Project Management

Assignment 1

Name: Anika Thasin Binti

ID: 47M0FM0F0218

Faculty: Safaat Ullah

 The Food Hall Restaurant

• What is a project?

The fundamental assignment in venture definition stage is to set clear extend goal(s),
supposed SMART goal(s), together with necessities or details as far as degree,
calendar, and spending plan. Just this empowers objective situated arranging in the
accompanying stage. We likewise present the idea of partner the executives and
partner examination. (Cameron, B 2007)

Each venture normally starts with some vision or thought. An individual and her family,
an association, or an organization component needs to make something, the ideal
venture result. Perhaps, it is the main home, another IT framework, or an extension over
a 1-mile wide stream. Now, at the earliest reference point of the undertaking, we have
just dubious thoughts of where to go. There is only this vision on an exceptionally
abnormal state, however we don't yet know how the outcome should look like or how we
could arrive.

• What is Project Management?

Undertaking the board includes arranging and association of an organization's assets to

move a particular errand, occasion, or obligation towards fruition. It can include a one-
time venture or a progressing action, and assets oversaw incorporate work force, funds,
innovation, and licensed innovation.

Project management is frequently connected with fields in designing and development

and, all the more recently, social insurance and data innovation (IT), which routinely
have an astounding arrangement of sections that must be done and collected in a set
way to make a working thing. (Cameron, B 2007)

Regardless of what the business is, the task chief will in general have generally a
similar activity: to help characterize the destinations and targets of the endeavor and
decide when the distinctive undertaking segments are to be done and by whom. They
moreover make quality control checks to ensure completed parts satisfy a specific
guideline. Andersen, E. S. (1996)
• Project Management Systems

In the event that venture the board is seen in its frameworks setting, we may talk about
a task the executive’s framework which intrinsically contains a lot of sub-frameworks
that make up the bigger framework. The adequacy of that bigger framework relies upon
the viability of the supporting subsystems independently, just as how these subsystems
are synergized into the bigger framework as it works as an element.( Cameron, B 2007) It
is the manner by which a venture the executives framework works as a substance in its
condition that at last decides the achievement or disappointment of undertaking the
board in the association. Andersen, E. S. (1996)
• Networking Techniques
• CPM- critical path method

The critical path method (CPM) is a well-ordered procedure, system or

calculation for arranging ventures with various exercises that include mind
boggling, associated communications. CPM is an imperative apparatus for
undertaking the executives since it recognizes basic and non-basic assignments
to avoid clashes and bottlenecks. CPM is frequently connected to the
examination of a venture organize rationale graph to create most extreme down
to earth productivity.

• PERT- Program evaluation and review technique

Program evaluation and review technique (PERT) is a strategy received by

associations to break down and address the action in an undertaking, and to
demonstrate the movement of events in a venture. Saucy is a system to survey
and evaluate the time required to complete an endeavor inside due dates.

Saucy fills in as an organization device to analyze, portray and arrange events.

Spunky similarly outlines the activities and bury conditions in an assignment. The
primary goal of PERT is to decrease the cost and time expected to complete a
venture. Richard D (1963)

• GERT- Graphical Evaluation and Review Technique

Graphical Evaluation and Review Technique usually Appeared differently in

relation to various systems, GERT is simply rarely used in complex structures.
Regardless, the GERT approach keeps an eye on the greater part of the
repressions related with PERT/CPM technique. GERT grants permits between
endeavors. The fundamental weakness related with the GERT strategy is the
perplexing project (Monte Carlo reenactment) required to show the GERT
framework. Improvement in GERT incorporates Q-GERTS - enabling the client to
consider lining inside the framework.

• Network Diagrams
• PDM- Product Management Data

Thing data the officials (PDM) is the usage of programming to administer thing
data and strategy related data in a single, focal framework. This data
consolidates PC helped structure (CAD) information, models, parts data and
records.

The perfect PDM framework is open by different gatherings and distinctive get-
togethers over a connection, and supports business -express necessities.
 Richard D (1963) Picking the benefit PDM programming can outfit an a ssociation
in any industry with a strong establishment that can be adequately wandered into
a full PLM sort out.
At its inside, a PDM framework gives answers for secure information the board,
process ennoblement, ADM- Arrow Diagramming Method

 Arrow diagramming method (ADM) is a framework graphing system like

Precedence Diagram Method (PDM). In this procedure, practices are
showed up as jolts on the graph. It has been used long time to choose the
essential way and recognize resource issues and conceivable courses of
action when the inaccurate length and resource essential of the extensive
number of activities of framework diagram are known.

There are two essential parts of the Arrow Diagramming Method (ADM) which
are jolts and centers. One jolt addresses one development to be performed. The
starting phase of the jolt addresses the start of the development and the
fulfillment reason for the jolt talks beyond what many would consider possible of
the activity. The length of the jolt addresses the range of the activity. For better
understanding lets separate the graph underneath.

• Project Details
• Network Diagram for project
• Legends for the network diagram
• Forward Pass

The term forward pass suggests expressly to the essential and fundamental
undertaking the board part in which the venture group leader (close by the
undertaking bunch in meeting) attempts to choose the promising begin and early
finishing dates for most of the uncompleted fragments of work for all framework
works out. There are different purposes for he attempted early figuring of the
yearning begin dates and early fulfillment dates for the undertaking similarly as the
strong begin dates and the early consummation dates for all activities that are
 contained inside the endeavor by and large.

Task Duratio Predecesso Early Early Late Late Total Critic

Task Name Start Finish
Mode n rs Start Finish Start Start Slack al
Auto Tue Tue 0
3 Wed Wed Wed Wed
Schedule Capital 5/28/1 5/28/1 mon Yes
mons 3/6/19 3/6/19 3/6/19 3/6/19
d 9 9 s
Auto Wed Tue Wed Tue Wed Wed 0
Schedule Finding a location 1 mon 5/29/1 6/25/1 1 5/29/1 6/25/1 5/29/1 5/29/1 mon Yes
d 9 9 9 9 9 9 s
Auto Wed Tue Wed Tue Wed Wed
select a suitable 20 0
Schedule 6/26/1 7/23/1 1,2 6/26/1 7/23/1 6/26/1 6/26/1 Yes
shop days days
d 9 9 9 9 9 9
Auto Wed Tue Wed Tue Wed Wed
Install the wall and 0
Schedule 1 wk 7/24/1 7/30/1 3 7/24/1 7/30/1 7/24/1 7/24/1 Yes
flooring wks
d 9 9 9 9 9 9
Auto Wed Wed Wed Wed
Do the interior Tue Tue 0
Schedule 1 wk 7/31/1 4 7/31/1 7/31/1 7/31/1 Yes
painting 8/6/19 8/6/19 wks
d 9 9 9 9
Auto Develop Mon Fri Mon Fri Mon Mon
15 0
Schedule equipment 8/12/1 8/30/1 5,7 8/12/1 8/30/1 8/12/1 8/12/1 Yes
days days
d performance 9 9 9 9 9 9
Auto
Infrastructure/Wa Wed Fri Wed Fri Wed Wed 0
Schedule 3 days 5 Yes
ste Water 8/7/19 8/9/19 8/7/19 8/9/19 8/7/19 8/7/19 days
d
Auto
Mon Mon Mon Mon Mon Mon 0
Schedule Food quality 1 day 6 Yes
9/2/19 9/2/19 9/2/19 9/2/19 9/2/19 9/2/19 days
d
Auto
Tue Wed Tue Wed Tue Tue 0
Schedule Cost estimating 2 days 8 Yes
9/3/19 9/4/19 9/3/19 9/4/19 9/3/19 9/3/19 days
d
Auto
Efficient staff Thu Mon Thu Mon Thu Thu 0
Schedule 3 days 9 Yes
management 9/5/19 9/9/19 9/5/19 9/9/19 9/5/19 9/5/19 days
d
Auto Tue Tue Tue Tue Fri Fri
Better customer 8
Schedule 1 day 9/10/1 9/10/1 10 9/10/1 9/10/1 9/20/1 9/20/1 No
service days
d 9 9 9 9 9 9
Auto Fri Fri
Preliminary Mon Mon Mon Mon 14
Schedule 1 day 6 9/20/1 9/20/1 No
kitchen 9/2/19 9/2/19 9/2/19 9/2/19 days
d 9 9
Auto Tue Mon Tue Mon Mon Mon
Inventory 0.8
Schedule 1 wk 9/10/1 9/16/1 10 9/10/1 9/16/1 9/16/1 9/16/1 No
Management wks
d 9 9 9 9 9 9
Auto Better 4 days Tue Fri 10 Tue Fri Tue Tue 0 Yes
Schedule communication 9/10/1 9/13/1 9/10/1 9/13/1 9/10/1 9/10/1 days
d between the 9 9 9 9 9 9
 kitchen, waiting
and cashier
Auto Mon Fri Mon Fri Mon Mon
0
Schedule Launch 5 days 9/16/1 9/20/1 14 9/16/1 9/20/1 9/16/1 9/16/1 Yes
days
d 9 9 9 9 9 9
Auto Mon Mon Mon Mon Fri Fri 4
Schedule Marketing 1 day? 9/16/1 9/16/1 14 9/16/1 9/16/1 9/20/1 9/20/1 days No
d 9 9 9 9 9 9 ?

• Backward Pass

The articulation in invert pass was at first used in the field, or even more genuinely on
the field, of amusement. In one conventionally used setting, that of American Football, a
retrogressive pass is described as an occasion in which the quarterback hurls the ball to
a player that is at present arranged behind the point on the playing surface at which he
at present stands, really an encroachment of the gauges of the amusement. To the
extent task the administrators, a backward pass in like manner will in general have a
negative ramification, as it suggests delay.

Task Duratio Predecesso Early Early Late Late Total Critic

Task Name Start Finish
Mode n rs Start Finish Start Start Slack al
Auto Tue Tue 0
3 Wed Wed Wed Wed
Schedule Capital 5/28/1 5/28/1 mon Yes
mons 3/6/19 3/6/19 3/6/19 3/6/19
d 9 9 s
Auto Wed Tue Wed Tue Wed Wed 0
Schedule Finding a location 1 mon 5/29/1 6/25/1 1 5/29/1 6/25/1 5/29/1 5/29/1 mon Yes
d 9 9 9 9 9 9 s
Auto Wed Tue Wed Tue Wed Wed
select a suitable 20 0
Schedule 6/26/1 7/23/1 1,2 6/26/1 7/23/1 6/26/1 6/26/1 Yes
shop days days
d 9 9 9 9 9 9
Auto Wed Tue Wed Tue Wed Wed
Install the wall and 0
Schedule 1 wk 7/24/1 7/30/1 3 7/24/1 7/30/1 7/24/1 7/24/1 Yes
flooring wks
d 9 9 9 9 9 9
Auto Wed Wed Wed Wed
Do the interior Tue Tue 0
Schedule 1 wk 7/31/1 4 7/31/1 7/31/1 7/31/1 Yes
painting 8/6/19 8/6/19 wks
d 9 9 9 9
Auto Develop Mon Fri Mon Fri Mon Mon
15 0
Schedule equipment 8/12/1 8/30/1 5,7 8/12/1 8/30/1 8/12/1 8/12/1 Yes
days days
d performance 9 9 9 9 9 9
Auto
Infrastructure/Wa Wed Fri Wed Fri Wed Wed 0
Schedule 3 days 5 Yes
ste Water 8/7/19 8/9/19 8/7/19 8/9/19 8/7/19 8/7/19 days
d
Auto
Mon Mon Mon Mon Mon Mon 0
Schedule Food quality 1 day 6 Yes
9/2/19 9/2/19 9/2/19 9/2/19 9/2/19 9/2/19 days
d
Auto Cost estimating 2 days Tue Wed 8 Tue Wed Tue Tue 0 Yes
Schedule
9/3/19 9/4/19 9/3/19 9/4/19 9/3/19 9/3/19 days
d
Auto
Efficient staff Thu Mon Thu Mon Thu Thu 0
Schedule 3 days 9 Yes
management 9/5/19 9/9/19 9/5/19 9/9/19 9/5/19 9/5/19 days
d
Auto Tue Tue Tue Tue Fri Fri
Better customer 8
Schedule 1 day 9/10/1 9/10/1 10 9/10/1 9/10/1 9/20/1 9/20/1 No
service days
d 9 9 9 9 9 9
Auto Fri Fri
Preliminary Mon Mon Mon Mon 14
Schedule 1 day 6 9/20/1 9/20/1 No
kitchen 9/2/19 9/2/19 9/2/19 9/2/19 days
d 9 9
Auto Tue Mon Tue Mon Mon Mon
Inventory 0.8
Schedule 1 wk 9/10/1 9/16/1 10 9/10/1 9/16/1 9/16/1 9/16/1 No
Management wks
d 9 9 9 9 9 9
Better
Auto communication Tue Fri Tue Fri Tue Tue
0
Schedule between the 4 days 9/10/1 9/13/1 10 9/10/1 9/13/1 9/10/1 9/10/1 Yes
days
d kitchen, waiting 9 9 9 9 9 9
and cashier
Auto Mon Fri Mon Fri Mon Mon
0
Schedule Launch 5 days 9/16/1 9/20/1 14 9/16/1 9/20/1 9/16/1 9/16/1 Yes
days
d 9 9 9 9 9 9
Auto Mon Mon Mon Mon Fri Fri 4
Schedule Marketing 1 day? 9/16/1 9/16/1 14 9/16/1 9/16/1 9/20/1 9/20/1 days No
d 9 9 9 9 9 9 ?

• Identifying the Slack

The term slack alludes to the measure of time that an undertaking can be postponed
without making sway the begin and end date of the resulting task. This implies the basic
way movement is a strategy that recognizes all undertakings that will influence the
venture end date legitimately. In venture the board must know about the all-out buoy
time they have accessible to them toward the start of the undertaking.

Task Duratio Predecesso Early Early Late Late Total Critic

Task Name Start Finish
Mode n rs Start Finish Start Start Slack al
Auto Tue Tue 0
3 Wed Wed Wed Wed
Schedule Capital 5/28/1 5/28/1 mon Yes
mons 3/6/19 3/6/19 3/6/19 3/6/19
d 9 9 s
Auto Wed Tue Wed Tue Wed Wed 0
Schedule Finding a location 1 mon 5/29/1 6/25/1 1 5/29/1 6/25/1 5/29/1 5/29/1 mon Yes
d 9 9 9 9 9 9 s
Auto Wed Tue Wed Tue Wed Wed
select a suitable 20 0
Schedule 6/26/1 7/23/1 1,2 6/26/1 7/23/1 6/26/1 6/26/1 Yes
shop days days
d 9 9 9 9 9 9
Auto Wed Tue Wed Tue Wed Wed
Install the wall and 0
Schedule 1 wk 7/24/1 7/30/1 3 7/24/1 7/30/1 7/24/1 7/24/1 Yes
flooring wks
d 9 9 9 9 9 9
Auto Wed Wed Wed Wed
Do the interior Tue Tue 0
Schedule 1 wk 7/31/1 4 7/31/1 7/31/1 7/31/1 Yes
painting 8/6/19 8/6/19 wks
d 9 9 9 9
Auto Develop Mon Fri Mon Fri Mon Mon
15 0
Schedule equipment 8/12/1 8/30/1 5,7 8/12/1 8/30/1 8/12/1 8/12/1 Yes
days days
d performance 9 9 9 9 9 9
Auto
Infrastructure/Wa Wed Fri Wed Fri Wed Wed 0
Schedule 3 days 5 Yes
ste Water 8/7/19 8/9/19 8/7/19 8/9/19 8/7/19 8/7/19 days
d
Auto
Mon Mon Mon Mon Mon Mon 0
Schedule Food quality 1 day 6 Yes
9/2/19 9/2/19 9/2/19 9/2/19 9/2/19 9/2/19 days
d
Auto
Tue Wed Tue Wed Tue Tue 0
Schedule Cost estimating 2 days 8 Yes
9/3/19 9/4/19 9/3/19 9/4/19 9/3/19 9/3/19 days
d
Auto
Efficient staff Thu Mon Thu Mon Thu Thu 0
Schedule 3 days 9 Yes
management 9/5/19 9/9/19 9/5/19 9/9/19 9/5/19 9/5/19 days
d
Auto Tue Tue Tue Tue Fri Fri
Better customer 8
Schedule 1 day 9/10/1 9/10/1 10 9/10/1 9/10/1 9/20/1 9/20/1 No
service days
d 9 9 9 9 9 9
Auto Fri Fri
Preliminary Mon Mon Mon Mon 14
Schedule 1 day 6 9/20/1 9/20/1 No
kitchen 9/2/19 9/2/19 9/2/19 9/2/19 days
d 9 9
Auto Tue Mon Tue Mon Mon Mon
Inventory 0.8
Schedule 1 wk 9/10/1 9/16/1 10 9/10/1 9/16/1 9/16/1 9/16/1 No
Management wks
d 9 9 9 9 9 9
Better
Auto communication Tue Fri Tue Fri Tue Tue
0
Schedule between the 4 days 9/10/1 9/13/1 10 9/10/1 9/13/1 9/10/1 9/10/1 Yes
days
d kitchen, waiting 9 9 9 9 9 9
and cashier
Auto Mon Fri Mon Fri Mon Mon
0
Schedule Launch 5 days 9/16/1 9/20/1 14 9/16/1 9/20/1 9/16/1 9/16/1 Yes
days
d 9 9 9 9 9 9
Auto Mon Mon Mon Mon Fri Fri 4
Schedule Marketing 1 day? 9/16/1 9/16/1 14 9/16/1 9/16/1 9/20/1 9/20/1 days No
d 9 9 9 9 9 9 ?

• Identification of the critical path from the network diagram

The critical path action is characterized as the assignments that set up the end date of
the task plan. When one of the ventures the board errands or exercises are late by no
less than one day, at that point the task end date will be influenced by being reached
out for one day. The critical path action guarantees that every single basic action will be
spot on calendar. (Farley, J 2008)

Task Duratio Predecesso Early Early Late Late Total Critic

Task Name Start Finish
Mode n rs Start Finish Start Start Slack al
Auto Tue Tue 0
3 Wed Wed Wed Wed
Schedule Capital 5/28/1 5/28/1 mon Yes
mons 3/6/19 3/6/19 3/6/19 3/6/19
d 9 9 s
Auto Wed Tue Wed Tue Wed Wed 0
Schedule Finding a location 1 mon 5/29/1 6/25/1 1 5/29/1 6/25/1 5/29/1 5/29/1 mon Yes
d 9 9 9 9 9 9 s
Auto Wed Tue Wed Tue Wed Wed
select a suitable 20 0
Schedule 6/26/1 7/23/1 1,2 6/26/1 7/23/1 6/26/1 6/26/1 Yes
shop days days
d 9 9 9 9 9 9
Auto Wed Tue Wed Tue Wed Wed
Install the wall and 0
Schedule 1 wk 7/24/1 7/30/1 3 7/24/1 7/30/1 7/24/1 7/24/1 Yes
flooring wks
d 9 9 9 9 9 9
Auto Wed Wed Wed Wed
Do the interior Tue Tue 0
Schedule 1 wk 7/31/1 4 7/31/1 7/31/1 7/31/1 Yes
painting 8/6/19 8/6/19 wks
d 9 9 9 9
Auto Develop Mon Fri Mon Fri Mon Mon
15 0
Schedule equipment 8/12/1 8/30/1 5,7 8/12/1 8/30/1 8/12/1 8/12/1 Yes
days days
d performance 9 9 9 9 9 9
Auto
Infrastructure/Wa Wed Fri Wed Fri Wed Wed 0
Schedule 3 days 5 Yes
ste Water 8/7/19 8/9/19 8/7/19 8/9/19 8/7/19 8/7/19 days
d
Auto
Mon Mon Mon Mon Mon Mon 0
Schedule Food quality 1 day 6 Yes
9/2/19 9/2/19 9/2/19 9/2/19 9/2/19 9/2/19 days
d
Auto
Tue Wed Tue Wed Tue Tue 0
Schedule Cost estimating 2 days 8 Yes
9/3/19 9/4/19 9/3/19 9/4/19 9/3/19 9/3/19 days
d
Auto
Efficient staff Thu Mon Thu Mon Thu Thu 0
Schedule 3 days 9 Yes
management 9/5/19 9/9/19 9/5/19 9/9/19 9/5/19 9/5/19 days
d
Auto Tue Tue Tue Tue Fri Fri
Better customer 8
Schedule 1 day 9/10/1 9/10/1 10 9/10/1 9/10/1 9/20/1 9/20/1 No
service days
d 9 9 9 9 9 9
Auto Fri Fri
Preliminary Mon Mon Mon Mon 14
Schedule 1 day 6 9/20/1 9/20/1 No
kitchen 9/2/19 9/2/19 9/2/19 9/2/19 days
d 9 9
Auto Tue Mon Tue Mon Mon Mon
Inventory 0.8
Schedule 1 wk 9/10/1 9/16/1 10 9/10/1 9/16/1 9/16/1 9/16/1 No
Management wks
d 9 9 9 9 9 9
Auto Better 4 days Tue Fri 10 Tue Fri Tue Tue 0 Yes
Schedule communication 9/10/1 9/13/1 9/10/1 9/13/1 9/10/1 9/10/1 days
 between the
d kitchen, waiting 9 9 9 9 9 9
and cashier
Auto Mon Fri Mon Fri Mon Mon
0
Schedule Launch 5 days 9/16/1 9/20/1 14 9/16/1 9/20/1 9/16/1 9/16/1 Yes
days
d 9 9 9 9 9 9
Auto Mon Mon Mon Mon Fri Fri 4
Schedule Marketing 1 day? 9/16/1 9/16/1 14 9/16/1 9/16/1 9/20/1 9/20/1 days No
d 9 9 9 9 9 9 ?

• Implications of recognizing the critical path

The critical path is the path through the framework in which none of the
endeavors have slack, that is, the route for which ES=LS and EF=LF for all
errands in the manner. Any deferral in the basic way defers the whole endeavor.
Note that if we wish to finish the endeavor sooner, it is vital to diminish the hard
and fast time required for the activities in the critical path. ( Farley, J 2008)

Stakeholder register

• What is a stakeholder
A stakeholder is either an individual, social occasion or affiliation who is influenced by the
consequence of an endeavor. They have an energy for the achievement of the endeavor, and
can be inside or outside the affiliation that is supporting the assignment. Stakeholder can affect
the undertaking.
A stakeholder is an individual, like some other individual from the assignment, and some will be
more straightforward to administer than others. You should make sense of how to deal with an
arrangement of characters and guarantee you're having a productive talk with them to know
the assignment goals you've been enrolled to meet.

• Type of stakeholders
 There are nine types of stakeholders in my project. They play nine types of roles internal
and external stakeholders on the project. They are: 1) Director, 2) Manager, 3) Employee 4)
Government, 5) Media, 6) Subcontractor, 7) Shareholders 8) Society 9) Customers.

• Project Stakeholder Register (template)

• Stakeholder Management Strategy

The three noteworthy activities an undertaking group performs to comprehend and
get ready for partners are as per the following:

1. Stakeholder Identification. Likewise, with hazard the board, the initial step is to
know all the potential partners.

2. Stakeholder Response Development. Figure out what these individuals expect

and make a procedure for working with them.
3.Continuous Stakeholder Management. Execute the designs to draw in at the
suitable dimension with every partner all through the undertaking. The parallels to
chance administration start with this three-advance procedure. The most essential
parallel is that following this procedure implies that partner the executives is
proactive instead of responsive
References:
1) Moder, Joseph J. and Cecil R. Phillips, Project Management With CPM and
PERT, Van Nostrand-Reinhold Company, New York, 1970 (2nd. ed.) 60
2) Cleland, David I. and William R. King, Systems Analysis and Project
Management, McGraw-Hill Book Company, New York, 1968.
3) Martino, R. L., Project Management and Control in three volumes: “Finding the
Critical Path,” “Applied Operational Planning,” and “Allocating and Scheduling
Resources,” American Management Association, New York, 1964.
4) O’Brien, James J., CPM in Construction Management, McGraw- Hill Book
Company, New York, 1971 (2nd ed.).
5) Archibald, Russell D. and Richard L. Villoria, Network Based Management
Systems (PERT/CPM), Wiley, New York, 1967.
6) Harvard Business Review, Managing Projects and Programs Series: Reprints
from Harvard Business Review — No. 21300, c 1971.
7) Wiest, J. D. and F. K. Levy, A Management Guide to PERT/ CPM, Prentice Hall,
Inc., New York, 1969.
8) Baumgartner, J. S., Project Management, Richard D. Irwin Co., New York, 1963.

9) Clough, Richard H., Construction Project Management, Wiley- Interscience, New

York, 1972.
10)Drucker, Peter F., Management: Tasks, Responsibilities, Practices, Harper &
Row, 1974.
11)Bonny and Frein (eds.), Handbook of Construction Management and
Organization, Van Nostrand-Reinhold, 1973.
12)Woodgate, H. S., Planning by Network, Project Planning and Control Using
Techniques, Brandon Systems Press, New York, 1967.
13)Peart, Allan T., Project Management Systems and Records, Cahner, 1971.
14) Cleland, David. 1998. Field guide to project management. New York: Wiley.
15)Frame, J. D. 1994. The new project management. San Francisco: Jossey-
Bass.
16)Kerzner, H. 1998. Project management: A systems approach to planning,
scheduling, and controlling, 6th ed. New York: Van Nostrand Reinhold
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