasks that are involved in the plan. Project benefits will be presented by the project management team since they will be the one who will study the overall flow of the different problematic areas of the Humanities. It is important because it can give the stakeholders the idea about what to expect for the result of the project.

Work breakdown structure is considered as the most basic deliberation in the project planning. It divides the overall project into work elements that represents singular units that are assigned to any individual, group or outside agency i.e. contractor (Cleland & Ireland 2002, p. 318). Humanities financial services review project management plan presented its work breakdown structure or WBS in order to show the different tasks or activities of the project in more detailed way. Constrains are the different factors that might affect or will limit the project management team’s option (PMI Standards & Duncan 1996, p 40). It was showed in order to show the different hindrance the overall result of the project. On the other hand, assumptions are the factors that are used for planning purposes that are considered to be true, fact or definite (PMI Standards & Duncan 1996, p 40). It is important because there are some information that are not available but are needed in the project planning. Constraints and assumptions are done by the project manager in order to follow the flow of their activities and tasks.

3.4.3 Project Time Schedule

Time is always an important aspect of any projects. That is why proper scheduling and timing can ensure that a project will be completed in the agreed upon span of time. The overall schedule of the plan will be based upon the different activities or task that have been decided by the management team that they will be implementing during the duration of the project. This can be based on the recent experience of the project manager or based on the proper calculation in order for them to finish a specific task.

3.4.4 Project Cost

Project cost tackles the financial aspect of the project. It will be based on the time management and the different activities to be done as well the different resources that have been used during the project. This is done by the project management team and review by the project manager in order to ensure that the budget is sufficient enough to be used throughout the project.

3.4.5 Project Accountabilities

Project accountabilities tackle the different responsibilities of each and every entity that are directly involved in the project. The project plan shows the different responsibilities and tasks of different entities from the project sponsor to the project manager. It also included the different levels of each and every member of the team and shows their position in the team. This is important because it serves as a reference for the member to know the responsibilities of each other and therefore they will know who to ask about something. It is also a starting communication for all the members of the team.

3.4.6 Project Communications

Communication is important in order to know the different development or any problem with regards to the implementation about the project. It is necessary to plan the different communication methods and schedules in order to ensure meetings and consultation. In the case of the given project plan, it had stated or showed the communication plan as well as the communication calendar of the project team. This is important because those scheduled time will serve as their connection in order to ensure that all of the members are doing their job in the right time and in the right cost.

3.4.7 Project Risk Management Plan

Risk management has its 4 activities that should be done in order to succeed, the: risk identification, risk quantification, risk response development and the risk response control. Each of the said four activities are connected to one another (PMI Standards & Duncan 1996, p. 111). The project plan of the Humanities indicates the different risk that can be encountered, rates all the said risk and then look for some solutions that can be done in order to prevent the hazardous effects of a given risk.

3.4.8 Project Control

Controlling the different task or activities of a project is important in order to ensure that all of the tasks or activities are all done in the stated time. This involved different reporting and meeting with regards to what is going on about each and every activity by a given member of the team. It can be considered as the main process or core part of the project plan that holds the other parts together. The project plan of the Humanities shows the different monitoring processes and reporting as well as the different tasks that should be done under the change management.

4 Conclusions

Project plan is important to any project management plan. It is because it serves as a guideline for the project management group with regards to the different task that must be finished in a given period of time and inside the given budget. In the case of Humanities review, their project plan serves as an eye opener for the current management of the department about the different situations and problems that are already arising in using their current system.

There are many important aspects in developing the project plan, in the case of the said project plan, the cost, the timeline or schedule, the different risk, control, the objectives, the scope and the assumptions and constraints. All of the said aspects or factors are important in order to ensure the success of a project.

The main strength of project plan is that it is a great help to maintain the smoothness of the flow of the different activities that are set by the project team. Project management plan can be a good channel to start a project by connecting or enabling the different stakeholders and other entities who are involved to communicate and understand their benefits and risks from a given project.

The main drawback of the project management plan is that it doesn’t ensure successful project, this is due to the fact that there are still many possibilities that some inevitable and unexpected events that might be encountered as well as some assumptions that might go wrong.

5 Recommendations

The project plan that have presented does not included the proper or formal process of managing the human resources of the project. It didn’t mention about the team building and other activities that can improve the relationship or connection of different members. This can affect the communication process that is why it must be included in the plan. Another thing is that it didn’t show the detailed list of the cost from one activity to another, it just show the summary or general list of the cost. This will be important in order to make things clear about the audience of the plan, because they didn’t know when and where to use the money.

Proper coordination and often communication between the project manager, project team members, and stakeholders can help to maintain the balance of the project plan. Communication can help to connect the different perspective of each and every entity who is involved that can help maintain the effectiveness and efficiency of the plan. It can also help to update the status of the project as a whole that can help to make the whole project intact or centralized. Communication can also lessen the negative impact of changes or risks that can be encountered by the project management team during the implementation of a given project.

The assumption that should be made must also be based on the current situation or events in the system or based on the business rules of a company or organization to ensure it reliability.

Part B Humanities Financial Services Review Project Management Plan

1 Introduction

1.1 About this Document

This document provides a plan for the management of the Humanities Financial Services Review Project.

1.2 Background

New transactional systems and processes have been implemented recently, being Concur and BPI (Humanities only) with an upgrade to Finance One to occur in November 2007. In addition, the Division is looking at ways in which to best undertake support activities including purchasing and accounting to ensure that efficiencies are obtained. A Financial Services Office is already operational and undertakes some financial processes i.e. electronic processing of credit card transactions.

Based on the above, it is now timely to review current systems, processes and structures which accounting and purchasing transactions operate under across the Division. The areas that would be reviewed include but are not limited to; internal process flows (including invoicing, ordering, approving and reconciling), the number of people with access to systems (both Concur and Finance One), the structure of the invoicing and procurement function (who does what), skills, and how systems are used and what they are used for (e.g. request for Curtin tax invoice, what are allonges used for, what type of transactions are going through credit cards / purchase request).

1.3 Project Sponsor

The Project Sponsor is Ken McCluskey

1.4 Project Manager

The Project Manager is Craig Medley.

1.5 Project Team

The Project team is comprised of Raymond Seah and Craig Medley

1.6 Key Stakeholders

The key stakeholders (Humanities only) of this project include:

Executive Dean

Deans

Review Panel

2 Project Scope

2.1 Strategic Link

This project specifically contributes towards to the following strategic objective(s):

§ Excellence in operations

§ Financial security

2.2 Project Benefits

The expected benefits and impacts of the project deliverables are:

Improved definition and understanding of the role / scope of work of the Financial Service Office in Humanities,

Roadmap and high level implementation plan for the agreed changes,

Improved efficiencies and effectiveness of processes within Humanities through standardization and centralization where identified,

Potential cost savings and risk reduction in procurement and credit cards processes / systems.

2.3 Project Deliverables

The project’s key deliverables are:

Document / s covering:

Matrix of processes and systems under Humanities Financial Services Office and respective Teaching Areas,

Services identified for improvement via end to end processing / procurement arrangements / invoicing,

Recommended process flow for identified services,

List of service deliverables (with the resource requirement) of the Humanities Financial Services Office,

Policies to support recommended services,

High level implementation plan

2.4 Out of Scope

The following items are considered out of the scope:

Implementation of recommendations

Expenditure incurred whilst traveling (this may be included at a later date)

2.5 Work Breakdown Structure (WBS)

The project tasks to produce the project deliverables are listed in the Gantt chart at Appendix B1.

2.6 Constraints

The following key project constraints were identified:

Availability and willingness of staff to contribute

Data quality

2.7 Assumptions

The following key assumptions influenced the development of this Project Management Plan:

All staff will be available as required

3 Project Time Schedule

3.1 Schedule

The detailed project schedule is provided in the Gantt chart at Appendix B1

4 Project Costs

4.1 Budget summary

The budget breakdown is summarized as follows:

Resource Type

Total Cost ($)

Hours

Human resources

$30,000

Equipment and products

Consumables

Totals

$30,000

The Communication Plan examines the key contacts, frequency of communications, and communication medium to be deployed. It is used to ensure adequate consideration has been given to consultation and information dissemination. It is attached as Appendix D.

5 Project Accountabilities

5.1 Project Organizational Chart

The Project Organizational Chart provides a visual representation of the project team and project reporting structure. It is attached as Appendix B.

5.2 Responsibility Assignment Matrix

The Responsibility Assignment Matrix outlines responsibilities allocated to individuals for each task. It is attached as Appendix C.

5.3 Project Sponsor

The roles and responsibilities of the Project Sponsor include:

Responsibility to senior management for the project;
Endorsing this document to confirm that project scope and deliverables are correct;
Approving changes to scope, schedule, and quality;
Reviewing progress and providing strategic direction;
Resolving issues beyond the Project Manager’s authority;
Providing the resources and sponsorship for the project; and
Examining the project at completion2 and completing a Project Sign-off form.

5.4 Project Manager

The roles and responsibilities of the Project Manager include:

Managing the day-to-day operations of the project to ensure the project deliverables are produced to scope, schedule, and quality;
Monitoring and controlling the Project Management Plan;
Providing status reports to the Project Sponsor;
Leading the project teams to meet the project objectives;
Undertaking the tasks assigned, as specified in the Responsibility Assignment Matrix (refer Appendix B3); and
Consulting with the Project Sponsor and key stakeholders to maintain communications and keep parties up to date on project progress.

6 Communications Plan

6.1 Plan

7 Risk Management Plan

7.1 Risk Assessment

The Risk Management Plan, attached as Appendix B5, examines risks, rates those risks and identifies potential treatment strategies.

8 Project Control

8.1 Progress Reporting

The Project Management Plan will be controlled on a regular basis, by means of completing Project Status Report to the Project Sponsor on a fortnightly basis. The key elements are scope, schedule, and risk, with the control process comprising:

• Monitoring and measuring performance;

• Comparing performance to this plan;

• Reporting on deviations and issues; and

• Taking corrective action (where necessary).

8.2 Change Management

Any proposed changes to the scope or quality will be processed as follows:

Proposed changes will be evaluated on the basis of their impact on the project process and outcome, and in light of reasonable alternatives;

Proposed changes will be formally recorded on a Project Change Control report and submitted to the Project Sponsor;

The Project Sponsor will review proposed changes, and either accept or reject them; and

Accepted changes will be communicated to all concerned stakeholders, and project documentation will be amended accordingly.

References

Baker, S, Baker, K & Campbell, M 2003, The Complete Idiot’s Guide to Project Management, Alpha Books

Cleland, D & Ireland, L 2002, Project Management: Strategic Design and Implementation, McGraw-Hill Profession

Frame, J 2002, The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities, Jossey-Bass, San Francisco

LeJuene, E 2001, Critical Analysis, Southern Louisiana University, viewed 21 January 2008, <http://www2.selu.edu/Academics/Faculty/elejeune/critiqu e.htm>

Martin, P & Tate K 2001, Getting Started in Project Management, John Wiley and Sons

Phillips, J 2004, PMP Project Management Professional Study Guide, McGraw-Hill Professional

PMI Standards & Duncan, W 1996, A Guide to the Project Management Body of Knowledge, Project Management Institute

Pritchard, C 2004, The Project Management Communications Toolkit, Artech House

Rasmussen, N, Goldy, P & Soli, P 2002, Financial Business Intelligence: Trends, Technology, Software Selection and Implementation, John Wiley and Sons Inc.

Stuckenbruck, L (ed.) 1981, The Implementation of Project Management: The Professional’s Handbook, Addison – Wesley, Reading, MA.

Welcome to Curtin’s Faculty of Humanities 2008, Faculty of Humanities, Curtin University, viewed 21 January 2008, < http://humanities.curtin.edu.au/>

Bibliography

Dinsmore, P 1999, Winning in Business With Enterprise Project Management, AMACOM Div American Mgmt Assn

Dinsmore, P & Cabanis-Brewin, J 2006, The AMA Handbook of Project Management, AMACOM Div American Mgmt Assn

Lewis, J 2006, Fundamentals of Project Management, AMACOM Div American Mgmt Assn

Wren, A 2003, The Project Management A-Z: A Compendium of Project Management and How to Use Them, Gower Publishing Ltd.

Critical Analysis of Project Management Plan

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