#76 b.c.

[theancientwayoflife]

~ Denarius.

Moneyer: L. Lucretius Trio

Cultures/Period: Roman Republican

Date: 76 B.C.

Place of origin: Italy, Rome, Lazio

Medium: Silver

[newvegascowboy]

Proposal based on your food post and some things in Fallout.

:readmore:

Homemade sodas and sweet drinks are incredibly common based on home recipes passed down through the generations.

In Fallout new Vegas, and in Fallout 4 you can make drinks such as Nuka-Cola.

Filtering water and making it drinkable will be a big priority wherever you go. But making it palatable will also be a big goal.

Local settlements will probably mix sweeteners like syrup, juices, or even honey to mix it in the water.

Tea will be very popular too with all kinds of local teas made from local plants, sweetened with local sweeteners, and traded or even sold to each other.

Tea has the advantage of being boiled, filtered, and flavored making it a popular drink with massive variants between region to region and even settlement to settlement.

Brahmin milk will have a lot of nutrients and apparently good for treating radiation so odds are its also used as a medicine and a big part of a lot of diets.

Some rare drinks may still be possible but take a lot of work such as coffee, and ice cream.

Coffee needs specific growth and a lot of space to grow. So maybe it'll grow in small quantities.

There's ways to make ice cream without machines but it takes a lot of salt, ice, and milk. So you'd have to be very wealthy or very well located to have it

Shaved ice with simple syrups and fruits may make good treats in areas where there's a lot of ice

I fully agree with all of this! Not including it was probably a bit of an oversight on my part, but this is exactly the kind of extrapolation and worldbuilding I was aiming for.

Soda was invented in the mid 1800s, so I don't think it's beyond the realm of possibility for people to have reinvented soft drinks. Originally, the water was taken from springs that were naturally carbonated and today, we can do it at home with compressed CO2. Even if the drinks aren't carbonated, I totally believe and agree with the idea that they're making sweet drinks.

I was going to mention in the original post and forgot, but lemons? Those things totally still exist. Citrus is too much of a botanical freak not to have survived. It might not be lemons (or limes, or oranges) as we know them, but they are OUT THERE and that means lemonade is real.

Tea is canon within the realm of fallout because you can brew several different varieties in 76. Also, hot drinks are comforting, especially in the winter and I think it's totally reasonable to think that new brews have popped up with the addition Coffee grows in Mexico at a similar latitude to Florida and parts of the southern united states, so I think you could claim that certain strains have been cultivated and grown in those areas, though it might be rare and extremely expensive.

Ice cream's origins are known to reach back as far as the second century B.C., although no specific date of origin nor inventor has been undisputably credited with its discovery. We know that Alexander the Great enjoyed snow and ice flavored with honey and nectar. Biblical references also show that King Solomon was fond of iced drinks during harvesting. During the Roman Empire, Nero Claudius Caesar (A.D. 54-86) frequently sent runners into the mountains for snow, which was then flavored with fruits and juices.

Ice cream is one HUNDRED percent a thing in the wasteland. The milk and cream is easy to source from Brahmin milk. Cane sugar can be grown in Florida and Louisiana, so it's not unreasonable to think that that's another rare and expensive import. It would be easier and cheaper to get your sugar from tree sap or malt grain or reduced fruits, but cane sugar is out there. Making ice cream is a pretty popular thing for kids to do -- put some rock salt and ice in a bag with cream, sugar, and vanilla, and shake it until it freezes. On the coast, salt is probably pretty abundant, even if it's time consuming to harvest, but vanilla is probably one spice that nobody has access to in the wasteland.

Ice houses and cold cellars are probably pretty common in the wasteland, so ice could be available all year round. Plus, refrigeration is useful in the process of preserving foods rather than canning or bottling.

I think it's important to keep in mind that people are smart, and just because the bombs dropped, we didn't revert back to the stone age. The knowledge of canning, bottling, making jams and preserves, cold storage, curing meat, making cheese -- all that knowledge is old. Just because modern technology makes it easier doesn't mean people couldn't do it two hundred years ago. If the knowledge is lost, logic and human ingenuity will rediscover it eventually.

[metmuseum]

Limestone head of a beardless male with a diadem. first half the the 6th century B.C.. Credit line: The Cesnola Collection, Purchased by subscription, 1874–76 https://www.metmuseum.org/art/collection/search/242095

[fumpkins]

Scythian arrowheads and Bronze Age dwelling uncovered in Ukraine

Archaeologists in Ukraine recently uncovered a glut of arrowheads, spinning wheels and ceramic fragments that date to the late sixth century and early fifth century B.C., a time when Scythian nomads, renowned for their skill as mounted archers, occupied the area. 

The Scythians were a culturally related group of nomadic tribes that occupied large regions of grassland between China and the northern coast of the Black Sea from about 800 B.C. to 300 A.D. The fifth-century B.C. Greek historian Herodotus claimed that all Scythians descended from the hero Heracles and a creature that was half-woman and half-snake, with whom Heracles had a son named Scythes. However, modern archaeological and genetic analyses suggest that the Scythians actually emerged from various Siberian, East Asian and Yamnaya Eurasian groups, and that the tribes were ethnically diverse.

Remnants of Scythian culture can be found at the Bilsk Historical and Cultural Reserve near the village of Bilsk in the Poltava province of central Ukraine. There, between the rivers Vorskla and Sukha Hrunia, lay the remains of a 12,300-acre (5,000 hectare) settlement from which a wealth of artifacts have been excavated in recent decades, according to Ukraїner (opens in new tab), a media project aimed at sharing cultural stories of Ukraine. 

Human-made earthen ramparts can still be found at the fortified settlement, which many scholars associate with the ancient city of Gelonus, an important trading hub that Herodotus described in his writings.

Related: Did the Amazon female warriors from Greek mythology really exist? 

This newfound artifact is a spindle whorl, a disc used to weight spindles when hand-spinning yarn. (Image credit: Ukrinform)

In the current excavations, archaeologists exploring the reserve discovered 40 objects that date to the Scythian period, including fragments of locally-made Scythian ceramics and Greek tableware likely made in ancient Attica and Olbia, according to an Aug. 21 statement by Ukrinform (opens in new tab), Ukraine’s state information and news agency. The team also uncovered grain and garbage pits, as well as evidence of “various economic buildings,” the statement notes.

The team has not uncovered any ancient dwellings in the area, as “probably, they were destroyed during the development of a quarry that operated in this area in the past years,” Ihor Korost, director of the Bilsk Historical and Cultural Reserve, told Ukrinform. 

However, the archaeologists did discover the remains of a Late Bronze Age dwelling that measured about 76 square yards (64 square meters) at a nearby site; this dwelling predates the Scythian artifacts and buildings. 

“Just imagine, it is more than 3,300 years old!” Korost told Ukrinform of the dwelling. “Further research of the site will make it possible to determine its exact age, establish the stages of development, and features of settlement.”

Originally published on Live Science. 

New post published on: https://livescience.tech/2022/08/30/scythian-arrowheads-and-bronze-age-dwelling-uncovered-in-ukraine/

[4eternal-life]

Orpheus and Sirens (Sculptural Group of a Seated Poet and Sirens (2) with unjoined fragmentary curls)

A seated man is flanked by Sirens, creatures part bird and part woman, in this nearly life-size terracotta group. In Greek mythology, the singing of the Sirens lured sailors to their deaths, and so these mythical figures are often connected with the deceased. The seated man is also a singer, as shown by his open mouth and the pick (plektron) with which he plays his now-missing lyre, once cradled in his left arm. His precise identity, however, is uncertain. He might be Orpheus, who was famous for his singing and who helped Jason and his crew safely sail past the Sirens.

Artist/Maker:  Unknown Culture:  Greek (Tarantine) Place: Tarentum (Taras), South Italy (Place Created) Date: 350–300 B.C. Medium:  Terracotta with white slip of calcium carbonate and polychromy (orange-gold, black, red, gold-yellow, brown, pink) Object Number: 76.AD.11

The J. Paul Getty Museum, Villa Collection, Malibu, California

Alternate Titles: Poet as Orpheus with Two Sirens (Display Title)

Department: Antiquities

Classification: Sculpture

Object Type: Male figure

But in art of the fourth century BC, Orpheus is usually shown wearing an elaborately embroidered costume that is not seen here. Therefore, the seated figure may be a mortal in the guise of a poet or singer. The precise meaning of the group has been the subject of extensive speculation, but perhaps the singer should be seen as prevailing over the Sirens and triumphing over death.

[scoremedia]

He put people’s lives at risk with dozens of phoney calls that unleashed coronavirus chaos at a seniors care home: prosecutor

The 28-year-old North Vancouver man guilty of one count of conveying a false message with intent to alarm a seniors’ care home actually made 63 malicious crank calls to four managers, six nurses and two administrators early in the pandemic.

Crown prosecutor Lara Sarbit told a Provincial Court sentencing hearing on today that Taymour Aghtai was motivated by “his own entertainment” March 7-8, 2020, after public health officials declared a COVID-19 outbreak at Lynn Valley Care Centre. Aghtai pleaded guilty in December 2021 for pretending to be a B.C. Centre for Disease Control employee who ordered the facility to lock down and send staff home. Sarbit said Aghtai even falsely told at least one employee that she had contracted the virus.

Sarbit said that staff were already afraid to work because of the outbreak and uneasy about the mixed messages they received during the night Aghtai spread disinformation. Some areas of the facility missed more than 80% of staff on the morning of March 8, 2020. Night shift staff worked overtime, managers less familiar with residents reported to work and some family members even stepped in to assist their relatives.

One of the elderly residents became the first-known victim of the disease in Canada later on March 8, 2020.

“[Aghtai] put people’s lives at risk,” Sarbit said. “I certainly cannot say that the male who passed away that evening wouldn’t have passed away but for Mr. Aghtai’s actions. It may well have been that he passed away regardless, but, certainly Mr. Aghtai’s actions would have impacted on the amount of care and attention he was able to receive in his final hours.”

The calls were reported to the RCMP on March 9, 2020.

Three months later, by the time the outbreak was declared over, 76 residents and staff had caught the virus and 20 residents had died.

Aghtai also pleaded guilty to public mischief and conveying a false message with intent to alarm after a swatting incident that targeted the Fields store in Parksville on Nov. 15, 2019. Sarbit told court that Aghtai called the Oceanside RCMP detachment, pretending to be a store employee hiding in a store bathroom, claiming that a black man wearing body armour was randomly shooting people in the store.

Ten police officers rushed to the store on high alert, but found no shooter and no victims. Aghtai also called the store manager at her home the next day, pretending to be a police officer.

“It’s clear from Mr. Aghtai’s history that he knew his false call prompt a large police response.

In doing so, he was placing any black males who may have been in the vicinity at risk of harm,” she said. “His choice to impersonate a police officer when calling the manager the next day on your private number of causes for loss of fear and sorry a sense of fear and a loss of trust.”

The mobile phone that Aghtai used for both crimes was in his name, but paid for by his mother.

Sarbit said Aghtai comes from a family with significant wealth, but his employment history is limited —he has worked as a computer technician for his father’s construction company and as a security guard in a brothel.

“He would have what I would describe as an entitled upbringing, where his parents continue to support him financially.”

Sarbit said that Aghtai had a criminal history dating back to 2008 for making hoax phone calls that falsely alleged heinous crimes or impersonated police officers. Sometimes he made calls to seek revenge against enemies, other times to coax recipients to inadvertently cause damage. He also has a record of assault, robbery, break and enter, confinement and weapons offences, and violating court orders. Also in 2020, he stole personal protective equipment from a seniors care home and escaped lawful custody at Richmond Hospital where he assaulted two corrections officers by threatening them with a contaminated syringe.

Sarbit said a 2014 psychological assessment concluded that Aghtai was a narcissistic, anti-social alcohol abuser with psychopathic tendencies.

Sarbit recommended a sentence of two years less a day plus three years probation. Aghtai’s defence lawyer, Josh Oppal, asked for a 16-to 18-month sentence.

A judge reserved decision. Since Aghtai has remained in custody since September 2020, and is eligible for a time-served credit, he is unlikely to serve more time for the Parksville and North Vancouver crimes.

Oppal said his client should receive a shorter sentence because his guilty plea cancelled the trial and that his time behind bars happened during the pandemic when there were limited visitation opportunities and frequent lockdowns.

“Clearly serious offences, clearly a related record, it’s not denied these are offences that had some impact,” Oppal said.

When Aghtai addressed the court Jan. 16, he expressed remorse for the crimes and apologized to everyone at the Lynn Valley Care Centre, the Fields store and his family.

“I want to apologize to the families of the people at the Lynn Valley Care at the time, I didn’t think it would have as much of an impact as it did, I was really looking at it as tunnel vision I was under the influence,” he said.

Aghtai vowed not to repeat the behaviour and said his goal is to become a law-abiding, respectful member of society.

“I have to think of the words to describe it, but I find it disgusting and sad that I’ve wasted so much. It’s my actions that have resulted in loss of so much time,” he said.

[newsakd]

[ad_1] Descrease article font size Increase article font size Ridge Meadows RCMP are seeking public assistance locating a senior who his Maple Ridge, B.C., home on Friday morning, but never returned. Police have confirmed that 76-year-old Otto Csaszar made it to the local gas station where he intended to buy a newspaper. He left his home on 207A Street near Dewdney Trunk Road around 10 a.m.“Mr. Csaszar has underlying health concerns which is why family is concerned for his safety and contacted police when he did not return to his residence as planned,” RCMP wrote in a Friday news release.“Mr. Csaszar does not have a cell phone and did not have much money with him.”Have you seen Otto Csaszar? He is a 76 year Maple Ridge man with underlying health conditions. Read our release here; https://t.co/v3gIkvs7iSThis photo was taken earlier today and this is exactly what Mr. Csaszar is wearing. If you see him please call police immediately. pic.twitter.com/gIIM6Y4KSg— Ridge Meadows RCMP (@RidgeRCMP) August 4, 2023 Story continues below advertisement Csaszar is described as five-feet-two-inches tall. He is balding with grey hair on both sides of his head, and wore a green Puma t-shirt, black Nike windbreaker, blue jeans, and red and blue sneakers. Trending Now ‘We were shocked:’ Why Canadian business owners are sounding alarms over skyrocketing rent Taylor Swift gifts $130K bonuses to truckers, $75M in total to Eras Tour staff Anyone with information on his whereabouts is asked to contact the detachment right away. &copy 2023 Global News, a division of Corus Entertainment Inc. [ad_2] Source link

[college-girl199328]

Insolvency trustee Doug Hoyes encounters a lot of Canadians with money troubles, but he's become particularly sympathetic to the plight of young people who find themselves financially underwater.

For more than a decade, his Ontario-based firm Hoyes Michalos has been crunching bankruptcy and insolvency numbers for its annual "Joe Debtor" analysis, with its latest results released last month ahead of tax season.

He's concluded that millennial Canadians have been dealt a generational losing hand as they face student loans layered with bad debts from credit cards, high-interest loans, and post-pandemic tax debt from collecting CERB.

"I think there are whammies that hit millennials," Hoyes said. "The CERB was the final straw that broke the camel's back." The 2022 Joe Debtor study examined 2,700 personal insolvencies filed in Ontario. Hoyes Michalos says 49 percent were filed by millennials aged 26 to 41, even though they make adult Canadians.

The study found that 1.4 times more likely to file for insolvency than people in generation X aged 42 to 56 and baby boomers aged 57 to 76.

Insolvent millennials were 33 years old and owed an average of $47,283 in unsecured debt. Hoyes said many people collected CERB and other pandemic-relief funds without fully appreciating the tax liabilities those programs generated, finding themselves insolvent and unable to pay down their credit cards, student loans, high-interest loans, and their tax debts.

More Canadians of all ages filed for bankruptcy or insolvency in 2022. But older generations, Hoyes said, have enjoyed many advantages.

Housing prices were more in step with wages. Tuition fees didn't necessitate student loans, allowing graduates to enter the workforce and start saving and investing out of the gate than having to service large debts for years after completing their education.

Hoyes said those circumstances represented a "safety valve" that young people now can't rely on. "Anything goes wrong like a pandemic, or you lose your job or get sick or get divorced and no safety valve there," he said.

Filing for bankruptcy, he said, is an option to eliminate debts, but filing consumer proposals with the help of insolvency trustees like him to pay them down over time in manageable portions.

"It becomes an affordable way to eliminate the debt, and that's why we're seeing more and more millennials resorting to consumer proposals," he said. "They really have no other choice."

Sandra Fry, a Winnipeg-based credit counselor with the non-profit Credit Counselling Society, said many young people dealing with the shock of rising interest rates.

"Unfortunately, people out there are living on the edge of their affordability," Fry said. Fry said the Credit Counselling Society sees all types of people struggling financially with rising costs that are Canadians from all sides."

The society helps people struggling with debt, negotiating with creditors to eliminate interest on loans, but also refers people in some situations to bankruptcy and insolvency trustees.

Millennial clients she's dealt with lately have often had variable interest rate mortgages, and rate hikes "caused a huge strain on their budget because their payments just went up like crazy."

Dave Locke, 31, lives with his wife in Coquitlam, B.C., east of Vancouver, and the couple sought Fry's help when their mortgage payments jumped dramatically in the middle of a costly renovation.

Locke, a real estate brokerage in the housing market at a young age in the oil and gas industry after high school. He ended up buying a home in Coquitlam with his wife Tara, who works in labor relations, and the Bank of Canada's rate hikes eventually saw their monthly mortgage payments jump 40 percent.

The couple had a construction loan from their bank to fund the renovations climbed, and the price of construction materials ballooned. Locke realized something had to give, even with their relatively high combined incomes.

Insolvency or bankruptcy weren't options for the couple because they wanted to keep their assets and were able to work out a deal with their bank to eliminate interest on the renovation loan.

"I'm still paying the full balance," Locke said. "I'm just not paying any additional interest." Locke said the stress and stigma of debt are embarrassing, "but it's just the way it goes."

Grant Bazian, a licensed insolvency trustee and president of MNP Ltd. in Vancouver, said he's seen many clients "keeping up with the living beyond their means and getting stuck in a cycle of high-interest debt from payday loans and credit cards, layered on top of "ridiculous" housing costs.

Bazian said there's likely no "one magic bullet" to alleviate the debt woes of young people, many of whom are coming to see him racked with anxiety and other mental health issues.

For accountant Hoyes back in Ontario, putting out the firm's Joe Debtor study every year lets people know they're not alone and reminds them of legal options to start anew financially.

Hoyes said it would be a mistake to automatically blame millennials for their money trouble because "you stacked against them. "You don't have to keep working two jobs for the next 20 years," he said. "There are legal ways to eliminate a chunk of your debt, and yeah, it hurts your credit temporarily."

[animal25]

Bully Kutta: Lifespan, Care, Grooming, Health Training Special Info

The Bully Kutta has a fearsome character – bone that’s well justified. A catch-all name for mastiffs that appear in Pakistan, they’re enormous, aggressive, and dangerous.

They’re popular amongst youthful men who want to project a “ manliness ” image. It’s veritably much like how the English Bulldog is in England and away. That being said, the Bully Kutta isn’t a canine for the inexperienced or faint-hearted.

Originating from Sindh, a now-divided state that straddles Pakistan and India, Bully Kutta’s were bred as stalking and guarding tykes. Their size and aggression made them veritably popular as fighting tykes and this tradition continues( immorally) to this day.

Indeed emperors valued and respected them the great Mughal emperor Akbar, the third of his line, had Bully Kutta’s for stalking. Now Bully Kutta’s are substantially set up in Pakistan, but they’re still around in the border regions of India.

Origin: India/Pakistan

Height: Male: 76 to 107 cm, Female: 76 to 91 cm

Weight: Male: 70 to 90 kg, Female: 70 to 90 kg

Lifespan: 8 to 10 years

Colors: White, White, and Black, Fawn, Harlequin, White and brown, Black, Red, Brindle, etc.

Breed Characteristics

The Bully Kutta is large tykes and they’re veritably beautiful. They’re thick-gutted with a muscular structure. They have a broad head and tail tapering to a fine point. Their eyes are almond- shaped and the cognizance is standing but is frequently cropped.

Like the Bulldogs, they’ve loose skin, especially around the neck and the jaw. Their fleece is short. They’re generally white in achromatism. Although, combinations of other colors are also not uncommon. Other colors of these tykes are black, brown, brindle, and piebald.

History

Propositions suggest that, during the British irruption, the British colors were brought to India with his Mastiff tykes in the 1700s.

This strain was introduced into Greece by Xerxes the First when he marched towards this country 486- 465 B.C. The origin of the Alangu Mastiff can be traced back to Rajasthan, the Bhawalpur area of Punjab, and the desert area of Kutch.

The factual origins of the Bully Kutta are enough nebulous. They also have expansive controversies about the country of strain, with some claiming it to be India, while Pakistan.

This strain was primarily used for hunting large games similar to bears and wild boars during the Mughal Empire. Some experts believe that these tykes were firstly domesticated between,000 and,000 times agone.

Pakistani Bully Kutta

The Central Asian Mastiff has told the Bully Kutta strain present in northern Pakistan. It has been used substantially as a guard canine, and a home guard also appertained to as the Indian Alangu Mastiff. These tykes are known as the Indian Alangu Mastiff because they hail from southern India, specifically from Tiruchi and Thanjavur sections.

Bully Kutta was further developed from the original Indian Mastiffs during the British social rule in India and was used primarily for sporting purposes. The Bully Kutta was dubbed the Beast from the East as the strain has gained the character for being extremely aggressive.

The strain is readily available in Pakistan, but still rare in India as in the rest part of the world.

Bully Kutta Appearance

A large, solidly erected, and muscular strain, the Bully Kutta can weigh up to 170 pounds( some rare exemplifications have reached 200 pounds or 14 monuments). They can stand as high as 44 elevations for a manly and 36 elevations for a female. However, they can bristle with muscles, If well exercised.

There’s no real standardization of the strain because it isn’t regarded as a pure strain by utmost experts. The term Bully Kutta is a useful term for a group of analogous-looking Alaunt Hounds in Pakistan and India.

Personality and Temperament of Bully Kutta

As a largely intelligent and dominating strain, the Bully Kutta needs the right proprietor in order to thrive. With proper training, they’re responsive, fast learners.

Due to their size, it’s necessary for them to have a large living space. The Bully Kutta also requires regular exercise since they’re energetic. still, they can be lazy and sleep all day if they come wearied.

It’s important to keep in mind that a wearied canine is a destructive canine. Imagine how destructive a 150-plus pound canine can be. However, be prepared to give, at a minimum, If you’re considering getting a Bully Kutta.

At home, they have good personalities and are pious, devoted, and defensive of their family. When raised with, or mingled beforehand, they’re loving and sportful to other tykes, puppies, and children.

Territorial and intrepid, the Bully Kutta is always on alert and guarding its demesne against unpleasant guests. Flashback, as mentioned before, these tykes were bred for fighting, so they can be veritably aggressive.

They may suck first and ask questions latterly. So caution should be taken when new people and creatures visit. Some countries, similar to theU.K., have laws that banned the power of certain bully types due to the peril involved. However, it’s likely that the Bully Kutta will be set up on its list, If you live in one of these countries.

Watch a short videotape of the Bully Kutta in action. You’ll see just how fierce and massive these tykes can be.

More details:https://animalatoz.com/bully-kutta/

[the-hem]

Alma 30. From the Book of Mormon.

In Alma 29 we learn the nation needs to be led by a man who understands how to channel the efforts of persons who speak different languages, observe different religions, have unique body shapes and levels of development towards fulfillment of their common basic needs.

Upon successful conclusion of his efforts, he gives the Glory to God not before; otherwise, prayer and sacrament are idle chatter. Nothing but levity.

Chapter 30 continues to explains societies duties in this regard. Brace yourself for the twisty turney, delectable and delicious story of Korihor, Hebrew for kor, "caller" and "hor" "the highest" = "Caller to the Heights".

CHAPTER 30

Korihor, the anti-Christ, ridicules Christ, the Atonement, and the spirit of prophecy—He teaches that there is no God, no fall of man, no penalty for sin, and no Christ—Alma testifies that Christ will come and that all things denote there is a God—Korihor demands a sign and is struck dumb—The devil had appeared to Korihor as an angel and taught him what to say—Korihor is trodden down and dies. About 76–74 B.C.

1 Behold, now it came to pass that after the apeople of Ammon were established in the land of Jershon, yea, and also after the Lamanites were bdriven out of the land, and their dead were buried by the people of the land—

2 Now their dead were not numbered because of the greatness of their numbers; neither were the dead of the Nephites numbered—but it came to pass after they had buried their dead, and also after the days of afasting, and bmourning, and prayer, (and it was in the sixteenth year of the reign of the judges over the people of Nephi) there began to be continual peace throughout all the land.

3 Yea, and the people did observe to keep the commandments of the Lord; and they were strict in observing the aordinances of God, according to the law of Moses; for they were taught to bkeep the law of Moses until it should be fulfilled.

4 And thus the people did have no disturbance in all the sixteenth year of the reign of the judges over the people of Nephi.

5 And it came to pass that in the commencement of the seventeenth year of the reign of the judges, there was continual peace.

6 But it came to pass in the latter end of the seventeenth year, there came a man into the land of Zarahemla, and he was aAnti-Christ, for he began to preach unto the people bagainst the prophecies which had been spoken by the prophets, concerning the coming of Christ.

7 Now there was no law against a aman’s bbelief; for it was strictly contrary to the commands of God that there should be a law which should bring men on to unequal grounds.

8 For thus saith the scripture: aChoose ye this day, whom ye will serve.

9 Now if a man desired to serve God, it was his privilege; or rather, if he believed in God it was his privilege to serve him; but if he did not believe in him there was no law to punish him.

10 But if he amurdered he was punished unto bdeath; and if he crobbed he was also punished; and if he stole he was also punished; and if he committed dadultery he was also punished; yea, for all this wickedness they were punished.

11 For there was a law that men should be judged according to their crimes. Nevertheless, there was no law against a man’s belief; therefore, a man was punished only for the crimes which he had done; therefore all men were on aequal grounds.

12 And this aAnti-Christ, whose name was Korihor, (and the law could have no hold upon him) began to preach unto the people that there should be bno Christ. And after this manner did he preach, saying:

13 O ye that are bound down under a afoolish and a vain hope, why do ye yoke yourselves with such foolish things? Why do ye look for a Christ? For no man can bknow of anything which is to come.

14 Behold, these things which ye call prophecies, which ye say are handed down by holy prophets, behold, they are foolish traditions of your fathers.

15 How do ye know of their surety? Behold, ye cannot know of things which ye do not asee; therefore ye cannot know that there shall be a Christ.

16 Ye look forward and say that ye see a remission of your sins. But behold, it is the effect of a afrenzied mind; and this derangement of your minds comes because of the traditions of your fathers, which lead you away into a belief of things which are not so.

17 And many more such things did he say unto them, telling them that there could be no atonement made for the sins of men, but every man afared in this life according to the management of the creature; therefore every man prospered according to his genius, and that every man conquered according to his strength; and bwhatsoever a man did was cno crime.

18 And thus he did preach unto them, leading away the hearts of many, causing them to lift up their heads in their wickedness, yea, leading away many women, and also men, to commit whoredoms—telling them that when a man was dead, that was the end thereof.

19 Now this man went over to the land of aJershon also, to preach these things among the people of Ammon, who were once the people of the Lamanites.

20 But behold they were more wise than many of the Nephites; for they took him, and bound him, and carried him before Ammon, who was a ahigh priest over that people.

21 And it came to pass that he caused that he should be carried out of the land. And he came over into the land of Gideon, and began to preach unto them also; and here he did not have much success, for he was taken and bound and carried before the high priest, and also the chief judge over the land.

22 And it came to pass that the high priest said unto him: Why do ye go about perverting the ways of the Lord? Why do ye teach this people that there shall be no Christ, to interrupt their rejoicings? Why do ye speak against all the prophecies of the holy prophets?

23 Now the high priest’s name was Giddonah. And Korihor said unto him: Because I do not teach the foolish traditions of your fathers, and because I do not teach this people to bind themselves down under the foolish ordinances and performances which are laid down by ancient priests, to usurp power and authority over them, to keep them in ignorance, that they may not lift up their heads, but be brought down according to thy words.

24 Ye say that this people is a free people. Behold, I say they are in bondage. Ye say that those ancient prophecies are true. Behold, I say that ye do not know that they are true.

25 Ye say that this people is a guilty and a fallen people, because of the transgression of a parent. Behold, I say that a child is not guilty because of its parents.

26 And ye also say that Christ shall come. But behold, I say that ye do not know that there shall be a Christ. And ye say also that he shall be slain for the asins of the world—

27 And thus ye lead away this people after the foolish traditions of your fathers, and according to your own desires; and ye keep them down, even as it were in bondage, that ye may glut yourselves with the labors of their hands, that they durst not look up with boldness, and that they durst not enjoy their rights and privileges.

28 Yea, they durst not make use of that which is their own lest they should offend their priests, who do yoke them according to their desires, and have brought them to believe, by their traditions and their dreams and their whims and their visions and their pretended mysteries, that they should, if they did not do according to their words, offend some unknown being, who they say is God—a being who anever has been seen or known, who bnever was nor ever will be.

29 Now when the high priest and the achief judge saw the hardness of his heart, yea, when they saw that he would brevile even against God, they would not make any reply to his words; but they caused that he should be bound; and they delivered him up into the hands of the officers, and sent him to the land of Zarahemla, that he might be brought before Alma, and the chief judge who was governor over all the land.

30 And it came to pass that when he was brought before Alma and the chief judge, he did go on in the same manner as he did in the land of Gideon; yea, he went on to ablaspheme.

31 And he did rise up in great aswelling words before Alma, and did revile against the bpriests and teachers, accusing them of leading away the people after the silly traditions of their fathers, for the sake of glutting on the labors of the people.

32 Now Alma said unto him: Thou knowest that we do not glut ourselves upon the labors of this people; for behold I have alabored even from the commencement of the reign of the judges until now, with mine bown hands for my support, notwithstanding my many travels round about the land to declare the word of God unto my people.

33 And notwithstanding the many labors which I have performed in the church, I have never received so much as even one asenine for my labor; neither has any of my brethren, save it were in the judgment-seat; and then we have received only according to law for our time.

34 And now, if we do not receive anything for our labors in the church, what doth it profit us to labor in the church save it were to declare the truth, that we may have rejoicings in the ajoy of our brethren?

35 Then why sayest thou that we preach unto this people to get gain, when thou, of thyself, knowest that we receive no gain? And now, believest thou that we deceive this people, that acauses such joy in their hearts?

36 And Korihor answered him, Yea.

37 And then Alma said unto him: Believest thou that there is a God?

38 And he answered, Nay.

39 Now Alma said unto him: Will ye deny again that there is a God, and also deny the Christ? For behold, I say unto you, I know there is a God, and also that Christ shall come.

40 And now what evidence have ye that there is no aGod, or that Christ cometh not? I say unto you that ye have none, save it be your word only.

41 But, behold, I have all things as a atestimony that these things are true; and ye also have all things as a testimony unto you that they are true; and will ye deny them? Believest thou that these things are true?

42 Behold, I know that thou abelievest, but thou art possessed with a blying spirit, and ye have put coff the Spirit of God that it may have no place in you; but the devil has power over you, and he doth carry you about, working devices that he may destroy the children of God.

43 And now Korihor said unto Alma: If thou wilt show me a asign, that I may be convinced that there is a God, yea, show unto me that he hath power, and then will I be convinced of the truth of thy words.

44 But Alma said unto him: Thou hast had signs enough; will ye tempt your God? Will ye say, Show unto me a sign, when ye have the testimony of aall these thy brethren, and also all the holy prophets? The scriptures are laid before thee, yea, and all things denote there is a God; yea, even the bearth, and call things that are upon the face of it, yea, and its dmotion, yea, and also all the eplanets which move in their regular form do witness that there is a Supreme Creator.

45 And yet do ye go about, leading away the hearts of this people, testifying unto them there is no God? And yet will ye deny against all these awitnesses? And he said: Yea, I will deny, except ye shall show me a sign.

46 And now it came to pass that Alma said unto him: Behold, I am grieved because of the hardness of your heart, yea, that ye will still resist the spirit of the truth, that thy soul may be destroyed.

47 But behold, it is abetter that thy soul should be blost than that thou shouldst be the means of bringing many souls down to destruction, by thy lying and by thy flattering words; therefore if thou shalt deny again, behold God shall smite thee, that thou shalt become dumb, that thou shalt never open thy mouth any more, that thou shalt not deceive this people any more.

48 Now Korihor said unto him: I do not deny the existence of a God, but I do not believe that there is a God; and I say also, that ye do not know that there is a God; and except ye show me a sign, I will not believe.

49 Now Alma said unto him: This will I give unto thee for a sign, that thou shalt be astruck dumb, according to my words; and I say, that in the name of God, ye shall be struck dumb, that ye shall no more have utterance.

50 Now when Alma had said these words, Korihor was struck dumb, that he could not have utterance, according to the words of Alma.

51 And now when the chief judge saw this, he put forth his hand and wrote unto Korihor, saying: Art thou convinced of the power of God? In whom did ye desire that Alma should show forth his sign? Would ye that he should afflict others, to show unto thee a sign? Behold, he has showed unto you a sign; and now will ye dispute more?

52 And Korihor put forth his hand and wrote, saying: I know that I am dumb, for I cannot speak; and I know that nothing save it were the apower of God could bring this upon me; yea, and I always bknew that there was a God.

53 But behold, the devil hath adeceived me; for he bappeared unto me in the cform of an angel, and said unto me: Go and reclaim this people, for they have all gone astray after an unknown God. And he said unto me: There is dno God; yea, and he taught me that which I should say. And I have taught his words; and I taught them because they were pleasing unto the ecarnal mind; and I taught them, even until I had much success, insomuch that I verily believed that they were true; and for this cause I withstood the truth, even until I have brought this great fcurse upon me.

54 Now when he had said this, he besought that Alma should pray unto God, that the acurse might be taken from him.

55 But Alma said unto him: If this curse should be taken from thee thou wouldst again lead away the hearts of this people; therefore, it shall be unto thee even as the Lord will.

56 And it came to pass that the curse was not taken off of Korihor; but he was acast out, and went about from house to house begging for his food.

57 Now the knowledge of what had happened unto Korihor was immediately published throughout all the land; yea, the proclamation was sent forth by the chief judge to all the people in the land, declaring unto those who had believed in the words of Korihor that they must speedily repent, alest the same judgments would come unto them.

58 And it came to pass that they were all convinced of the wickedness of Korihor; therefore they were all converted again unto the Lord; and this put an end to the iniquity after the manner of Korihor. And Korihor did go about from house to house, begging food for his support.

59 And it came to pass that as he went forth among the people, yea, among a people who had separated themselves from the Nephites and called themselves aZoramites, [Zor = wealth, am= to be] being led by a man whose name was Zoram—and as he went forth amongst them, behold, he was run upon and trodden down, even until he was bdead.

60 And thus we see the end of him who aperverteth the ways of the Lord; and thus we see that the devil will not bsupport his children at the last day, but doth speedily drag them down to chell.

=A man who was calling to the people to the heights greatly offended them, they called Alma, the Man of Purpose who cross-examined him, and lo and behold the things he needed to find answers to were on the inside. They could not come from food, sound, sight, water, wealth or comfort.

The Zoramites, people who lust for wealth, had a fit about having to deal with a person who was not extroverted in his search for the Spirit of God ran him over in traffic.

Now read Alma 31 next: Alma and the Judge have to minister to people that didn't quite get it, as you will find out, and the Chapter ends explaining how food for the mind and soul are provided to the eager....for heaven and also for hell.

[animala2z]

Bully Kutta: Lifespan, Care, Grooming, Health Training Special Info

The Bully Kutta has a fearsome character – bone that’s well justified. A catch-all name for mastiffs that appear in Pakistan, they’re enormous, aggressive, and dangerous.

They’re popular amongst youthful men who want to project a “ manliness ” image. It’s veritably much like how the English Bulldog is in England and away. That being said, the Bully Kutta isn’t a canine for the inexperienced or faint-hearted.

Originating from Sindh, a now-divided state that straddles Pakistan and India, Bully Kutta’s were bred as stalking and guarding tykes. Their size and aggression made them veritably popular as fighting tykes and this tradition continues( immorally) to this day.

Indeed emperors valued and respected them the great Mughal emperor Akbar, the third of his line, had Bully Kutta’s for stalking. Now Bully Kutta’s are substantially set up in Pakistan, but they’re still around in the border regions of India.

Origin: India/Pakistan

Height: Male: 76 to 107 cm, Female: 76 to 91 cm

Weight: Male: 70 to 90 kg, Female: 70 to 90 kg

Lifespan: 8 to 10 years

Colors: White, White, and Black, Fawn, Harlequin, White and brown, Black, Red, Brindle, etc.

Breed Characteristics

The Bully Kutta is large tykes and they’re veritably beautiful. They’re thick-gutted with a muscular structure. They have a broad head and tail tapering to a fine point. Their eyes are almond- shaped and the cognizance is standing but is frequently cropped.

Like the Bulldogs, they’ve loose skin, especially around the neck and the jaw. Their fleece is short. They’re generally white in achromatism. Although, combinations of other colors are also not uncommon. Other colors of these tykes are black, brown, brindle, and piebald.

History

Propositions suggest that, during the British irruption, the British colors were brought to India with his Mastiff tykes in the 1700s.

This strain was introduced into Greece by Xerxes the First when he marched towards this country 486- 465 B.C. The origin of the Alangu Mastiff can be traced back to Rajasthan, the Bhawalpur area of Punjab, and the desert area of Kutch.

The factual origins of the Bully Kutta are enough nebulous. They also have expansive controversies about the country of strain, with some claiming it to be India, while Pakistan.

This strain was primarily used for hunting large games similar to bears and wild boars during the Mughal Empire. Some experts believe that these tykes were firstly domesticated between,000 and,000 times agone.

Pakistani Bully Kutta

The Central Asian Mastiff has told the Bully Kutta strain present in northern Pakistan. It has been used substantially as a guard canine, and a home guard also appertained to as the Indian Alangu Mastiff. These tykes are known as the Indian Alangu Mastiff because they hail from southern India, specifically from Tiruchi and Thanjavur sections.

Bully Kutta was further developed from the original Indian Mastiffs during the British social rule in India and was used primarily for sporting purposes. The Bully Kutta was dubbed the Beast from the East as the strain has gained the character for being extremely aggressive.

The strain is readily available in Pakistan, but still rare in India as in the rest part of the world.

[metmuseum]

Juglet. 750–600 B.C.. Credit line: The Cesnola Collection, Purchased by subscription, 1874–76 https://www.metmuseum.org/art/collection/search/240472

[phantomtutor]

SOLUTION AT Academic Writers Bay Project Management Project Management Adrienne Watt BCCAMPUS VICTORIA, B.C. Project Management by Adrienne Watt is licensed under a Creative Commons Attribution 4.0 International License, except where otherwise noted. © 2014 Adrienne Watt The CC licence permits you to retain, reuse, copy, redistribute, and revise this book—in whole or in part—for free providing the author is attributed as follows: Project Management by Adrienne Watt is used under a Creative Commons Attribution 4.0 International Licence. If you redistribute all or part of this book, it is recommended the following statement be added to the copyright page so readers can access the original book at no cost: Download for free from the B.C. Open Textbook Collection. Sample APA-style citation: This textbook can be referenced. In APA citation style, it would appear as follows: Watts, A. (2014). Project Management. Victoria, B.C.: BCcampus. Retrieved from https://opentextbc.ca/projectmanagement/. Cover image attribution: Colors and lines… by Shashank Gupta is used under a Creative Commons Attribution 4.0 International Licence. Ebook ISBN: 978-1-77420-013-1 Print ISBN: 978-1-77420-012-4 Visit BCcampus Open Education to learn about open education in British Columbia. This book was produced using Pressbooks.com, and PDF rendering was done by PrinceXML. Contents Accessibility Statement About the Book vi viii Introduction x Preface xi 1. Project Management: Past and Present 2. Project Management Overview 3. The Project Life Cycle (Phases) 1 11 24 4. Framework for Project Management 5. Stakeholder Management 6. Culture and Project Management 7. Project Initiation 8. Overview of Project Planning 9. Scope Planning 10. Project Schedule Planning 11. Resource Planning 12. Budget Planning 13. Procurement Management 14. Quality Planning 15. Communication Planning 16. Risk Management Planning 17. Project Implementation Overview 18. Project Completion 19. Celebrate! 27 42 54 57 73 76 91 105 132 147 158 170 176 187 189 194 Appendix 1: Project Management PowerPoints 195 Appendix 2: Chapter Questions 196 Appendix 3: Chapter Audio Files 204 About the Author 205 Versioning History 206 List of Links by Chapter for Print 208 Accessibility Statement BCcampus Open Education believes that education must be available to everyone; this means supporting the creation of free, open, and accessible educational resources. We are actively committed to increasing the accessibility and usability of the textbooks we produce. Accessibility features of the web version of this resource The web version of Project Management includes the following features: • It as been optimized for people who use screen-reader technology: ◦ all content can be navigated using a keyboard ◦ links, headings, tables use proper markup ◦ all images have text descriptions • It includes an option to increase font size (see tab on top right of screen titled, “Increase Font Size.”) • Audio files are available for each chapter (see Appendix 3: Chapter Audio Files). Other file formats available In addition to the web version, this book is available in a number of file formats including PDF, EPUB (for eReaders), MOBI (for Kindles), and various editable files. Here is a link to where you can download this book in another file format. Look for the Download this book drop-down menu to select the file type you want. This book links to a few external websites. For those using a print copy of this resource, the link text is underlined, and you can find the web addresses for all links in the back matter of the book. Known accessibility issues and areas for improvement The PowerPoint slides available for download from Appendix 1: Project Management PowerPoints have not been checked for accessibility. In addition, external websites linked to from this text may not meet accessibility guidelines. Let us know if you are having problems accessing this book If any of the above accessibility issues are stopping you from

accessing the information in this textvi 2nd Edition vii book, please contact us to let us know and we will get it fixed. If you discover any other issues, please let us know of those as well. Please include the following information: • The location of the problem by providing a web address or page description • A description of the problem • The computer, software, browser, and any assistive technology you are using that can help us diagnose and solve your issue e.g., Windows 10, Google Chrome (Version 65.0.3325.181), NVDA screen reader You can contact us one of the following ways: • Contact form: BCcampus Support • Web form: Report an Open Textbook Error This statement was last updated on September 18, 2019. About the Book About the Book Project Management by Adrienne Watt and published by BCcampus Open Education is a remix and adaptation of the following works: • 100 Percent Rule by Pabipedia licensed under © CC BY-SA (Attribution-ShareAlike). • Communication Plans by Inte6160 Wiki licensed under Creative Commons Attribution 3.0 Licence. • Decision Matrix Method and Project Charter by Wikipedia the Free Encyclopedia licensed under CC BY-SA (Attribution-ShareAlike). • Gantt Chart by Wikipedia licensed under CC BY-SA (Attribution-ShareAlike). • How to Build Relationships with Stakeholders by Erin Palmer licensed under CC BY (Attribution). • Planning a Project by OpenLearn Labspace licensed under Creative Commons Attribution 3.0 Licence. • Project Decelerators – Lack of Stakeholder Support by Jose Solera licensed under CC BY (Attribution). • Project Management by Merrie Barron and Andrew Barron licensed under CC BY (Attribution). • Project Management for Instructional Designers by Amado, M., Ashton, K., Ashton, S., Bostwick, J., Clements, G., Drysdale, J., Francis, J., Harrison, B., Nan, V., Nisse, A., Randall, D., Rino, J., Robinson, J., Snyder, A., Wiley, D., & Anonymous licensed under Creative Commons Attribution 3.0 Licence. • Project Management for Skills for All Careers by Project Management Open Resources and TAP-a-PM licensed under Creative Commons Attribution 3.0 Licence. • Project Management from Simple to Complex by Russel Darnall, John Preston, Eastern Michigan University licensed under Creative Commons Attribution 3.0 Licence. • Project Management/PMBOK/Human Resources Management and Development Cooperation Handbook/How do we manage the human resources of programmes and projects?/Manage the Project Team by Wikibooks licensed under CC BY-SA (Attribution-ShareAlike). • Project Management/PMBOK/Scope Management and Development Cooperation Handbook/ Designing and Executing Projects/Detailed Planning or design stage by Wikibooks licensed under © CC BY (Attribution). • Resource Management and Resource Leveling by Wikipedia licensed under CC BY-SA (Attribution-ShareAlike). viii 2nd Edition ix • Work Breakdown Structure by Wikipedia licensed under CC BY-SA (Attribution-ShareAlike). About BCcampus Open Education BCcampus Open Education began in 2012 as the B.C. Open Textbook Project with the goal of making post-secondary education in British Columbia more accessible by reducing student costs through the use of openly licensed textbooks and other OER. BCcampus supports -secondary institutions of British Columbia as they adapt and evolve their teaching and learning practices to enable powerful learning opportunities for the students of B.C. BCcampus Open Education is funded by the British Columbia Ministry of Advanced Education, Skills & Training, and the Hewlett Foundation. Open textbooks are open educational resources (OER) created and shared in ways so that more people have access to them. This is a different model than traditionally copyrighted materials. OER are defined as teaching, learning, and research resources that reside in the public domain or have been released 1 under an intellectual property license that permits their free use and re-purposing by others. Our open textbooks are openly licensed using a © Creative

Commons licence, and are offered in various e-book formats free of charge, or as printed books that are available at cost. For more information about open education in British Columbia, please visit the BCcampus Open Education website. If you are an instructor who is using this book for a course, please fill out our Adoption of an Open Textbook form. 1. “Open Educational Resources,” Hewlett Foundation, https://hewlett.org/strategy/open-educational-resources/ (accessed September 27, 2018). Introduction People have been undertaking projects since the earliest days of organized human activity. The hunting parties of our prehistoric ancestors were projects. Large complex projects such as the pyramids and the Great Wall of China were also projects. Even something as simple as creating a dinner is considered a project. We use the term “project” frequently in our daily conversations. This book covers the basics of project management. This includes the process of initiation, planning, execution, control, and closeout that all projects share. x Preface The primary purpose of this text is to provide an open source textbook that covers most project management courses. The material in the textbook was obtained from a variety of sources. All the sources are found in the reference section at the end of each chapter. I expect, with time, the book will grow with more information and more examples. I welcome any feedback that would improve the book. If you would like to add a section to the book, please let me know. xi 1. Project Management: Past and Present Careers Using Project Management Skills Skills learned by your exposure to studying project management can be used in most careers as well as in your daily life. Strong planning skills, good communication, ability to implement a project to deliver the product or service while also monitoring for risks and managing the resources will provide an edge toward your success. Project managers can be seen in many industry sectors including agriculture and natural resources; arts, media, and entertainment; building trades and construction; energy and utilities; engineering and design; fashion and interiors; finance and business; health and human services; hospitality, tourism, and recreation; manufacturing and product development; public and private education services; public services; retail and wholesale trade; transportation; and information technology. Below we explore various careers and some of the ways in which project management knowledge can be leveraged. Business Owners Business owners definitely need to have some project management skills. With all successful businesses, the product or service being delivered to the customer meets their needs in many ways. The product or service is of the quality desired, the costs are aligned with what the consumer expected, and the timeliness of the product or service meets the deadline for the buyer of that item. The pillars of project management are delivering a product/service within schedule, cost, scope, and quality requirements. Business owners need planning, organizing, and scoping skills and the ability to analyze, communicate, budget, staff, equip, implement, and deliver. Understanding the finances, operations, and expenses of the business are among the skills that project managers learn and practice. Some businesses may focus more on accounting, providing financial advice, sales, training, public relations, and actuary or logistician roles. Business owners may own a travel agency or provide hospitality. Business owners could be managing a storefront or a location in their town’s marketplace. Example: Restaurant Owner/Manager Restaurant managers are responsible for the daily operations of a restaurant that prepares and serves meals and beverages to customers. Strong planning skills, especially coordinating with the various departments (kitchen, dining room, banquet operations, food service managers, vendors providing the supplies) ensure that customers are satisfied with their dining experience.

Managers’ abilities to recruit and retain employees, and monitor employee performance and training ensure quality with cost containment. Scheduling in many aspects, not only the staff but also the timing of the food service deliveries, is critical in meeting customer expectations. Risk management is essential to ensure food safety and quality. Managers monitor orders in the kitchen to determine where delays may occur, and they work with the chef to prevent these delays. Legal compliance is essential in order for the restaurant to stay open, so restaurant managers direct the clean1 1. Project Management: Past and Present 2 ing of the dining areas and the washing of tableware, kitchen utensils, and equipment. They ensure the safety standards and legality, especially in serving alcohol. Sensitivity and strong communication skills are needed when customers have complaints or employees feel pressured because more customers arrive than predicted. Financial knowledge is needed for the soundness of running the restaurant, especially tracking special projects, events, and costs for the various menu selections. Catering events smoothly can be an outcome of using project plans and the philosophy of project management. The restaurant manager or the executive chef analyzes the recipes to determine food, labour, and overhead costs; determines the portion size and nutritional content of each serving; and assigns prices to various menu items, so that supplies can be ordered and received in time. Planning is the key for successful implementation. Managers or executive chefs need to estimate food needs, place orders with distributors, and schedule the delivery of fresh food and supplies. They also plan for routine services (equipment maintenance, pest control, waste removal) and deliveries, including linen services or the heavy cleaning of dining rooms or kitchen equipment, to occur during slow times or when the dining room is closed. A successful restaurant relies on many skills that the project management profession emphasizes. Outsourcing Services Figure 1.1: Sample status chart, which is typical with the use of a red-yellow-green Many businesses explore outsourcing for certain services. Below is a sample status and project plan that reflects the various tasks needed for a project. A review of finances, the importance of communicating to stakeholders, and the importance of time, cost, schedule, scope, and quality are reflected. Many companies may use these steps in their business. These plans show the need for the entire team to review the various proposals to choose the best plan. Figure 1.1 represents a sample project status report. 3 2nd Edition Example: Construction Managers Construction managers plan, direct, coordinate, and budget a wide variety of residential, commercial, and industrial construction projects including homes, stores, offices, roads, bridges, wastewater treatment plants, schools, and hospitals. Strong scheduling skills are essential for this role. Communication skills are often used in coordinating design and construction processes, teams executing the work, and governance of special trades (carpentry, plumbing, electrical wiring) as well as government representatives for the permit processes. A construction manager may be called a project manager or project engineer. The construction manager ensures that the project is completed on time and within budget while meeting quality specifications and codes and maintaining a safe work environment. These managers create project plans in which they divide all required construction site activities into logical steps, estimating and budgeting the time required to meet established deadlines, usually utilizing sophisticated scheduling and cost-estimating software. Many use software packages such as Microsoft Project® or Procure® or online tools like BaseCamp®. Most construction projects rely on spreadsheets for project management. Procurement skills used in this field include acquiring the bills for material, lumber for the house being built, and more.

Construction managers also coordinate labor, determining the needs and overseeing their performance, ensuring that all work is completed on schedule. Values including sustainability, reuse, LEED-certified building, use of green energy, and various energy efficiencies are being incorporated into today’s projects with an eye to the future. Jennifer Russell, spoke about project management and global sustainability” at the 2011 Silicon Valley Project Management Institute (PMI) conference. She informed the attendees of the financial, environmental, and social areas in expanding the vision of project management with the slide in Figure 1.2. These values are part of the PMI’s code of ethics and professionalism. By adhering to this code, project managers include in their decisions the best interests of society, the safety of the public, and enhancement of the environment. 1. Project Management: Past and Present 4 Figure 1.2: In addition to considering the cost, scope, and schedule of a project, a project manager should work to ensure the project is socially responsible, environmentally sound, and economically viable. Creative Services Creative service careers include graphic artists, curators, video editors, gaming managers, multimedia artists, media producers, technical writers, interpreters, and translators. These positions use project management skills, especially in handling the delivery channel and meeting clients’ requirements. Let us look at one example, graphic artists, to understand and identify some of the project management skills that aid in this career. Example: Graphic Artists Graphic artists plan, analyze, and create visual solutions to communication problems. They use many skills found in project management, especially communications. They work to achieve the most effective way to get messages across in print and electronic media. They emphasize their messages using colour, type, illustration, photography, animation, and various print and layout techniques. Results can be seen in magazines, newspapers, journals, corporate reports, and other publications. Other deliverables from graphic artists using project management skills include promotional displays, packaging, and marketing brochures supporting products and services, logos, and signage. In addition to print media, graphic artists create materials for the web, TV, movies, and mobile device apps. Initiation in project management can be seen in developing a new design: determining the needs of the client, the message the design should portray, and its appeal to customers or users. Graphic designers consider cognitive, cultural, physical, and social factors in planning and executing designs for the target 5 2nd Edition audience, very similar to some of the dynamics a project manager considers in communicating with various project stakeholders. Designers may gather relevant information by meeting with clients, creative staff, or art directors; brainstorming with others within their firm or professional association; and performing their own research to ensure that their results have high quality and they can manage risks. Graphic designers may supervise assistants who follow instructions to complete parts of the design process. Therefore scheduling, resource planning, and cost monitoring are pillars of project management seen in this industry. These artists use computer and communications equipment to meet their clients’ needs and business requirements in a timely and cost-efficient manner. Educators “Educator” is a broad term that can describe a career in teaching, maybe being a lecturer, a professor, a tutor, or a home-schooler. Other educators include gurus, mullahs, pastors, rabbis, and priests. Instructors also provide vocational training or teach skills like learning how to drive a car or use a computer. Educators provide motivation to learn a new language or showcase new products and services. Educators use project management skills including planning and communication.

Let us look at teachers, since we all have had teachers, and see if we can recognize the project management skills that are demonstrated in this profession. Example: Teachers Some teachers foster the intellectual and social development of children during their formative years; other teachers provide knowledge, career skill sets, and guidance to adults. Project management skills that teachers exhibit include acting as facilitators or coaches and communicating in the classroom and in individual instruction. Project managers plan and evaluate various aspects of a project; teachers plan, evaluate, and assign lessons; implement these plans; and monitor each student’s progress similar to the way a project manager monitors and delivers goods or services. Teachers use their people skills to manage students, parents, and administrators. The soft skills that project managers exercise can be seen in teachers who encourage collaboration in solving problems by having students work in groups to discuss and solve problems as a team. Project managers may work in a variety of fields with a broad assortment of people, similar to teachers who work with students from varied ethnic, racial, and religious backgrounds. These teachers must have awareness and understanding of different cultures. Teachers in some schools may be involved in making decisions regarding the budget, personnel, textbooks, curriculum design, and teaching methods, demonstrating skills that a project manager would possess such as financial management and decision making. Engineers Engineers apply the principles of science and mathematics to develop economical solutions to technical problems. As a project cycles from an idea in the project charter to the implementation and delivery of a product or service, engineers link scientific discoveries to commercial applications that meet societal and consumer needs. Engineers use many project management skills, especially when they must specify functional requirements. They demonstrate attention to quality as they evaluate a design’s overall effectiveness, cost, reli- 1. Project Management: Past and Present 6 ability, and safety similar to the project manager reviewing the criteria for the customer’s acceptance of delivery of the product or service. Estimation skills in project management are used in engineering. Engineers are asked many times to provide an estimate of time and cost required to complete projects. Health Care There are many jobs and careers in health care that use project management skills. Occupations in the field of health care vary widely, such as athletic trainer, dental hygienist, massage therapist, occupational therapist, optometrist, nurse, physician, physician assistant, and X-ray technician. These individuals actively apply risk management in providing health care delivery of service to their clients, ensuring that they do not injure the person they are caring for. Note: There is a section on nursing later in this chapter. Many of you may have had a fall while you were growing up, and needed an X-ray to determine if you had a fracture or merely a sprain. Let us look at this career as an example of a health care professional using project management skills. Example: Radiology Technologists Radiology technologists and technicians perform diagnostic imaging examinations like X-rays, computed tomography (CT), magnetic resonance imaging (MRI), and mammography. They could also be called radiographers, because they produce X-ray films (radiographs) of parts of the human body for use in diagnosing medical problems. Project management skills, especially people skills and strong communication, are demonstrated when they prepare patients for radiologic examinations by explaining the procedure and what position the patient needs to be in, so that the parts of the body can be appropriately radiographed. Risk management is demonstrated when these professionals work to prevent unnecessary exposure to radiation by surrounding the

exposed area with radiation protection devices, such as lead shields, or limiting the size of the X-ray beam. To ensure quality results, the health technician monitors the radiograph and sets controls on the X-ray machine to produce radiographs of the appropriate density, detail, and contrast. Safety and regulations concerning the use of radiation to protect themselves, their patients, and their coworkers from unnecessary exposure is tracked in an efficient manner and reported as a control to ensure compliance. Project management skills are also used in preparing work schedules, evaluating equipment for purchase, or managing a radiology department. Some radiological technologists specialize in CT scans; as CT technologists they too use project management skills. CT uses ionizing radiation to produce a substantial number of cross-sectional X-rays of an area of the body. Therefore, it requires the same precautionary measures that are used with X-rays, hence the need for risk management and monitoring for exposure. Teamwork, not only with the patient that the radiological technologist supports and the doctor who ordered the request, but also with other health care providers, relies on strong communication, quality, work done in a timely manner, and wise use of hospital resources. This all boils down to ensuring that the three elements of the project management triangle of cost, schedule, and scope with quality delivered remain the essentials that provide a cornerstone to project management and the skills needed to obtain the objective. 7 2nd Edition Example: Nurses Nurses treat and educate patients and their families and the public about various medical conditions and provide advice and emotional support. Nurses establish a care plan for their patients that include activities like scheduling the administration and discontinuation of medications (e.g., intravenous (IV) lines for fluid, medication, blood, and blood products) and application of therapies and treatments. Communication with the patient, their family, physicians and other health care clinicians may be done in person or via technology. Telehealth allows nurses to provide care and advice through electronic communications media including videoconferencing, the Internet, or telephone. Risk management is very important for a nurse, with some cases having a life or death consequence. Nurses monitor pain management and vital signs and provide status reports to physicians to help in responding to the health care needs of the patient. The nursing field varies. Some nurses work in infection control. They identify, track, and control infectious outbreaks in health care facilities and create programs for outbreak prevention and response to biological terrorism. Others are educators who plan, develop, execute, and evaluate educational programs and curricula for the professional development of students and graduate nurses. Nurses may use project management skills while conducting health care consultations, advising on public policy, researching in the field, or providing sales support of a product or service. Paralegal Attorneys assume the ultimate responsibility for legal work but they often obtain assistance. Paralegals assume this role in law firms and perform many tasks to aid the legal profession. However, they are explicitly prohibited from carrying out duties considered to be the practice of law (e.g., giving legal advice, setting legal fees, presenting court cases). Project management skills such as planning are used in helping lawyers prepare for closings, hearings, trials, and corporate meetings. Communication skills are used in preparing written reports that help attorneys determine how cases should be handled or drafts for actions such as pleading, filing motions, and obtaining affidavits. Monitoring skills aid paralegals who may track files of important case documents, working on risk containment related to filing dates and responses to the court. Procurement skills, which

a project manager uses, can also be seen from a paralegal perspective in negotiating terms of hiring expert witnesses as well as other services such as acquiring services from process servers. Financial skills may be used as well, such as assisting in preparing tax returns, establishing trust funds, and planning estates or maintaining financial office records at the law firm. Government, litigation, personal injury, corporate law, criminal law, employee benefits, intellectual property, labour law, bankruptcy, immigration, family law, and real estate are some of the many different law practices where a paralegal professional may use project management skills. Software developer Computer software developers and computer programmers design and develop software. They apply the principles of computer science and mathematics to create, test, and evaluate software applications and systems that make computers come alive. Software is developed in many kinds of projects: computer games, business applications, operating systems, network control systems, and more. Software developers us project management skills to develop the requirements for the software, identify and track the 1. Project Management: Past and Present 8 product development tasks, communicate within the development team and with clients, test cases, and manage quality, the schedule, and resources (staff, equipment, labs, and more). Science Technicians Science technicians use principles and theories of science and mathematics to assist in research and development and help invent and improve products and processes. In their jobs, they are more practically oriented than scientists. Planning skills project managers use can be seen as science technicians set up, operate, and maintain labouratory instruments; monitor experiments; and observe, calculate, and record results. Quality is a factor here as it is in project management; science technicians must ensure that processes are performed correctly, with proper proportions of ingredients, for purity or for strength and durability. There are different fields in which science technicians can apply project management skills. Agricultural and food science technicians test food and other agricultural products and are involved in food, fibre, and animal research, production, and processing. Control and risk management are important here in executing the tests and experiments, for example, to improve the yield and quality of crops, or the resistance of plants and animals to disease, insects, or other hazards. Quality factors are paramount when food science technicians conduct tests on food additives and preservatives to ensure compliance with government regulations regarding colour, texture, and nutrients. Biological technicians work with biologists studying living organisms. Many assist scientists who conduct medical research or who work in pharmaceutical companies to help develop and manufacture medicines. Skills in scheduling, especially in incubation periods for the study of the impact on cells, could impact projects, such as exploring and isolating variables for research in living organisms and infectious agents. Biotechnology technicians apply knowledge and execution skills and techniques gained from basic research, including gene splicing and recombinant DNA, to product development. Project management skills are used in collaboration and communication among team members to record and understand the results and progress toward a cure or product. Other kinds of technicians are chemical technicians who may work in labouratories or factories, using monitoring and control skills in the way they collect and analyze samples. Again, quality assurance is an important factor for most process technicians’ work in manufacturing, testing packaging for design, ensuring integrity of materials, and verifying environmental acceptability. Technicians use a project management skill set to assist in their initiation, planning, and executing tasks,

while managing risks with some measure of reporting to determine if their objectives satisfy the constraints of cost, schedule, resource, and quality standards set. History Could the Great Wall of China, the pyramids, or Stonehenge have been built without project management? It is possible to say that the concept of project management has been around since the beginning of history. It has enabled leaders to plan bold and massive projects and manage funding, materials, and labour within a designated time frame. In late 19th century, in the United States, large-scale government projects were the impetus for making important decisions that became the basis for project management methodology such as the transcontinental railroad, which began construction in the 1860s. Suddenly, business leaders found themselves 9 2nd Edition faced with the daunting task of organizing the manual labour of thousands of workers and the processing and assembly of unprecedented quantities of raw material. Figure 1.3: MindView Gantt Chart. Henry Gantt, studied in great detail the order of operations in work and is most famous for developing the Gantt chart in the 1910s. A Gantt chart (Figure 1.3) is a popular type of bar chart that illustrates a project schedule and has become a common technique for representing the phases and activities of a project so they can be understood by a wide audience. Although now a common charting technique, Gantt charts were considered revolutionary at the time they were introduced. Gantt charts were employed on major infrastructure projects in the United States including the Hoover Dam and the interstate highway system and are still accepted today as important tools in project management. By the mid-20th century, projects were managed on an ad hoc basis using mostly Gantt charts and informal techniques and tools. During that time, the Manhattan Project was initiated and its complexity was only possible because of project management methods. The Manhattan Project was the code name given to the Allied effort to develop the first nuclear weapons during World War II. It involved over 30 different project sites in the United States and Canada, and thousands of personnel from the United States, Canada, and the U.K. Born out of a small research program that began in 1939, the Manhattan Project would eventually employ 130,000 people, cost a total of nearly US$2 billion, and result in the creation of multiple production and research sites operated in secret. The project succeeded in developing and detonating three nuclear weapons in 1945. The 1950s marked the beginning of the modern project management era. Two mathematical projectscheduling models were developed. The program evaluation and review technique (PERT) was developed by Booz-Allen and Hamilton as part of the United States Navy’s Polaris missile submarine program. PERT is basically a method for analyzing the tasks involved in completing a project, especially the time needed to complete each task, the dependencies among tasks, and the minimum time needed to complete the total project (Figure 1.4). The critical path method (CPM) was developed in a joint venture by DuPont Corporation and Rem- 1. Project Management: Past and Present 10 ington Rand Corporation for managing plant maintenance projects. The critical path determines the float, or schedule flexibility, for each activity by calculating the earliest start date, earliest finish date, latest start date, and latest finish date for each activity. The critical path is generally the longest full path on the project. Any activity with a float time that equals zero is considered a critical path task. CPM can help you figure out how long your complex project will take to complete and which activities are critical, meaning they have to be done on time or else the whole project will take longer. These mathematical techniques quickly spread into many private enterprises. Figure 1.4: Pert Chart Project management in its present form began to take root a few decades ago.

In the early 1960s, industrial and business organizations began to understand the benefits of organizing work around projects. They understood the critical need to communicate and integrate work across multiple departments and professions. Text Attributions This chapter of Project Management is a derivative and remix of the following sources: • Project Management by Merrie Barron and Andrew Barron. © CC BY (Attribution). • Project Management for Skills for All Careers by Project Management Open Resources and TAP-a-PM. © Creative Commons Attribution 3.0 Licence. Media Attributions • Sourcing initiative status report by Maura Irene Jones in Project Management Skills for All Careers © CC BY (Attribution) • Project Management Triange by Jennifer Russell © CC BY (Attribution) • Mindview Gantt Chart by Matchware Inc (MindView) © CC BY-SA (Attribution ShareAlike) • Pert Chart (Colored) by Jeremykemp adapted by Rehua © Public Domain 2. Project Management Overview The starting point in discussing how projects should be properly managed is to first understand what a project is and, just as importantly, what it is not. People have been undertaking projects since the earliest days of organized human activity. The hunting parties of our prehistoric ancestors were projects, for example; they were temporary undertakings directed at the goal of obtaining meat for the community. Large complex projects have also been with us for a long time. The pyramids and the Great Wall of China were in their day of roughly the same dimensions as the Apollo project to send men to the moon. We use the term “project” frequently in our daily conversations. A husband, for example may tell his wife, “My main project for this weekend is to straighten out the garage.” Going hunting, building pyramids, and fixing faucets all share certain features that make them projects. Project Attributes A project has distinctive attributes that distinguish it from ongoing work or business operations. Projects are temporary in nature. They are not an everyday business process and have definitive start dates and end dates. This characteristic is important because a large part of the project effort is dedicated to ensuring that the project is completed at the appointed time. To do this, schedules are created showing when tasks should begin and end. Projects can last minutes, hours, days, weeks, months, or years. Projects exist to bring about a product or service that hasn’t existed before. In this sense, a project is unique. Unique means that this is new; this has never been done before. Maybe it’s been done in a very similar fashion before but never exactly in this way. For example, Ford Motor Company is in the business of designing and assembling cars. Each model that Ford designs and produces can be considered a project. The models differ from each other in their features and are marketed to people with various needs. An SUV serves a different purpose and clientele than a luxury car. The design and marketing of these two models are unique projects. However, the actual assembly of the cars is considered an operation (i.e., a repetitive process that is followed for most makes and models). In contrast with projects, operations are ongoing and repetitive. They involve work that is continuous without an ending date and with the same processes repeated to produce the same results. The purpose of operations is to keep the organization functioning while the purpose of a project is to meet its goals and conclude. Therefore, operations are ongoing while projects are unique and temporary. A project is completed when its goals and objectives are accomplished. It is these goals that drive the project, and all the planning and implementation efforts undertaken to achieve them. Sometimes projects end when it is determined that the goals and objectives cannot be accomplished or when the product or service of the project is no longer needed and the project is cancelled. Definition of a Project There are many written definitions of a project.

All of them contain the key elements described above. For those looking for a formal definition of a project, the Project Management Institute (PMI) defines a 11 2. Project Management Overview 12 project as a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. Project Characteristics When considering whether or not you have a project on your hands, there are some things to keep in mind. First, is it a project or an ongoing operation? Second, if it is a project, who are the stakeholders? And third, what characteristics distinguish this endeavor as a project? Projects have several characteristics: • Projects are unique. • Projects are temporary in nature and have a definite beginning and ending date. • Projects are completed when the project goals are achieved or it’s determined the project is no longer viable. A successful project is one that meets or exceeds the expectations of the stakeholders. Consider the following scenario: The vice-president (VP) of marketing approaches you with a fabulous idea. (Obviously it must be “fabulous” because he thought of it.) He wants to set up kiosks in local grocery stores as mini-offices. These offices will offer customers the ability to sign up for car and home insurance services as well as make their bill payments. He believes that the exposure in grocery stores will increase awareness of the company’s offerings. He told you that senior management has already cleared the project, and he’ll dedicate as many resources to this as he can. He wants the new kiosks in place in 12 selected stores in a major city by the end of the year. Finally, he has assigned you to head up this project. Your first question should be, “Is it a project?” This may seem elementary, but confusing projects with ongoing operations happens often. Projects are temporary in nature, have definite start and end dates, result in the creation of a unique product or service, and are completed when their goals and objectives have been met and signed off by the stakeholders. Using these criteria, let’s examine the assignment from the VP of marketing to determine if it is a project: • Is it unique? Yes, because the kiosks don’t exist in the local grocery stores. This is a new way of offering the company’s services to its customer base. While the service the company is offering isn’t new, the way it is presenting its services is. • Does the product have a limited timeframe? Yes, the start date of this project is today, and the end date is the end of next year. It is a temporary endeavor. • Is there a way to determine when the project is completed? Yes, the kiosks will be installed and the services will be offered from them. Once all the kiosks are installed and operating, the project will come to a close. • Is there a way to determine stakeholder satisfaction? Yes, the expectations of the stakeholders will be documented in the form of requirements during the planning processes. These requirements will be compared to the finished product to determine if it meets the expecta- 13 2nd Edition tions of the stakeholder. If the answer is yes to all these questions, then we have a project. The Process of Project Management You’ve determined that you have a project. What now? The notes you scribbled down on the back of the napkin at lunch are a start, but not exactly good project management practice. Too often, organizations follow Nike’s advice when it comes to managing projects when they “just do it.” An assignment is made, and the project team members jump directly into the development of the product or service requested. In the end, the delivered product doesn’t meet the expectations of the customer. Unfortunately, many projects follow this

poorly constructed path, and that is a primary contributor to a large percentage of projects not meeting their original objectives, as defined by performance, schedule, and budget. In the United States, more than $250 billion is spent each year on information technology (IT) application development in approximately 175,000 projects. The Standish Group (a Boston-based leader in project and value performance research) released the summary version of their 2009 CHAOS Report that tracks project failure rates across a broad range of companies and industries (Figure 2.1). Figure 2.1: Summary of 2009 Standish Group CHAOS report. Jim Johnson, chairman of the Standish Group, has stated that “this year’s results show a marked decrease in project success rates, with 32% of all projects succeeding which are delivered on time, on budget, with required features and functions, 44% were challenged-which are late, over budget, and/or with less than the required features and functions and 24% failed which are cancelled prior to completion or delivered and never used.” When are companies going to stop wasting billions of dollars on failed projects? The vast majority of this waste is completely avoidable: simply get the right business needs (requirements) understood early in the process and ensure that project management techniques are applied and followed, and the project activities are monitored. Applying good project management discipline is the way to help reduce the risks. Having good project 2. Project Management Overview 14 management skills does not completely eliminate problems, risks, or surprises. The value of good project management is that you have standard processes in place to deal with all contingencies. Project management is the application of knowledge, skills, tools, and techniques applied to project activities in order to meet the project requirements. Project management is a process that includes planning, putting the project plan into action, and measuring progress and performance. Managing a project includes identifying your project’s requirements and writing down what everyone needs from the project. What are the objectives for your project? When everyone understands the goal, it’s much easier to keep them all on the right path. Make sure you set goals that everyone agrees on to avoid team conflicts later on. Understanding and addressing the needs of everyone affected by the project means the end result of your project is far more likely to satisfy your stakeholders. Last but not least, as project manager, you will also be balancing the many competing project constraints. On any project, you will have a number of project constraints that are competing for your attention. They are cost, scope, quality, risk, resources, and time. • Cost is the budget approved for the project including all necessary expenses needed to deliver the project. Within organizations, project managers have to balance between not running out of money and not underspending because many projects receive funds or grants that have contract clauses with a “use it or lose it” approach to project funds. Poorly executed budget plans can result in a last-minute rush to spend the allocated funds. For virtually all projects, cost is ultimately a limiting constraint; few projects can go over budget without eventually requiring a corrective action. • Scope is what the project is trying to achieve. It entails all the work involved in delivering the project outcomes and the processes used to produce them. It is the reason and the purpose of the project. • Quality is a combination of the standards and criteria to which the project’s products must be delivered for them to perform effectively. The product must perform to provide the functionality expected, solve the identified problem, and deliver the benefit and value expected. It must also meet other performance requirements, or service levels, such as availability, reliability, and maintainability, and have acceptable finish and polish.

Quality on a project is controlled through quality assurance (QA), which is the process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. • Risk is defined by potential external events that will have a negative impact on your project if they occur. Risk refers to the combination of the probability the event will occur and the impact on the project if the event occurs. If the combination of the probability of the occurrence and the impact on the project is too high, you should identify the potential event as a risk and put a proactive plan in place to manage the risk. • Resources are required to carry out the project tasks. They can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour) required for the completion of a project activity. • Time is defined as the time to complete the project. Time is often the most frequent project oversight in developing projects. This is reflected in missed deadlines and incomplete deliverables. Proper control of the schedule requires the careful identification of tasks to be performed and accurate estimations of their durations, the sequence in which they are going to be done, and how people and other resources are to be allocated. Any schedule should take 15 2nd Edition into account vacations and holidays. You may have heard of the term “triple constraint,” which traditionally consisted of only time, cost, and scope. These are the primary competing project constraints that you have to be most aware of. The triple constraint is illustrated in the form of a triangle to visualize the project work and see the relationship between the scope/quality, schedule/time, and cost/resource (Figure 2.2). In this triangle, each side represents one of the constraints (or related constraints) wherein any changes to any one side cause a change in the other sides. The best projects have a perfectly balanced triangle. Maintaining this balance is difficult because projects are prone to change. For example, if scope increases, cost and time may increase disproportionately. Alternatively, if the amount of money you have for your project decreases, you may be able to do as much, but your time may increase. Figure 2.2: A schematic of the triple constraint triangle. Your project may have additional constraints that you must face, and as the project manager, you have to balance the needs of these constraints against the needs of the stakeholders and your project goals. For instance, if your sponsor wants to add functionality to the original scope, you will very likely need more money to finish the project, or if they cut the budget, you will have to reduce the quality of your scope, and if you don’t get the appropriate resources to work on your project tasks, you will have to extend your schedule because the resources you have take much longer to finish the work. You get the idea; the constraints are all dependent on each other. Think of all of these constraints as the classic carnival game of Whac-a-mole (Figure 2.3). Each time you try to push one mole back in the hole, another one pops out. The best advice is to rely on your project team to keep these moles in place. 2. Project Management Overview 16 Figure 2.3: Whac-a-mole. Here is an example of a project that cut quality because the project costs were fixed. The P-36 oil platform (Figure 2.4) was the largest footing production platform in the world capable of processing 180,000 barrels of oil per day and 5.2 million cubic metres of gas per day. Located in the Roncador Field, Campos Basin, Brazil, the P-36 was operated by Petrobras. Figure 2.4.: The Petrobras P-36 oil platform sinking. In March 2001, the P-36 was producing around 84,000 barrels of oil and 1.3 million cubic metres of gas per day when it became destabilized by two explosions and subsequently sank in 3,900 feet of water with 1,650 short tons of crude oil remaining on board, killing 11 people.

The sinking is attributed to a complete failure in quality assurance, and pressure for increased production led to corners being cut on safety procedures. It is listed as one of the most expensive accidents with a price tag of $515,000,000. The following quotes are from a Petrobras executive, citing the benefits of cutting quality assurance and inspection costs on the project. “Petrobras has established new global benchmarks for the generation of exceptional shareholder wealth through an aggressive and innovative program of cost cutting on its P36 production facility.” “Conventional constraints have been successfully challenged and replaced with new paradigms appropriate to the globalized corporate market place.” “Elimination of these unnecessary straitjackets has empowered the project’s suppliers and contractors to propose highly economical solutions, with the win-win bonus of enhanced profitability margins for themselves.” “The P36 platform shows the shape of things to come in the unregulated global market economy of the 21st century.” 17 2nd Edition The dynamic trade-offs between the project constraint values have been humorously and accurately described in Figure 2.5. Figure 2.5: Good, Quick, Cheap: Choose two. A sign seen at an automotive repair shop. [Image Description] Project Management Expertise In order for you, as the project manager, to manage the competing project constraints and the project as a whole, there are some areas of expertise you should bring to the project team (Figure 2.11). They are knowledge of the application area and the standards and regulations in your industry, understanding of the project environment, general management knowledge and skills, and interpersonal skills. It should be noted that industry expertise is not in a certain field but the expertise to run the project. So while knowledge of the type of industry is important, you will have a project team supporting you in this endeavor. For example, if you are managing a project that is building an oil platform, you would not be expected to have a detailed understanding of the engineering since your team will have mechanical and civil engineers who will provide the appropriate expertise; however, it would definitely help if you understood this type of work. Let’s take a look at each of these areas in more detail. Application knowledge By standards, we mean guidelines or preferred approaches that are not necessarily mandatory. In contrast, when referring to regulations we mean mandatory rules that must be followed, such as governmentimposed requirements through laws. It should go without saying that as a professional, you’re required to follow all applicable laws and rules that apply to your industry, organization, or project. Every industry has standards and regulations. Knowing which ones affect your project before you begin work will not only help the project to unfold smoothly, but will also allow for effective risk analysis. 2. Project Management Overview 18 Figure 2.6: Areas of expertise that a project manager should bring to the project team. Some projects require specific skills in certain application areas. Application areas are made up of categories of projects that have common elements. They can be defined by industry group (pharmaceutical, financial, etc.), department (accounting, marketing, legal, etc.), technology (software development, engineering, etc), or management specialties (procurement, research and development, etc.). These application areas are usually concerned with disciplines, regulations, and the specific needs of the project, the customer, or the industry. For example, most government agencies have specific procurement rules that apply to their projects that wouldn’t be applicable in the construction industry. The pharmaceutical industry is interested in regulations set forth by government regulators, whereas the automotive industry has little or no concern for either of these types of regulations. You need to stay up-to-date regarding your industry so that you can apply your knowledge effectively.

Today’s fast-paced advances can leave you behind fairly quickly if you don’t stay abreast of current trends. Having some level of experience in the application area you’re working in will give you an advantage when it comes to project management. While you can call in experts who have the application area knowledge, it doesn’t hurt for you to understand the specific aspects of the application areas of your project. Understanding the Project Environment There are many factors that need to be understood within your project environment (Figure 2.7). At one level, you need to think in terms of the cultural and social environments (i.e., people, demographics, and education). The international and political environment is where you need to understand about different countries’ cultural influences. Then we move to the physical environment; here we think about time zones. Think about different countries and how differently your project will be executed whether it is just in your country or if it involves an international project team that is distributed throughout the world in five different countries. Figure 2.7: The important factors to consider within the project environment. 19 2nd Edition Of all the factors, the physical ones are the easiest to understand, and it is the cultural and international factors that are often misunderstood or ignored. How we deal with clients, customers, or project members from other countries can be critical to the success of the project. For example, the culture of the United States values accomplishments and individualism. Americans tend to be informal and call each other by first names, even if having just met. Europeans tend to be more formal, using surnames instead of first names in a business setting, even if they know each other well. In addition, their communication style is more formal than in the United States, and while they tend to value individualism, they also value history, hierarchy, and loyalty. The Japanese, on the other hand, tend to communicate indirectly and consider themselves part of a group, not as individuals. The Japanese value hard work and success, as most of us do. How a product is received can be very dependent on the international cultural differences. For example, in the 1990s, when many large American and European telecommunications companies were cultivating new markets in Asia, their customer’s cultural differences often produced unexpected situations. Western companies planned their telephone systems to work the same way in Asia as they did in Europe and the United States. But the protocol of conversation was different. Call-waiting, a popular feature in the West, is considered impolite in some parts of Asia. This cultural blunder could have been avoided had the team captured the project environment requirements and involved the customer. It is often the simplest things that can cause trouble since, unsurprisingly, in different countries, people do things differently. One of the most notorious examples of this is also one of the most simple: date formats. What day and month is 2/8/2009? Of course it depends where you come from; in North America it is February 8th while in Europe (and much of the rest of the world) it is 2nd August. Clearly, when schedules and deadlines are being defined it is important that everyone is clear on the format used. The diversity of practices and cultures and its impact on products in general and on software in particular goes well beyond the date issue. You may be managing a project to create a new website for a company that sells products worldwide. There are language and presentation style issues to take into consideration; converting the site into different languages isn’t enough. It is obvious that you need to ensure the translation is correct; however, the presentation layer will have its own set of requirements for different cultures. The left side of a website may be the first focus of attention for a Canadian; the right side would

be the initial focus for anyone from the Middle East, as both Arabic and Hebrew are written from right to left. Colors also have different meanings in different cultures. White, which is a sign of purity in North America (e.g., a bride’s wedding dress), and thus would be a favoured background colour in North America, signifies death in Japan (e.g., a burial shroud). Table 2.1 summarizes different meanings of common colours. 2. Project Management Overview 20 Table 2.1: The meaning of colours in various cultures. Colour United States China Japan Egypt France Red Danger, stop Happiness Anger, danger Death Aristocracy Blue Sadness, melancholy Heavens, clouds Villainy Virtue, faith, truth Freedom, peace Green Novice, apprentice Ming dynasty, heavens Future, youth, energy Fertility, strength Criminality Yellow Cowardice Birth, wealth Grace, nobility Happiness, prosperity Temporary White Purity Death, purity Death Joy Naturality Project managers in multicultural projects must appreciate the culture dimensions and try to learn relevant customs, courtesies, and business protocols before taking responsibility for managing an international project. A project manager must take into consideration these various cultural influences and how they may affect the project’s completion, schedule, scope, and cost. Management Knowledge and Skills As the project manager, you have to rely on your project management knowledge and your general management skills. Here, we are thinking of items like your ability to plan the project, execute it properly, and of course control it and bring it to a successful conclusion, along with your ability to guide the project team to achieve project objectives and balance project constraints. There is more to project management than just getting the work done. Inherent in the process of project management are the general management skills that allow the project manager to complete the project with some level of efficiency and control. In some respects, managing a project is similar to running a business: there are risk and rewards, finance and accounting activities, human resource issues, time management, stress management, and a purpose for the project to exist. General management skills are needed in every project. Interpersonal Skills Last but not least you also have to bring the ability into the project to manage personal relationships and deal with personnel issues as they arise. Here were talking about your interpersonal skills as shown in Figure 2.8. Communication Project managers spend 90% of their time communicating. Therefore they must be good communicators, promoting clear, unambiguous exchange of information. As a project manager, it is your job to keep a number of people well informed. It is essential that your project staff know what is expected of them: what they have to do, when they have to do it, and what budget and time constraints and quality specifications they are working toward. If project staff members do not know what their tasks are, or how to accomplish them, then the entire project will grind to a halt. If you do not know what the project staff is 21 2nd Edition (or often is not) doing, then you will be unable to monitor project progress. Finally, if you are uncertain of what the customer expects of you, then the project will not even get off the ground. Project communication can thus be summed up as knowing “who needs what information and when” and making sure they have it. Figure 2.8: Interpersonal skills required of a project manager. All projects require sound communication plans, but not all projects will have the same types of communication or the same methods for distributing the information. For example, will information be distributed via mail or email, is there a shared website, or are face-to-face meetings required? The communication management plan documents how the communication needs of the stakeholders will be met, including the types of information that will be communicated,

who will communicate them, and who will receive them; the methods used to communicate; the timing and frequency of communication; the method for updating the plan as the project progresses, including the escalation process; and a glossary of common terms. Influence Project management is about getting things done. Every organization is different in its policies, modes of operations, and underlying culture. There are political alliances, differing motivations, conflicting interests, and power struggles. A project manager must understand all of the unspoken influences at work within an organization. Leadership Leadership is the ability to motivate and inspire individuals to work toward expected results. Leaders inspire vision and rally people around common goals. A good project manager can motivate and inspire the project team to see the vision and value of the project. The project manager as a leader can inspire the project team to find a solution to overcome perceived obstacles to get the work done. Motivation Motivation helps people work more efficiently and produce better results. Motivation is a constant process that the project manager must guide to help the team move toward completion with passion and a profound reason to complete the work. Motivating the team is accomplished by using a variety of team-building techniques and exercises. Team building is simply getting a diverse group of people to work together in the most efficient and effective manner possible. This may involve management events as well as individual actions designed to improve team performance. Recognition and rewards are an important part of team motivations. They are formal ways of recognizing and promoting desirable behaviour and are most effective when carried out by the manage- 2. Project Management Overview 22 ment team and the project manager. Consider individual preferences and cultural differences when using rewards and recognition. Some people don’t like to be recognized in front of a group; others thrive on it. Negotiation Project managers must negotiate for the good of the project. In any project, the project manager, the project sponsor, and the project team will have to negotiate with stakeholders, vendors, and customers to reach a level of agreement acceptable to all parties involved in the negotiation process. Problem Solving Problem solving is the ability to understand the heart of a problem, look for a viable solution, and then make a decision to implement that solution. The starting point for problem solving is problem definition. Problem definition is the ability to understand the cause and effect of the problem; this centres on root-cause analysis. If a project manager treats only the symptoms of a problem rather than its cause, the symptoms will perpetuate and continue through the project life. Even worse, treating a symptom may result in a greater problem. For example, increasing the ampere rating of a fuse in your car because the old one keeps blowing does not solve the problem of an electrical short that could result in a fire. Rootcause analysis looks beyond the immediate symptoms to the cause of the symptoms, which then affords opportunities for solutions. Once the root of a problem has been identified, a decision must be made to effectively address the problem. Solutions can be presented from vendors, the project team, the project manager, or various stakeholders. A viable solution focuses on more than just the problem; it looks at the cause and effect of the solution itself. In addition, a timely decision is needed or the window of opportunity may pass and then a new decision will be needed to address the problem. As in most cases, the worst thing you can do is nothing. All of these interpersonal skills will be used in all areas of project management. Start practicing now because it’s guaranteed that you’ll need these skills on your next project. Image Descriptions Figure 2.5 image description: The sign says, “We can do good, quick, and cheap work.

You can have any two but not all three. 1. Good, quick work won’t be cheap. 2. Good, cheap work won’t be quick. 3. Quick, cheap work won’t be good.” [Return to Figure 2.5] Text Attributions • This chapter of Project Management is a derivative of Project Management by Merrie Barron and Andrew Barron. © CC BY (Attribution). • Table 2.1: Adapted from P. Russo and S. Boor, How Fluent is Your Interface? Designing for International Users, Proceedings of the INTERACT ’93 and CHI ’93, Association for Computing Machinery, Inc. (1993). Table from Barron & Barron Project Management for Scientists and Engineers, Source: Project Management for Scientists and Engineers by Merrie Barron; Andrew R. Barron 23 2nd Edition Media Attributions • Chaosreport2009 by Merrie Barron & Andrew R. Barron © CC BY (Attribution) • Triple constraint triangle by John M. Kennedy T © CC BY-SA (Attribution ShareAlike) • Whac a mole by sakura © CC BY (Attribution) • Petrobras sinking by Richard Collinson © CC BY-NC-ND (Attribution NonCommercial NoDerivatives) • Good-quick-cheap by Barron & Barron Project Management for Scientists and Engineers. © CC BY (Attribution) • Areas of expertise by Barron & Barron Project Management for Scientists and Engineers © CC BY (Attribution) • Project environment by Barron & Barron Project Management for Scientists and Engineers, © CC BY (Attribution) • Interpersonal skills by Barron & Barron Project Management for Scientists and Engineers © CC BY (Attribution) 3. The Project Life Cycle (Phases) The project manager and project team have one shared goal: to carry out the work of the project for the purpose of meeting the project’s objectives. Every project has a beginning, a middle period during which activities move the project toward completion, and an ending (either successful or unsuccessful). A standard project typically has the following four major phases (each with its own agenda of tasks and issues): initiation, planning, implementation, and closure. Taken together, these phases represent the path a project takes from the beginning to its end and are generally referred to as the project “life cycle.” Initiation Phase During the first of these phases, the initiation phase, the project objective or need is identified; this can be a business problem or opportunity. An appropriate response to the need is documented in a business case with recommended solution options. A feasibility study is conducted to investigate whether each option addresses the project objective and a final recommended solution is determined. Issues of feasibility (“can we do the project?”) and justification (“should we do the project?”) are addressed. Once the recommended solution is approved, a project is initiated to deliver the approved solution and a project manager is appointed. The major deliverables and the participating work groups are identified, and the project team begins to take shape. Approval is then sought by the project manager to move onto the detailed planning phase. Planning Phase The next phase, the planning phase, is where the project solution is further developed in as much detail as possible and the steps necessary to meet the project’s objective are planned. In this step, the team identifies all of the work to be done. The project’s tasks and resource requirements are identified, along with the strategy for producing them. This is also referred to as “scope management.” A project plan is created outlining the activities, tasks, dependencies, and timeframes. The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation. Once the project team has identified the work, prepared the schedule, and estimated the costs, the three fundamental components of the planning process are complete. This is an excellent time to identify and try to deal with anything that might pose a threat to the successful completion of the project.

This is called risk management. In risk management, “high-threat” potential problems are identified along with the action that is to be taken on each high-threat potential problem, either to reduce the probability that the problem will occur or to reduce the impact on the project if it does occur. This is also a good time to identify all project stakeholders and establish a communication plan describing the information needed and the delivery method to be used to keep the stakeholders informed. Finally, you will want to document a quality plan, providing quality targets, assurance, and control measures, along with an acceptance plan, listing the criteria to be met to gain customer acceptance. At this point, the project would have been planned in detail and is ready to be executed. 24 25 2nd Edition Implementation (Execution) Phase During the third phase, the implementation phase, the project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made and recorded as variances from the original plan. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis. Status reports should always emphasize the anticipated end point in terms of cost, schedule, and quality of deliverables. Each project deliverable produced should be reviewed for quality and measured against the acceptance criteria. Once all of the deliverables have been produced and the customer has accepted the final solution, the project is ready for closure. Closing Phase During the final closure, or completion phase, the emphasis is on releasing the final deliverables to the customer, handing over project documentation to the business, terminating supplier contracts, releasing project resources, and communicating the closure of the project to all stakeholders. The last remaining step is to conduct lessons-learned studies to examine what went well and what didn’t. Through this type of analysis, the wisdom of experience is transferred back to the project organization, which will help future project teams. Example: Project Phases on a Large Multinational Project A U.S. construction company won a contract to design and build the first copper mine in northern Argentina. There was no existing infrastructure for either the mining industry or large construction projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining construction project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners.

During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and construction teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected 3. The Project Life Cycle (Phases) 26 expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the construction schedule; and set up the construction site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. The implementation phase represents the work done to meet the requirements of the scope of work and fulfill the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of the final light switch, were accomplished. The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. Text Attributions This chapter of Project Management is a derivative the following texts: • Project Management by Merrie Barron and Andrew Barron. © CC BY (Attribution). • Project Management From Simple to Complex by Russel Darnall, John Preston, Eastern Michigan University. © Creative Commons Attribution 3.0 Licence. 4. Framework for Project Management Many different professions contribute to the theory and practice of project management. Engineers and architects have been managing major projects since pre-history. Since approximately the 1960s, there have been efforts to professionalize the practice of project management as a specialization of its own. There are many active debates around this: Should project management be a profession in the same way as engineering, accounting, and medicine? These have professional associations that certify who is legally allowed to use the job title, and who can legally practice the profession. They also provide a level of assurance of quality and discipline members who behave inappropriately. Another ongoing debate is: How much industry knowledge is required of a seasoned project manager? How easily can a project manager from one industry, say, IT, transition to another industry such as hospitality? There are two major organizations with worldwide impact on the practice of project management: the Project Management Institute (PMI), with world headquarters in the United States, and the International Project Management Association (IPMA), with world headquarters in Switzerland. This textbook takes an approach that is closer to the PMI approach. More details are included in this chapter, along with a section on the project management office. Project Management Institute Overview Five volunteers founded the Project Management Institute (PMI) in 1969. Their initial goal was to establish an organization where members could share their experiences in project management and discuss issues. Today, PMI is a non-profit project management professional association and the most widely recognized organization in terms of promoting project management best practices.

PMI was formed to serve the interests of the project management industry. The premise of PMI is that the tools and techniques of project management are common even among the widespread application of projects from the software to the construction industry. PMI first began offering the Project Management Professional (PMP) certification exam in 1984. Although it took a while for people to take notice, now more than 590,000 individuals around the world hold the PMP designation. To help keep project management terms and concepts clear and consistent, PMI introduced the book A Guide to the Project Management Body of Knowledge (PMBOK Guide) in 1987. It was updated it in 1996, 2000, 2004, 2009, and most recently in 2013 as the fifth edition. At present, there are more than one million copies of the PMBOK Guide in circulation. The highly regarded Institute of Electrical and Electronics Engineers (IEEE) has adopted it as their project management standard. In 1999 PMI was accredited as an American National Standards Institute (ANSI) standards developer and also has the distinction of being the first organization to have its certification program attain International Organization for Standardization (ISO) 9001 recognition. In 2008, the organization reported more than 260,000 members in over 171 countries. PMI has its headquarters in Pennsylvania, United States, and also has offices in Washington, DC, and in Canada, Mexico, and China, as well as having regional service centres in Singapore, Brussels (Belgium), and New Delhi (India). Recently, an office was opened in Mumbai (India). Because of the importance of projects, the discipline of project management has evolved into a working body of knowledge known as PMBOK – Project Management Body of Knowledge. The PMI is responsible for developing and promoting PMBOK. PMI also administers a professional certification 27 4. Framework for Project Management 28 program for project managers, the PMP. So if you want to get grounded in project management, PMBOK is the place to start, and if you want to make project management your profession, then you should consider becoming a PMP. So what is PMBOK? PMBOK is the fundamental knowledge you need for managing a project, categorized into 10 knowledge areas: 1. Managing integration: Projects have all types of activities going on and there is a need to keep the “whole” thing moving collectively – integrating all of the dynamics that take place. Managing integration is about developing the project charter, scope statement, and plan to direct, manage, monitor, and control project change. 2. Managing scope: Projects need to have a defined parameter or scope, and this must be broken down and managed through a work breakdown structure or WBS. Managing scope is about planning, definition, WBS creation, verification, and control. 3. Managing time/schedule: Projects have a definite beginning and a definite ending date. Therefore, there is a need to manage the budgeted time according to a project schedule. Managing time/schedule is about definition, sequencing, resource and duration estimating, schedule development, and schedule control. 4. Managing costs: Projects consume resources, and therefore, there is a need to manage the investment with the realization of creating value (i.e., the benefits derived exceed the amount spent). Managing costs is about resource planning, cost estimating, budgeting, and control. 5. Managing quality: Projects involve specific deliverables or work products. These deliverables need to meet project objectives and performance standards. Managing quality is about quality planning, quality assurance, and quality control. 6. Managing human resources: Projects consist of teams and you need to manage project team(s) during the life cycle of the project. Finding the right people, managing their outputs, and keeping them on schedule is a big part of managing a project. Managing human resources is about human resources planning, hiring, and developing and managing a project team.

7. Managing communication: Projects invariably touch lots of people, not just the end users (customers) who benefit directly from the project outcomes. This can include project participants, managers who oversee the project, and external stakeholders who have an interest in the success of the project. Managing communication is about communications planning, information distribution, performance reporting, and stakeholder management. 8. Managing risk: Projects are a discovery-driven process, often uncovering new customer needs and identifying critical issues not previously disclosed. Projects also encounter unexpected events, such as project team members resigning, budgeted resources suddenly changing, the organization becoming unstable, and newer technologies being introduced. There is a real need to properly identify various risks and manage these risks. Managing risk is about risk planning and identification, risk analysis (qualitative and quantitative), risk response (action) planning, and risk monitoring and control. 29 2nd Edition 9. Managing procurement: Projects procure the services of outside vendors and contractors, including the purchase of equipment. There is a need to manage how vendors are selected and managed within the project life cycle. Managing procurement is about acquisition and contracting plans, sellers’ responses and selections, contract administration, and contract closure. 10. Managing stakeholders: Every project impacts people and organizations and is impacted by people and organizations. Identifying these stakeholders early, and as they arise and change throughout the project, is a key success factor. Managing stakeholders is about identifying stakeholders, their interest level, and their potential to influence the project; and managing and controlling the relationships and communications between stakeholders and the project. This is the big framework for managing projects and if you want to be effective in managing projects, then you need to be effective in managing each of the 10 knowledge areas that make up PMBOK (see Figure 4.1) Figure 4.1: PM Star Model suggested by GeekDisplaced Certification in project management is available from the PMI, PRINCE2, ITIL, Critical Chain, and others. Agile project management methodologies (Scrum, extreme programming, Lean Six Sigma, others) also have certifications. Introduction to the Project Management Knowledge Areas As discussed above, projects are divided into components, and a project manager must be knowledgeable in each area. Each of these areas of knowledge will be explored in more depth in subsequent chapters. For now, lets look at them in a little more detail to prepare you for the chapters that follow. 4. Framework for Project Management 30 Project Start-Up and Integration The start-up of a project is similar to the start-up of a new organization. The project leader develops the project infrastructure used to design and execute the project. The project management team must develop alignment among the major stakeholders—those who have a share or interest—on the project during the early phases or definition phases of the project. The project manager will conduct one or more kickoff meetings or alignment sessions to bring the various parties of the project together and begin the project team building required to operate efficiently during the project. During project start-up, the project management team refines the scope of work and develops a preliminary schedule and conceptual budget. The project team builds a plan for executing the project based on the project profile. The plan for developing and tracking the detailed schedule, the procurement plan, and the plan for building the budget and estimating and tracking costs are developed during the start-up. The plans for information technology, communication, and tracking client satisfaction are also all developed during the start-up phase of the project. Flowcharts, diagrams, and responsibility matrices are tools to capture the work processes associated with executing the project plan.

The first draft of the project procedures manual captures the historic and intuitional knowledge that team members bring to the project. The development and review of these procedures and work processes contribute to the development of the organizational structure of the project. This is typically an exciting time on a project where all things are possible. The project management team is working many hours developing the initial plan, staffing the project, and building relationships with the client. The project manager sets the tone of the project and sets expectations for each of the project team members. The project start-up phase on complex projects can be chaotic, and until plans are developed, the project manager becomes the source of information and direction. The project manager creates an environment that encourages team members to fully engage in the project and encourages innovative approaches to developing the project plan. Project Scope The project scope is a document that defines the parameters—factors that define a system and determine its behaviour—of the project, what work is done within the boundaries of the project, and the work that is outside the project boundaries. The scope of work (SOW) is typically a written document that defines what work will be accomplished by the end of the project—the deliverables of the project. The project scope defines what will be done, and the project execution plan defines how the work will be accomplished. No template works for all projects. Some projects have a very detailed scope of work, and some have a short summary document. The quality of the scope is measured by the ability of the project manager and project stakeholders to develop and maintain a common understanding of what products or services the project will deliver. The size and detail of the project scope is related to the complexity profile of the project. A more complex project often requires a more detailed and comprehensive scope document. According to the PMI, the scope statement should include the following: • Description of the scope • Product acceptance criteria • Project deliverables • Project exclusions 31 2nd Edition • Project constraints • Project assumptions The scope document is the basis for agreement by all parties. A clear project scope document is also critical to managing change on a project. Since the project scope reflects what work will be accomplished on the project, any change in expectations that is not captured and documented creates the opportunity for confusion. One of the most common trends on projects is the incremental expansion in the project scope. This trend is labeled “scope creep.” Scope creep threatens the success of a project because the small increases in scope require additional resources that were not in the plan. Increasing the scope of the project is a common occurrence, and adjustments are made to the project budget and schedule to account for these changes. Scope creep occurs when these changes are not recognized or not managed. The ability of a project manager to identify potential changes is often related to the quality of the scope documents. Events do occur that require the scope of the project to change. Changes in the marketplace may require change in a product design or the timing of the product delivery. Changes in the client’s management team or the financial health of the client may also result in changes in the project scope. Changes in the project schedule, budget, or product quality will have an effect on the project plan. Generally, the later in the project the change occurs, the greater the increase to the project costs. Establishing a change management system for the project that captures changes to the project scope and assures that these changes are authorized by the appropriate level of management in the client’s organization is the responsibility of the project manager. The project manager also analyzes the cost and schedule impact of these changes and adjusts the project plan to reflect the changes authorized by the client.

Changes to the scope can cause costs to increase or decrease. Project Schedule and Time Management The definition of project success often includes completing the project on time. The development and management of a project schedule that will complete the project on time is a primary responsibility of the project manager, and completing the project on time requires the development of a realistic plan and the effective management of the plan. On smaller projects, project managers may lead the development of the project plan and build a schedule to meet that plan. On larger and more complex projects, a project controls team that focuses on both costs and schedule planning and controlling functions will assist the project management team in developing the plan and tracking progress against the plan. To develop the project schedule, the project team does an analysis of the project scope, contract, and other information that helps the team define the project deliverables. Based on this information, the project team develops a milestone schedule. The milestone schedule establishes key dates throughout the life of a project that must be met for the project to finish on time. The key dates are often established to meet contractual obligations or established intervals that will reflect appropriate progress for the project. For less complex projects, a milestone schedule may be sufficient for tracking the progress of the project. For more complex projects, a more detailed schedule is required. To develop a more detailed schedule, the project team first develops a work breakdown structure (WBS)—a description of tasks arranged in layers of detail. Although the project scope is the primary document for developing the WBS, the WBS incorporates all project deliverables and reflects any documents or information that clarifies the project deliverables. From the WBS, a project plan is developed. The project plan lists the activities that are needed to accomplish the work identified in the WBS. The more detailed the WBS, the more activities that are identified to accomplish the work. 4. Framework for Project Management 32 After the project team identifies the activities, the team sequences the activities according to the order in which the activities are to be accomplished. An outcome from the work process is the project logic diagram. The logic diagram represents the logical sequence of the activities needed to complete the project. The next step in the planning process is to develop an estimation of the time it will take to accomplish each activity or the activity duration. Some activities must be done sequentially, and some activities can be done concurrently. The planning process creates a project schedule by scheduling activities in a way that effectively and efficiently uses project resources and completes the project in the shortest time. On larger projects, several paths are created that represent a sequence of activities from the beginning to the end of the project. The longest path to the completion of the project is the critical path. If the critical path takes less time than is allowed by the client to complete the project, the project has a positive total float or project slack. If the client’s project completion date precedes the calculated critical path end date, the project has a negative float. Understanding and managing activities on the critical path is an important project management skill. To successfully manage a project, the project manager must also know how to accelerate a schedule to compensate for unanticipated events that delay critical activities. Compressing—crashing—the schedule is a term used to describe the techniques used to shorten the project schedule. During the life of the project, scheduling conflicts often occur, and the project manager is responsible for reducing these conflicts while maintaining project quality and meeting cost goals. Project Costs The definition of project success often includes completing the project within budget.

Developing and controlling a project budget that will accomplish the project objectives is a critical project management skill. Although clients expect the project to be executed efficiently, cost pressures vary on projects. On some projects, the project completion or end date is the largest contributor to the project complexity. The development of a new drug to address a critical health issue, the production of a new product that will generate critical cash flow for a company, and the competitive advantage for a company to be first in the marketplace with a new technology are examples of projects with schedule pressures that override project costs. The accuracy of the project budget is related to the amount of information known by the project team. In the early stages of the project, the amount of information needed to develop a detailed budget is often missing. To address the lack of information, the project team develops different levels of project budget estimates. The conceptual estimate (or “ballpark estimate”) is developed with the least amount of knowledge. The major input into the conceptual estimate is expert knowledge or past experience. A project manager who has executed a similar project in the past can use those costs to estimate the costs of the current project. When more information is known, the project team can develop a rough order of magnitude (ROM) estimate. Additional information such as the approximate square feet of a building, the production capacity of a plant, and the approximate number of hours needed to develop a software program can provide a basis for providing a ROM estimate. After a project design is more complete, a project detailed estimate can be developed. For example, when the project team knows the number of rooms, the type of materials, and the building location of a home, they can provide a detailed estimate. A detailed estimate is not a bid. The cost of the project is tracked relative to the progress of the work and the estimate for accomplishing that work. Based on the cost estimate, the cost of the work performed is compared against the cost 33 2nd Edition budgeted for that work. If the cost is significantly higher or lower, the project team explores reasons for the difference between expected costs and actual costs. Project costs may deviate from the budget because the prices in the marketplace were different from what was expected. For example, the estimated costs for lumber on a housing project may be higher than budgeted … CLICK HERE TO GET A PROFESSIONAL WRITER TO WORK ON THIS PAPER AND OTHER SIMILAR PAPERS CLICK THE BUTTON TO MAKE YOUR ORDER

[goalhofer]

Canadian Daily High Temperature Records Tied/Broken 10/19/22

Claresholm, Alberta: 81 (previous record 72 2003)

Elk Island National Park, Alberta: 76 (previous record 67 2014)

Ft. Saskatchewan, Alberta: 86 (previous record 73 1978)

Lloydminster, Alberta: 71 (previous record 67 2014)

Okotoks, Alberta: 75 (previous record 73 2014)

Unincorporated Parkland County, Alberta: 81 (previous record 71 1999)

Picture Butte, Alberta: 79 (previous record 77 2003)

Unincorporated Strathcona County, Alberta: 71 (also 71 1999)

Vegreville, Alberta: 74 (previous record 69 2014)

Unincorporated Wainwright District, Alberta: 73 (previous record 68 2014)

Unincorporated Yellowhead County, Alberta: 73 (previous record 65 1999)

Campbell Island, British Columbia: 61 (also 61 2018)

Campbell River, British Columbia: 68 (previous record 64 1999)

Unincorporated Central Kootenay District, B.C.: 62 (previous record 60 2021)

Unincorporated Central Saanich District, B.C.: 65 (previous record 64 2003)

Chetwynd, British Columbia: 67 (previous record 65 1999)

Comox, British Columbia: 65 (previous record 63 1954)

Unincorporated Fraser Valley District, B.C.: 66 (also 66 2014)

Kimberley, British Columbia: 68 (previous record 61 1989)

Kitasoo Indian Reserve 1, British Columbia: 61 (previous record 59 2015)

Kitimat, British Columbia: 58 (previous record 57 1964)

Unincorporated Kitimat-Stikine District, B.C.: 65 (previous record 62 1964)

Lake Cowichan, British Columbia: 75 (previous record 70 1974)

Port Hardy, British Columbia: 68 (previous record 60 2014)

Port Moody, British Columbia: 68 (previous record 67 1978)

Powell River, British Columbia: 64 (previous record 63 2014)

Quinsam 12 Reserve, British Columbia: 71 (previous record 63 1999)

Santa Gretrudis Boca Del Infierno Provincial Park, B.C.: 63 (also 63 2015)

Silver Star Provincial Park, British Columbia: 63 (previous record 58 2021)

Unincorporated Squamish-Lillooet District, B.C.: 70 (previous record 69 1999)

Unincorporated Squamish-Lillooet District, B.C.: 70 (previous record 65 2018)

Terrace, British Columbia: 60 (previous record 59 2015)

Tofino, British Columbia: 65 (previous record 64 1999)

Ucluelet, British Columbia: 65 (previous record 64 1999)

Whistler, British Columbia: 70 (previous record 64 1978)

Mactaquac Provincial Park, New Brunswick: 65 (also 65 1998)

Unincorporated Eagle Creek Municipality, SK: 69 (also 69 2014)

Leroy, Saskatchewan: 72 (previous record 70 2014)

Unincorporated Northern Saskatchewan District, SK: 68 (previous record 63 1977)

Unincorporated Northern Saskatchewan District, SK: 55 (previous record 48 1994)

[mexicanmushroom02]

A Lot More about Mushroom Growkit Mexican

The psilocybe cubensis is currently a popular mushroom. They are very easy to grow and also you can anticipate a fantastic harvest with no problems. In English she is often called 'magic mushroom'. Mexico contains the biggest selection of mushrooms consisting of the energetic ingredients psilocybin and psilocin, particularly 76. Most of the mushrooms can be discovered in Mexico. Psilocybe suggests hairless head as well as comes from the Greek 'psilos' (hairless) and also kube (head). This is most likely as a result of the appearance of the mushroom. The bones at this historical site (15,000 B.C.) come from pets that were made use of by humans. It can be reasoned from this that guy has already come into contact with magic mushrooms because time. Psilocybe cubensis expands in this field on manure soil. For Terrence McKenna this was proof that the coexistence of human beings and (livestock) pets suggested that people because time already had communication with these mushrooms. The energetic material in magic mushrooms is a plant alkaloid called psilocybin. Psilocybin is a tryptamine that is chemically comparable to the human natural chemical DMT (dimethyltryptamine). DMT is just one of the strongest visionary psychedelics, which takes place abundantly in nature (trees, grasses and so on) and is easily broken down by the body's MAO enzymes, leaving no toxic byproducts behind.

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In addition, you simply require to clean your hands well prior to usage. Well, if that is challenging …! Both Grow kits have every little thing to grow mushrooms. Detailed directions for this Magic Mushroom Growkit can be discovered on this page under the heading 'files'. Need even more info and also ideas while growing, Consult our blog. A Colorful Mexican Experience, The Mexicana Magic Mushroom is one of the most popular mushrooms at this moment as well as is very ideal to utilize as initial experience with a mushroom trip go to right here much more details champignon mexicain. Mexicana's are known as a mild brand, which does not imply that the magical effect needs to be taken lightly. The Mexicana is one of the brands that create both truffles as well as magic mushrooms. A Mexicana magic mushroom trip is usually experienced as euphoric. It gives a feeling of being free, where shades are regarded as even more extreme and also light hallucinations take place. An unwinded magic mushroom trip can supply new insights into yourself and also others. The active compound of magic mushrooms is much like with magic truffles psilocybine.