Unit-1

“Project”

❑ A Project is a temporary endeavor undertaken to create a unique product or service or result.

(American National Standard ANSI/PMI99-001-2004)

❑ Project is a unique process, consisting of a set of coordinated and controlled activities with
start and finish dates, undertaken to achieve an objective conforming to specific
requirements, including the constraints of time, cost and resource.

(ISO10006)

Examples of Projects

❑ Merging two organizations,

❑ Improving a business process within an organization,

❑ Acquiring and installing a new computer hardware system for use in an organization,

❑ Exploring for oil in a region,

❑ Modifying a computer software program used in an organization,

❑ Conducting research to develop a new manufacturing process

❑ Launching a satellite

❑ Constructing a building.

Reasons for Project failure

➢ Lack of clearly defined purpose

➢ Inexperienced Project Managers

➢ Poor estimation of duration and cost

➢ Cultural and ethical misalignment

➢ Poor requirements or scope management

➢ Lack of coordination of resources and activities

➢ Poor communication

➢ Inadequate planning of scope, schedule, resources, cost, risk and quality

➢ Lack of progress and quality control

➢ In effective Stakeholder Management

The Benefits of Projects

Projects can bring a wide range of benefits to organizations, including:

1. Achieving strategic objectives: Projects can help organizations achieve strategic objectives
by delivering outcomes that support business goals, such as improving customer
satisfaction, increasing revenue, or reducing costs.

2. Enhancing collaboration: Projects can promote collaboration and knowledge-sharing across

departments, teams, and stakeholders, helping to build stronger relationships and increase
alignment towards common goals.

3. Developing tangible and intangible assets

Examples of tangible elements

❑ Monetary assets

❑ Stockholder equity

❑ Utility

❑ Fixtures

❑ Tools, and

❑ Market share.

Examples of intangible elements

❑ Goodwill,

❑ Brand recognition,

❑ Public benefit,

❑ Trademarks,

❑ Strategic alignment, and

❑ Reputation.

Management

Management is a process of planning, decision-making, organizing, leading, motivating, and

controlling the physical, financial, human, and information resources of an organization to
achieve specific goals efficiently and effectively.

Project Management:

Project management is the practice of planning, executing, and controlling the work of a team to
achieve specific goals and objectives within a defined scope, timeline, and budget. It involves
identifying project requirements, creating a project plan, assembling a project team, managing
project resources, tracking project progress, and delivering the final product or service. Examples
of projects include building a new software application, launching a marketing campaign, or
constructing a new building.

Program Management:

Program management involves managing multiple related projects that are grouped together to
achieve a common goal. A program is a collection of projects that are managed in a coordinated
way to obtain benefits and control not available from managing them individually. Program
managers oversee the planning, coordination, and execution of a portfolio of projects to ensure that
they align with strategic goals, are delivered on time and within budget, and that they achieve the
intended benefits. Examples of programs include building a new hospital, developing a new product
line, or implementing a new business process.

Portfolio Management:

Portfolio management involves the centralized management of a collection of projects, programs,

and other activities to achieve strategic objectives. It involves selecting the right mix of projects and
programs to maximize business value while balancing risk, resources, and constraints. Portfolio
managers monitor the progress of each project and program, assess their performance, and make
adjustments to ensure that they are delivering the intended benefits.

Examples of portfolios include a company's product development portfolio, a public infrastructure

investment portfolio, IT project portfolio.

Operations Management:

Operations management involves managing the day-to-day operations of an organization to ensure

that products or services are delivered efficiently, effectively, and in accordance with customer
needs and expectations. It involves overseeing processes, people, technology, and resources to
ensure that operations run smoothly and that products or services are produced or delivered on time,
at the right quality, and at the right cost.

Examples of operations include manufacturing, logistics, customer service, and facilities

management.

Project Life cycle

The project life cycle is the sequence of stages that a project goes through from its initiation to its
closure. These stages can vary depending on the methodology or approach is used, but generally,
the project life cycle can be broken down into the following phases:

Initiation: This is the first phase of the project life cycle, where the project is defined, and the
project's purpose, objectives, scope, and stakeholders are identified. This phase also involves
assessing the feasibility of the project, including its cost, resources, and risks.
Planning: This phase involves developing a detailed project plan, which includes defining the
project scope, objectives, tasks, timelines, and resources required. It also involves identifying and
managing risks, establishing communication protocols, and setting up project controls.

Execution: This phase involves the actual implementation of the project plan, including the
coordination of resources, managing stakeholders, and tracking progress against the project plan.

Monitoring and Control: This phase involves tracking and managing project progress, including
monitoring and controlling project risks, issues, and changes. This phase also involves tracking
project costs, schedule, and quality to ensure that the project is delivered according to plan.

Closing: This phase involves the formal closure of the project, including finalizing project
deliverables, obtaining final acceptance from stakeholders, and conducting post-project evaluations
to identify lessons learned for future projects.

The product life cycle

It is a theoretical model that describes the stages a product goes through from its introduction to the
market until its eventual decline and withdrawal from the market. The product life cycle typically
consists of four stages:

Introduction: During the introduction stage, the product is launched into the market. Sales are
typically low, and the focus is on creating awareness and generating interest in the product. The
company may invest heavily in advertising and promotion to build brand awareness and attract early
adopters.

Growth: During the growth stage, the product gains momentum and sales increase rapidly. As the
product becomes more widely known and accepted, the company may expand distribution and
introduce new product features or variations to meet customer needs. The focus shifts to maintaining
market share and maximizing profits.

Maturity: During the maturity stage, sales growth begins to slow down as the market becomes
saturated and competition increases. The company may adjust prices and marketing strategies to
maintain market share and profitability. They may also look for ways to reduce costs and improve
efficiency to maximize profits.

Decline: During the decline stage, sales begin to decline as the market becomes saturated or as new
technologies or products emerge. The company may choose to discontinue the product or focus on
niche markets or product variations to extend its life cycle.

Understanding the product life cycle is important for companies to develop effective strategies for
managing their product portfolios. Companies can use the life cycle model to identify which
products are in which stage, forecast future sales and profits, and make decisions about investing in
product development or marketing to extend a product's life cycle
Difference between project and product life cycles

Five process groups in project management

Initiating Process Group: This is the first process group in project management, and it involves
defining the project and obtaining authorization to start it. In this group, the project manager works
with stakeholders to identify the project's scope, objectives, and requirements. The project charter
is developed in this process group.

Planning Process Group: This process group involves developing a project management plan that
outlines how the project will be executed, monitored, and controlled. In this group, the project
manager and the team create a detailed project schedule, identify risks, develop a communication
plan, and define project scope. The project management plan provides the roadmap for the project.

Executing Process Group: This process group involves executing the project management plan. In
this group, the project manager and the team carry out the tasks defined in the project management
plan. They manage the resources, communicate with stakeholders, and monitor and control project
progress. The project manager must ensure that the project is delivered on time, within budget, and
to the required quality standards.

Monitoring and Controlling Process Group: This process group involves monitoring and
controlling the project's progress to ensure that it stays on track. In this group, the project manager
and the team track project progress against the project management plan, identify and manage risks,
and take corrective action when necessary. The goal of this process group is to ensure that the project
stays on track and that any deviations from the plan are identified and addressed.

Closing Process Group: This is the final process group in project management, and it involves
closing out the project. In this group, the project manager and the team complete all remaining tasks,
obtain acceptance from stakeholders, and close out the project. Lessons learned are captured and
documented, and the project manager ensures that all project documentation is archived for future
reference.

These process groups are iterative and overlapping. The project manager and the team must
continually review and update the project management plan as the project progresses. By following
these process groups, the project manager can effectively manage the project from start to finish.
The ten knowledge areas of project management,

(As defined by the Project Management Institute (PMI)):

1. Project Integration Management

2. Project Scope Management

3. Project Time Management

4. Project Cost Management

5. Project Quality Management

6. Project Human Resource Management

7. Project Communications Management

8. Project Risk Management

9. Project Procurement Management

10. Project Stakeholder Management

1. Project Integration Management:

Project integration management is the process of coordinating all aspects of a project to ensure that
it is completed successfully. It involves identifying project requirements, developing a project plan,
executing the plan, and monitoring and controlling project progress. Effective project integration
management helps to ensure that all project elements work together seamlessly and that the project
achieves its goals and objectives.

The key activities involved in project integration management include:

1. Develop project charter: This involves creating a document that outlines the project scope,
objectives, and stakeholders.

2. Develop a project management plan: This involves developing a plan that outlines how the
project will be executed, monitored, and controlled.

3. Direct and manage project work: This involves executing the project plan and managing
project resources.

4. Monitor and control project work: This involves tracking project progress, identifying
variances from the project plan, and taking corrective action if necessary.

5. Perform integrated change control: This involves managing changes to the project scope,
schedule, or budget and ensuring that changes are properly approved and implemented.

6. Close project or phase: This involves formally closing out the project or a phase of the
project and ensuring that all project deliverables have been completed and accepted.
2. Project Scope Management:

Project scope management is the process of defining, controlling, and monitoring the scope of a
project. It involves identifying what work needs to be done and determining the boundaries of the
project, as well as making sure that the work being done is consistent with the project objectives
and goals.

The key activities involved in project scope management include:

1. Planning scope: This involves defining the scope of the project, including the work that
needs to be done, the resources required, and the timelines involved.

2. Collecting requirements: This involves gathering information about the project requirements
and the expectations of stakeholders.

3. Defining scope: This involves creating a detailed scope statement that outlines the project's
deliverables, objectives, and constraints.

4. Creating a work breakdown structure (WBS): This involves breaking down the project into
smaller, more manageable pieces, which can be assigned to specific team members.

5. Verifying scope: This involves ensuring that the work being done is in line with the project's
scope and objectives.

6. Controlling scope: This involves monitoring the project's progress and making adjustments
as necessary to ensure that the project stays within its defined scope.

3. Project Time Management:

Project time management is the process of planning, scheduling, monitoring, and controlling the
time required to complete a project successfully. It involves identifying the tasks required to
complete the project, estimating the time needed to complete each task, and creating a timeline for
the project. Effective project time management ensures that the project is completed on time and
within budget.

The key activities involved in project time management include:

1. Define activities: This involves identifying all the tasks required to complete the project.

2. Sequence activities: This involves arranging the tasks in the order they need to be performed.

3. Estimate activity resources: This involves identifying the resources required to complete
each task, such as staff, equipment, and materials.

4. Estimate activity duration: This involves estimating the time required to complete each task.

5. Develop schedule: This involves creating a timeline for the project that takes into account
the estimated time required for each task.
 6. Monitor and control project schedule: This involves tracking the progress of the project
against the timeline, identifying any delays or issues, and taking corrective action as needed
to keep the project on track.

4. Project Cost Management:

Project cost management is the process of planning, estimating, budgeting, and controlling the costs
of a project. It involves identifying the resources required to complete a project, estimating the costs
associated with those resources, and developing a budget that takes into account all the costs
associated with the project. Effective project cost management ensures that the project is completed
within budget and provides value to the organization.

The key activities involved in project cost management include:

1. Plan cost management: This involves defining how costs will be managed, including the
procedures and policies to be followed.

2. Estimate costs: This involves estimating the costs associated with each task or activity
required to complete the project.

3. Determine the budget: This involves determining the total cost of the project and creating a
budget that takes into account all costs.

4. Control costs: This involves monitoring project spending against the budget, identifying
variances, and taking corrective action to keep the project on track.

5. Project Quality Management:

Project quality management is the process of ensuring that a project meets its intended purpose and
meets or exceeds the expectations of stakeholders. It involves planning, executing, and controlling
activities to ensure that project deliverables are of high quality and meet the specified requirements.
Effective project quality management helps to ensure that the project meets its goals and objectives
and delivers value to the organization.

The key activities involved in project quality management include:

1. Plan quality management: This involves defining the quality requirements for the project
and creating a plan to achieve those requirements.

2. Perform quality assurance: This involves conducting activities to ensure that project
deliverables meet the specified requirements.

3. Control quality: This involves monitoring project deliverables to ensure that they meet the
specified requirements and taking corrective action if necessary

6. Project Human Resource Management:

Project human resource management is the process of managing the people involved in a project,
including the project team and stakeholders. It involves planning, acquiring, developing, and
managing the human resources needed to complete the project successfully. Effective project human
resource management ensures that the right people are in the right roles, and that the project team
is motivated and working effectively.

The key activities involved in project human resource management include:

1. Plan human resource management: This involves identifying the roles and responsibilities
required for the project and developing a plan to acquire and manage the necessary human
resources.

2. Acquire project team: This involves identifying and securing the human resources needed
to complete the project, including staff, contractors, and other human resources.

3. Develop project team: This involves providing training and development opportunities to
improve the skills and capabilities of the project team.

4. Manage project team: This involves managing the project team, providing leadership and
guidance, and monitoring team performance.

7. Project Communications Management:

Project communications management is the process of planning, executing, monitoring, and

controlling communications within a project. It involves identifying the information needs of
stakeholders and developing a communications plan that meets those needs. Effective project
communications management ensures that project stakeholders are informed about project progress,
risks, and issues and that communications are timely, accurate, and effective.

The key activities involved in project communications management include:

1. Plan communications management: This involves identifying the information needs of

stakeholders, developing a communications plan, and defining the communication methods
to be used.

2. Manage project communications: This involves creating, collecting, and distributing project
information to stakeholders.

3. Monitor project communications: This involves monitoring the effectiveness of project

communications and making adjustments as necessary.

8. Project Risk Management:

Project risk management is the process of identifying, analyzing, and responding to risks that may
impact the success of a project. It involves identifying potential risks, assessing their impact and
probability, developing risk response strategies, and monitoring and controlling risks throughout
the project lifecycle. Effective project risk management helps to minimize the negative impact of
risks on projects.

The key activities involved in project risk management include:

 1. Plan risk management: This involves developing a plan that outlines how risks will be
managed throughout the project lifecycle.

2. Identify risks: This involves identifying potential risks that may impact the project and
documenting them in a risk register.

3. Analyze risks: This involves assessing the likelihood and impact of each identified risk and
determining how to respond to them.

4. Develop risk response strategies: This involves developing strategies to mitigate or

eliminate risks, transfer risks to third parties, or accept risks and develop contingency plans.

5. Monitor and control risks: This involves monitoring the effectiveness of risk response
strategies and taking corrective action if necessary.

9. Project Procurement Management:

Project procurement management is the process of acquiring the goods and services required to
complete a project. It involves identifying project needs, selecting vendors or suppliers, negotiating
contracts, and managing vendor relationships. Effective project procurement management helps to
ensure that the project receives the goods and services it needs, at the right time and cost, and with
the required quality.

The key activities involved in project procurement management include:

1. Plan procurement management: This involves developing a procurement plan that outlines
how goods and services will be acquired for the project.

2. Conduct procurement: This involves identifying potential vendors or suppliers, soliciting

bids or proposals, and selecting the best vendor or supplier based on project needs and
evaluation criteria.

3. Control procurement: This involves managing vendor relationships, monitoring contract

performance, and taking corrective action if necessary.

10. Project Stakeholder Management:

Project stakeholder management is the process of identifying, analyzing, and managing the interests
and needs of stakeholders to ensure their support and engagement throughout the project. It involves
identifying stakeholders, understanding their expectations, and developing strategies to engage
them effectively. Effective project stakeholder management helps to ensure that project goals are
aligned with stakeholder needs and that stakeholders are actively involved in the project.

The key activities involved in project stakeholder management include:

1. Identify stakeholders: This involves identifying individuals, groups, or organizations that

may be affected by the project or have an interest in its outcome.
 2. Analyze stakeholders: This involves understanding stakeholder needs, interests, and
expectations, and assessing their potential impact on the project.

3. Develop stakeholder engagement strategies: This involves developing strategies to engage

stakeholders, manage their expectations, and build positive relationships with them.

4. Manage stakeholder engagement: This involves implementing stakeholder engagement

strategies, communicating with stakeholders, and monitoring stakeholder engagement
throughout the project.

Project Manager

The project manager is the person assigned by the organization to lead the team that is responsible
for achieving the project objectives.

Role of a Project Manager

The role of a project manager is to lead the planning, execution, and monitoring of a project. The
project manager is responsible for ensuring that the project is completed on time, within budget,
and to the required quality. Key responsibilities of a project manager include:

1. Defining project scope, goals, and objectives

2. Developing a project plan and schedule

3. Leading project team members and coordinating their work

4. Monitoring project progress and identifying and addressing issues and risks

5. Managing project budgets and resources

6. Communicating with stakeholders and managing stakeholder expectations

7. Ensuring project deliverables meet the required quality standards

8. Closing out the project and conducting a post-project review.

The role of the Project Management Office (PMO)

The Project Management Office (PMO) is an organizational unit that is responsible for overseeing
project management across the organization. The PMO provides guidance and support to project
managers, helps to establish and maintain project management standards and best practices, and
ensures that projects align with organizational goals and objectives. Key responsibilities of a PMO
include:

1. Developing and implementing project management methodologies and standards

2. Providing training and support to project managers

3. Establishing project governance and oversight

4. Providing project management tools and templates

 5. Ensuring project portfolio management aligns with organizational objectives

6. Conducting project reviews and audits

7. Managing enterprise-level risks and issues.

Difference between Leadership and management

Leadership and management are often used interchangeably, but they are not the same thing. While
both involve leading and directing people towards a goal, there are some key differences between
the two:

a) Focus: Management is focused on processes, procedures, and systems to achieve specific

goals, whereas leadership is focused on inspiring and motivating people to achieve those
goals.
b) Vision: Leadership is about creating a vision and inspiring others to work towards that
vision, while management is about executing that vision and ensuring that the work is done
efficiently.
c) Style: Leadership is often associated with a more flexible and adaptable style, while
management is associated with a more structured and organized approach.
d) People vs. Tasks: Leadership is about people, while management is about tasks. Leaders
focus on building relationships and inspiring people, while managers focus on assigning
tasks, monitoring progress, and ensuring that work is completed on time and within budget.
e) Creativity: Leadership encourages creativity and innovation, while management focuses on
efficiency and consistency.
f) Timeframe: Leadership focuses on the long-term vision, while management is more
concerned with short-term goals and deadlines.
g) Risk: Leadership often involves taking risks and making bold decisions, while management
focuses on minimizing risk and ensuring that everything runs smoothly.

Project Integration Management

Develop a project charter

A project charter is a document that formally authorizes the start of a project. It outlines the project's
purpose, objectives, scope, stakeholders, and key requirements, as well as the project manager's
authority to lead the project team. The project charter is typically created during the initiating
process group and serves as a high-level roadmap for the project.

The purpose of a project charter is to provide a clear understanding of the project's goals, scope,
and constraints to all stakeholders, including the project team, sponsor, and senior management. It
sets the project's direction and helps to align expectations among stakeholders. The project charter
also serves as a reference point throughout the project to ensure that the project remains on track
and aligned with the project's goals.
The content of a project charter may vary depending on the organization and the project's nature.
However, some common elements that are typically included in a project charter are:

Project Title: The project title is a brief statement that describes the project.

Project Manager: The project manager is responsible for managing the project, and the charter
should identify who that individual is.

Project Objectives: The project objectives describe the desired outcomes of the project.

Project Scope: The project scope defines what the project will and will not deliver.

Project Deliverables: The project deliverables are the tangible outputs that the project will produce.

Stakeholders: The stakeholders are the individuals or groups that have an interest in the project or
will be affected by it.

Budget: The budget outlines the estimated cost of the project.

Timeline: The timeline provides a high-level overview of the project schedule.

Risks: The risks are the potential challenges that may arise during the project and their impacts.

Assumptions: The assumptions are the conditions that must hold true for the project to be successful.

By including these elements in the project charter, the project manager and the team can ensure that
everyone involved in the project has a clear understanding of the project's goals, scope, and
constraints. The project charter serves as a reference point for decision-making throughout the
project and helps to ensure that the project stays on track.

Develop a project management plan

The need for a project management plan arises from the fact that managing a project effectively
requires a systematic and organized approach. The project management plan provides a framework
for planning, executing, monitoring, and controlling a project. It helps to ensure that all stakeholders
have a shared understanding of the project goals, objectives, scope, and timelines. The project
management plan serves as a reference point throughout the project, providing guidance to the
project team and other stakeholders on how the project will be managed and how progress will be
monitored.

The steps involved in developing a project management plan may vary depending on the project's
nature and the organization's requirements. However, the following steps are typically included:

Define project scope: This involves defining the project objectives, deliverables, and constraints.
The project scope defines what the project will and will not deliver.

Identify project stakeholders: This involves identifying all stakeholders involved in the project,
including sponsors, project team members, and external stakeholders.
Develop a work breakdown structure (WBS): The WBS is a hierarchical decomposition of the
project scope into smaller, manageable components. It helps to organize the project work into
manageable parts.

Develop a project schedule: The project schedule outlines the sequence of tasks and activities that
must be completed to achieve the project objectives. It includes details such as start and end dates,
durations, and dependencies.

Develop a project budget: The project budget outlines the estimated cost of the project and includes
details on how the budget will be managed and controlled.

Develop a quality management plan: The quality management plan outlines how the project's
quality will be managed and how quality control and quality assurance will be carried out.

Develop a risk management plan: The risk management plan identifies potential risks and outlines
how they will be managed and mitigated.

Develop a communication plan: The communication plan outlines how communication will be
managed among project stakeholders.

Develop a change management plan: The change management plan outlines how changes to the
project scope, schedule, budget, or objectives will be managed and controlled.

Once the project management plan is developed, it must be reviewed and approved by all
stakeholders before the project execution begins. The project management plan should be updated
regularly throughout the project lifecycle to reflect changes in scope, timelines, budget, risks, and
other factors.

Direct and Manage Project Work:

Directing and managing project work involves executing the project management plan and ensuring
that the project work is completed according to the plan. This includes managing project resources,
communicating with stakeholders, identifying and managing risks and issues, monitoring project
progress, reporting project status, managing changes, ensuring quality, and maintaining project
documentation. Successful management of project work requires effective leadership,
communication, problem-solving, and decision-making skills. In addition, the following the
following activities are also to be considered in directing and managing the project work.

❑ Implement the project management plan

❑ Manage project resources
❑ Manage project communication
❑ Manage project risks and issues
❑ Monitor and control project progress
❑ Report project status to stakeholders
❑ Manage project changes
 ❑ Ensure project quality
❑ Manage project documentation

Monitor and Control Project:

Monitoring and controlling a project involve tracking project progress against the project
management plan and making necessary adjustments to ensure that the project stays on track. This
includes monitoring project risks and issues, costs and schedules, reporting project status to
stakeholders, analyzing project performance data, taking corrective actions as required, ensuring
project quality, and managing project documentation. In addition, the following activities are also
to be considered in monitoring and controlling projects.

❑ Monitor project progress against the project management plan

❑ Monitor project risks and issues
❑ Monitor project costs and schedule
❑ Report project status to stakeholders
❑ Analyze project performance data
❑ Take corrective actions if required
❑ Ensure project quality
❑ Manage project documentation

Perform Integrated Change Control:

Integrated change control is a process of reviewing and approving or rejecting changes to the project
scope, schedule, budget, objectives, or other project aspects. This process ensures that changes are
carefully evaluated and approved before implementation, and that they are properly documented,
communicated, and integrated into the project management plan and other project documents.

❑ Review change requests

❑ Assess change impacts
❑ Approve or reject change requests
❑ Update project management plan and other project documents
❑ Communicate changes to stakeholders

Close Project/Phase:

Closing a project or project phase involves completing all project activities, verifying that all project
deliverables have been completed satisfactorily, obtaining project acceptance from stakeholders,
conducting project lessons learned, and archiving project records. The goal is to formally close out
the project or project phase, ensuring that all project goals and objectives have been achieved, and
all project documentation and records have been properly organized and archived.

❑ Verify project deliverables

❑ Obtain project acceptance from stakeholders
❑ Complete project documentation
 ❑ Conduct project lessons learned
❑ Archive project records

ENTERPRISE ENVIRONMENTAL FACTORS

Enterprise environmental factors (EEFs) refer to conditions, not under the control of the
project team,

EEFS INTERNAL TO THE ORGANIZATION EEFS EXTERNAL TO THE ORGANIZATION

Organizational culture, structure, and governance. Marketplace conditions. Examples include

Examples include vision, mission, values, beliefs, competitors, market share brand recognition, and
cultural norms, leadership style, hierarchy and trademarks.
authority relationships, organizational style, ethics, and
Social and cultural influences and issues. Examples
code of conduct.
include political climate, codes of conduct, ethics, and
Geographic distribution of facilities and resources. perceptions.
Examples include factory locations, virtual teams,
Legal restrictions. Examples include country or local
shared systems, and cloud computing.
laws and regulations related to security, data protection,
Infrastructure. Examples include existing facilities, business conduct, employment, and procurement.
equipment, organizational telecommunications
Commercial databases. Examples include
channels, information technology hardware,
benchmarking results, standardized cost-estimating data,
availability, and capacity.
industry risk study information, and risk databases.
Information technology software. Examples include
Academic research. Examples include industry studies,
scheduling software tools, configuration management
publications, and benchmarking results.
systems, web interfaces to other online automated
systems, and work authorization systems. Government or industry standards. Examples include
regulatory agency regulations and standards related to
Resource availability. Examples include contracting
products, production, environment, quality, and
and purchasing constraints, approved providers and
workmanship.
subcontractors, and collaboration agreements.
Financial considerations. Examples include currency
Employee capability. Examples include existing
exchange rates, interest rates, inflation rates, tariffs, and
human resources expertise, skills, competencies, and
geographic location.
specialized knowledge.
Physical environmental elements. Examples include
working conditions, weather, and constraints.