#Sydney Prior Hall

[vox-anglosphere]

King George V unveiling London's Queen Victoria memorial in 1911

[thefanficmonster]

Idk if this is too much? Carmy having a crush and finding out or trying to help you with an eating disorder?

TW - ED talk below the cut

Hi dear, no worries, this is perfectly ok. I have been dealing with an eating disorder for three years now and I feel like being able to finally honestly express it via my fics will be therapeutic for me. Hope you enjoy these headcanons💕

Pairing: Carmen "Carmy" Berzatto x Reader (Gender Neutral) [The Bear]

Warnings: Discussions and Symptoms of an ED as well as the healing process, Swearing, Mentions of Anxiety

Genre: Hurt/Comfort, Romance, Comfort Fluff, Angst

Summary: see request above

Now that he's staring at undoubtable proof, running the reel of the last few months in his brain reveals there were many more hints he should've picked up on

The endless busying, all the declined invitations to go have dinner with the staff of The Bear, recipes you didn't want to try when he asked you for an opinion

He skipped out on the group dinner last night, opting to bring sandwiches home so the two of you can enjoy them together and finally spend some quality time with one another

A proper conversation hadn't been had in a while - you went over serious subjects like the bills and rent, the paychecks he has to give his staff, the paycheck you still haven't received etc.

Both of you had been so engrossed in the chatter, Carmy didn't think twice of it when you'd proclaimed you'd hit the hay and excused yourself to wash your plate while he finished his sandwich

Ten minutes later, he went to wash his own plate, but when he went to throw the napkin in the bin, amidst a pile of napkins and receipts peeked out the practically whole sandwich he'd thought you had eaten

For a moment he wonders if the sandwich was the problem

And then he issues an investigation

He checks the box of cereal only you eat in the mornings - unopened despite it being bought a week prior

Unopened milk carton

A full pack of eggs, once again purchased a while ago

His question was semi-answered, but the last thing he wanted to do was jump to conclusions

So he called Sydney to tell her he'd be a bit late the next day

~~~~~~~~~~~~~~~~~~~~~~~

Mumbling to yourself as you enter the living room, dressed and ready for work, you yelp when you see a figure sat on the couch, looking at you

"Damn it, Carmy, you scared the shit out of me. What are you doing here?" You question, a hand coming up to rest on your chest, feeling it race under your palm

Your boyfriend shrugs, "We always miss each other in the mornings, so I thought I'd change that. Made us breakfast and all."

He sees something in your expression wilt, but he has not time to dwell on it because your words certainly back it up

"I gotta get to work, I don't wanna be late, my boss will screech his lungs out." You barely give him a moment to process your response before bypassing him to the foyer

"You have to eat, Y/N. That asshole be damned." He protests, following you in the hall

"I'll grab something along the way."

"I know you won't." His tone coupled with his words send a chill down your spine, stopping you in the process of putting on your shoes

He's noticed

"I didn't want you to worry." He rolls his eyes at your words, sipping his coffee

"I always worry." You'd negotiated you'll only have one pancake and a cup of coffee

He didn't argue which was a relief

"I know, thanks mom."

The easy conversation you'd used to distract him from your avoidance of the food last night is now used on you

Because when he slips another pancake on your plate, you don't complain, engrossed in gossiping about your coworkers

There's a long way to go into being able to accept yourself and feed your body the way it deserves without the need for a distraction

But with a support system such as Carmy, you're given the comfort it'll be at least a bit easier to bear emotionally and physically

[catherinetheprincessofwales]

Wedding Portraits of Queen Victoria and Prince Albert’s children (9 of 10) and their respective spouses, 1858 - 1885.

Victoria, Princess Royal (eldest daughter) married Prince Frederick William of Prussia (later German Emperor Frederick III and Empress Victoria) on January 25, 1858. Portrait by John Phillip.

Princess Alice (second daughter) married Louis IV, Grand Duke of Hesse and by the Rhine on July 1, 1862. Portrait by William Powell Frith.

Albert Edward, Prince of Wales married Princess Alexandra of Denmark (later King Edward VII and Queen Alexandra) on March 10, 1863. Portrait by Franz Xaver Winterhalter.

Princess Helena (third daughter) married Prince Christian of Schleswig-Holstein on July 5, 1866. Portrait by Christian Karl Magnussen.

Princess Louise (fourth daughter) married John Campbell, 9th Duke of Argyll on March 21, 1871. Portrait by Sydney Prior Hall.

Prince Alfred, Duke of Edinburgh and of Saxe-Coburg and Gotha married Grand Duchess Maria Alexandrovna of Russia on January 23, 1874. Portrait by Nicholas Chevalier.

Prince Arthur, Duke of Connaught and Strathearn (third son) married Princess Louise Margaret of Prussia on March 13, 1879. Portrait by Sydney Prior Hall.

Prince Leopold, Duke of Albany (fourth son) married Princess Helena of Waldeck and Pyrmont on April 27, 1882. Portrait by Sir James Dromgole Linton.

Princess Beatrice (youngest daughter) married Prince Henry of Battenberg on July 23, 1885. Portrait by Richard Catton Woodville.

[halstudandruz]

Best of Me ~ Part 3

*Not my gif*

Pairing: Jay Halstead x Reader

Requested: Yes

Prompt: After a night of drinking you learn you seem to be missing something.

Part 1 here // Part 2 here

Warnings: Swearing

Good lord you were never drinking again. That was your first thought as you opened your eyes the next morning only to quickly shut them. You had no idea where you were but judging by the familiar mix of cinnamon and vanilla wafting through your nostrils you would guess you somehow made it into your bed the night prior. Slowly pulling yourself out of bed you inwardly begged your head to stop pounding. Trudging down the hall and stairs in search of medicine. Hoping it hadn’t moved since the last time you were home.

“Where were you last night?” Your mother sat at the table peeling potatoes. For what you already knew would be some type of casserole for Vanessa’s family. Watching as you headed straight for the medicine cabinet.

“Out with my friends, you knew that.” You mumbled trying to keep your voice at a low tone.

“I thought you’d be out for an hour or two not until 2am when I heard you come crashing in.” The mom voice automatically had you cowering until you remembered you were an adult. Silently cheering when you grasped the advil.

“It’s nice to be together right now. Did you happen to forget I’m an adult who’s about to get married?” You rolled your eyes shaking two pills into the palm of your hand, man you had forgotten how easily your friends could drink you under.

“No, just making sure you haven’t either.” She remarked.

“What’s that supposed to mean?” You mumbled before taking a drink of your water to wash the medicine down.

“You know exactly what I mean, [Y/N].” She said matter of factly.

“I went out with a group of old friends. Some of whom I haven’t seen in years and who are also grieving one of my best friends. That’s it.” You ended the conversation walking back towards the steps or so you thought before you heard her mutter,

“For an engaged woman your hand looks a little bare.” Just as you reached the landing, stopping you in your tracks.

Shit. Your ring! You looked down hopelessly at your left hand willing it to somehow appear. Luke was going to kill you. How could you lose a $300,000 engagement ring? This wasn’t happening. You distinctly remembered wearing it the night prior, the image of Jay looking forlorn in the corner of the table as your friends gushed over the rock popping into your head.

“Okay, deep breaths.” You coached yourself, taking a deep inhale, trying to ignore the way your head began to pound even harder than before. You just had to remember what happened last night. Anything that happened last night. You went in search of your phone hoping it would have some answers to the puzzle, but all that was there was a text from Cody in your group text wondering who would be driving to the funeral today. Scrolling through your phone in a panic you quickly opened a FaceTime call to Sydney, darkness on her end popping up within a few seconds.

“What the fuck happened last night?” You asked as soon as Sydney answered the phone with a groan. Barely able to make out her features in her dark room.

“Bro you’re gonna need to bring it down a notch.” She replied barely above a whisper.

“I’m literally already whispering.” You shot back, but to be fair talking in general was only making your headache worse.

“Did you know we’re not 20 anymore? I never knew hangovers could be this bad.” She complained.

“Yeah hard agree over here, but seriously Syd-“ You tried to ask again before she caught you off,

“Oh wait Emily’s calling let me add her to the convo.” The line went silent until you watched Emily’s face appear on your screen,

“Are you guys as hungover as me? Who the hell let us drink that much?” She immediately complained, but she looked much better than the two of you and much happier too.

“Yeah yeah we’re all hungover and old. Can we please focus on the bigger issue here?” You pleaded.

“Which would be?” Emily asked.

“I can’t find my ring.”

“Your engagement ring?” Her eyebrows shot up.

“Yes, my engagement ring!” The urgency was taking over your voice.

“Oh well probably for the best.” She shrugged.

“Not right now.” Your voice was harsh. It wasn’t that your friends didn’t like Luke, it was just that they didn’t know him very well and they were still caught up in this hope that you and Jay would somehow rekindle an epic romance. Like something out of a Nicholas Sparks novel. Like somehow the past would become the present again.

“Well did you ask Jay if he’s seen it?” Emily offered.

“Why would I ask Jay, exactly?” Confusion floating deeper into your brain.

“Cause you left with him?” Emily stated matter of factly.

“I did what?” You exclaimed, just as you heard a loud chuckle come from Sydney.

“Oh shit, yeah you did I completely forgot about that!” Sydney got out between laughs.

“Does someone care to explain to me why two of my best friends and bridesmaids for my upcoming wedding let me go home with another guy. My ex nonetheless.”

“Come on girl, don't act like you don't already know the answer to that.” Sydney smirked.

“I’m not gonna lie to you, I was more concerned with booking my own dick appointment at the time.” Emily answered and you noticed the obvious smirk.

“Ooh, please refresh my memory again.” You were suddenly intrigued.

“Hey, scrambled or sunny side up? Oh sorry didn’t realize you were on the phone.” The familiar voice interrupted your conversation off screen, but it didn’t take you longer than a second to realize who it was.

“All good, it's just the girls, but surprise me.” Emily beamed.

“You got it.” Cody answered.

“Andddd,” Emily held up her finger until you heard the door close in the background, “go.” She pointed to the screen giving you and Sydney green light to react.

“No fucking way!” You exclaimed right as Sydney let a squeal out, earning a generous giggle from Emily.

“I know right!”

“I’m never getting drunk again. I miss out on all the good stuff!” You complained.

“And I can assure you it was indeed good! As much as it sucked I really think the years of sexual tension made it so much more special.” Giddiness seeping through her voice.

“Well I’d fucking hope so. After 10 years of pining after each other the sex better have been worth the wait.”

“You guys don’t think it was..wrong?” She asked after a beat of silence, “It’s just..like you said I’ve been trying to make this happen for a decade and of all times we finally hook up the night of our best friends viewing. And well.. morning of the funeral.”

“Em shut up Ness would’ve loved every part of this.” You tried to reassure.

“Yeah, I mean she was rooting for you two almost as much as she was rooting for [Y/N] and Jay.” Sydney included. It was true, Vanessa was your biggest supporter in your relationship with Jay and was probably almost as devastated as you when it ended and she had also been trying to push Emily to make a move on Cody since high school. So, she would’ve been proud.

“Seriously Syd?” You grumbled.

“What? Everyone knows it.” She dismissed your annoyance.

“Doesn’t mean we have to voice it.. anyway they do say grief is the best aphrodisiac.” You added.

“They aren’t lying. I mean you know full well how many times I’ve imagined this but I’m not kidding when I say..” her hands appeared in front of the camera attempting to give you a visual measurement, Sydney loudly groaning and covering her eyes when the door to her bedroom opened again.

“Bon appetit!” Cody appeared in front of the phone plate full.

“You’re so sweet.” Emily’s grin covered her face.

“Just looking at that makes me want to barf.” Sydney complained, still reeling from her obvious hangover.

“Considering your FaceTime is working I would venture a guess that your text messages must also be working.” Cody laid down beside your friend.

“Dude, I can’t even stand up vertically yet without the room spinning so no I am not planning on driving.” Sydney shot at her brother.

“Would it have killed you to text that back a half hour ago?” He bickered.

“Honestly, yes I really believe it might’ve.” She admitted.

“Can you not be dramatic for like 10 seconds?” He huffed.

“One, you already know the answer to that. Two, I’ll probably just ride with my parents.” You jumped in.

“What? But we all agreed last night we would go together.” The look of disappointment came over his face.

“She doesn’t remember anything from last night. Including where her ring is.” Emily filled, what you were guessing was her now boyfriend, in.

“Oh shit. Did you tell your man? I’d be so pissed.” Cody winced.

“He’ll just give her his credit card to go buy a new one no worries.” Sydney joked, except she was probably right. He didn’t even pick out the first one. You recently found out he sent his assistant to pick one.

“Thank you for the calming words of reassurance guys. Much appreciated.” You rolled your eyes.

“Oh we’re just kidding [Y/N/N].”

“Did you ask Jay? I saw you guys leaving together last night?” Cody wiggled his eyebrows suggestively.

“No.” You answered straight and to the point.

“So, what happened? Did you guys.. ya know? Or..?” He continued to push the subject.

“Do I need to reiterate for the third time that you guys got me so wasted that I don’t remember anything!” Your voice raised, getting more stressed at the pressure of being clueless begging your brain to give you any snippets of the night.

“Dude, not cool.” Sydney groaned, visibly holding her hand over her eyes.

“Sorry Syd. I gotta go, my mom needs help with her casserole.” You sighed, displeased with the lack of information your friends held.

“Wait do y-“ Emily tried to question before you exited the call.

You were beginning to feel nauseous again, moving to lay back down against your pillows, closing your eyes to take a few deep breaths. Figuring you should probably text back the group before Cody had a meltdown you moved to pick your phone back up just as it pinged. Heart fluttering as the name you hadn’t seen in years popped up on your screen.

Missing something?

The text read, accompanied by a picture of your ring. Relief and anxiety flooded you at the same time. Your ring was safe, but why was it laying on what was obviously Jay’s night stand?

All Tag List:

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Jay Taglist:

@jayxhalsteadx @life-treatments @weepingfestivalmentality @toomuchtv95 @queen-of-arda @sofferderynnp @mrspeacem1nusone @chicago-pd-13 @maddi-bug @nevaehstreater18

Best of Me Taglist:

@iamasimpingh0e @keabbs

[tongue-like-a-razor]

Altitude - Chapter 7

Bradley "Rooster" Bradshaw x Fem!OC

Pete "Maverick" Mitchell x Fem!OC

Summary: Sydney is not a pilot. But she knows all their tricks. That's why, when she meets the smooth-talking Bradley "Rooster" Bradshaw, she's not falling for any of them. She's not falling for him, either.

CW: Another Mav chapter. Vague allusions to sex, love triangle (Rooster/Hangman/OC), angst, marital conflict (Maverick/OC), slow burn.

Start from the beginning: Part I

Sydney walks through the door just as Maverick puts away the last of the dishes into the cupboard. He peeks out from around the corner, eyeing her expectantly, but she doesn’t look up at him as she removes her jacket and hangs it on the hook.

“How was the rest of your night?” he asks.

She glances up at him with a sigh. “Just ask what you want to ask,” she says irritably.

He presses his lips together into a slight frown. “I take it you saw your mother, then.”

Sydney picks up her bookbag and walks through the front hall. “Good guess,” she says, walking past him toward the stairs.

“Do you want to talk about it?” he asks.

Sydney stops at the foot of the stairs and looks back at him. “Do you?” she says coldly.

He shrugs. “I wouldn’t mind.”

Sydney lets out another sigh and drops her bag. She heads for the couch in the living room and Maverick takes the dish towel off his shoulder, leaving it on the counter and following her.

He sits down on the opposite end of the couch, watching her wring her hands in her lap uncomfortably. He furrows his eyebrows, trying to figure out a way to learn the purpose of her visit without offending her.

“She told you, didn’t she?” Sydney finally says.

Maverick watches her with a puzzled expression. “Actually,” he says with a small smile. “She said very little to me.”

Sydney eyes him skeptically. She bites her lip, lowering her gaze. She drops her head into her hands, staring miserably at the flower pattern on the carpet.

“Are you okay?” he asks, even though he can tell that she’s not.

She closes her eyes as her lips begin to tremble.

“Sydney,” he says, leaning forward as every muscle in his body tenses. “What happened?”

She sniffles. “I fucked up,” she says.

“What did you fuck up?”

“My interview,” she says with a whimper. “I didn’t make it into the program. All these years wasted.”

Maverick watches her compassionately and, after several moments of deliberation, he reaches out to place his hand on her shoulder. “Can you reapply?” he asks, to which she gives him a resentful look.

“Next year,” she responds dully.

Maverick purses his lips and lets out a steady breath. “I suppose that’s not ideal,” he says.

Sydney raises her head from her hands and glares at him. “You think?” Her eyes are red and glistening, and her jaw is tight.

Maverick eyes the bookbag at the foot of the stairs. “If you didn’t get in, what’s with all the literature?”

Sydney stares past him blankly, not bothering to follow his gaze. She sniffs. “There’s another school,” she says. “It’s here, in San Diego. Their admission deadline is in a couple of weeks. I’m writing my letter of intent.”

Maverick raises his eyebrows with a grin. “You want to do your PhD here? In San Diego?”

Sydney shrugs her shoulders, looking over at him. “They’ve got a decent program. And I’ve been in contact with some potential supervisors.”

Maverick nods. “I think that’s great.”

Sydney gives him a forced smile. “Yeah, rejection is awesome.”

Maverick chuckles, shaking his head. “I mean that you’re revising your plan rather than sitting idly by when life throws you for a loop.”

She watches him solemnly. “Is that what you did?”

He scoffs, lifting his hand off her shoulder. He runs it over his face tiredly, and then he starts inspecting the design on the carpet much like Sydney had done several minutes prior. “Where is your mother staying?” he asks.

Sydney rises from the couch. “Not here.”

Maverick blinks up at her jadedly. “Well, I gathered that.”

After she heads upstairs, Maverick pulls out his phone, holding it in his hand for several moments before sliding it back into his pocket. He sighs, bringing his hands over his face.

Seeing Amelia that evening has certainly thrown him for a loop. Unlike his daughter, he’s never been successful in revising that plan. It’s not like Amelia is a graduate program, he reasons as a rational part of his brain wonders why he’s never been able to just substitute her for another instead of sitting idly by.

He takes his phone out again, frowning at the screen after opening the last message he received from her.

I don’t need to know where you’re going.

She’d sent it after he texted her the details of his assignment nearly a year ago. He understands her logic, even though, at the time, it infuriated him. Sydney was grown up; he was perfectly capable of keeping her informed without involving her mother. Still, it had become a habit so, when Amelia had decided to put a stop to it, it stung.

He swallows, his thumbs hovering over the keyboard in his phone.

It was good to see you, he types. He takes a breath, closing his eyes, and deletes the message before sending it out.

He tries again. Did you get home alright? But he starts deleting the words before he’s even finished writing them. He shakes his head, staring at the screen until it makes his eyes water.

He lets out a sigh. Can I buy you a drink? His thumb twitches as he hits the send button. Immediately, his heart starts to hammer rapidly against his ribcage. He sets his phone aside and buries his face in his hands again.

Then, his phone buzzes. He looks over at it with dread. He lifts it off the couch and turns it over to look at the message.

Don’t start.

Maverick grins at Amelia’s response. His fingers are typing out his next message before he can stop himself.

I don’t think I ever stopped.

His heart pounds uncomfortably in his chest, but he welcomes the sensation. This time, he keeps his phone in his hand, waiting for her to answer. A minute later, she responds.

Don’t continue?

He chuckles. Nightcap? he types.

Mav…

He smiles at his phone, hearing her say it even through text format means everything to him. For old time’s sake.

Absolutely not.

In that case, can I interest you in a long walk on the beach? He cringes but sends the message anyway.

It’s raining.

He laughs. Even better.

There’s a short pause after his last message during which he stares anxiously at the screen. Then, she responds. There are better ways to get me wet.

Maverick laughs. I might be up for the challenge, he writes.

I don’t recall you ever finding that particularly challenging.

Maverick stares at the screen. He brings his phone up to his temple, closing his eyes. Sure, he’s missed her. He’s missed her so much that it’s been like learning to live without a part of his soul for years. But conversing with her, flirting with her, appreciating her sense of humor – all of this conjures up feelings that he’s exerted a considerable amount of energy to bury. And he’s not all too confident that he would be strong enough to go through it again. But he also knows that no amount of potential pain could deter him from trying to reconcile if she would give him a chance.

He holds the phone in his hands, concentrating on the empty text box above the keyboard. Will I see you again? he types. His thumb hovers over the send button uncertainly before shifting to delete the message.

He rubs his forehead. When are you leaving? He shakes his head in frustration and deletes this message too.

We can test that theory. Tomorrow. Hangar One. He grimaces at his phone after sending the message. Somehow, having time to reflect before every response makes each word that much more significant. Not to mention permanent.

After several moments, Amelia replies with: Goodnight, Maverick.

His heart twists in on itself. On the one hand, their conversation is over and he aches to keep talking to her. On the other, he’s somewhat relieved that he didn’t completely fuck it up and it’s probably to his benefit that he won’t get that opportunity.

Goodnight, Amelia.

Read Chapter 8

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[memorableconcerts]

AC/DC - Intro - "Rock n roll Train" - Restelo - Portugal - 1996

AC/DC - 1996

 Ballbreaker World Tour 1996

AC/DC are an Australian rock band formed in Sydney in 1973 by Scottish-born brothers Malcolm (rhythm guitar) and Angus Young (lead guitar). Their music has been variously described as hard rock, blues rock, and heavy metal, but the band calls it simply "rock and roll".

AC/DC underwent several line-up changes before releasing their debut album, High Voltage (1975). Membership subsequently stabilised around the Young brothers with Bon Scott (lead vocals), Mark Evans (bass) and Phil Rudd (drums). Evans was fired from the band in 1977 and replaced by Cliff Williams, who has since appeared on every album since Powerage (1978). Seven months after the release of the band's breakthrough album Highway to Hell (1979), Scott died of alcohol poisoning and the other members considered disbanding. However, at the request of Scott's parents, they continued together and recruited English singer Brian Johnson as their new frontman. Their first album with Johnson, Back in Black (1980), was dedicated to Scott's memory. It was a widespread success, launching the band to new heights and becoming the second-best-selling album of all time.

The band's eighth studio album, For Those About to Rock (1981), was their first album to reach number one in the United States. Prior to the release of their next album, Flick of the Switch (1983), Rudd left the band and was replaced by Simon Wright, who was himself replaced by Chris Slade six years later. The band experienced a commercial resurgence in the early 1990s with the release of their 12th studio album The Razors Edge (1990); it was their only album to feature Slade, who was replaced by the returning Rudd in 1994. Rudd has since recorded five more albums with the band, starting with Ballbreaker (1995). Their 15th studio album Black Ice was the second-highest-selling album of 2008 and their biggest chart hit since For Those About to Rock, eventually reaching No. 1 worldwide.

The band's line-up remained the same for 20 years until 2014, when Malcolm Young retired due to early-onset dementia (from which he died three years later) and Rudd became involved in legal troubles. Malcolm was replaced by his nephew Stevie Young, who debuted on the album Rock or Bust (2014). On the accompanying tour, previous drummer Chris Slade filled in for Rudd. In 2016, Johnson was advised to stop touring due to worsening hearing loss, and Guns N' Roses singer Axl Rose stepped in as the band's frontman for the remainder of that year's dates. Long-time bassist and backing vocalist Williams retired at the end of the Rock or Bust tour in 2016, and the group entered a four-year hiatus. A reunion of the Rock or Bust line-up was announced in September 2020, and the band's 17th studio album Power Up was released two months later.

AC/DC have sold more than 200 million records worldwide, including 75 million albums in the United States, making them the ninth-highest-selling artist in the United States and the 16th-best-selling artist worldwide. Back in Black has sold an estimated 50 million units worldwide, making it the second-best-selling album of all time and the highest-selling album by a band. The album has sold 25 million units in the US, where it is the fourth best-selling album of all time. AC/DC were inducted into the Rock and Roll Hall of Fame in 2003. They ranked fourth on VH1's list of the "100 Greatest Artists of Hard Rock" and were named the seventh "Greatest Heavy Metal Band of All Time" by MTV. In 2004, they ranked No. 72 on the Rolling Stone list of the "100 Greatest Artists of All Time". American record producer Rick Rubin, who wrote an essay on the band for Rolling Stone, called them the "greatest rock and roll band of all time". In 2010, VH1 ranked them No. 23 on its list of the "100 Greatest Artists of All Time".

AC/DC - 1996

Angus Young

Phil Rudd -1996

[steliosagapitos]

         “The Marriage Of The Duke Of Connaught On 13th March 1879″, 1881, by Sydney Prior Hall MVO (British portrait painter and illustrator and one of the leading reportage artists of the later Victorian period. The son of animal portraitist Harry Hall, Sydney Hall was educated at Merchant Taylors' School; Born: October 18, 1842, Newmarket, United Kingdom - Died: December 15, 1922, St John's Wood, London, United Kingdom).

[apacbusinesstimes]

From Startup to Sensation: How Melanie Perkins Transformed Design with Canva

Have you ever used multiple apps or software for editing just a single video or photo and felt it was difficult? Yes,  before Canva designing, and editing photos and videos was a difficult task. In today’s world designing is an effective and powerful tool for communication, storytelling, social media platforms, and many more. 

In this article, we discuss one such effective online designing tool that is been widely used by people called Canva and followed by the entrepreneurial journey of Melanie Perkins, the founder and CEO of Canva.

Melanie Perkins: Co-founder and CEO 

Melanie Perkins is a successful women entrepreneur from Australia who founded Canva along with co-founders Cliff Obrecht and colleague Cameron Adams in the year 2013. Perkins is a graduate with a BA in communication, psychology, marketing, and management from The University of Western Australia. She has done her public relations internship at Weber Shandwick and was a Multimedia Centre Technical Assistant and Tutor at The University of Western Australia. Later she founded and directed Fusion Books which is an online publishing system enabling people to create stylish and professional yearbooks easily and quickly. After this Perkins founded the online platform Canva for designing.

Perkins, being frustrated with the difficulty of learning and using design tools like Photoshop, and InDesign along with her partner Cliff Obrecht and colleague Cameron Adams, came up with an idea to make designing simple and easy. They noticed the demand for design along with the growing need for good visual content day by day. Though initially, it was not an easy journey with Canva they made an effective strategy to make it a Unicorn in Australia.

Canva was able to grow rapidly as it was solving a problem that was faced by many people all over the world, Canva provides access to designing for everyone without any prior training or experience with simple and easy-to-use software. They focused on building software with better user experience rather than replacing the existing tools and aimed to help everyone create professional and beautiful designs on their own.

Melanie Perkins has been horned for her determination and inspiring other women, she was listed in the Forbes Under 30 Hall of Fame by Forbes and selected as a member of Forbes Asia’s 30 Under 30, in the tech category. In 2015 Perkins was awarded the top Prize at the NSW Technology Entrepreneur of the Year and has also gained many more.

Canva: Design anything. Publish anywhere.

Canva is a simple-to-use online design and publishing platform that allows everyone to create professional quality designs. Canva was co-founded by Melanie Perkins and was established in the year 2013. It has its headquarters located in Sydney, Australia. Canva is an online visual communications platform with a mission to empower and elevate design. The mission includes a two-step plan- to build one of the world’s most valuable companies and to do the best we possibly can.

Canva values are- to be a force for good, be a good human, empower others, make complex things simple, pursue excellence, and set crazy big goals. Canva provides ready-to-use templates to design spotlights including virtual documents, docs, presentations, PDF editor, etc. It also provides access to photo and video editing with options like photo collage, photo editor, YouTube video editor, and many more. One can also enhance their business marketing by creating attractive logos, flyers, QR code generators brochures, websites, posters, and social media. Apart from all these, one can also print business cards, T-shirts, hoodies, mugs, invitations, and a lot more. Canva also provides business services such as Canva Enterprise, Business solutions, Use Cases, Business Resources, and many more features under them.

Canva has three service models the first is Canva Free where anyone can design anything with free of cost. Second is Canva Pro which is for individuals, solopreneurs, and freelance designers with unlimited premium content to scale their business. Next is Canva for Teams which includes all the premium features of Canvas Pro and allows teams of size to collaborate easily. 

From the day of launch, Canva has around 130M+ MAUs, and 15B+ designs, and is available in 100+ languages. Along with 190 other countries it has attracted users from all over the world. Canva is recognized with several awards, it is a winner of the Accessibility Award in 2022, the Apple App Award winner in the year 2021, Disruptor 50 list in 2022 at CNBC Disruptor 50, and many more. By this Canva has proved itself as an effective and useful online tool for design and editing.

Visit More : https://apacbusinesstimes.com/from-startup-to-sensation-how-melanie-perkins-transformed-design-with-canva/

[reasoningdaily]

Klancy Miller‘s path to creating the new book For The Culture: Phenomenal Black Women & Femmes in Food (Harvest; $40), was born from her own experiences as a Black woman in the culinary world. Prior to entering that industry, she finished college and found herself unsure of the path forward. Despite having majored in history, she found herself developing a deep appreciation for food.

“I went to college, graduated, and didn’t quite know what I wanted to do,” Miller recalls. “I considered it an adventure when I finished school, experimenting with dance, acting, filmmaking, and cooking classes on weekends to discover my passion. Cooking stuck with me.”

This eventually led her to culinary school in France. During her journey in Paris, she realized there was a lack of Black women within the industry at the time for her to learn from — or at least, ones who were being recognized. “I didn’t really have that many Black women role models,” she says. “I knew about B. Smith. I would say she was probably my number one role model, but other than B. Smith, I didn’t know about that many people.”

The opportunity to highlight trailblazers came years later while working as a food writer. She was initially approached about a project that aimed to focus on Black women and their profound contributions to the culinary world. Those plans would fall through, but Miller was inspired to create thefood magazine For the Culture and ultimately, the book of the same name, which was released on Sept. 19. She was motivated by the power of representation.

“I want people to see people who look like them doing things they want to do,” she says. “If you can see it, you can achieve it.”

The work is a tapestry woven with diverse threads, featuring a spectrum of Black women and femmes hailing from different corners of the globe and spanning various age groups. From classic chefs like Lena Richard to contemporary tastemakers like Kia Damon and more.

“Carla Hall is in the book. Jessica B. Harris, Sophia Roe. There are people with large followings and then there are people who are, you know, up-and-comers,” she says. “I very much was deliberate in making sure that it’s a book that has women from all over the world, from throughout the diaspora and different age ranges.”

Through her heartfelt interviews with these remarkable individuals, Miller delved into topics outside of just cooking. Notably, she was deeply intrigued by insights offered into mental health and how the women practice self-care and truly live life outside of the kitchen. She was also inspired by the ability of these extraordinary women to adapt and innovate at different junctures in their careers. She admired their creativity, resilience, and their knack for switching gears when life’s circumstances shifted.

Moreover, as the title states, she found joy in covering the impact of not just our food, but specifically, the contributions of Black women on the culture as well.

“Food is culture, food is part of culture, and Black women in this country and in many countries are at the heart of the food systems and food making and cooking,” she says. “And so I wanted to highlight our place in culture, for the culture. We are culture makers, and this work is for the culture at large.”

She adds, “Centering these stories, these narratives, that is a gift for the culture.”

She hopes that in addition to inspiring the next generation of Black women in food, For the Culture will motivate people, in general, to actively seek out and amplify the stories of Black women and femmes. She believes that supporting Black women’s voices, whether in storytelling like her book, through TV and characters like Sydney on the popular FX series The Bear, and in leadership roles, is imperative in allowing us to be our complete, multi-faceted selves.

“For us to get to have these stories, ’cause our stories are super rich, and to be able to inhabit them on the page, on the screen, that’s like a dream for me, for us to just be, but also, get to be the center,” she says. “I want us to get to have our perspective shown and our multiplicity celebrated.”

Miller also stresses the importance of spreading the message of inclusivity and representation, even when you’re not creating it, by supporting it. “Amplifying stories of Black women and femmes, even if you yourself are not a storyteller, but just seeking out these stories or amplifying them in what you post or what you purchase, that’s a really big deal.”

Looking ahead, Miller has another exciting book project in the works and looks forward to creating more issues of For the Culture mag, establishing deeper connections with her readers, and further illuminating the remarkable narratives of Black women and femmes in the culinary sphere.

Klancy Miller’s For the Culture transcends the boundaries of a mere cookbook; it is a celebration of storytelling, empowerment, and resilience. It stands as a testament to the rich tapestry of Black women and femmes within the culinary world, inviting everyone to join in centering and recognizing their extraordinary contributions to our global culinary heritage.

[classicalmusicdaily]

John Wilson is highly sought after on a global scale. He frequently performs in the UK with most orchestras, including the City of Birmingham Symphony, BBC Scottish Symphony, London Symphony, and London Philharmonic orchestras, both during their normal seasons and at festivals like Aldeburgh, Glyndebourne, and the BBC Proms. He frequently performed with the John Wilson Orchestra for many years, both domestically and internationally. Wilson has conducted many of the best orchestras in Europe, including the Royal Concertgebouw, Budapest Festival, Swedish Radio Symphony, Oslo Philharmonic, Bavarian Radio Symphony, Royal Stockholm Philharmonic, and DSO Berlin, as well as the Sydney Symphony Orchestra. Wilson has also conducted orchestras outside of Europe, including the Sydney Symphony Orchestra. John Wilson Wilson conducted Puccini's Madama Butterfly at the Glyndebourne Festival Opera during their autumn tour in 2016. Since then, he has conducted Gershwin's Porgy and Bess at the English National Opera and Massenet's Cendrillon at the Glyndebourne Summer Festival. Wilson and the John Wilson Orchestra performed extensively around the UK and overseas for many years. He restarted the Sinfonia of London in 2018. The Guardian praised their eagerly awaited BBC Proms debut in 2021 as "really remarkable," and they are now in high demand around the UK; this season, they will return to the BBC Proms, Birmingham Symphony Hall, and London's Barbican Center, among other locations. Wilson has a sizable and diverse discography, and his recordings with the Sinfonia of London have won numerous accolades and exceptional praise. For example, the recordings of the Korngold Symphony in F sharp (2020), Respighi Roman Trilogy (2021), and Dutilleux Le Loup (2022) have each won the BBC Music Magazine Award in the orchestral category for three consecutive years. The Times named the Respighi recording one of the three "really remarkable versions of this trilogy" of all time, together with those by Toscanini (1949) and Muti. The Observer called the Respighi album "Massive, bold and vividly played." Wilson, a Gateshead native, studied composing and conducting at the Royal College of Music, where he was elevated to Fellow status in 2011. John Wilson received the prestigious ISM Distinguished Musician Award in March 2019 for his contributions to music, and the Royal Academy of Music appointed him to the position of Henry Wood Chair of Conducting in 2021. British orchestral conductor John Wilson founded the John Wilson Orchestra in 1994. It is a jazz large band that plays with a symphony orchestra. It performs Rodgers and Hammerstein compositions as well as MGM musicals' original arrangements. Since 2009, the orchestra has participated in The Proms summer event each year. The John Wilson Orchestra has received praise for demonstrating how film musicals can also feature "genuine period performance”. Prior to the 2010 Proms season, John Wilson spoke with Rebecca Franks for the BBC Music Magazine and described how the orchestra's particular composition represents this goal: The orchestra has a solid 15 years together, and its personnel is exceptionally specialized. It is based on the traditional American contract movie orchestras. And that essentially consists of a rhythm section, four trumpets, four trombones, five double-saxes, and a rhythm section, all of whom are highly specialised in this manner, together with a brass, rhythm, and saxophone section from a dance band. A woodwind and French horn section are added on top of that. But I believe that finding the appropriate string players is crucial. A very high octane, high gloss, soloist type of musician is required. Not down, but up, is the string sound mixed. You perform at your peak. It takes a lot of practise to get the in-your-face, costly kind of string sound. The best players are required, but our nation is blessed with excellent orchestral musicians. Wilson is most

known for his Proms performances with a Hollywood theme, which have been a mainstay of the event for well over a decade. So it surprised some when, in February, he stepped in at the last minute to conduct the London Symphony Orchestra's world premieres of Rachmaninov's Second Symphony and a trumpet concerto by Mark-Anthony Turnage. Wilson clearly possesses more than just a deep understanding of the Great American Songbook. In 2002, Wilson began performing with the BBC Scottish Symphony Orchestra, primarily specialising in light music. "I've always done it and I've never apologised for it, but over the years they've slowly given me more freedom, and I've worked with them on everything from Eric Coates to Dutilleux. I appreciate that they didn't categorise me. At the Proms, he will lead the orchestra in conducting Vaughan Williams and Holst's Planets, another piece from the traditional repertoire that he promises to give new life to. I always perform The Planets in a unique way as a party piece. A performance is never more than a momentary reflection of your attitude toward a work on any given day. He credits his unusual upbringing—a working-class boy from Gateshead who fell in love with music (and Hollywood musicals in particular), taught himself to play the piano with the assistance of a musical mother, completed an A-level in music at Newcastle College, and created his first orchestra at the age of 16—for the diversity of his repertoire. Wilson continued on and joined the Royal College of Music as a "reluctant and not very good percussion player," but later switched to composition and conducting. I had a few professors who made sure I had the time and support to succeed. As a result, I went from being on the verge of being expelled at the end of my first year to winning the Tagore Gold Medal, the college's top honour for students. Just being left to do what I want. In 1994, while he was only 22 years old, he founded his own orchestra under that name. He claims, "It just happened by accident." "When I was still a student, I was playing the piano at the Grosvenor House hotel. I had tea in the afternoon with a violinist and attended jazz trio concerts in the evening. So I ended up with two groups of friends—classical musicians from the Royal College of Music and jazz musicians from the Guildhall and the Academy—and it was the marriage of those two sets of passions that inspired us to play this symphonic music with a jazz influence. We started getting offers for gigs and residencies as it transitioned from being something we did purely for fun.

[kidspartyideas]

How To Throw A Memorable & Budget-Friendly Kids Birthday Party?

Birthday is the best time for any kid who waits for the entire year. During this time, the responsibility of parents increases multiple times, as they have to ensure that the best kid's birthday party is thrown as per the kid's desires and wishes. They have to arrange birthday party accessories, including piñatas for kids and use them strategically along with different tips and tricks. This is the correct way to organise an unforgettable birthday event and satisfy the kid completely. Let us understand some tips and tricks related to throwing a successful birthday party in this article here.

IMPORTANCE OF CHOOSING THE RIGHT VENUE

The family's first challenge is choosing the right venue or location for the event. Most people think their home is ideal, and if you also feel the same, you will have to start thinking early about how to make the available area more unique. But if you have other plans and want to choose an event venue, just make sure to make a booking as early as possible to avoid a 'booking closed' situation. Daycare centres, local community halls, small restaurants and shopping malls are ideal for these events, where you can use all types of birthday party accessories and piñatas for parties in Sydney. During the selection process, you must ensure that the area is child-friendly, safe, and close to your property.

MAKING THE EVENT VENUE PRETTIER

One challenge is now over, and here is the next one, i.e. decorating and making it prettier using kid's birthday party accessories and, particularly, piñatas for kids. You can seek the services of a professional decoration team or search for DIY birthday decoration ideas on YouTube to show your creativity. Another fascinating idea is listening and noting down the birthday kid's desires and decorating the venue accordingly. You can choose your kid's favourite colour, cartoon character, superhero character, book or anything else, but here also, the guidance from a party planner will be a boon.

INVITATION CARD DECORATION

Creativity can also be shown in birthday invitation card designs that you can personalise based on the party theme or kid's choice. You can use your kid's creativity and print these cards at home to make them more personalised. It is essential to send the invites at least two weeks prior to the event, and asking for an RSVP is mandatory. This RSVP will give you an exact headcount and allow you to make the meal and space-related arrangements accordingly.

PARTY ACCESSORIES AND PIÑATAS FOR KIDS

One major problem with kids is that they get bored very quickly and constantly search for engaging activities. You can help them by arranging different party accessories that they can play with or engage in some activity like face painting, tattoo designing or a small skit based on their favourite superheroes. You can make them feel more special by offering birthday hats, name tags and stickers they should colour on their own before using.

SEARCH FOR ECONOMICAL OPTIONS

Kids party accessories, including piñatas for parties in Sydney can drain your pocket big time. To avoid this situation, you should start researching wholesale suppliers of kid's party accessories and piñatas for kids. Several party accessories suppliers are present in Sydney to offer party accessories and supplies needed to make your event a grand success. You can purchase the following party accessories from a reputable and low-cost supplier.

TABLEWARE

Plates (food & cake)

Cups

Forks, spoons, knives

Napkins

Tablecloths

Serving knife

Cake cutter

Serving dishes

Serving utensils

Ice chest

Cake candles

Cake topper/figurines

DECORATIONS

Balloons

Balloon weights

Helium tank

Birthday centrepiece

Streamers

Birthday banner

Scene setters

Cut-outs

Hanging decorations

Birthday confetti

Party hats

Blowouts & noisemakers

Yard signs

Inflatables

PARTY FAVOURS

Boxes, bags, containers

Favour toys/items

Candies

Curling ribbon

ENTERTAINMENT

Entertainer

Music (CD PLAYER, CD'S OR DJ)

Activity supplies

Games

Prizes

Crafts

Piñatas for kids

Piñatas fillers

Bubbles

Bubble machine

Fog machine

Inflatables (slide, etc.)

PARTY FOOD & DRINKS

Appetisers

Finger food

Lunch food

Snacks

Drinks

Cake

Ice

Cookies

Ice cream

Drinks

RENTALS

Tables & chairs

Tent

Bounce houses

Wet & dry slides

Snow cone machine

Popcorn machine

Cotton candy machine

Hot dog machine

Helium tank

Others

BIRTHDAY CHILD

Gifts

Birthday card

Gift wrapping paper

Outfit

Others

MISCELLANEOUS

Rentals (table, chairs, bounce house, etc.

Inflatables (cooler, slide, etc.)

Camera

Film/memory card

Charge camera battery

Batteries

Inflatables (cooler, etc.)

Ice chest

Matches

Trash containers & bags

Decorated box for gifts

Learn More

Why does gender-reveal balloons so popular and fun filling?

Handle Helium Balloon Bouquets Easily and Safely With These Easy Tips

[hillbillyhippiemusicreview]

ONE MONTH LATER--A LOOK BACK AT THE 2022 KENTUCKY MUSIC HALL OF FAME INDUCTIONS

Written by: Lyssa Culbertson

Imagine a prestigious ceremony that is part rowdy concert, part prolific awards where you can come as you are because the honorees are proud to say they’re from Kentucky and they like it that way....

Can you picture it? Here, let me help you:

Renfro Valley was quite the sight to behold on the lovely, fall evening of October 28th. The air was full of cheer, faces full of smiles and gaiety echoed in the night as people showed up in their Sunday best to take part in a momentous occasion. That occasion, you may ask? The 2022 Kentucky Music Hall of Fame Inductions! Hillbilly Hippie Music Review was blessed to be on the scene to cover the event and speak with the shining stars of the evening—and shining bright they were. Held in the “New Barn” at Renfro Valley, the induction was as much a lively concert as it was an esteemed event, which made for an unique evening for both inductees and guests alike. The 2022 Class of Inductees featured seven prolific artists from a variety of genres each hailing from the Bluegrass State: Carly Pearce, Tommy White, Pete Goble, Norah Lee Allen, Marry Brown, Tee Dee Young, and Paul Yandell.

Prior to the event, HHMR spoke with a few inductees concerning their thoughts and feelings on receiving such an immense honor and being inducted into a Hall of Fame alongside some of Kentucky—and American—music’s greatest artists and musicians. Norah Lee Allen, Tee Dee Young, and Carly Pearce all echoed an overwhelming sentiment of the evening from all inductees—that it was such a privilege to be included and honored in their home state. When asked what it meant to her to be inducted, Pearce remarked “Kentucky is where I found music, it’s where I grew up, it’s where I learned how to sing, learned how to write songs, learned from all of my favorite musicians. So many of my heroes are in the Hall of Fame, and to be able to feel like they thought I was worthy of this at such a young age just feels so special to me.” As if she were still in awe of her newest accolade as well, Allen expressed in a heartfelt manner, “It’s a total surprise, and honor is the word everybody uses, but that’s what it is, it’s an honor! And I never expected it and didn’t expect it would happen, or should happen. I’m just in music and that’s what I love. So yeah, it’s a thrill—it’s an honor!” Rounding out the interview segment with his wisdom and bona fide Tee Dee style, Young professed prior to sharing some history and life lessons with the Hillbilly and the Hippie that “It means a lot to me—it’s a blessing. You know what I’m saying…because anybody really could have got picked for this. It means so much to me!” Vast excitement and genuine gratitude were exuded by each and every inductee all evening long—it was obvious it was an immense honor to be presented with such a distinguished industry achievement.

Photo by Jessica Blankenship

The induction ceremony began with a spine-tingling presentation of the National Anthem by family band Rockland Road followed by a lovely rendition of “My Old Kentucky Home” by Kentucky Music Hall of Fame (KYMHOF) Artist in Residence Sydney Adams. Then, as she prepared to begin the induction process, Executive Director Jessica Blankenship paid homage to 2002 Pioneer Class inductee Loretta Lynn by singing a snippet of “Coal Miner’s Daughter” as she professed her love for both the Bluegrass and the exemplary list of Kentucky's finest to join quite the legacy laid before them. After such a lovely introduction, it was time for the inductions to begin! First on the inductee list was the incomparable Paul Yandell, guitar aficionado hailing from Mayfield, KY. Fred Grestch of Grestch Guitars was given the honor of speaking on Yandell's life and success from his early days to his years with Chet Akins. In memoriam, Parker Hastings played “Forever Chet,” an instrumental piece written by the inductee as an ode to Akin's memory. As a former protégé of Yandell, Steve Wariner took the stage to remark on the legacy left behind by his mentor and played a couple songs as well, including a humorous but heartfelt song entitled “That’s Paul,” prior to Yandell's wife and son accepting his award. Next on the list of inductees was Louisville's steel guitar extraordinaire Tommy White, quite easily the “King of Pedal Steel” as his influence reaches far beyond Kentucky and Nashville with 25+ years of playing and working with legendary artists in multiple genres. Steve once again took the stage to share some insight on White's contributions to the music scene, as well as some humorous stories. As he accepted his induction, White surmised that his invitation to join such a prestigious hall of fame was due to the letter his mother wrote three years ago, to which the crowd chuckled heartily—with or without her letter (on display in his case at the Hall of Fame), Tommy White is certainly more than deserving.

At some point in the evening, it was remarked by a presenter on stage that in the music business “You meet so many people who are acclaimed artists but have not forgot where they came from.” If that statement describes anyone in the business—and Kentucky—it describes Maceo, Kentucky’s pride and joy, Marty Brown. Marty’s wife gave a very sentimental and touching speech as she prepared to induct her husband—she spoke of his production genius and how Rolling Stone once said Marty was one of the most critically acclaimed songwriters they’ve ever known, but he was too country for country music. Yet, that sentiment never stopped him from making the music he loved nor impacted the tenacity he’s known for as the “Rocky Balboa of country music because he keeps coming back, round after round.” His rowdy, energetic performance of one of his biggest songwriting hits, “I’m From the Country,” demonstrated exactly why he was a hit on America’s Got Talent and a stellar inductee—as his wife relayed, “Marty Brown is Kentucky, the sound of Kentucky.” It’s safe to say he’s also the heart. Speaking of heart, next up on the induction list was Bowling Green’s Norah Lee Allen, the heartbeat and backbone of the Grand Ole Opry, with her 40+ years as a background vocalist on its acclaimed stages. To Allen’s delight, her dear friend Connie Smith was a surprise guest for the evening to induct her into the Hall of Fame. Prior to accepting her induction, Allen performed a lively gospel number with Rockland Road showcasing every bit of her graceful talent and ability to command an audience.

In eager anticipation of his induction, blues master and guitar extraordinaire Tee Dee Young gave a riveting and rousing performance of his unique blend of gospel and the blues. During his extended guitar solo, he demonstrated why his years of honing his craft rightfully earned him a coveted spot in the Hall of Fame as jaws were on the floor while he held an entire audience captivated. Not only did he bridge the gaps of musical genres during his career, but he also boasts a sonic melting pot of the genres featured in the Hall of Fame in one enduring artistic heritage, as he still to this day moans the lives while providing a place for the “young cats” to cut their teeth and broaden their horizons—and their skills at his club Tee Dee’s Lounge. If it was Young’s job to bring the crowd to its feet, it was the nephew of Pete Goble’s job to touch the souls of attendees with his awe-filled induction speech about the life and achievements of his beloved uncle. Jim Sizemore spoke highly of the life Goble lived and the extraordinary talent he possessed, forever cementing his legacy as one of the most influential bluegrass songwriters and composers of our time as many of his songs have become genre standards, even to be cut by legendary artists such as J.D. Crowe and Allison Krauss.

Speaking of touching souls, one of the most poignant moments of the evening was the In Memoriam section dedicated to previous inductees who have passed away in recent years. The lives and careers of Loretta Lynn, Don McGuire, Jerry Chestnut, Pete Stamper, Tom T. Hall, Don Everly, J.D. Crowe, and Danny Stevens were highlighted in the segment. In addition to the memorial video, the KYMHOF produced heartfelt biographical videos for each current inductee that played for the audience before accepting the awards (all can be viewed on the museum’s Youtube channel). Following the In Memoriam section, the Karl Shannon Legacy Award was presented to highly respected Lexington radio host Jack Pattie in honor of the late Karl Shannon and his enduring legacy of philanthropy and exemplary craft in radio. The award was an especially meaningful moment for Executive Director Jessica Blankenship as it paid homage to her mentor who encouraged her to chase her dreams and watched her accomplish them before her passing. As she helped plan the induction ceremony, Blankenship focused heavily on the concept of dreams coming true and following in the footsteps of those who came before to keep Kentucky’s rich musical heritage alive—which was a unanimous feeling expressed by every inductee.

Rounding out the inductee list was Taylor’s Mill, Kentucky’s resident star and Nashville’s sweetheart Carly Pearce. As the youngest inductee in the KYMHOF’s history, Pearce holds a unique spot in the hall as her career in music has spanned nearly her entire life, seeming as if music was in her blood. While she is now known as one of country music’s biggest stars and CMA Female Vocalist of the Year, her roots in music can be traced back to humble beginnings in bluegrass. Her humility is one of her most shining qualities, as her friend and mentor Ricky Skaggs relayed when he introduced her and ultimately inducted her as the seventh and final inductee to the Hall of Fame. When HHMR spoke with Carly, she exuded grace and gratefulness for the accolades bestowed upon her, but most importantly the opportunity to chase her dreams and share her stories and life with her fans. Skaggs spoke of her essence and described it perfectly when he said “She’s faced a lot of things and she’s not better, she’s bitter.” Along with her fellow 2022 Class of Inductees, Pearce makes the Kentucky Music Hall of Fame a beautiful place. Before she accepted such a prestigious award, she performed an endearing song honoring her idol entitled “Dear Miss Loretta, which astutely encompassed her immense talent both vocally and musically.

After Pearce's induction, the inductees and VIP attendees went to the Hall of Fame for the case unveiling ceremony and enjoyed impeccable refreshments and fellowship together. As I wove my way through the Hall of Fame taking in the exhibits and soaking in the history that surrounded me, it struck me just how magical--and deeply musical--Kentucky truly is. From the hills to the hollers and all around, music is grown and grown well in the Bluegrass and the legacy each artist leaves behind will compound for decades long after they last play a chord or sing a note, and Hillbilly Hippie Music Review is lucky to get to be a small part of it…the honor is ours.

In addition to throwing impeccable induction events, the KMHOF regularly hosts other special occasions at the Hall of Fame in addition to being open every day for tours. See the following image for some holiday happenings during the month of December:

Below is a video of 2022 KYMHOF Inductee Carly Pearce performing her original song, “Dear Miss Loretta”

All photos and videos by HHMR unless otherwise noted.

[phantomtutor]

SOLUTION AT Academic Writers Bay Project Management Processes, Methodologies, and Economics Third Edition Avraham Shtub Faculty of Industrial Engineering and Management The Technion–Israel Institute of Technology Moshe Rosenwein Department of Industrial Engineering and Operations Research Columbia University Boston Columbus San Francisco New York Hoboken Indianapolis London Toronto Sydney Singapore Tokyo Dubai Madrid Hong Kong Mexico City Munich Paris Amsterdam Cape Town Montreal Vice President and Editorial Director, Engineering and Computer Science: Marcia J. Horton Editor in Chief: Julian Partridge Executive Editor: Holly Stark Editorial Assistant: Amanda Brands Field Marketing Manager: Demetrius Hall Marketing Assistant: Jon Bryant Managing Producer: Scott Disanno Content Producer: Erin Ault Operations Specialist: Maura Zaldivar-Garcia Manager, Rights and Permissions: Ben Ferrini Cover Designer: Black Horse Designs Cover Photo: Vladimir Liverts/Fotolia Printer/Binder: RRD/Crawfordsville Cover Printer: Phoenix Color/Hagerstown Full-Service Project Management: SPi Global Composition: SPi Global Typeface: Times Ten LT Std Roman 10/12 Copyright © 2017, 2005, 1994 Pearson Education, Inc. Hoboken, NJ 07030. All rights reserved. Manufactured in the United States of America. This publication is protected by copyright and permissions should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise. For information regarding permissions, request forms and the appropriate contacts within the Pearson Education Global Rights & Permissions department, please visit www.pearsoned.com/permissions/. Many of the designations by manufacturers and seller to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations have been printed in initial caps or all caps. The author and publisher of this book have used their best efforts in preparing this book. These efforts include the development, research, and testing of theories and programs to determine their effectiveness. The author and publisher make no warranty of any kind, expressed or implied, with regard to these programs or the documentation contained in this book. The author and publisher shall not be liable in any event for incidental or consequential damages with, or arising out of, the furnishing, performance, or use of these programs. Library of Congress Cataloging-in-Publication Data Names: Shtub, Avraham, author. | Rosenwein, Moshe, author. Title: Project management : processes, methodologies, and economics / Avraham Shtub, Faculty of Industrial Engineering and Management, The Technion-Israel Institute of Technology, Moshe Rosenwein, Department of Industrial Engineering and Operations Research, Columbia University. Other titles: Project management (Boston, Mass.) Description: 3E. | Pearson | Includes bibliographical references and index. Identifiers: LCCN 2016030485 | ISBN 9780134478661 (pbk.) Subjects: LCSH: Engineering—Management. | Project management. Classification: LCC TA190 .S583 2017 | DDC 658.4/04—dc23 LC record available at https://lccn.loc.gov/2016030485 10 9 8 7 6 5 4 3 2 1 ISBN-10: 0-13-447866-5 ISBN-13: 978-0-13-447866-1 This book is dedicated to my grandchildren Zoey, Danielle, Adam, and Noam Shtub. This book is dedicated to my wife, Debbie; my three children, David, Hannah, and Benjamin; my late parents, Zvi and Blanche Rosenwein; and my in-laws, Dr. Herman and Irma Kaplan. Contents 1. Nomenclature xv 2. Preface xvii 3. What’s New in this Edition xxi 4. About the Authors xxiii 1. 1 Introduction 1 1. 1.1 Nature of Project Management 1 2. 1.2 Relationship Between Projects and Other Production Systems 2 3. 1.3 Characteristics of Projects 4 1. 1.3.1 Definitions and Issues 5 2. 1.3.2 Risk and Uncertainty 7 3. 1.3.3 Phases of a Project 9 4.

1.3.4 Organizing for a Project 11 4. 1.4 Project Manager 14 1. 1.4.1 Basic Functions 15 2. 1.4.2 Characteristics of Effective Project Managers 16 5. 1.5 Components, Concepts, and Terminology 16 6. 1.6 Movement to Project-Based Work 24 7. 1.7 Life Cycle of a Project: Strategic and Tactical Issues 26 8. 1.8 Factors that Affect the Success of a Project 29 9. 1.9 About the book: Purpose and Structure 31 1. Team Project 35 2. Discussion Questions 38 3. Exercises 39 4. Bibliography 41 5. Appendix 1A: Engineering Versus Management 43 6. 1A.1 Nature of Management 43 7. 1A.2 Differences between Engineering and Management 43 8. 1A.3 Transition from Engineer to Manager 45 9. Additional References 45 2. 2 Process Approach to Project Management 47 1. 2.1 Introduction 47 1. 2.1.1 Life-Cycle Models 48 2. 2.1.2 Example of a Project Life Cycle 51 3. 2.1.3 Application of the Waterfall Model for Software Development 51 2. 2.2 Project Management Processes 53 1. 2.2.1 Process Design 53 2. 2.2.2 PMBOK and Processes in the Project Life Cycle 54 3. 2.3 Project Integration Management 54 1. 2.3.1 Accompanying Processes 54 2. 2.3.2 Description 56 4. 2.4 Project Scope Management 60 1. 2.4.1 Accompanying Processes 60 2. 2.4.2 Description 60 5. 2.5 Project Time Management 61 1. 2.5.1 Accompanying Processes 61 2. 2.5.2 Description 62 6. 2.6 Project Cost Management 63 1. 2.6.1 Accompanying Processes 63 2. 2.6.2 Description 64 7. 2.7 Project Quality Management 64 1. 2.7.1 Accompanying Processes 64 2. 2.7.2 Description 65 8. 2.8 Project Human Resource Management 66 1. 2.8.1 Accompanying Processes 66 2. 2.8.2 Description 66 9. 2.9 Project Communications Management 67 1. 2.9.1 Accompanying Processes 67 2. 2.9.2 Description 68 10. 2.10 Project Risk Management 69 1. 2.10.1 Accompanying Processes 69 2. 2.10.2 Description 70 11. 2.11 Project Procurement Management 71 1. 2.11.1 Accompanying Processes 71 2. 2.11.2 Description 72 12. 2.12 Project Stakeholders Management 74 1. 2.12.1 Accompanying Processes 74 2. 2.12.2 Description 75 13. 2.13 The Learning Organization and Continuous Improvement 76 1. 2.13.1 Individual and Organizational Learning 76 2. 2.13.2 Workflow and Process Design as the Basis of Learning 76 1. Team Project 77 2. Discussion Questions 77 3. Exercises 78 4. Bibliography 78 3. 3 Engineering Economic Analysis 81 1. 3.1 Introduction 81 1. 3.1.1 Need for Economic Analysis 82 2. 3.1.2 Time Value of Money 82 3. 3.1.3 Discount Rate, Interest Rate, and Minimum Acceptable Rate of Return 83 2. 3.2 Compound Interest Formulas 84 1. 3.2.1 Present Worth, Future Worth, Uniform Series, and Gradient Series 86 2. 3.2.2 Nominal and Effective Interest Rates 89 3. 3.2.3 Inflation 90 4. 3.2.4 Treatment of Risk 92 3. 3.3 Comparison of Alternatives 92 1. 3.3.1 Defining Investment Alternatives 94 2. 3.3.2 Steps in the Analysis 96 4. 3.4 Equivalent Worth Methods 97 1. 3.4.1 Present Worth Method 97 2. 3.4.2 Annual Worth Method 98 3. 3.4.3 Future Worth Method 99 4. 3.4.4 Discussion of Present Worth, Annual Worth and Future Worth Methods 101 5. 3.4.5 Internal Rate of Return Method 102 6. 3.4.6 Payback Period Method 109 5. 3.5 Sensitivity and Breakeven Analysis 111 6. 3.6 Effect of Tax and Depreciation on Investment Decisions 114 1. 3.6.1 Capital Expansion Decision 116 2. 3.6.2 Replacement Decision 118 3. 3.6.3 Make-or-Buy Decision 123 4. 3.6.4 Lease-or-Buy Decision 124 7. 3.7 Utility Theory 125 1. 3.7.1 Expected Utility Maximization 126 2. 3.7.2 Bernoulli’s Principle 128 3. 3.7.3 Constructing the Utility Function 129 4. 3.7.4 Evaluating Alternatives 133 5. 3.7.5 Characteristics of the Utility Function 135 1. Team Project 137 2. Discussion Questions 141 3. Exercises 142 4. Bibliography 152 4. 4 Life-Cycle Costing 155 1. 4.1 Need for Life-Cycle Cost Analysis 155 2. 4.2 Uncertainties in Life-Cycle Cost Models 158 3. 4.3 Classification of Cost Components 161 4. 4.4 Developing the LCC Model 168 5. 4.5 Using the Life-Cycle Cost Model 175 1. Team Project 176 2. Discussion Questions 176 3.

Exercises 177 4. Bibliography 179 5. 5 Portfolio Management—Project Screening and Selection 181 1. 5.1 Components of the Evaluation Process 181 2. 5.2 Dynamics of Project Selection 183 3. 5.3 Checklists and Scoring Models 184 4. 5.4 Benefit-Cost Analysis 187 1. 5.4.1 Step-By-Step Approach 193 2. 5.4.2 Using the Methodology 193 3. 5.4.3 Classes of Benefits and Costs 193 4. 5.4.4 Shortcomings of the Benefit-Cost Methodology 194 5. 5.5 Cost-Effectiveness Analysis 195 6. 5.6 Issues Related to Risk 198 1. 5.6.1 Accepting and Managing Risk 200 2. 5.6.2 Coping with Uncertainty 201 3. 5.6.3 Non-Probabilistic Evaluation Methods when Uncertainty Is Present 202 4. 5.6.4 Risk-Benefit Analysis 207 5. 5.6.5 Limits of Risk Analysis 210 7. 5.7 Decision Trees 210 1. 5.7.1 Decision Tree Steps 217 2. 5.7.2 Basic Principles of Diagramming 218 3. 5.7.3 Use of Statistics to Determine the Value of More Information 219 4. 5.7.4 Discussion and Assessment 222 8. 5.8 Real Options 223 1. 5.8.1 Drivers of Value 223 2. 5.8.2 Relationship to Portfolio Management 224 1. Team Project 225 2. Discussion Questions 228 3. Exercises 229 4. Bibliography 237 5. Appendix 5A: Bayes’ Theorem for Discrete Outcomes 239 6. 6 Multiple-Criteria Methods for Evaluation and Group Decision Making 241 1. 6.1 Introduction 241 2. 6.2 Framework for Evaluation and Selection 242 1. 6.2.1 Objectives and Attributes 242 2. 6.2.2 Aggregating Objectives Into a Value Model 244 3. 6.3 Multiattribute Utility Theory 244 1. 6.3.1 Violations of Multiattribute Utility Theory 249 4. 6.4 Analytic Hierarchy Process 254 1. 6.4.1 Determining Local Priorities 255 2. 6.4.2 Checking for Consistency 260 3. 6.4.3 Determining Global Priorities 261 5. 6.5 Group Decision Making 262 1. 6.5.1 Group Composition 263 2. 6.5.2 Running the Decision-Making Session 264 3. 6.5.3 Implementing the Results 265 4. 6.5.4 Group Decision Support Systems 265 1. Team Project 267 2. Discussion Questions 267 3. Exercises 268 4. Bibliography 271 5. Appendix 6A: Comparison of Multiattribute Utility Theory with the AHP: Case Study 275 6. 6A.1 Introduction and Background 275 7. 6A.2 The Cargo Handling Problem 276 1. 6A.2.1 System Objectives 276 2. 6A.2.2 Possibility of Commercial Procurement 277 3. 6A.2.3 Alternative Approaches 277 8. 6A.3 Analytic Hierarchy Process 279 1. 6A.3.1 Definition of Attributes 280 2. 6A.3.2 Analytic Hierarchy Process Computations 281 3. 6A.3.3 Data Collection and Results for AHP 283 4. 6A.3.4 Discussion of Analytic Hierarchy Process and Results 284 9. 6A.4 Multiattribute Utility Theory 286 1. 6A.4.1 Data Collection and Results for Multiattribute Utility Theory 286 2. 6A.4.2 Discussion of Multiattribute Utility Theory and Results 290 10. 6A.5 Additional Observations 290 11. 6A.6 Conclusions for the Case Study 291 12. References 291 7. 7 Scope and Organizational Structure of a Project 293 1. 7.1 Introduction 293 2. 7.2 Organizational Structures 294 1. 7.2.1 Functional Organization 295 2. 7.2.2 Project Organization 297 3. 7.2.3 Product Organization 298 4. 7.2.4 Customer Organization 298 5. 7.2.5 Territorial Organization 299 6. 7.2.6 The Matrix Organization 299 7. 7.2.7 Criteria for Selecting an Organizational Structure 302 3. 7.3 Organizational Breakdown Structure of Projects 303 1. 7.3.1 Factors in Selecting a Structure 304 2. 7.3.2 The Project Manager 305 3. 7.3.3 Project Office 309 4. 7.4 Project Scope 312 1. 7.4.1 Work Breakdown Structure 313 2. 7.4.2 Work Package Design 320 5. 7.5 Combining the Organizational and Work Breakdown Structures 322 1. 7.5.1 Linear Responsibility Chart 323 6. 7.6 Management of Human Resources 324 1. 7.6.1 Developing and Managing the Team 325 2. 7.6.2 Encouraging Creativity and Innovation 329 3. 7.6.3 Leadership, Authority, and Responsibility 331 4. 7.6.4 Ethical and Legal Aspects of Project Management 334 1. Team Project 335 2. Discussion Questions 336 3. Exercises 336 4. Bibliography 338 8. 8 Management of Product, Process, and Support Design 341 1. 8.1 Design of Products, Services, and Systems 341 1.

8.1.1 Principles of Good Design 342 2. 8.1.2 Management of Technology and Design in Projects 344 2. 8.2 Project Manager’s Role 345 3. 8.3 Importance of Time and the Use of Teams 346 1. 8.3.1 Concurrent Engineering and Time-Based Competition 347 2. 8.3.2 Time Management 349 3. 8.3.3 Guideposts for Success 352 4. 8.3.4 Industrial Experience 354 5. 8.3.5 Unresolved Issues 355 4. 8.4 Supporting Tools 355 1. 8.4.1 Quality Function Deployment 355 2. 8.4.2 Configuration Selection 358 3. 8.4.3 Configuration Management 361 4. 8.4.4 Risk Management 365 5. 8.5 Quality Management 370 1. 8.5.1 Philosophy and Methods 371 2. 8.5.2 Importance of Quality in Design 382 3. 8.5.3 Quality Planning 383 4. 8.5.4 Quality Assurance 383 5. 8.5.5 Quality Control 384 6. 8.5.6 Cost of Quality 385 1. Team Project 387 2. Discussion Questions 388 3. Exercises 389 4. Bibliography 389 9. 9 Project Scheduling 395 1. 9.1 Introduction 395 1. 9.1.1 Key Milestones 398 2. 9.1.2 Network Techniques 399 2. 9.2 Estimating the Duration of Project Activities 401 1. 9.2.1 Stochastic Approach 402 2. 9.2.2 Deterministic Approach 406 3. 9.2.3 Modular Technique 406 4. 9.2.4 Benchmark Job Technique 407 5. 9.2.5 Parametric Technique 407 3. 9.3 Effect of Learning 412 4. 9.4 Precedence Relations Among Activities 414 5. 9.5 Gantt Chart 416 6. 9.6 Activity-On-Arrow Network Approach for CPM Analysis 420 1. 9.6.1 Calculating Event Times and Critical Path 428 2. 9.6.2 Calculating Activity Start and Finish Times 431 3. 9.6.3 Calculating Slacks 432 7. 9.7 Activity-On-Node Network Approach for CPM Analysis 433 1. 9.7.1 Calculating Early Start and Early Finish Times of Activities 434 2. 9.7.2 Calculating Late Start and Late Finish Times of Activities 434 8. 9.8 Precedence Diagramming with Lead–Lag Relationships 436 9. 9.9 Linear Programming Approach for CPM Analysis 442 10. 9.10 Aggregating Activities in the Network 443 1. 9.10.1 Hammock Activities 443 2. 9.10.2 Milestones 444 11. 9.11 Dealing with Uncertainty 445 1. 9.11.1 Simulation Approach 445 2. 9.11.2 Pert and Extensions 447 12. 9.12 Critique of Pert and CPM Assumptions 454 13. 9.13 Critical Chain Process 455 14. 9.14 Scheduling Conflicts 457 1. Team Project 458 2. Discussion Questions 459 3. Exercises 460 4. Bibliography 467 5. Appendix 9A: Least-Squares Regression Analysis 471 6. Appendix 9B: Learning Curve Tables 473 7. Appendix 9C: Normal Distribution Function 476 10. 10 Resource Management 477 1. 10.1 Effect of Resources on Project Planning 477 2. 10.2 Classification of Resources Used in Projects 478 3. 10.3 Resource Leveling Subject to Project Due-Date Constraints 481 4. 10.4 Resource Allocation Subject to Resource Availability Constraints 487 5. 10.5 Priority Rules for Resource Allocation 491 6. 10.6 Critical Chain: Project Management by Constraints 496 7. 10.7 Mathematical Models for Resource Allocation 496 8. 10.8 Projects Performed in Parallel 499 1. Team Project 500 2. Discussion Questions 500 3. Exercises 501 4. Bibliography 506 11. 11 Project Budget 509 1. 11.1 Introduction 509 2. 11.2 Project Budget and Organizational Goals 511 3. 11.3 Preparing the Budget 513 1. 11.3.1 Top-Down Budgeting 514 2. 11.3.2 Bottom-Up Budgeting 514 3. 11.3.3 Iterative Budgeting 515 4. 11.4 Techniques for Managing the Project Budget 516 1. 11.4.1 Slack Management 516 2. 11.4.2 Crashing 520 5. 11.5 Presenting the Budget 527 6. 11.6 Project Execution: Consuming the Budget 529 7. 11.7 The Budgeting Process: Concluding Remarks 530 1. Team Project 531 2. Discussion Questions 531 3. Exercises 532 4. Bibliography 537 5. Appendix 11A: Time–Cost Tradeoff with Excel 539 12. 12 Project Control 545 1. 12.1 Introduction 545 2. 12.2 Common Forms of Project Control 548 3. 12.3 Integrating the OBS and WBS with Cost and Schedule Control 551 1. 12.3.1 Hierarchical Structures 552 2. 12.3.2 Earned Value Approach 556 4. 12.4 Reporting Progress 565 5. 12.5 Updating Cost and Schedule Estimates 566 6. 12.6 Technological Control: Quality and Configuration 569 7. 12.7 Line of Balance 569 8.

12.8 Overhead Control 574 1. Team Project 576 2. Discussion Questions 577 3. Exercises 577 4. Bibliography 580 13. Appendix 12A: Example of a Work Breakdown Structure 581 14. Appendix 12B: Criteria 583 15. 13 Department of Energy Cost/Schedule Control Systems Research and Development Projects 587 1. 13.1 Introduction 587 2. 13.2 New Product Development 589 1. 13.2.1 Evaluation and Assessment of Innovations 589 2. 13.2.2 Changing Expectations 593 3. 13.2.3 Technology Leapfrogging 593 4. 13.2.4 Standards 594 5. 13.2.5 Cost and Time Overruns 595 3. 13.3 Managing Technology 595 1. 13.3.1 Classification of Technologies 596 2. 13.3.2 Exploiting Mature Technologies 597 3. 13.3.3 Relationship Between Technology and Projects 598 4. 13.4 Strategic R&D Planning 600 1. 13.4.1 Role of R&D Manager 600 2. 13.4.2 Planning Team 601 5. 13.5 Parallel Funding: Dealing with Uncertainty 603 1. 13.5.1 Categorizing Strategies 604 2. 13.5.2 Analytic Framework 605 3. 13.5.3 Q-Gert 606 6. 13.6 Managing the R&D Portfolio 607 1. 13.6.1 Evaluating an Ongoing Project 609 2. 13.6.2 Analytic Methodology 612 1. Team Project 617 2. Discussion Questions 618 3. Exercises 619 4. Bibliography 619 5. Appendix 13A: Portfolio Management Case Study 622 16. 14 Computer Support for Project Management 627 1. 14.1 Introduction 627 2. 14.2 Use of Computers in Project Management 628 1. 14.2.1 Supporting the Project Management Process Approach 629 2. 14.2.2 Tools and Techniques for Project Management 629 3. 14.3 Criteria for Software Selection 643 4. 14.4 Software Selection Process 648 5. 14.5 Software Implementation 650 6. 14.6 Project Management Software Vendors 656 1. Team Project 657 2. Discussion Questions 657 3. Exercises 658 4. Bibliography 659 5. Appendix 14A: PMI Software Evaluation Checklist 660 6. 14A.1 Category 1: Suites 660 7. 14A.2 Category 2: Process Management 660 8. 14A.3 Category 3: Schedule Management 661 9. 14A.4 Category 4: Cost Management 661 10. 14A.5 Category 5: Resource Management 661 11. 14A.6 Category 6: Communications Management 661 12. 14A.7 Category 7: Risk Management 662 13. 14A.8 General (Common) Criteria 662 14. 14A.9 Category-Specific Criteria Category 1: Suites 663 15. 14A.10 Category 2: Process Management 663 16. 14A.11 Category 3: Schedule Management 664 17. 14A.12 Category 4: Cost Management 665 18. 14A.13 Category 5: Resource Management 666 19. 14A.14 Category 6: Communications Management 666 20. 14A.15 Category 7: Risk Management 668 17. 15 Project Termination 671 1. 15.1 Introduction 671 2. 15.2 When to Terminate a Project 672 3. 15.3 Planning for Project Termination 677 4. 15.4 Implementing Project Termination 681 5. 15.5 Final Report 682 1. Team Project 683 2. Discussion Questions 683 3. Exercises 684 4. Bibliography 685 18. 16 New Frontiers in Teaching Project Management in MBA and Engineering Programs 687 1. 16.1 Introduction 687 2. 16.2 Motivation for Simulation-Based Training 687 3. 16.3 Specific Example—The Project Team Builder (PTB) 691 4. 16.4 The Global Network for Advanced Management (GNAM) MBA New Product Development (NPD) Course 692 5. 16.5 Project Management for Engineers at Columbia University 693 6. 16.6 Experiments and Results 694 7. 16.7 The Use of Simulation-Based Training for Teaching Project Management in Europe 695 8. 16.8 Summary 696 1. Bibliography 697 1. Index 699 Nomenclature AC annual cost ACWP actual cost of work performed AHP analytic hierarchy process AOA activity on arrow AON activity on node AW annual worth BAC budget at completion B/C benefit/cost BCWP budgeted cost of work performed BCWS budgeted cost of work scheduled CBS cost breakdown structure CCB change control board CCBM critical chain buffer management CDR critical design review CE certainty equivalent, concurrent engineering C-E cost-effectiveness CER cost estimating relationship CI cost index; consistency index; criticality index CM configuration management COO chief operating officer CPIF cost plus incentive fee CPM critical path method CR capital

recovery, consistency ratio C/SCSC cost/schedule control systems criteria CV cost variance DOD Department of Defense DOE Department of Energy DOH direct overhead costs DSS decision support system EAC estimate at completion ECO engineering change order ECR engineering change request EMV expected monetary value EOM end of month EOY end of year ERP enterprise resource planning ETC estimate to complete ETMS early termination monitoring system EUAC equivalent uniform annual cost EV earned value EVPI expected value of perfect information EVSI expected value of sample information FFP firm fixed price FMS flexible manufacturing system FPIF fixed price incentive fee FW future worth GAO General Accounting Office GDSS group decision support system GERT graphical evaluation and review technique HR human resources IPT integraded product team IRR internal rate of return IRS Internal Revenue Service ISO International Standards Organization IT information technology LCC life-cycle cost LOB line of balance LOE level of effort LP linear program LRC linear responsibility chart MACRS modified accelerated cost recovery system MARR minimum acceptable (attractive) rate of return MAUT multiattribute utility theory MBO management by objectives MIS management information system MIT Massachusetts Institute of Technology MPS master production schedule MTBF mean time between failures MTTR mean time to repair NAC net annual cost NASA National Aeronautics and Space Administration NBC nuclear, biological, chemical NPV net present value OBS organizational breakdown structure O&M operations and maintenance PDMS product data management system PDR preliminary design review PERT program evaluation and review technique PMBOK project management body of knowledge PMI Project Management Institute PMP project management professional PO project office PT project team PV planned value PW present worth QA quality assurance QFD quality function deployment RAM reliability, availability, and maintainability; random access memory R&D research and development RDT&E research, development, testing, and evaluation RFP request for proposal ROR rate of return SI schedule index SOW statement of work SOYD sum-of-the-years digits SV schedule variance TQM total quality management WBS work breakdown structure WP work package WR work remaining Preface We all deal with projects in our daily lives. In most cases, organization and management simply amount to constructing a list of tasks and executing them in sequence, but when the information is limited or imprecise and when cause-and-effect relationships are uncertain, a more considered approach is called for. This is especially true when the stakes are high and time is pressing. Getting the job done right the first time is essential. This means doing the upfront work thoroughly, even at the cost of lengthening the initial phases of the project. Shaving expenses in the early stages with the intent of leaving time and money for revisions later might seem like a good idea but could have consequences of painful proportions. Seasoned managers will tell you that it is more cost-effective in the long run to add five extra engineers at the beginning of a project than to have to add 50 toward the end. The quality revolution in manufacturing has brought this point home. Companies in all areas of technology have come to learn that quality cannot be inspected into a product; it must be built in. Recalling the 1980s, the global competitive battles of that time were won by companies that could achieve cost and quality advantages in existing, well-defined markets. In the 1990s, these battles were won by companies that could build and dominate new markets. Today, the emphasis is partnering and better coordination of the supply chain. Planning is a critical component of this process and is the foundation of project management. Projects may involve dozens of firms and hundreds of people who need to be managed and coordinated. They need to know what has to

be done, who is to do it, when it should be done, how it will be done, and what resources will be used. Proper planning is the first step in communicating these intentions. The problem is made difficult by what can be characterized as an atmosphere of uncertainty, chaos, and conflicting goals. To ensure teamwork, all major participants and stakeholders should be involved at each stage of the process. How is this achieved efficiently, within budget, and on schedule? The primary objective in writing our first book was to answer this question from the perspective of the project manager. We did this by identifying the components of modern project management and showing how they relate to the basic phases of a project, starting with conceptual design and advanced development, and continuing through detailed design, production, and termination. Taking a practical approach, we drew on our collective experience in the electronics, information services, and aerospace industries. The purpose of the second edition was to update the developments in the field over the last 10 years and to expand on some of the concerns that are foremost in the minds of practitioners. In doing so, we have incorporated new material in many of the chapters specifically related to the Project Management Body of Knowledge (PMBOK) published by the Project Management Institute. This material reflects the tools, techniques, and processes that have gained widespread acceptance by the profession because of their proven value and usefulness. Over the years, numerous books have been written with similar objectives in mind. We acknowledge their contribution and have endeavored to build on their strengths. As such in the third edition of the book, we have focused on integrative concepts rather than isolated methodologies. We have relied on simple models to convey ideas and have intentionally avoided detailed mathematical formulations and solution algorithms––aspects of the field better left to other parts of the curriculum. Nevertheless, we do present some models of a more technical nature and provide references for readers who wish to gain a deeper understanding of their use. The availability of powerful, commercial codes brings model solutions within reach of the project team. To ensure that project participants work toward the same end and hold the same expectations, short- and long-term goals must be identified and communicated continually. The project plan is the vehicle by which this is accomplished and, once approved, becomes the basis for monitoring, controlling, and evaluating progress at each phase of the project’s life cycle. To help the project manager in this effort, various software packages have been developed; the most common run interactively on microcomputers and have full functional and report-generating capabilities. In our experience, even the most timid users are able to take advantage of their main features after only a few hours of hands-on instruction. A second objective in writing this book has been to fill a void between texts aimed at low- to mid-level managers and those aimed at technical personnel with strong analytic skills but little training in or exposure to organizational issues. Those who teach engineering or business students at both the late undergraduate and early graduate levels should find it suitable. In addition, the book is intended to serve as a reference for the practitioner who is new to the field or who would like to gain a surer footing in project management concepts and techniques. The core material, including most of the underlying theory, can be covered in a one-semester course. At the end of Chapter 1, we outline the book’s contents. Chapter 3 deals with economic issues, such as cash flow, time value of money, and depreciation, as they relate to projects. With this material and some supplementary notes, coupled with the evaluation methods and multiple criteria decision-making techniques discussed in Chapters 5 and 6,

respectively, it should be possible to teach a combined course in project management and engineering economy. This is the direction in which many undergraduate engineering programs are now headed after many years of industry prodding. Young engineers are often thrust into leadership roles without adequate preparation or training in project management skills. Among the enhancements in the Third Edition is a section on Lean project management, discussed in Chapter 8, and a new Chapter 16 on simulationbased training for project management. Lean project management is a Quality Management initiative that focuses on maximizing the value that a project generates for its stakeholders while minimizing waste. Lean project management is based on the Toyota production system philosophy originally developed for a repetitive environment and modified to a nonrepetitive environment to support project managers and project teams in launching, planning, executing, and terminating projects. Lean project management is all about people—selecting the right project team members, teaching them the art and science of project management, and developing a highly motivated team that works together to achieve project goals. Simulation-based training is a great tool for training project team members and for team development. Chapter 16 discusses the principles of simulation- based training and its application to project management. The chapter reports on the authors’ experience in using simulation-based training in leading business schools, such as members of the Global Network for Advanced Management (GNAM), and in leading engineering schools, such as the Columbia University School of Engineering and the Technion. The authors also incorporated feedback received from European universities such as Technische Universität München (TUM) School of Management and Katholieke Universiteit Leuven that used the Project Team Builder (PTB) simulation-based training environment. Adopters of this book are encouraged to try the PTB—it is available from http://www.sandboxmodel.com/—and to integrate it into their courses. Writing a textbook is a collaborative effort involving many people whose names do not always appear on the cover. In particular, we thank all faculty who adopted the first and second editions of the book and provided us with their constructive and informative comments over the years. With regard to production, much appreciation goes to Lillian Bluestein for her thorough job in proofreading and editing the manuscript. We would also like to thank Chen Gretz-Shmueli for her contribution to the discussion in the human resources section. Finally, we are forever grateful to the phalanx of students who have studied project management at our universities and who have made the painstaking efforts of gathering and writing new material all worthwhile. Avraham Shtub Moshe Rosenwein What’s New in this Edition The purpose of the new, third edition of this book is to update developments in the project management field over the last 10 years and to more broadly address some of the concerns that have increased in prominence in the minds of practitioners. We incorporated new material in many of the chapters specifically related to the Project Management Body of Knowledge (PMBOK) published by the Project Management Institute. This material reflects the tools, techniques, and processes that have gained widespread acceptance by the profession because of their proven value and usefulness. Noteworthy enhancements in the third edition include: An expanded section regarding Lean project management in Chapter 8; A new chapter, Chapter 16, discussing the use of simulation and the Project Team Builder software; A detailed discussion on activity splitting and its advantages and disadvantages in project management; Descriptions, with examples, of resource-scheduling heuristics such as the longest-duration first heuristic and the Activity Time (ACTIM) algorithm; Examples that demonstrate

the use of Excel Solver to model project management problems such as the time–cost tradeoff; A description of project management courses at Columbia University and the Global Network of Advanced Management. About the Authors Professor Avraham Shtub holds the Stephen and Sharon Seiden Chair in Project Management. He has a B.Sc. in Electrical Engineering from the Technion–Israel Institute of Technology (1974), an MBA from Tel Aviv University (1978), and a Ph.D. in Management Science and Industrial Engineering from the University of Washington (1982). He is a certified Project Management Professional (PMP) and a member of the Project Management Institute (PMI-USA). He is the recipient of the Institute of Industrial Engineering 1995 Book of the Year Award for his book Project Management: Engineering, Technology, and Implementation (coauthored with Jonathan Bard and Shlomo Globerson), Prentice Hall, 1994. He is the recipient of the Production Operations Management Society Wick Skinner Teaching Innovation Achievements Award for his book Enterprise Resource Planning (ERP): The Dynamics of Operations Management. His books on Project Management were published in English, Hebrew, Greek, and Chinese. He is the recipient of the 2008 Project Management Institute Professional Development Product of the Year Award for the training simulator “Project Team Builder – PTB.” Professor Shtub was a Department Editor for IIE Transactions, he was on the Editorial Boards of the Project Management Journal, The International Journal of Project Management, IIE Transactions, and the International Journal of Production Research. He was a faculty member of the department of Industrial Engineering at Tel Aviv University from 1984 to 1998, where he also served as a chairman of the department (1993–1996). He joined the Technion in 1998 and was the Associate Dean and head of the MBA program. He has been a consultant to industry in the areas of project management, training by simulators, and the design of production—operation systems. He was invited to speak at special seminars on Project Management and Operations in Europe, the Far East, North America, South America, and Australia. Professor Shtub visited and taught at Vanderbilt University, The University of Pennsylvania, Korean Institute of Technology, Bilkent University in Turkey, Otego University in New Zealand, Yale University, Universitat Politécnica de Valencia, and the University of Bergamo in Italy. Dr. Moshe Rosenwein has a B.S.E. from Princeton University and a Ph.D. in Decision Sciences from the University of Pennsylvania. He has worked in the industry throughout his professional career, applying management science modeling and methodologies to business problems in supply chain optimization, network design, customer relationship management, and scheduling. He has served as an adjunct professor at Columbia University on multiple occasions over the past 20 years and developed a project management course for the School of Engineering that has been taught since 2009. He has also taught at Seton Hall University and Rutgers University. Dr. Rosenwein has published over 20 refereed papers and has delivered numerous talks at universities and conferences. In 2001, he led an industry team that was awarded a semi-finalist in the Franz Edelman competition for the practice of management science. Chapter 1 Introduction 1.1 Nature of Project Management Many of the most difficult engineering and business challenges of recent decades have been to design, develop, and implement new systems of a type and complexity never before attempted. Examples include the construction of oil drilling platforms in the North Sea off the coast of Great Britain, the development of the manned space program in both the United States and the former Soviet Union, and the worldwide installation of fiber optic lines for broadband telecommunications. The creation of these systems with performance capabilities not previously available and within

acceptable schedules and budgets has required the development of new methods of planning, organizing, and controlling events. This is the essence of project management. A project is an organized endeavor aimed at accomplishing a specific nonroutine or low-volume task. Although projects are not repetitive, they may take significant amounts of time and, for our purposes, are sufficiently large or complex to be recognized and managed as separate undertakings. Teams have emerged as the way of supplying the needed talents. The use of teams complicates the flow of information and places additional burdens on management to communicate with and coordinate the activities of the participants. The amount of time in which an individual or an organizational unit is involved in a project may vary considerably. Someone in operations may work only with other operations personnel on a project or may work with a team composed of specialists from various functional areas to study and solve a specific problem or to perform a secondary task. Management of a project differs in several ways from management of a typical organization. The objective of a project team is to accomplish its prescribed mission and disband. Few firms are in business to perform just one job and then disappear. Because a project is intended to have a finite life, employees are seldom hired with the intent of building a career with the project. Instead, a team is pulled together on an ad-hoc basis from among people who normally have assignments in other parts of the organization. They may be asked to work full time on the project until its completion; or they may be asked to work only part time, such as two days a week, on the project and spend the rest of the time at their usual assignments. A project may involve a short-term task that lasts only a matter of days, or it may run for years. After completion, the team normally disperses and its members return to their original jobs. The need to manage large, complex projects, constrained by tight schedules and budgets, motivated the development of methodologies different from those used to manage a typical enterprise. The increasingly complex task of managing large-scale, enterprise-wide projects has led to the rise in importance of the project management function and the role of the project manager or project management office. Project management is increasingly viewed in both industry and government as a critical role on a project team and has led to the development of project management as a profession (much like finance, marketing, or information technology, for example). The Project Management Institute (PMI), a nonprofit organization, is in the forefront of developing project management methodologies and of providing educational services in the form of workshops, training, and professional literature. 1.2 Relationship Between Projects and Other Production Systems Operations and production management contains three major classes of systems: (1) those designed for mass production, (2) those designed for batch (or lot) production, and (3) those designed for undertaking nonrepetitive projects common to construction and new product development. Each of these classes may be found in both the manufacturing and service sectors. Mass production systems are typically designed around the specific processes used to assemble a product or perform a service. Their orientation is fixed and their applications are limited. Resources and facilities are composed of special-purpose equipment designed to perform the operations required by the product or the service in an efficient way. By laying out the equipment to parallel the natural routings, material handling and information processing are greatly simplified. Frequently, material handling is automated and the use of conveyors and monorails is extensive. The resulting system is capital intensive and very efficient in the processing of large quantities of specific products or services for which relatively little management and control are necessary.

However, these systems are very difficult to alter should a need arise to produce new or modified products or to provide new services. As a result, they are most appropriate for operations that experience a high rate of demand (e.g., several hundred thousand units annually) as well as high aggregate demand (e.g., several million units throughout the life cycle of the system). Batch-oriented systems are used when several products or services are processed in the same facility. When the demand rate is not high enough or when long-run expectations do not justify the investment in special-purpose equipment, an effort is made to design a more flexible system on which a variety of products or services can be processed. Because the resources used in such systems have to be adjusted (set up) when production switches from one product to another, jobs are typically scheduled in batches to save setup time. Flexibility is achieved by using general-purpose resources that can be adjusted to handle different processes. The complexity of operations planning, scheduling, and control is greater than in mass production systems as each product has its own routing (sequence of operations). To simplify planning, resources are frequently grouped together based on the type of processes that they perform. Thus, batch-oriented systems contain organizational units that specialize in a function or a process, as opposed to product lines that are found in mass production systems. Departments such as metal cutting, painting, testing, and packaging/shipping are typical examples from the batch-oriented manufacturing sector, whereas word processing centers and diagnostic laboratories are examples from the service sector. In the batch-oriented system, it is particularly important to pay attention to material handling needs because each product has its specific set of operations and routings. Material handling equipment, such as forklifts, is used to move in-process inventory between departments and work centers. The flexibility of batch-oriented systems makes them attractive for many organizations. In recent years, flexible manufacturing systems have been quick to gain acceptance in some industrial settings. With the help of microelectronics and computer technology, these systems are designed to achieve mass production efficiencies in low-demand environments. They work by reducing setup times and automating material handling operations but are extremely capital intensive. Hence they cannot always be justified when product demand is low or when labor costs are minimal. Another approach is to take advantage of local economies of scale. Group technology cells, which are based on clustering similar products or components into families processed by dedicated resources of the facility, are one way to implement this approach. Higher utilization rates and greater throughput can be achieved by processing similar components on dedicated machines. By way of contrast, systems that are subject to very low demand (no more than a few units) are substantially different from the first two mentioned. Because of the nonrepetitive nature of these systems, past experience may be of limited value so little learning takes place. In this environment, extensive management effort is required to plan, monitor, and control the activities of the organization. Project management is a direct outgrowth of these efforts. It is possible to classify organizations based on their production orientation as a function of volume and batch size. This is illustrated in Figure 1.1. Figure 1.1 Classification of production systems. Figure 1.1 Full Alternative Text The borderlines between mass production, batch-oriented, and projectoriented systems are hard to define. In some organizations where the project approach has been adopted, several units of the same product (a batch) are produced, whereas other organizations use a batch-oriented system that produces small lots (the just-in-time approach) of very large volumes of products.

To better understand the transition between the three types of systems, consider an electronics firm that assembles printed circuit boards in small batches in a job shop. As demand for the boards picks up, a decision is made to develop a flow line for assembly. The design and implementation of this new line is a project. 1.3 Characteristics of Projects Although the Manhattan project—the development of the first atomic bomb —is considered by many to be the first instance when modern project management techniques were used, ancient history is replete with examples. Some of the better known ones include the construction of the Egyptian pyramids, the conquest of the Persian Empire by Alexander the Great, and the building of the Temple in Jerusalem. In the 1960s, formal project management methods received their greatest impetus with the Apollo program and a cluster of large, formidable construction projects. Today, activities such as the transport of American forces in Operations in Iraq and Afghanistan, the pursuit of new treatments for AIDS and Ebola, and the development of the joint U.S.–Russian space station and the manned space mission to Mars are examples of three projects with which most of us are familiar. Additional examples of a more routine nature include: Selecting a software package Developing a new office plan or layout Implementing a new decision support system Introducing a new product to the market Designing an airplane, supercomputer, or work center Opening a new store Constructing a bridge, dam, highway, or building Relocating an office or a factory Performing major maintenance or repair Starting up a new manufacturing or service facility Producing and directing a movie 1.3.1 Definitions and Issues As the list above suggests, a project may be viewed or defined in several different ways: for example, as “the entire process required to produce a new product, new plant, new system, or other specified results” (Archibald 2003) or as “a narrowly defined activity which is planned for a finite duration with a specific goal to be achieved” (General Electric Corporation 1983). Generally speaking, project management occurs when emphasis and special attention are given to the performance of nonrepetitive activities for the purpose of meeting a single set of goals, typically under a set of constraints such as time and budget constraints. By implication, project management deals with a one-time effort to achieve a focused objective. How progress and outcomes are measured, though, depends on a number of critical factors. Typical among these are technology (specifications, performance, quality), time (due dates, milestones), and cost (total investment, required cash flow), as well as profits, resource utilization, market share, and market acceptance. These factors and their relative importance are major issues in project management. These factors are based on the needs and expectations of the stakeholders. Stakeholders are individuals and parties interested in the problem the project is designed to solve or in the solution selected. With a well-defined set of goals, it is possible to develop appropriate performance measures and to select the right technology, the organizational structure, required resources, and people who will team up to achieve these goals. Figure 1.2 summarizes the underlying processes. As illustrated, most projects are initiated by a need. A new need may be identified by stakeholders such as a customer, the marketing department, or any member of an organization. When management is convinced that the need is genuine, goals may be defined, and the first steps may be taken toward putting together a project team. Most projects have several goals covering such aspects as technical and operational requirements, delivery dates, and cost. A set of potential projects to undertake should be ranked by stakeholders based on the relative importance of the goals and the perceived probability of each potential project to achieve each of the individual goals.

Figure 1.2 Major processes in project management. Figure 1.2 Full Alternative Text On the basis of these rankings and a derived set of performance measures for each goal, the technological alternatives are evaluated and a concept (or initial design) is developed along with a schedule and a budget for the project. This early phase of the project life cycle is known as the initiation phase, the front end of the project, or the conceptual phase. The next step is to integrate the design, the schedule, and the budget into a project plan specifying what should be done, by whom, at what cost, and when. As the plan is implemented, the actual accomplishments are monitored and recorded. Adjustments, aimed at keeping the project on track, are made when deviations or overruns appear. When the project terminates, its success is evaluated based on the predetermined goals and performance measures. Figure 1.3 compares two projects with these points in mind. In project 1, a “design to cost” approach is taken. Here, the budget is fixed and the technological goals are clearly specified. Cost, performance, and schedule are all given equal weight. In project 2, the technological goals are paramount and must be achieved, even if it means compromising the schedule and the budget in the process. Figure 1.3 Relative importance of goals. Figure 1.3 Full Alternative Text The first situation is typical of standard construction and manufacturing projects, whereby a contractor agrees to supply a system or a product in accordance with a given schedule and budget. The second situation is typical of “cost plus fixed fee” projects where the technological uncertainties argue against a contractor’s committing to a fixed cost and schedule. This arrangement is most common in a research and development (R&D) environment. A well-designed organizational structure is required to handle projects as a result of their uniqueness, variety, and limited life span. In addition, special skills are required to manage them successfully. Taken together, these skills and organizational structures have been the catalyst for the development of the project management discipline. Some of the accompanying tools and techniques, though, are equally applicable in the manufacturing and service sectors. Because projects are characterized by a “one-time only” effort, learning is limited and most operations never become routine. This results in a need for extensive management involvement throughout the life cycle of the project. In addition, the lack of continuity leads to a high degree of uncertainty. 1.3.2 Risk and Uncertainty In project management, it is common to refer to very high levels of uncertainty as sources of risk. Risk is present in most projects, especially in the R&D environment. Without trying to sound too pessimistic, it is prudent to assume that what can go wrong will go wrong. Principal sources of uncertainty include random variations in component and subsystem performance, inaccurate or inadequate data, and the inability to forecast satisfactorily as a result of lack of experience. Specifically, there may be 1. Uncertainty in scheduling. Changes in the environment that are impossible to forecast accurately at the outset of a project are likely to have a critical impact on the length of certain activities. For example, subcontractor performance or the time it takes to obtain a long-term loan is bound to influence the length of various subtasks. The availability of scarce resources may also add to uncertainty in scheduling. Methods are needed to deal with problematic or unstable time estimates. Probability theory and simulation both have been used successfully for this purpose, as discussed in Chapter 9. 2. Uncertainty in cost. Limited information on the duration of activities makes it difficult to predict the amount of resources needed to complete them on schedule. This translates directly into an uncertainty in cost. In addition, the expected hourly rate of resources and

the cost of materials used to carry out project tasks may possess a high degree of variability. 3. Technological uncertainty. This form of uncertainty is typically present in R&D projects in which new (not thoroughly tested and approved) technologies, methods, equipment, and systems are developed or used. Technological uncertainty may affect the schedule, the cost, and the ultimate success of the project. The integration of familiar technologies into one system or product may cause technological uncertainty as well. The same applies to the development of software and its integration with hardware. There are other sources of uncertainty, including those of an organizational and political nature. New regulations might affect the market for a project, whereas the turnover of personnel and changes in the policies of one or more of the participating organizations may disrupt the flow of work. To gain a better understanding of the effects of uncertainty, consider the three projects mentioned earlier. The transport of American armed forces in Operation Iraqi Freedom faced extreme political and logistical uncertainties. In the initial stages, none of the planners had a clear idea of how many troops would be needed or how much time was available to put the troops in place. Also, it was unknown whether permission would be granted to use NATO air bases or even to fly over European and Middle Eastern countries, or how much tactical support would be forthcoming from U.S. allies. The development of a treatment for AIDS is an ongoing project fraught with technological uncertainty. Hundreds of millions of dollars have already been spent with little progress toward a cure. As expected, researchers have taken many false steps, and many promising paths have turned out to be dead ends. Lengthy trial procedures and duplicative efforts have produced additional frustration. If success finally comes, it is unlikely that the original plans or schemes will have predicted its form. The design of the U.S.–Russian space station is an example in which virtually every form of uncertainty is present. Politicians continue to play havoc with the budget, while other stakeholders like special interest groups (both friendly and hostile) push their individual agendas; schedules get altered and rearranged; software fails to perform correctly; and the needed resources never seem to be available in adequate supply. Inflation, high turnover rates, and scaled-down expectations take their toll on the internal workforce, as well as on the legion of subcontractors. The American Production and Inventory Control Society has, tongue-incheek, fashioned the following laws in an attempt to explain the consequences of uncertainty on project management. Laws of Project Management 1. No major project is ever installed on time, within budget or with the same staff that started it. Yours will not be the first. 2. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. 3. One advantage of fuzzy project objectives is that they let you avoid the embarrassment of estimating the corresponding costs. 4. When things are going well, something will go wrong. When things just cannot get any worse, they will. When things seem to be going better, you have overlooked something. 5. If project content is allowed to change freely, then the rate of change will exceed the rate of progress. 6. No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find. 7. A carelessly planned project will take three times longer to complete than expected; a carefully planned project will take only twice as long. 8. Project teams detest progress reporting because it vividly manifests their lack of progress. 1.3.3 Phases of a Project A project passes through a life cycle that may vary with size and complexity and with the style established by the organization. The names of the various phases may differ but typically include those shown in Figure 1.

4. To begin, there is an initiation or a conceptual design phase during which the organization realizes that a project may be needed or receives a request from a customer to propose a plan to perform a project; at this phase alternative technologies and operational solutions are evaluated and the most promising are selected based on performances, cost, risk, and schedule considerations. Next there is an advanced development or preliminary system design phase in which the project manager (and perhaps a staff if the project is complex) plans the project to a level of detail sufficient for initial scheduling and budgeting. If the project is approved, it then will enter a more detailed design phase, a production phase, and a termination phase. Figure 1.4 Relationship between project life cycle and cost. Figure 1.4 Full Alternative Text In Figure 1.4, the five phases in the life cycle of a project are presented as a function of time. The cost during each phase depends on the specifics, but usually the majority of the budget is spent during the production phase. However, most of this budget is committed during the advanced development phase and the detailed design phase before the actual work takes place. Management plays a vital role during the conceptual design phase, the advanced development phase, and the detailed design phase. The importance of this involvement in defining goals, selecting performance measures, evaluating alternatives (including the no-go or not to do the project), selecting the most promising alternative and planning the project cannot be overemphasized. Pressures to start the “real work” on the project, that is, to begin the production (or execution) phase as early as possible, may lead to the selection of the wrong technological or operational alternatives and consequently to high cost and schedule risks as a result of the commitment of resources without adequate planning. In most cases, a work breakdown structure (WBS) is developed during the conceptual design phase. The WBS is a document that divides the project work into major hardware, software, data, and service elements. These elements are further divided and a list is produced identifying all tasks that must be accomplished to complete the project. The WBS helps to define the work to be performed and provides a framework for planning, budgeting, monitoring, and control. Therefore, as the project advances, schedule and cost performance can be compared with plans and budgets. Table 1.1 shows an abbreviated WBS for an orbital space laboratory vehicle. TABLE 1.1 Partial WBS for Space Laboratory Index Work element 1.0 Command module 2.0 Laboratory module 3.0 Main propulsion system 3.1 Fuel supply system 3.1.1 Fuel tank assembly 3.1.1.1 Fuel tank casing 3.1.1.2 Fuel tank insulation 4.0 5.0 6.0 7.0 Guidance system Habitat module Training system Logistic support system The detailed project definition, as reflected in the WBS, is examined during the advanced development phase to determine the skills necessary to achieve the project’s goals. Depending on the planning horizon, personnel from other parts of the organization may be used temporarily to accomplish the project. However, previous commitments may limit the availability of these resources. Other strategies might include hiring new personnel or subcontracting various work elements, as well as leasing equipment and facilities. 1.3.4 Organizing for a Project A variety of structures are used by organizations to perform project work. The actual arrangement may depend on the proportion of the company’s business that is project oriented, the scope and duration of the underlying tasks, the capabilities of the available personnel, preferences of the decision makers, and so on. The following five possibilities range from no special structure to a totally separate project organization. 1. Functional organization. Many companies are organized as a hierarchy with functional departments that specialize in a particular type of work, such as engineering or sales (see Figure 1.

5). These departments are often broken down into smaller units that focus on special areas within the function. Upper management may divide a project into work tasks and assign them to the appropriate functional units. The project is then budgeted and managed through the normal management hierarchy. Figure 1.5 Portion of a typical functional organization. Figure 1.5 Full Alternative Text 2. Project coordinator. A project may be handled through the organization as described above, but with a special appointee to coordinate it. The project is still funded through the normal channels and the functional managers retain responsibility and authority for their portion of the work. The coordinator meets with the functional managers and provides direction and impetus for the project and may report its status to higher management. 3. Matrix organization. In a matrix organization, a project manager is responsible for completion of the project and is often assigned a budget. The project manager essentially contracts with the functional managers for completion of specific tasks and coordinates project efforts across the functional units. The functional managers assign work to employees and coordinate work within their areas. These arrangements are depicted schematically in Figure 1.6. 4. Project team. A particularly significant project (development of a new product or business venture) that will have a long duration and requires the full-time efforts of a group may be supervised by a project team. Full-time personnel are assigned to the project and are physically located with other team members. The project has its own management structure and budget as though it were a separate division of the company. 5. Projectized organization. When the project is of strategic importance, extremely complex and of long duration, and involves a number of disparate organizations, it is advisable to give one person complete control of all the elements necessary to accomplish the stated goals. For example, when Rockwell International was awarded two multimilliondollar contracts (the Apollo command and service modules, and the second stage of the Saturn launch vehicle) by NASA, two separate programs were set up in different locations of the organization. Each program was under a division vice president and had its own manufacturing plant and staff of specialists. Such an arrangement takes the idea of a self-sufficient project team to an extreme and is known as a projectized organization. Table 1.2 enumerates some advantages and disadvantages of the two extremes—the functional and projectized organizations. Companies that are frequently involved in a series of projects and occasionally shift around personnel often elect to use a matrix organization. This type of organization provides the flexibility to assign employees to one or more projects. In this arrangement, project personnel maintain a permanent reporting relationship that connects vertically to a supervisor in a functional area, who directs the scope of their work. At the same time, each person is assigned to one or more projects and has a horizontal reporting relationship to the manager of a particular project, who coordinates his or her participation in that project. Pay and career advancement are developed within a particular discipline even though a person may be assigned to different projects. At times, this dual reporting relationship can give rise to a host of personnel problems and creates conflicts. Figure 1.6 Typical matrix organization. Figure 1.6 Full Alternative Text TABLE 1.2 Advantages and Disadvantages of Two Organizational Structures Functional organization Projectized organization Advantages Efficient use of technical personnel Good project schedule and cost control Career continuity and growth for Single point for customer contact technical personnel Good technology transfer between Rapid reaction time possible projects Simpler project communication Good stability, security, and morale

Training ground for general management Disadvantages Weak customer interface Uncertain technical direction Weak project authority Inefficient use of specialists Insecurity regarding future job Poor horizontal communications assignments Discipline (technology) oriented Poor crossfeed of technical rather than program oriented information between projects Slower work flow 1.4 Project Manager The presence of uncertainty coupled with limited experience and hard-to-find data makes project management a combination of art, science, and, most of all, logical thinking. A good project manager must be familiar with a large number of disciplines and techniques. Breadth of knowledge is particularly important because most projects have technical, financial, marketing, and organizational aspects that inevitably conspire to derail the best of plans. The role of the project manager may start at different points in the life cycle of a project. Some managers are involved from the beginning, helping to select the best technological and operational alternatives for the project, form the team, and negotiate the contracts. Others may begin at a later stage and be asked to execute plans that they did not have a hand in developing. At some point, though, most project managers deal with the basic issues: scheduling, budgeting, resource allocation, resource management, stakeholder management (e.g., human relations and negotiations). It is an essential and perhaps the most difficult part of the project manager’s job to pay close attention to the big picture without losing sight of critical details, no matter how slight. In order to efficiently and effectively achieve high-level project goals, project managers must prioritize concerns key stakeholders while managing change that inevitably arises during a project’s life cycle. A project manager is an integrator and needs to trade off different aspects of the project each time a decision is called for. Questions such as, “How important is the budget relative to the schedule?” and “Should more resources be acquired to avoid delays at the expense of a budget overrun, or should a slight deviation in performance standards be tolerated as long as the project is kept on schedule and on budget?” are common. Some skills can be taught, other skills are acquired only with time and experience, and yet other skills are very hard to learn or to acquire, such as the ability to lead a team without formal authority and the ability to deal with high levels of uncertainty without panic. We will not dwell on these but simply point them out, as we define fundamental principles and procedures. Nevertheless, one of our basic aims is to highlight the practical aspects of project management and to show how modern organizations can function more effectively by adopting them. In so doing, we hope to provide all members of the project team with a comprehensive view of the field. 1.4.1 Basic Functions The PMI (2012) identifies ten knowledge areas that the discipline must address: 1. Integration management 2. Scope management 3. Time management 4. Cost management 5. Quality management 6. Human resource management 7. Communication management 8. Risk management 9. Procurement management 10. Stakeholders management Managing a project is a complex and challenging assignment. Because projects are one-of-a-kind endeavors, there is little in the way of experience, normal working relationships, or established procedures to guide participants. A project manager may have to coordinate many diverse efforts and activities to achieve project goals. People from various disciplines and from various parts of the organization who have never worked together may be assigned to a project for different spans of time. Subcontractors who are unfamiliar with the organization may be brought in to carry out major tasks. A project may involve thousands of interrelated activities performed by people who are employed by any one of several different subcontractors or by the sponsoring organization.

Project leaders must have an effective means of identifying and communicating the planned activities and their interrelationships. A computer-based scheduling and monitoring system is usually essential. Network techniques such as CPM (critical path method) and PERT (program evaluation and review technique) are likely to figure prominently in such systems. CPM was developed in 1957 by J.E. Kelly of Remington-Rand and M.R. Walker of Dupont to aid in scheduling maintenance shutdowns of chemical plants. PERT was developed in 1958 under the sponsorship of the U.S. Navy Special Projects Office, as a management tool for scheduling and controlling the Polaris missile program. Collectively, their value has been demonstrated time and again during both the planning and the execution phases of projects. 1.4.2 Characteristics of Effective Project Managers The project manager is responsible for ensuring that tasks are completed on time and within budget, but often has no formal authority over those who actually perform the work. He or she, therefore, must have a firm understanding of the overall job and rely on negotiation and persuasion skills to influence the array of contractors, functionaries, and specialists assigned to the project. The skills that a typical project manager needs are summarized in Figure 1.7; the complexity of the situation is depicted in Figure 1.8, which shows the interactions between some of the stakeholders: client, subcontractor, and top management. The project manager is a lightning rod, frequently under a storm of pressure and stress. He or she must deal effectively with the changing priorities of the client, the anxieties of his or her own management ever fearful of cost and schedule overruns or technological failures, and the divided loyalties of the personnel assigned to the team. The ability to trade off conflicting goals and to find the optimal balance between conflicting positions is probably the most important skill of the job. In general, project managers require enthusiasm, stamina, and an appetite for hard work to withstand the onslaught of technical and political concerns. Where possible, they should have seniority and position in the organization commensurate with that of the functional managers with whom they must deal. Regardless of whether they are coordinators within a functional structure or managers in a matrix structure, they will frequently find their formal authority incomplete. Therefore, they must have the blend of technical, administrative, and interpersonal skills as illustrated in Figure 1.7 to furnish effective leadership. 1.5 Components, Concepts, and Terminology Although each project has a unique set of goals, there is enough commonality at a generic level to permit the development of a unified framework for planning and control. Project management techniques are designed to handle the common processes and problems that arise during a project’s life cycle. This does not mean, however, that one versed in such techniques will be a successful manager. Experts are needed to collect and interpret data, negotiate contracts, arrange for resources, manage stakeholders, and deal with a wide range of technical and organizational issues that impinge on both the cost and the schedule. The following list contains the major components of a “typical” project. Project initiation, selection, and definition Identification of needs Mapping of stakeholders (who are they, what are their needs and expectations, how much influence and power they have, will they be engaged and by how much and will they be involved in the project and by how much) Figure 1.7 Important skills for the project manager. Figure 1.7 Full Alternative Text Figure 1.8 Major interactions of project stakeholders. Development of (technological and operational) alternatives Evaluation of alternatives based on performances, cost, duration, and risk Selection of the “most promising” alternatives Estimation of the life cycle cost (LCC) of the

promising alternatives Assessment of risk of the promising alternatives Development of a configuration baseline “Selling” the configuration and getting approval Project organization Selection of participating organizations Structuring the work content of the project into smaller work packages using a WBS Allocation of WBS elements to participating organizations and assigning managers to the work packages Development of the project organizational structure and associated communication and reporting facilities Analysis of activities Definition of the project’s major tasks Development of a list of activities required to complete the project’s tasks Development of precedence relations among activities Development of a network model Development of higher level network elements (hammock activities, subnetworks) Selection of milestones Updating the network and its elements Project scheduling Development of a calendar Assigning resources to activities and estimation of activity durations Estimation of activity performance dates Monitoring actual progress and milestones Updating the schedule Resource management Definition of resource requirements Acquisition of resources Allocation of resources among projects/activities Monitoring resource use and cost Technological management Development of a configuration management plan Identification of technological risks Configuration control Risk management and control Total quality management (TQM) Project budgeting Estimation of direct and indirect costs Development of a cash flow forecast Development of a budget Monitoring actual cost Project execution and control Development of data collection systems Development of data analysis systems Execution of activities Data collection and analysis Detection of deviations in cost, configuration, schedule, and quality Development of corrective plans Implementation of corrective plans Forecasting of project cost at completion Project termination Evaluation of project success Recommendation for improvements in project management practices Analysis and storage of information on actual cost, actual duration, actual performance, and configuration Each of these activities is discussed in detail in subsequent chapters. Here, we give an overview with the intention of introducing important concepts and the relationships among them. We also mention some of the tools developed to support the management of each activity. 1. Project initiation, selection, and definition. This process starts with identifying a need for a new service, product, or system. The trigger can come from any number of sources, including a current client, line personnel, or a proposed request from an outside organization. The trigger can come from one or more stakeholders who may have similar or conflicting needs and expectations. If the need is considered important and feasible solutions exist, then the need is translated into technical specifications. Next, a study of alternative solution approaches is initiated. Each alternative is evaluated based on a predetermined set of performance measures, and the most promising compose the “efficient frontier” of possible solutions. An effort is made to estimate the performances, duration, costs, and risks associated with the efficient alternatives. Cost estimates for development, production (or purchasing), maintenance, and operations form the basis of a Life Cycle Cost (LCC) model used for selecting the “optimal” alternative. Because of uncertainty, most of the estimates are likely to be problematic. A risk assessment may be required if high levels of uncertainty are present. The risk associated with an unfavorable outcome is defined as the probability of that outcome multiplied by the cost associated with it. A proactive risk management approach means that major risk drivers should be identified early in the process, and contingency plans should be prepared to handle unfavorable events if and when they occur. Once an alternative is chosen, design details are fleshed out during the concept formulation and definition phase of the project.

Preliminary design efforts end with a configuration baseline. This configuration (the principal alternative) has to satisfy the needs and expectations of the most important stakeholders and be accepted and approved by management. A well-structured selection and evaluation process, in which all relevant parties are involved, increases the probability of management approval. A generic flow diagram for the processes of project initiation selection and definition is presented in Figure 1.9. Figure 1.9 Major activities in the conceptual design phase. Figure 1.9 Full Alternative Text 2. Project organization. Many stakeholders, ranging from private firms and research laboratories to public utilities and government agencies, may participate in a particular project. In the advanced development phase, it is common to define the work content [statement of work (SOW)] as a set of tasks, and to array them hierarchically in a treelike form known as the WBS. The relationship between participating organizations, known as the organizational breakdown structure (OBS) is similarly represented. In the OBS, the lines of communication between and within organizations are defined, and procedures for work authorization and report preparation and distribution are established. Finally, lower-level WBS elements are assigned to lower-level OBS elements to form work packages and a responsibility matrix is constructed, indicating which organizational unit is responsible for which WBS element. At the end of the advanced development phase, a more detailed cost estimate and a long-range budget proposal are prepared and submitted for management approval. A positive response signals the go-ahead for detailed planning and organizational design. This includes the next five functions. 3. Analysis of activities. To assess the need for resources and to prepare a detailed schedule, it is necessary to develop a detailed list of activities that are to be performed. These activities should be aimed at accomplishing the WBS tasks in a logical, economically sound, and technically feasible manner. Each task defined in the initial planning phase may consist of one or more activities. Feasibility is ensured by introducing precedence relations among activities. These relations can be represented graphically in the form of a network model. Completion of an important activity may define a milestone and is represented in the network model. Milestones provide feedback in support of project control and form the basis for budgeting, scheduling, and resource management. As progress is made, the model has to be updated to account for the inclusion of new activities in the WBS, the successful completion of tasks, and any changes in design, organization, and schedule as a result of uncertainty, new needs, or new technological and political developments. 4. Project scheduling. The expected execution dates of activities are important from both a financial (acquisition of the required funds) and an operational (acquisition of the required resources) point of view. Scheduling of project activities starts with the definition of a calendar specifying the working hours per day, working days per week, holidays, and so on. The expected duration of each activity is estimated, and a project schedule is developed based on the calendar, precedence relations among activities, and the expected duration of each activity. The schedule specifies the starting and ending dates of each activity and the accompanying slack or leeway. This information is used in budgeting and resource management. The schedule is used as a basis for work authorization and as a baseline against which actual progress is measured. It is updated throughout the life cycle of the project to reflect actual progress. 5. Resource management. Activities are performed by resources so that before any concrete steps can be taken, requirements have to be identified. This means defining one or more alternatives for meeting the estimated needs

of each activity (the duration of an activity may be a function of the resources assigned to perform it). Based on the results, and in light of the project schedule, total resource requirements are estimated. These requirements are the basis of resource management and resource acquisition planning. When requirements exceed expected availability, schedule delays may occur unless the difference is made up by acquiring additional resources or by subcontracting. Alternatively, it may be possible to reschedule activities (especially those with slack) so as not to exceed expected resource availability. Other considerations, such as minimizing fluctuations in resource usage and maximizing resource utilization, may be applicable as well. During the execution phase, resources are allocated periodically to projects and activities in accordance with a predetermined timetable. However, because actual and planned use may differ, it is important to monitor and compare progress to plans. Low utilization as well as higher-than-planned costs or consumption rates indicate problems and should be brought to the immediate attention of management. Large discrepancies may call for significant alterations in the schedule. 6. Technological management. Once the technological alternatives are evaluated and a consensus forms, the approved configuration is adopted as a baseline. From the baseline, plans for project execution are developed, tests to validate operational and technical requirements are designed, and contingency plans for risky areas are formulated. Changes in needs or in the environment may trigger modifications to the configuration. Technological management deals with execution of the project to achieve the approved baseline. Principal functions include the evaluation of proposed changes, the introduction of approved changes into the configuration baseline, and development of a total quality management (TQM) program. TQM involves the continuous effort to prevent defects, to improve processes, and to guarantee a final result that fits the specifications of the project and the expectations of the client. 7. Project budgeting. Money is the most common resource used in a project. Equipment and labor have to be acquired, and suppliers have to be paid. Overhead costs have to be assigned, and subcontractors have to be put on the payroll. Preparation of a budget is an important management activity that results in a time-phased plan summarizing expected expenditures, income, and milestones. The budget is derived by estimating the cost of activities and resources. Because the schedule of the project relates activities and resource use to the calendar, the budget is also related to the same calendar. With this information, a cash flow analysis can be performed, and the feasibility of the predicted outlays can be tested. If the resulting cash flow or the resulting budget is not acceptable, then the schedule should be modified. This is frequently done by delaying activities that have slack. Once an acceptable budget is developed, it serves as the basic financial tool for the project. Credit lines and loans can be arranged, and the cost of financing the project can be assessed. As work progresses, information on actual cost is accumulated and compared with the budget. This comparison forms the basis for controlling costs. The sequence of activities performed during the detailed design phase is summarized in Figure 1.10. Figure 1.10 Major activities in the detailed design phase. Figure 1.10 Full Alternative Text 8. Project execution and control. The activities described so far compose the necessary steps in initializing and preparing a project for execution. A feasible schedule that integrates task deadlines, budget considerations, resource availability, and technological requirements, while satisfying the precedence relations among activities, provides a good starting point for a project. It is important, however, to remember that successful implementation

of the initial schedule is subject to unexpected or random effects that are difficult (or impossible) to predict. In situations in which all resources are under the direct control of management and activated according to plan, unexpected circumstances or events may sharply divert progress from the original plan. For resources that are not under complete management control, much higher levels of uncertainty may exist, for example, a downturn in the economy, labor unrest, technology breakthroughs or failures, and new environmental regulations. Project control systems are designed with three purposes in mind: (1) to detect current deviations and to forecast future deviations between actual progress and the project plans; (2) to trace the source of these deviations; and (3) to support management decisions aimed at putting the project back on the desired course. Project control is based on the collection and analysis of the most recent performance data. Actual progress, actual cost, resource use, and technological achievements should be monitored continually. The information gleaned from this process is compared with updated plans across all aspects of the project. Deviations in one area (e.g., schedule overrun) may affect the performance and deviations in other areas (e.g., cost overrun). In general, all operational data collected by the control system are analyzed, and, if deviations are detected, a scheme is devised to put the project back on course. The existing plan is modified accordingly, and steps are taken to monitor its implementation. During the life cycle of the project, a continuous effort is made to update original estimates of completion dates and costs. These updates are used by management to evaluate the progress of the project and the efficiency of the participating organizations. These evaluations form the basis of management forecasts regarding the expected success of the project at each stage of its life cycle. Schedule deviations might have implications on a project’s finances or Profit and Loss (P and L), if payments are based on actual progress. If a schedule overrun occurs and payments are delayed, then cash flow difficulties might result. Schedule overruns might also cause excess load on resources as a result of the accumulation of work content. A welldesigned control system in the hands of a well-trained project manager is the best way to counteract the negative effects of uncertainty. 9. Project termination. A project does not necessarily terminate as soon as its technical objectives are met. Management should strive to learn from past experience to improve the handling of future projects. A detailed analysis of the original plan, the modifications made over time, the actual progress, and the relative success of the project should be conducted. The underlying goal is to identify procedures and techniques that were not effective and to recommend ways to improve operations. An effort aimed at identifying missing or redundant managerial tools should also be initiated; new techniques for project management should be adopted when necessary, and obsolete procedures and tools should be discarded. Information on the actual cost and duration of activities and the cost and utilization of resources should be stored in well-organized databases to support the planning effort in future projects. Only by striving for continuous improvement and organizational learning through programs based on past experience is competitiveness likely to persist in an organization. Policies, procedures, and tools must be updated on a regular basis. 1.6 Movement to Project-Based Work Increased reliance on the use of project management techniques, especially for research and development, stems from the changing circumstances in which modern businesses must compete. Pinto (2002) pointed out that among the most important influences promoting a project orientation in recent years have been the following: 1. Shortened product life cycles. Products

become obsolete at an increasingly rapid rate, requiring companies to invest ever-higher amounts in R&D and new product development. 2. Narrow product launch windows. When a delay of months or even weeks can cost a firm its competitive advantage, new products are often scheduled for launch within a narrow time band. 3. Huge influx of global markets. New global opportunities raise new global challenges, such as the increasing difficulty of being first to market with superior products. 4. Increasingly complex and technical problems. As technical advances are diffused into organizations and technical complexity grows, the challenge of R&D becomes increasingly difficult. 5. Low inflation. Corporate profits must now come less from raising prices year after year and more from streamlining internal operations to become ever more efficient. Durney and Donnelly investigated the effects of rapid technological change on complex information technology projects (2013). The impact of these and other economic factors has created conditions under which companies that use project management are flourishing. Their success has encouraged increasingly more organizations to give the discipline a serious look as they contemplate how to become “project savvy.” At the same time, they recognize that, for all the interest in developing a project-based outlook, there is a severe shortage of trained project managers needed to convert market opportunities into profits. Historically, lack of training, poor career ladders, strong political resistance from line managers, unclear reward structures, and almost nonexistent documentation and operating protocols made the decision to become a project manager a risky move at best and downright career suicide at worst. Increasingly, however, management writers such as Tom Peters and insightful corporate executives such as Jack Welch have become strong advocates of the project management role. Between their sponsorship and the business pressures for enhancing the project management function, there is no doubt that we are witnessing a groundswell of support that is likely to continue into the foreseeable future. Recent Trends in Project Management Like any robust field, project management is continuously growing and reorienting itself. Some of the more pronounced shifts and advances can be classified as follows: 1. Risk management. Developing more sophisticated up-front methodologies to better assess risk before significant commitment to the project. 2. Scheduling. New approaches to project scheduling, such as critical chain project management, that offer some visible improvements over traditional techniques. 3. Structure. Two important movements in organizational structure are the rise of the heavyweight project organization and the increasing use of project management offices. 4. Project team coordination. Two powerful advances in the area of project team development are the emphasis on cross-functional cooperation and the model of punctuated equilibrium as it pertains to intra-team dynamics. Punctuated equilibrium proposes that rather than evolution occurring gradually in small steps, real natural change comes about through long periods of status quo interrupted by some seismic event. 5. Control. Important new methods for tracking project costs relative to performance are best exemplified by earned value analysis. Although the technique has been around for some time, its wider diffusion and use are growing. 6. Impact of new technologies. Internet and web technologies have given rise to greater use of distributed and virtual project teams, groups that may never physically interact but must work in close collaboration for project success. 7. Lean project management. The work of teams of experts from academia and industry led to the development of the guide to lean enablers for managing engineering programs (2012). The list of these enablers and the way they should be implemented is an important step in the development and application of lean project management methodologies.

8. Process-based project management. The PMBOK (PMI Standards Committee 2012) views project management as a combination of the ten knowledge areas listed in Section 1.14.1. Each area is composed of a set of processes whose proper execution defines the essence of the field. 1.7 Life Cycle of a Project: Strategic and Tactical Issues Because of the degree to which projects differ in their principal attributes, such as duration, cost, type of technology used, and sources of uncertainty, it is difficult to generalize the operational and technical issues they each face. It is possible, however, to discuss some strategic and tactical issues that are relevant to many types of projects. The framework for the discussion is the project life cycle or the major phases through which a “typical” project progresses. An outline of these phases is depicted in Figure 1.11 and elaborated on by Cleland and Ireland (2006), who identify the long-range (strategic) and medium-range (tactical) issues that management must consider. A synopsis follows. Figure 1.11 Project life cycle. Figure 1.11 Full Alternative Text 1. Conceptual design phase. In this phase, a stakeholder (client, contractor, or subcontractor) initiates the project and evaluates potential alternatives. A client organization may start by identifying a need or a deficiency in existing operations and issuing a request for proposal (RFP). The selection of projects at the conceptual design phase is a strategic decision based on the established goals of the organization, needs, ongoing projects, and long-term commitments and objectives. In this phase, expected benefits from alternative projects, assessment of cost and risks, and estimates of required resources are some of the factors weighed. Important action items include the initial “go/no go” decision for the entire project and “make or buy” decisions for components and equipment, development of contingency plans for high-risk areas, and the preliminary selection of subcontractors and other team members who will participate in the project. In addition, upper management must consider the technological aspects, such as availability and maturity of the required technology, its performance, and expected usage in subsequent projects. Environmental factors related to government regulations, potential markets, and competition also must be analyzed. The selection of projects is based on a variety of goals and performance measures, including expected cost, profitability, risk, and potential for follow-on assignments. Once a project is selected and its conceptual design is approved, work begins on the second phase where many of the details are ironed out. 2. Advanced development phase. In this phase, the organizational structure of the project is formed by weighing the tactical advantages and disadvantages of each possible arrangement mentioned in Section 1.3.4. Once a decision is made, lines of communication and procedures for work authorization and performance reporting are established. This leads to the framework in which the project is executed. 3. Detailed design phase. This is the phase in a project’s life cycle in which comprehensive plans are prepared. These plans consist of: Product and process design Final performance requirements Detailed breakdown of the work structure Scheduling information Blueprints for cost and resource management Detailed contingency plans for high-risk activities Budgets Expected cash flows In addition—and most importantly—procedures and tools for executing, controlling, and correcting the project are developed. When this phase is completed, implementation can begin since the various plans should cover all aspects of the project in sufficient detail to support work authorization and execution. The success of a project is highly correlated with the quality and the depth of the plans prepared during this phase. A detailed design review of each plan and each aspect of the project is, therefore, conducted before approval.

A sensitivity analysis of environmental factors that contribute to uncertainty also may be needed. This analysis is typically performed as part of “what-if” studies using expert opinions and simulation as supporting mechanisms. In most situations, the resources committed to the project are defined during the initial phases of its life cycle. Although these resources are used later, the strategic issues of how much to spend and at what rate are addressed here. 4. Production or execution phase. The fourth life-cycle phase involves the execution of plans and in most projects dominates the others in effort and duration. The critical strategic issue here relates to maintaining top management support, while the critical tactical issues center on the flow of communications within and among the participating organizations. At this level, the focus is on actual performance and changes in the original plans. Modifications can take different forms—in the extreme case, a project may be canceled. More likely, though, the scope of work, schedule, and budget will be adjusted as the situation dictates. Throughout this phase, management’s task is to assign work to the participating parties, to monitor actual progress and compare it with the baseline plans. The establishment and operation of a well-designed communications and control system therefore are necessary. Support of the product or system throughout its entire life (logistic support) requires management attention in most engineering projects for which an operational phase is scheduled to follow implementation. The preparation for logistic support includes documentation, personnel training, maintenance, and initial acquisition of spare parts. Neglecting this activity or giving it only cursory attention can doom an otherwise successful venture. 5. Termination phase. In this phase, management’s goal is to consolidate what it has learned and translate this knowledge into ongoing improvements in the process. Current lessons and experience serve as the basis for improved practice. Although successful projects can provide valuable insights, failures can teach us even more. Databases that store and support the retrieval of project management information related to project cost, schedules, resource utilization, and so on are assets of an organization. Readily available, accurate information is a key factor in the success of future projects. 6. Operational phase. The operational phase is frequently outside the scope of a project and may be carried out by organizations other than those involved in the earlier life-cycle stages. If, for example, the project is to design and build an assembly line for a new model of automobile, then the operation of the line (i.e., the production of the new cars) will not be part of the project because running a mass production system requires a different type of management approach. Alternatively, consider the design and testing of a prototype electric vehicle. Here, the operational phase, which involves operating and testing the prototype, will be part of the project because it is a one-time effort aimed at a ver… CLICK HERE TO GET A PROFESSIONAL WRITER TO WORK ON THIS PAPER AND OTHER SIMILAR PAPERS CLICK THE BUTTON TO MAKE YOUR ORDER

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Sydney Opera House Receives $150m in Upgrades

Sydney Opera House Receives $150m in Upgrades

(Photo credit: Steven Siewert)   Australia’s Sydney Opera House (SOH) is set to re-open to the public on July 20, 2022, having received the largest renovation of its half-century history. The upgrades, which came at a total cost of more than $150 million AUD, will improve the hall’s acoustics and help it to cater to a wider variety of musical genres. Prior to the renovation, the SOH’s acoustics…

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These are the rules of Punto Blanco, which stays essentially the most prevalent version of baccarat. There are two extra variations - French Baccarat and Baccarat Banque, which, nevertheless, receive less consideration from casinos. In 1963, the primary all-electromechanical "Money Honey" slot machine was invented by the Bally firm. It is the world's first slot machine with an automated payout of as a lot as 500 cash without outer intervention.

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Casinos then began to look more like castles than conventional playing halls, and the competition for drawing the wealthiest gamblers grew to become fierce. Prior to its opening, several unlawful bets had been made local authorities couldn't regulate that. But after the opening of the world's first casino, strict guidelines and measures started being formulated to govern the complete gaming industry. Click and pick - that is another bonus opportunity in virtual slots that you should be acquainted with. It will give you an extra bonus round, during which you will click on totally different objects. The Four Kings Casino & Slots is a dwelling, respiration world that is continually evolving with new events, clothing, and games. You can socialize and play at low restrict tables, or you possibly can work your means into the VIP and High Rollers sections and play for prime stakes. The top ranked players on the end of every season in the casino are awarded with unique in-game rewards. favorite slots Seasons last 3 months and the Number 1 ranked player will get their picture posted within the Hall Of Fame. As said, there are a quantity of online casino game suppliers, or software developers as they are additionally called. However, the market demand had modified for the explanation that gambling regulation in Russia obtained strict, and Igrosoft major focus switched to online casino options. Igrosoft staff uses years of experience to provide online casino operators with their widely recognizable themes based mostly on Flash expertise. After 1990, a lot of the slots have been digitized, and a variety of the world's first online casinos were registered. Based in Buenos Aires, Argentina, Vibra Gaming is an thrilling developer specializing in the Latin American market. Founded in 2020 in Cyprus, Gamebeat is a provider filled with ardour and vitality, desperate to introduce the world to their exceptional video slots. Appealing graphics, immersive sound design, and varied themes are sure to pleasantly surprise even the most discerning players. Skywind Group was founded in Minsk in 2012, and shortly expanded to add workplaces in Kiev, Sofia, Nicosia, and Sydney, in addition to headquarters in the Isle of Man. The Spanish company has been working in the online gambling market since 2011.

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The titles they fancy cowl a broad spectrum - from traditional to incredible. Playtech - Playtech slot games are typically well-known among the many online casino group. The products of this developer are fascinating to the users with distinctive graphics, multiple bonuses, and money prizes. The firm's huge game catalog contains Gladiator, Beach Life, Monty Python's Spamalot slots and different masterpieces. By enjoying free slots, you will get adapted to these kind of casino games.

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"The Maharani of Cooch Behar, 1887" by Sydney Prior Hall