CHAPTER 2: Identifying and Selecting Projects

Transcription

1 SOLUTIONS MANUAL FOR SUCCESSFUL PROJECT MANAGEMENT 6TH EDITION BY JACK GIDO, JIM CLEMENTS Successful Prject Management 6th Editin Gid Slutins Manual Cmpleted dwnlad: CHAPTER 2: Identifying and Selecting Prjects Chapter Cncepts... 2 Learning Outcmes... 2 Prject Management Knwledge Areas frm PMBOK Guide... 2 Teaching Strategies... 2 Lecture Ntes Real-Wrld Prject Management Examples... 2 Vignette A: Hrnets' Nest... 2 Vignette B: T Outsurce r Nt t Outsurce Prject Identificatin Prject Selectin Prject Charter Preparing a Request fr Prpsal Sliciting Prpsals Critical Success Factrs Summary... 8 Questins... 8 Internet Exercises Case Study # 1 A Midsize Pharmaceutical Cmpany Answers t Case Questins Grup Activity Case Study # 2 Transprtatin Imprvements Answers t Case Questins Grup Activity Optinal Supplemental Activities

2 SOLUTIONS MANUAL FOR SUCCESSFUL PROJECT MANAGEMENT 6TH EDITION BY JACK GIDO, JIM CLEMENTS Chapter Cncepts This chapter discusses the initiating phase f the prject life cycle. Based upn this chapter, students will becme familiar with: Hw prjects are identified and selected A prject charter Hw t utsurce prjects using a request fr prpsal The prpsal slicitatin prcess Learning Outcmes After studying this chapter, the learner shuld be able t: Discuss hw prjects are identified Explain hw prjects are priritized and selected Identify and describe at least eight elements f a prject charter Prepare a prject charter Prepare a request fr prpsal Prject Management Knwledge Areas frm PMBOK Guide Cncepts in this chapter supprt the fllwing Prject Management Knwledge Areas f A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide): Prject Integratin Management Prject Prcurement Management Teaching Strategies 1. The first vignette reinfrces the need fr a systematic apprach t identify the prject's needs and t evaluate data cllected frm sites. Prject identificatin is the start f the prject life cycle. Have students describe systematic prcesses they use fr evaluatin. 2. The secnd vignette reinfrces that the need, prblem, r pprtunity fr a prject may nt always be a prduct that is created; that service plans are a prject with a defined end. The spnsr needs t have evaluatin criteria fr evaluatin f the prject. Have students describe when they have suggested a slutin fr a prblem and hw the rganizatin r persn evaluated their suggestins. 3. Have the students read the case studies in class and answer the questins in grups f three r fur. Next, select five participants t act ut the grup activity. This is an excellent way t stimulate class discussin and interest. This is a gd case study t d right befre yu lecture n this chapter and then again after yu lecture n the chapter. The difference in respnses befre and after will reinfrce the tpics cvered. 4. Ask yur students whether they have ever seen an RFP r written an RFP. 5. Ask yur students t identify situatins in the real wrld that wuld require an RFP. Ask them t describe in detail what the RFP might lk like. Lecture Ntes 1. Real-Wrld Prject Management Examples Vignette A: Hrnets' Nest Canada's military needs t replace its aging fleet f CF-18 Hrnets. In the past, Canada has chsen fighters based n interperability with allied frces. Stealth and aerial refueling were pririties. 2

3 Cncerns fr pilt safety are influencing decisins t lean tward a less stealthy tw engine fighter with less range and mre easily sptted by ppsitin frces. A draft RFP is being prepared. Backgrund infrmatin abut the prject s need First CF-18 Hrnet fighters were placed int service in Octber Aging fleet has interperability with the United States military fighters and ther allied frces. Stealth and aerial refueling capabilities have been crucial. Ptential risks and benefits Survivability by a lne pilt in the nrthernmst regins f Canada in the case f emergency is a cncern Many ptential prblems that culd cause engine failure Planes with tw engines and tw seats have less range and less stealth Secnd pilt culd help with survival in the far nrth regins Secnd engine in case f engine failure and the ability t limp back t safety Financial psitin Military pririties Have students discuss the risks and benefits t make a decisin f t prceed with an RFP r nt. Discuss the critical aspects f the RFP necessary t attract bidders t supply new planes if it is decided t create the RFP. Vignette B: T Outsurce r Nt t Outsurce A fleet management department cmpleted a number f prjects t increase the prductivity and decrease csts f peratins. Cnsideratin was given t utsurcing the parts rm peratins. The analysis and cmmunicatin with stakehlders resulted in an RFP and vendr selectin. Prject mnitring revealed success with the prject. When Elizabeth Linck was hired as a manager fr fleet peratins Everything was dne manually. Track 500 vehicles and pieces f equipment fr all a twn s departments fire, plice, public water, parks and recreatin, educatin, and administratin repair, use, maintenance, and fueling. An inventry f the parts rm revealed ver $300,000 f value. Slutin Prgrams and systems fr fleet maintenance, autmated fueling, preventative care, and perpetual inventry were implemented as the first prjects. Key bjectives Other prjects undertaken were purchasing hybrid vehicles, establishing car pls, cnstructing a truck washing facility, and cmplying with envirnmental rules and regulatins. Increased prductivity fr peratins and technicians Increased n demand availability f parts Reduced dwntime Reduced paperwrk Imprved mnitring Reduced administratin Eliminated inventry and inventry cntrl (especially bslete parts) The Implementatin Timelines fr implementatin and stakehlders were identified. 3

4 The team created a cmmunicatin plan t infrm the emplyees, departments, twn fficials, and ther stakehlders f the prject bjectives. Details related t the physical inventry, change ver, prjectins and actual csts, emergency cverage, and persnnel were the highest cncerns fr the stakehlders and addressed within the csts and benefits analysis. Analysis and cmmunicatin with stakehlders The Result Thusands f labr hurs redirected t cre functins Reductin f administrative paperwrk Have students discuss why there was such success. What culd have happened t cause the prject t fail? 2. Prject Identificatin The initiating phase f the prject life cycle starts with recgnizing a need, prblem, r pprtunity fr which a prject r prjects will be identified t address the need. Identified in varius ways: during an rganizatin s strategic planning, as part f its nrmal business peratins, 3. Prject Selectin in respnse t unexpected events, r as a result f a grup f individuals deciding t rganize a prject t address a particular need It is imprtant t clearly define the need. This may require gathering data abut the need r pprtunity t help determine whether it is wrth pursuing. Smetimes rganizatins identify several r many needs but have limited funds and peple available t address all thse needs. In such cases, the cmpany must g thrugh a decisin-making prcess t priritize and select thse prjects that will result in the greatest verall benefit. Prject selectin invlves evaluating varius needs r pprtunities, and then deciding which f thse shuld mve frward as prjects t be implemented. The benefits and cnsequences, advantages and disadvantages, plusses and minuses f each pprtunity need t be cnsidered and evaluated. These factrs can be quantitative and qualitative, tangible and intangible. Each persn's decisin will be a cmbinatin f quantitative evaluatin and "gut" feelings based upn experience. The steps in prject selectin are t: Develp a set f criteria against which the pprtunity will be evaluated. Fr example: Alignment with cmpany gals Anticipated sales vlume Increase in market share Establishment f new markets Anticipated retail price Investment required Estimated manufacturing cst per unit Technlgy develpment required Return n investment Human resurces impact 4

5 Public reactin Cmpetitrs reactin Expected time frame Regulatry apprval Risks List assumptins that will be used as the basis fr each pprtunity. Fr example, if ne pprtunity is t build an n-site day care center fr children and elderly relatives f cmpany emplyees, ne assumptin might be that the cmpany wuld be able t btain a bank lan t build such a center. Gather data and infrmatin fr each pprtunity t help ensure an intelligent decisin regarding prject selectin. Fr example, it may be necessary t gather sme preliminary financial estimates assciated with each pprtunity, such as estimated revenue prjectins and implementatin and perating csts. In additin t gathering hard data, it may als be necessary t btain ther infrmatin such as respnses frm varius stakehlders wh wuld be affected by the pprtunity. Evaluate each pprtunity against the criteria. Once all the data and infrmatin has been cllected, analyzed, and summarized fr each pprtunity, it shuld be given t all the individuals wh are respnsible fr perfrming the evaluatin. It is beneficial t have several individuals participating in the evaluatin and selectin decisin in rder t get varius viewpints. Figure 2.1 depicts a prject evaluatin and selectin frm t evaluate three pssible prjects. Have students describe the psitive and negatives f pssible scenaris fr a develpment prject. 4. Prject Charter Once a prject has been selected, it is frmally authrized using a prject charter, smetimes called a prject authrizatin r prject initiatin dcument. Prvides spnsr apprval t g frward with the prject and cmmits the funding fr the prject Summarizes the key cnditins and parameters fr the prject and establishes the framewrk fr develping a detailed baseline plan fr perfrming the prject Includes many f the fllwing elements Prject title Purpse Descriptin Objective Success criteria r expected benefits Funding Majr deliverables Acceptance criteria Milestne schedule Key assumptins Cnstraints 5

6 Majr risks Apprval requirements Prject manager Reprting requirements Spnsr designee Apprval signature Figure 2.2 depicts a prject charter. The image here is nly a sectin f the entire charter in the text. Have students review the parts f the prject charter and cmment n the cmpleteness f the infrmatin and hw it culd be develped frm the statements in an RFP and the evaluatin criteria fr the prject. 5. Preparing a Request fr Prpsal If an rganizatin des nt have the expertise r staff capacity t plan and perfrm the prject r majr prtins f the prject, utsurcing the wrk t an external resurce (cntractr) is a chice. A request fr prpsals helps the rganizatin decide which cntractr t use. The purpse f preparing a request fr prpsal is t state, cmprehensively and in detail, what is required, frm the custmer s pint f view, t address the identified need. A gd RFP allws cntractrs r a prject team t understand what the custmer expects s that they can prepare a thrugh prpsal that will satisfy the custmer s requirements at a realistic price. In many situatins a frmal RFP might nt be prepared; instead, the need is cmmunicated infrmally and smetimes rally rather than in writing. This is ften the case when the prject will be implemented by a firm's internal staff rather than by an external cntractr. Fllwing are sme guidelines fr drafting a frmal request fr prpsal t external cntractrs: The RFP must state the prject bjective r purpse, including any ratinal r backgrund infrmatin that may be helpful t cntractrs s that they can prepare thrugh and respnsive prpsals. An RFP must prvide a statement f wrk (SOW). An SOW deals with the scpe f the prject, utlining the tasks r wrk items the custmer wants the cntractr r prject team t perfrm. The RFP must include the custmer requirements, which define specificatins and attributes. Requirements cver size, quantity, clr, weight, speed, perfrmance, and ther physical r peratinal parameters the cntractr s prpsed slutin must satisfy. The custmer may als use these requirements as acceptance criteria. The RFP shuld state what deliverables, r tangible items, the custmer expects the cntractr t prvide. They can include peridic prgress reprts r a final reprt as well as a final prduct. The RFP shuld state the acceptance criteria the custmer will use t determine whether the prject deliverables have been cmpleted accrding t the custmer s requirements. The RFP shuld list any custmer-supplied items. The RFP might state the apprvals required by the custmer. Sme RFPs mentin the type f cntract the custmer intends t use. It culd be fixed price, in which case the custmer will pay the cntractr a fixed amunt regardless f hw much the wrk actually csts the cntractr. (The cntractr accepts the risk f taking a lss.) Or the cntract might be fr time and materials. In this case, the custmer will pay the cntractr whatever the actual csts are. 6

7 An RFP might state the payment terms the custmer intends t use. The custmer may specify prgress payments r pay when the entire prject is finished. The RFP shuld state the required schedule fr cmpletin f the prject and key milestnes. It might state simply a required cmpletin date r it might give a mre detailed schedule. The RFP shuld prvide instructins fr the frmat and cntent f the cntractr prpsals. Instructins might state the maximum number f pages, the number f details the custmer wants the cntractr t shw regarding the csts, and ther specificatins. The RFP shuld indicate the due date by which the custmer expects ptential cntractrs t submit prpsals. An RFP may include the evaluatin criteria that will be used t evaluate prpsals frm cmpeting cntractrs. Criteria might include the fllwing: the cntractr s experience with similar prjects the technical apprach prpsed by the cntractr the schedule the csts In rare cases an RFP will indicate the amunt f mney the custmer has available t spend n the prject. Cntractrs can then submit prpsals apprpriate t that level f funding. Figure 2.3 depicts a request fr prpsal. The image here is a small sectin f the RFP in the text. Have students review the parts f the RFP and list any additinal questins they wuld have. These are the types f questins that wuld be submitted in RFP clarificatin meetings. Have students suggest hw they wuld respnd t the RFP. 6. Sliciting Prpsals Once the RFP has been prepared, the custmer slicits prpsals by ntifying ptential cntractrs that the RFP is available. One way fr custmers t ntify ptential bidders is by identifying a selected grup f cntractrs in advance and sending each f them a cpy f the RFP. Anther apprach t sliciting prpsals is t advertise in certain business newspapers and n websites that the RFP is available. Fr example, federal gvernment rganizatins advertise their RFPs in Cmmerce Business Daily. Business custmers and cntractrs cnsider the RFP/prpsal prcess t be a cmpetitive situatin. Custmers shuld be careful nt t prvide t any f the cntractrs infrmatin that is nt prvided t all. Business r gvernment custmers may hld a bidders meeting t explain the RFP and answer questins frm interested cntractrs. Nt all prject life cycles include the preparatin f a written RFP. Sme bypass the prpsal steps and mve right int planning and perfrming the prject. There are ther prjects in which requirements are nt written dwn in a frmal RFP but are cmmunicated verbally t several prviders r suppliers (cntractrs). Althugh prjects can be businesslike r infrmal, they all start with the identificatin f a need, prblem, r pprtunity. 7

8 7. Critical Success Factrs 8. Summary Questins The need must be clearly defined befre preparing a request fr prpsal (RFP). When selecting a prject frm amng several needs r pprtunities, management shuld base the decisin n which prject will prvide the greatest verall benefits cmpared t its csts and pssible cnsequences. Having a well-understd evaluatin and selectin prcess and a well-runded cmmittee will increase the chances f making the best prject selectin decisin. Establish quantitative prject success criteria r expected benefits. A gd RFP allws cntractrs t understand what the custmer expects s that they can prepare a thrugh prpsal that addresses the custmer s needs and requirements. A request fr prpsal shuld include a statement f wrk, custmer requirements, expected deliverables, and the criteria by which the custmer will evaluate prpsals. An RFP shuld prvide instructins fr the frmat and cntent f cntractr prpsals s that the custmer will be able t make a cnsistent and fair cmparisn and evaluatin f all the prpsals. Custmers must be careful nt t prvide infrmatin t nly sme f the cntractrs because it wuld give these cntractrs an unfair cmpetitive advantage in preparing their prpsals. The initiating phase f the prject life cycle starts with recgnizing a need, prblem, r pprtunity fr which a prject r prjects are identified t address the need. Smetimes rganizatins identify several r many needs but have limited funds and peple available t pursue ptential prjects t address all f thse needs. In such cases, the cmpany must g thrugh a decisin-making prcess t priritize and select thse prjects that will result in the greatest verall benefit. Prject selectin invlves evaluating ptential prjects and then deciding which f these shuld mve frward t be implemented. Once a prject has been selected, it is frmally authrized using a prject charter, smetimes called a prject authrizatin r prject initiatin dcument. In sme cases, an rganizatin des nt have the expertise r staff capacity t plan and perfrm the prject r majr prtins f the prject, and therefre decides t have the prject dne by an external resurce (cntractr) and prepares and RFP. Once the RFP has been prepared, the custmer slicits prpsals by ntifying ptential cntractrs that the RFP is available. Nt all prject life cycles include the preparatin f a written request fr prpsal by a custmer and subsequent submittal f prpsals frm cntractrs. Sme endeavrs mve right frm the initiating phase, where a prject is identified and selected, int the planning and perfrming phases f the life cycle. 1. Why is it imprtant t d a thrugh and detailed jb f needs identificatin? It is imprtant t thrughly study the prblem r pprtunity in rder t develp a quality RFP and/r quality slutin. If the need isn t clearly defined, yu can t expect the prpsed slutins t be clearly defined either. 2. Describe a situatin in yur life in which yu perfrmed needs identificatin. Answers will vary frm student t student but shuld cntain a descriptin f why the student identified the need, prblem, r pprtunity. 8

9 3. Why is it imprtant t select the right prject befre yu begin wrking? In reality t many prjects are started that shuld never have been. It is wise t take the time t decide which plans t address identified needs, prblems, r pprtunities shuld g frward as a prject befre yu start wrking. 4. Describe hw a business selects which prjects t wrk n when there are numerus prjects that culd be dne. A fur-step prcess is recmmended: 1) Develp a set f criteria against which the pprtunity will be evaluated. 2) List assumptins that will be used as the basis fr each prject. 3) Gather data and infrmatin fr each prject 4) Evaluate each pprtunity against the criteria. 5. Which elements f a prject charter wuld yu use t help plan if yu had a prject that did nt require a prject charter? Why? Student respnses will vary. Respnses shuld include the elements f a prject charter that describe the utcmes f the student's prject with enugh clarity fr the cntractr t deliver an apprved prduct at the end f the prject. 6. Give examples f situatins in which a business might develp a request fr prpsal. There are many pssible answers t this questin. Sme examples might include an RFP fr a new billing system, an RFP fr a cmprehensive management training prgram, an RFP fr a new heating system fr a majr ffice building, etc. Respnses shuld include a descriptin f an activity that cannt be cmpleted by the rganizatin r is better cmpleted by an external resurce r cntractr. 7. Give examples f situatins in which an individual might develp a request fr prpsal. There are many pssible answers t this questin. Sme examples might include an RFP fr a new in-grund pl, a new deck, r a new huse. These may r may nt be written. Respnses shuld include a descriptin f an activity that cannt be cmpleted by the persn r is better cmpleted by an external resurce r cntractr. 8. Why is it imprtant fr a business t try t quantify the expected benefits f implementing a slutin t a prblem? If a business did nt d this in advance, it might find that the csts f the slutin exceed the benefits. In additin, because mst businesses have limited resurces, they must priritize their prjects based n the expected benefits. 9. What shuld be cntained in a statement f wrk? A statement f wrk shuld define the scpe f the prject and utline the tasks r wrk items t be perfrmed. The SOW shuld be very precise. 10. What is meant by custmer requirements? Why must they be precise? The RFP must include the custmer requirements, which define specificatins and attributes. Requirements cver size, quantity, clr, weight, speed, perfrmance, and ther physical r peratinal parameters the cntractr s prpsed slutin must satisfy. These requirements must be very precise because this is what the cntractr will use as a guideline as he r she develps the prpsal and/r slutin, and the custmer may als use it as acceptance criteria fr the prject. 11. Why wuld an RFP state the apprvals that will be required during the prject? Give sme examples. It is imprtant t state the apprvals required during the prject s the final slutin matches what the custmer expects. Examples include reviewing the design specificatins fr a huse befre cnstructin begins, reviewing a prttype user interface fr a new sftware system befre cding 9

10 begins, etc. Student examples will vary and shuld include prjects that have a level f cmplexity where changes as the prject advances culd result in high csts. 12. Why wuld a custmer give cntractrs instructins in the RFP t submit their prpsals accrding t a standard frmat? This is dne s all prpsals have a standard frm and are thus easier t evaluate. Otherwise, fr example, ne prpsal might be 5 pages and anther might be 50 pages. One might include technical specificatins and anther might nt. 13. Develp an RFP fr a real-wrld prject such as landscaping the grunds surrunding a nearby business ffice, building a deck fr yur huse, r hlding a big graduatin celebratin. Be creative in specifying yur needs. Feel free t cme up with unique ideas fr the RFP. Answers will vary frm student t student. Respnses shuld include the guideline elements as the elements are apprpriate fr the need, prblem, r pprtunity defined by the student. Internet Exercises The Internet Exercises can be a very valuable part f this curse. Yu shuld assign these exercises t yur students as hmewrk r cmplete them with them in a cmputer lab. The Web exercises in this chapter invlve investigating and evaluating a Request fr Prpsal fund n the Web. Examinatin f RFPs fund n the Internet culd infrm students abut hw t develp their wn RFP and help t reinfrce the elements f a clearly written RFP. Case Study # 1 A Midsize Pharmaceutical Cmpany This case study invlves an wner and Chief Executive Officer f a midsize glbal pharmaceutical cmpany wh states that prfits fr the year are expected t be $2,000,000 mre than anticipated. She asks her three key managers t get tgether t develp a priritized list f ptential prjects and then t meet with her t sell her n their ideas. A furth manager als has sme ideas fr hw t use this extra mney. Answers t Case Questins 1. Hw shuld Jennifer g abut making her decisin? She has identified an pprtunity. She has $2,000,000 f unexpected prfits that she wuld like reinvest in the cmpany. In this case, she is sliciting prpsals frm her internal managers. She shuld state cmprehensively, and in detail, what she expects in the prpsals including several f thse items discussed in this chapter (due date fr prpsals, frmat required, evaluatin criteria t be used, etc.). In this case, the RFP may r may nt be in written frm. She shuld then evaluate each prpsal submitted based n the stated criteria. 2. What kind f additinal data r infrmatin shuld she cllect? Amng ther things, infrmatin n cst and benefits shuld be cllected. Csts shuld include netime and n-ging expenses. Additinal data such as specific tasks and timeframes is als needed. 3. What exactly shuld Jennifer require the thers t submit in the way f prpsals? Each prpsal shuld include the cst and anticipated benefits f the prject. At a minimum, it shuld als include the tasks t be perfrmed, the resurces used, and a schedule. 4. What d yu think Jennifer shuld d with the $2,000,000? In explaining yur answer, address the cncerns and psitins f Julie, Tyler, Jeff, and Je. At this pint it is t early t tell. Jennifer must evaluate each f the prpsals based n the established criteria and then select the prpsal r prpsals that prvide the greatest benefit t the cmpany. Respnses shuld include a descriptin f each persn's psitin and additinal infrmatin that Jennifer wuld need t evaluate their respnse. The respnses shuld include why r why nt Jennifer wuld fund the prjects based upn the student's experiences and interpretatin f the prjects. 10

11 Grup Activity This is an excellent way t stimulate class discussin and interest. Take a few minutes and have sme students act it ut in class. Select five curse participants t play the rles f Jennifer, Julie, Tyler, Jeff, and Je. After Jennifer and Je leave the rm, have Julie, Tyler, and Jeff rle-play (preferably in frnt f the remaining curse participants) a meeting in which they discuss their prpsed prjects and develp a priritized list t sell t Jennifer. After Jennifer and Je re-enter the rm, have all five participants rle-play (preferably in frnt f the class) a meeting with Jennifer in which Julie, Tyler, and Jeff try t sell her n the priritized list f prjects and Je prmtes his agenda. Discuss what tk place. What psitins did the players take? Hw was the final decisin made? What was the final decisin? Case Study # 2 Transprtatin Imprvements This case invlves a large, mstly sparsely ppulated cunty that has a fairly muntainus terrain. Varius rad prjects are being discussed. Answers t Case Questins 1. What criteria shuld Zachary use t evaluate the prjects? Varius ptins can be used as discussed in this chapter. The criteria shuld be defined in advance f evaluating the prjects. Encurage students t explain why they chse particular criteria t evaluate the prjects. 2. What assumptins shuld he make? Zachary has t make assumptins regarding the safety t the entrance utside f Big Jhn s superstre, the need t widen and repair Elk Muntain Rad, and the cnditin f Cunty Rute 1045 and the bridge. Each f Zachary's assumptins needs t be evaluated. 3. What data and infrmatin shuld he gather and hw shuld he g abut gathering the data and infrmatin? Surveys and varius types f research methds culd be used t gather data related t the assumptins in the case study. 4. After he has evaluated each prject against the evaluatin criteria, hw shuld he decide the pririty f the three prjects? This is a great pprtunity t get the class t walk thrugh the fur-step prject selectin prcess. Split the class int grups and have the students cmpare the utcmes and suggestins develped in each grup with the thers. Grup Activity Ask each curse participant t individually answer the first case questin. Then, divide the curse participants int grups f three r fur t discuss the case questins. Each grup must select a spkespersn t present its answers t the entire class. Optinal Supplemental Activities 1. This is a gd time t get yur students t start reading sme f PMI s publicatins either nline r printed. These articles are typically very readable and might relate t smething that interests yur students. Have each student read ne such article and prepare a ne-page summary. If time permits, have each student discuss his r her article in class. 2. Have students find a Request fr Prpsal n the Web and evaluate it against the guidelines in this bk. 3. Have a certified Prject Management Prfessinal make a presentatin t the class and answer questins abut the value f certificatin. 11

12 4. Shw the class a cpy f A Guide t the Prject Management Bdy f Knwledge (PMBOK Guide). Have students examine the sectins n prject integratin management and prject prcurement management. Reference dwnlad links: successful prject management 6th editin answers successful prject management 6th editin case study answers successful prject management 6th editin pdf dwnlad successful prject management 6th editin slutin manual pdf successful prject management 6th editin answers successful prject management 5th editin slutin manual successful prject management 5th editin case study answers successful prject management 6th editin case study answers successful prject management 6th editin test bank successful prject management slutin manual prject management the managerial prcess 6th editin answers 12