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Infrastructure Projects in Russia

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Title: Infrastructure Projects in Russia


1
Infrastructure Projects in Russia
  • Vladimir Liberzon, PMP
  • Spider Project Team

2
Introduction
  • In this presentation we will discuss proven tools
    and techniques that are applied to management of
    large-scale infrastructure projects and programs
    in Russia
  • The questions during the presentation are
    welcomed!

3
Part 1
  • Large-scale Infrastructure Programs in Russia
  • Overview

4
Infrastructure Programs in Russia
  • Russia launched many large-scale state
    infrastructure projects last years.
  • They include
  • Development of Sochi region as Recreation Area
    and preparation of Winter Olympic Games 2014,
  • Construction of trans-Syberian highways,
  • Construction of Dams and Power Plants around
    Russia,
  • Development of Russian Pacific Area and
    preparation of Asia-Pacific Summit in 2012,
  • Nuclear Power Plants Construction Program, etc.

5
Infrastructure Programs in Russia
  • These programs have multi-billion budgets,
    involve many organizations and include many
    inter-related projects.
  • Our company is involved in management of almost
    all of them. We participate as consultants,
    coaches and members of program management teams.
  • Management of such programs is very complex and
    we will discuss its organization and management
    approaches that proved their efficiency.

6
  • Sochi 2014

7
Winter Olympic Games 2014
  • Preparation of Winter Olympic Games 2014 Program
    includes 213 construction projects.
  • They include
  • Construction of Olympic objects like stadiums,
    arenas, tramplines, ski areas, etc.
  • Transportation infrastructure including roads,
    rail roads, airport
  • Utility infrastructure,
  • Energy infrastructure including Power Plants,
    electric lines, gas pipelines
  • Hospitality infrastructure including Olympic
    villages, hotels, parks and recreation areas,

8
Winter Olympic Games 2014
  • Sochi Olympic Games will be held at two major
    areas
  • one of them is on-shore cluster with Stadiums for
    ice hockey, figure skating, curling, and similar
    sports,
  • Mountain cluster will be host for slalom,
    downhill, biathlon
  • These clusters will be connected by auto and rail
    roads through mountains. Construction of this
    roads includes six tunnels and eight bridges

9
Winter Olympic Games 2014
  • Development of Sochi area will also include
  • gas pipeline construction,
  • creating of area transport infrastructure
    (widening of existing rail road,
  • construction of roads on the shore and in the
    mountains)

10
  • Trans-Syberian Highways

11
Trans-Syberian Highways
  • Only the railway connects Russian Pacific Area
    with the rest of Russia.
  • The program launched now will connect all parts
    of Russia by modern highways.
  • Road construction projects are simultaneously
    launched in Russian Pacific Area and in Siberia.

12
Trans-Syberian Highways
  • In the Pacific Area the program includes
    following highway construction projects

13
Trans-Syberian Highways
  • There are several dozens construction companies
    that build these roads.
  • The program is managed by specially created state
    owned management company.

14
Boguchansk Dam
15
Boguchansk Dam
  • Boguchansk Dam in the middle of Siberia on Angara
    river is one of the largest.
  • Planned capacity is 3000 Mv
  • Length exceeds 2.5 km,
  • Artificial lake will cover 2,326 km2

16
Development of Russian Pacific Area
  • Russian Pacific Area Development Program has top
    priority.
  • Russian Government invests huge money to develop
    this area that was always remote and unpopulated.
  • This program will create a new face for
    Vladivostok, Russian Pacific Capital.
  • Two huge bridges over the ocean will be built.

17
Development of Russian Pacific Area
  • Bridge to Russkiy Island
  • Total Length - 3100 m
  • Central Part - 1104 m
  • Width of the road - 23,8 m
  • Pylon Height - 320 m
  • Height over sea - 70 m

18
Other Programs
  • Russia plans to invest more 60bln in the
    construction of new Nuclear Power Plants
  • Russia plans to construct high speed railway
    between Moscow and St. Peterbourg
  • Russia invests in the development of modern
    technologies (Nano technologies in particular)
  • Economic crisis somewhat slowed the development
    but major programs did not stopped.

19
Program Management
  • All large-scale programs are managed by specially
    created management companies
  • Olimpstroy for Sochi 2014
  • Far East Directorate for Pacific Development
    Program,
  • Far East Road Construction Directorate,
  • Atomenergoprom for Nuclear Power Plants Program,
  • Etc.
  • Management of Russian large-scale programs is
    based on similar approaches that we will discuss
    in this presentation.

20
Part 2
  • Program, Portfolio Management System Organization

21
Program and Portfolio Management Requirements
  • To make Programs and Portfolios manageable there
    are certain requirements to all Program/Portfolio
    participants and projects that include
  • Common methodology shall be used for scheduling,
    budgeting, reporting and analyzing project data,
  • The same or compatible PM software shall be used,
  • The same WBS templates shall be applied to all
    projects in the program/portfolio,
  • The same resource, cost, material dictionaries
    shall be used in all schedule models and reports,
  • The same production norms and unit costs shall be
    used for contracting and estimating project
    performance

22
Program Management Office
  • PMO is an organizational unit to centralize and
    coordinate the management of projects under its
    domain. This unit was created in every Program
    management organization.
  • Main departments of PMO (by functions)
  • Methodology
  • Analysis
  • Correspondence and Archives
  • Program/Portfolio Management

23
PMO Methodology Department
  • Main functions of Methodology department
  • Development and actualization of the Project
    Management Guidelines and other Program
    management standards and requirements,
  • Organization of Project staff training,
  • Consulting, coaching, auditing Program
    participants
  • Development and actualization of the organization
    knowledge base.

24
PMO Analysis Department
  • PMO Analysis department
  • Develops and implements Program dictionaries and
    reference-books for costs, resources, materials
  • Develops project WBS and other templates
  • Helps project planners with creating project
    computer model, project scheduling and budgeting,
    performance monitoring and reporting
    organization,
  • Develops and applies standards for group work
    with the Program files and data.

25
PMO Analysis Department
  • PMO Analysis department
  • Develops and works with the Program computer
    model,
  • Regularly collects and analyzes actual data,
  • Manages Program computer models archives,
  • Supplies project stakeholders with the
    performance reports and other necessary
    information,
  • Maintains PMIS and data safety.

26
PMO Archive Department
  • PMO Communication and Archive department
  • Manages communications with program stakeholders,
  • Manages program archives,
  • Creates and maintains the library of past
    projects archives.

27
PMO Program Management Department
  • PMO Program Management department functions
  • Program Scheduling and Management,
  • Management of project priorities,
  • Management of Program Risks,
  • Dealing with conflicting and competing project
    requirements,
  • Analysis of change requests and Integrated Change
    Control

28
PM Information System
  • Most large-scale programs in Russia are managed
    using Spider Project software that is considered
    as most functional, powerful and flexible system.
  • Spider Project usage is required from all
    programs participants. It makes data
    consolidation and management easier and more
    reliable.

29
PM Information System
  • One of the reasons for selecting Spider Project
    as the program management tool is based on its
    ability to work with physical quantities
    (volumes) of work to be done on project
    activities.
  • It helps to implement corporate norms like unit
    (physical) costs, unit material requirements,
    resource productivities (units per hour), etc.
  • Spider Project permits to create program
    (corporate) templates, dictionaries, and
    databases (reference-books) that are necessary
    for proper program management.

30
Part 3
  • Program/Project Data

31
Data requirements
  • The requirements to the data that are used for
    program planning and control may be divided into
    two main groups
  • High level requirements based on
    program/portfolio management needs,
  • Low level requirements that shall be applied to
    creating project computer models.
  • High level requirements consider data
    organization,
  • Low level requirements cover details and
    instructions on creating project computer models.

32
Organizing data
  • The same Project, Phase, Activity, Resource,
    Material, and Department coding structures are
    used in all projects,
  • Resources that are used in all projects belong to
    the program (corporate) resource pool,
  • Resources of the same type share the same
    characteristics (like cost, production rates,
    material consumption per work hour),

33
Organizing data
  • Program management systems have specific
    requirements that are vital for successful
    implementation.
  • It is necessary to be sure that
  • WBS structures that are used in different
    projects of the program are compatible,
  • Project costs have the same structure in all
    projects (same cost components are used),
  • Cost accounts are the same in all projects,

34
Organizing data
  • Activities of the same type have the same
    characteristics in all projects (like unit cost,
    material requirements per work volume unit,
    etc.),
  • Typical resource assignments have the same
    characteristics in all projects (like
    productivity, cost and material requirements),
  • Typical (repeating) processes are modeled in the
    same way in all projects,
  • Project archives are kept and stored as required.

35
Organizing data
  • These requirements are set on the Program level
    and are mandatory for all program participants.
  • Templates, reference-books, coding systems etc.
    are developed in the Program Management Office.

36
Program Databases (Reference-Books)
  • Activities, resources and resource assignments
    belong to the same type if they share the same
    characteristics like unit costs, material
    consumptions per work volume unit, productivity,
    etc.
  • Program Management office creates Databases or
    Reference-books that contain those parameters
    that shall be used for planning of all projects
    of the Program.

37
Program Databases (Reference-Books)
  • Program Reference-books include at least
  • Activity cost and material requirements per
    volume unit for all activity types,
  • Resource assignment cost and material
    requirements per volume unit for all assignment
    types,
  • Resource assignment productivities for all
    assignment types,
  • Resource assignment work loads for all assignment
    types.

38
Typical Fragment Library
  • Project fragments usually describe typical
    processes and technologies that are used more
    than once as small projects.
  • Creating project computer models using the
    library of typical fragments helps to avoid
    inconsistencies and assures that the project
    model follows Program standards.
  • A library of typical fragments is very important
    tool for the development of common culture and
    management standards.

39
Program Templates
  • Program management has to be based on the program
    standards. These standards include not only
    estimates of the typical activity and assignment
    parameters process and but also project
    templates.
  • Besides Program Management Guideline developed in
    the Program Management Office describes Program
    management routine (when and what reports shall
    be presented, performance review meetings
    schedule, etc.) and change management processes.

40
Organizing data
  • This slide shows WBS template for construction
    projects required by Program Management Office of
    Olimpstroy.

41
Project Data Structure
  • The main elements of any project computer model
    include
  • project activities,
  • activity dependencies,
  • resources and their assignments,
  • calendars,
  • Costs,
  • Project, Work, Resource and Cost Breakdown
    Structures.

42
Project Data Structure
  • Now we will discuss special requirements to
    project data that are necessary for most
    infrastructure projects.
  • Some of these requirements are used in the
    process of project schedules assessment.

43
Activity Data
  • Usually project activities are characterized by
    their duration or effort. But in most cases and
    especially in construction projects it is
    necessary to set activitys physical volume (or
    quantity) of work.
  • Activity volume can be measured in meters, tons,
    etc., planned work hours, percents or any other
    units.
  • Unlike activity duration, activity volume does
    not depend on assigned resources.
  • Project performance reports always include actual
    volumes that were done on project activities.

44
Activity Data
  • By introducing activity volumes, we will be able
    to use Program/corporate databases that define
  • cost and material requirements per activity
    volume unit for different activity types.
  • Resource assignment productivity or production
    rate for different assignment types.
  • Activity duration is calculated basing on
    activity volume and assigned resource
    productivities. PMBOK Guide call this method as
    Parametric Estimating of Activity Duration.

45
Dependency Data
  • Many infrastructure projects include linear
    construction (roads, railroads, pipelines, etc.).
    In such projects many types of work can be done
    in parallel but on some distance between them.
    Such logical dependency may be described as Start
    to Start link with Volume Lag.
  • But Start to Start link shall be supported by
    Finish to Finish link to prevent preceding
    activity catching succeeding activity. So it is
    necessary to set more than one link between
    activities and to check if Start to Start links
    are supported by Finish to Finish links.

46
Resource Data
  • Resources are divided into two classes
  • renewable (human resources and mechanisms) and
  • consumable (materials).
  • It makes possible to assign materials to
    resources defining their consumption per resource
    work hour or work volume unit.
  • Example a car consumes gas.

47
Resource Data
  • Besides the individual resources there is a need
    to set resource crews (we call them
    multi-resources) and resource skills (roles).
  • Multi-resources are the settled groups of
    resources working together.
  • Multi-resources can be assigned on activity
    execution.
  • Assigning multi-resource project planner assigns
    all resources that belong to this multi-resource.

48
Resource Data
  • If resources can do the same work then they
    belong to the same Skill set or Resource
    Assignment Pools.
  • Resources with the same skills are
    interchangeable though they may have different
    productivities performing the same activities.
  • One resource can belong to many Skill sets.
  • Example excavators of different types that may
    be used on earth moving works.

49
Assignment Data
  • Resource Assignments have their own
    characteristics including
  • Resource productivity on assignment,
  • Assignment cost (may be fixed, per unit of work
    volume, or per hour),
  • Assignment material consumption (fixed, per unit
    of volume, or per hour),
  • Resource workload ( or resource work time that
    is required on concrete assignment)

50
Assignment Data
  • Assigning resources to activities implies the
    notion of a team - a group of resources working
    on an activity together. The team can include
    individual resources, multi-resources and skills.
  • If resources belong to different teams then they
    can work independently of each other at different
    time. This is the way to simulate working in
    different shifts on the same activities.

51
Assignment Data
  • Resources can consume materials in the process of
    their work. Besides, materials can be assigned to
    activities or resource assignments directly. In
    some projects it is necessary to simulate not
    only material consumption but also production or
    supply of resources and materials on activities
    and assignments.

52
Calendars
  • Separate calendars can be set for all activities,
    resources and time lags.
  • Availability of all these calendars is important
    for the proper project performance simulation.

53
Cost Data
  • Usually it is not enough just to define activity
    and resource costs. It is necessary to know
    project expenses and revenues, what will be spent
    on wages, on machinery and equipment, on taxes,
    etc. Sometimes it is necessary to allow for
    multiple currencies. So there is a need to define
    and assign cost components.
  • Cost Structure shall be the same in all projects
    belonging to the Program and is defined on the
    Program level.

54
Material, Resource and Cost Centers
  • There is a need to get different reports on the
    groups of cost components, materials and
    resources. That is why it is necessary to define
    Cost, Material and Resource Centers
  • Material center can include any group of
    materials.
  • Resource center can include any group of
    resources.
  • Cost center includes selected cost components.
  • Using material, resource, cost centers permits to
    get group reports (all pipes, all workforce) and
    to manage parallel budgets (actual expenses,
    contract costs, etc.).

55
Multiple WBS
  • It is also very useful to have an opportunity to
    get project reports that aggregate project data
    different ways. Usually we use at least three
    Work Breakdown Structures in our projects based
    on project deliverables, project processes and
    responsibilities.
  • At least one WBS is mandatory and required by
    Program Management Office. Others may be selected
    by project management teams.

56
Contract Breakdown Structure
  • Contract Breakdown Structure is the powerful tool
    for management of contract relationships. The
    same organizations are involved in multiple
    projects and in different programs.
  • Contract Breakdown Structures are used to get
    reports on the contract performance and contract
    cash flows.

57
Cost Breakdown Structure
  • Cost Breakdown Structure for contract costs is
    defined by Program Management Office.
  • Contractors can add cost components and create
    Cost centers for planning and tracking real
    expenses.
  • We manage not only expenses but also financing.
  • Program managers control program, project and
    contract cash flows.

58
Project Archives
  • The planners should be able to store project
    versions and to analyze the progress in project
    execution, comparing current project and
    portfolio schedules not only with the baseline
    but also with any previous version. It enables to
    assess the progress in project execution for the
    last week, last month, last year, compared to the
    baseline, etc.

59
Typical Fragment Library
  • Project fragments usually describe typical
    processes and technologies that are used more
    than once as small projects.
  • Creating project computer models using the
    library of typical fragments helps to avoid
    inconsistencies and assures that the project
    model follows corporate standards.
  • A library of typical fragments is very important
    tool for the development of common culture and
    management standards.

60
Part 4
  • Program/Project Scheduling

61
Scheduling Tasks
  • Program/Project scheduling without the resource
    limitations taken into the consideration,
  • Program/Project resource constrained scheduling
    (resource leveling),
  • Determination of feasible time floats for
    Program/Project activities and those activities
    that are critical,
  • Determination of the Program/Project cost,
    material and resource requirements for any time
    period,

62
Scheduling Tasks
  • Determination of renewable resources utilization
    in time,
  • Risk analysis and development of the
    Program/Project schedule and other parameters
    allowing for the risks,
  • Program/Project performance measuring,
  • Program/Project performance analysis and
    forecasting main project parameters.

63
Tasks to solve
  • The problem of project schedule development
    without allowing for resource constraints has a
    correct mathematical solution (Critical Path
    Method), which would be the same for all PM
    packages, provided that initial data are
    identical. All other problems are solved using
    different approaches and yielding different
    results.

64
Resource constrained scheduling
  • Resource constrained schedules produced by
    different PM software are different. The software
    that calculates shorter resource constrained
    schedules may save a fortune to its users.
  • That is why we pay most attention to
    resource-constrained schedule optimization.

65
Resource constrained scheduling
  • The schedule stability is no less important,
    especially at the project execution phase.
  • That is why our project management software
    Spider Project features an additional option -
    the support of the earlier project version
    schedule (keeping the order of activity execution
    the same as in selected earlier project schedule).

66
Sample Project before leveling
  • Traditional notion of Critical Path works only in
    case of unlimited resources availability.
  • Let us consider a simple project consisting of
    five activities, presented at the next slide.
  • Activities 2 and 5 are performed by the same
    resource.

67
Sample Project after leveling
  • Please pay attention to activities that became
    critical. Now delaying each of the activities 1,
    2 and 5 will delay the project finish date. We
    call these activities Resource Critical and their
    sequence comprises Resource Critical Path.

68
Resource Critical Path
  • In many projects it is necessary to simulate
    financing and production, and calculate project
    schedules taking into account all limitations
    (including availability of renewable resources,
    material supply and financing schedules). True
    critical path should account for all schedule
    constraints including resource and financial
    limitations.

69
Resource Critical Path
  • We call it Resource Critical Path (RCP) to
    distinguish it from the traditional
    interpretation of the critical path definition.
  • The calculation of RCP is similar to the
    calculation of the traditional critical path with
    the exception that both early and late dates (and
    corresponding activity floats) are calculated
    during forward and backward resource (and
    material, and cost) leveling.

70
Resource Constrained Floats
  • This technique permits to obtain resource
    constrained floats.
  • Activity resource constrained float shows the
    period for which activity execution may be
    postponed within the current schedule with the
    set of resources available in this project.

71
RCP and Critical Chain
  • It appears that by adding financial and supply
    constraints to the Critical Chain definition as
    well as the way of the Critical Chain
    calculation, we will obtain something very
    similar to RCP.

72
Part 4
  • Success Criteria

73
Project Success Criteria
  • If project success criteria are set as finishing
    project in time and under budget then proper
    decision making will be complicated.
  • Project managers will not be able to estimate the
    effect of their decisions to spend more money but
    to finish the project earlier.
  • If some project is business oriented then this
    project has to have business criteria of its
    success or failure.

74
Project Success Criteria
  • One of potential options to set the profit that
    should be achieved at some point in time basing
    on the forecast of the revenues that will be
    obtained after the project will deliver its
    results.
  • Such success criterion will permit to weight time
    and money making managerial decisions.

75
Project Success Criteria
  • At the next slide you may see the project
    schedule that is calculated without allowing for
    project financing and supply restrictions. There
    are periods when project has no money to proceed
    and necessary materials (wall frames) are absent.

76
Project Success Criteria
  • But if project manager will find enough money and
    materials then project total profit to some
    imposed date will be close to 219,000.

77
Project Success Criteria
  • If to calculate project resource, financing and
    supply constrained schedule than total profit
    will become more than 25,000 less.

78
Project Success Criteria
  • Maybe it is reasonable to borrow money or to find
    some other solution?
  • To be able to weight options and to choose the
    best it is necessary to simulate not only
    expenses. This approach is especially important
    for portfolio management.

79
Part 5
  • Risk Analysis
  • Success Driven
  • Project Management

80
Why risk analysis
  • Our experience of project planning shows that the
    probability of successful implementation of
    deterministic project schedules and budgets is
    very low. Therefore project and portfolio
    planning technology should always include risk
    simulation to produce reliable results.

81
Risk Simulation
  • Risk simulation may be based on Monte Carlo
    simulation or use three scenarios approach that
    will be described further.

82
Risk Simulation three scenarios approach
  • A project planner obtains three estimates
    (optimistic, most probable and pessimistic) for
    all initial project data (duration, volumes,
    productivity, calendars, costs, etc.).
  • Risk events are selected and ranked using the
    usual approach to risk qualitative analysis.
    Usually we recommend to include risk events with
    the probability exceeding 90 in the optimistic
    scenario, exceeding 50 in the most probable
    scenario, and all selected risks in the
    pessimistic scenario.

83
Risk Simulation three scenarios approach
  • The most probable and pessimistic project
    scenarios may contain additional activities and
    costs due to corresponding risk events and may
    employ additional resources and different
    calendars than the optimistic project scenario.
    As the result project planner obtains three
    expected finish dates, costs and material
    consumptions for all major milestones.

84
Desired Parameters
  • They are used to rebuild probability curves for
    the dates, costs and material requirements.
  • Defining desired probabilities of meeting project
    targets a project planner obtains desired finish
    dates, costs and material requirements for any
    project deliverable.

85
Success Probabilities
  • If the targets were approved then it is necessary
    to calculate the probabilities of meeting
    required project targets. If they are reasonable
    then they may be accepted.
  • Probabilities to meet approved project targets we
    call Success Probabilities. These targets may
    include all project parameters that will be
    controlled (profit, expenses, duration, material
    consumption).

86
Baseline
  • Target dates do not belong to any schedule.
    Usually they are between most probable and
    pessimistic dates. A set of target dates and
    costs (analogue of milestone schedule) is the
    real project baseline.
  • But baseline schedule does not exist!

87
Buffers
  • We recommend to use optimistic schedule for
    setting tasks for project implementers and manage
    project reserves.
  • Project planner obtains not only the set of
    target dates but also a critical schedule a
    project schedule calculated backward from target
    dates. The difference between current and
    critical dates shows current schedule contingency
    reserves (buffers).

88
Sample Critical Schedule
  • There are time, cost and material buffers that
    show contingency reserves not only for a project
    as a whole (analogue of Critical Chain project
    buffer) but also for any activity in the
    optimistic project schedule.

89
Success Probability Trends
  • The best way to measure project performance is to
    estimate what is going on with the project
    success probabilities. If they raise it means
    that contingency reserves are spent slower than
    expected, if they drop it means that project
    performance is not as good as it was planned and
    corrective actions are needed.

90
Success Probability Trends
  • Success probabilities may change due to
  • Performance results
  • Scope changes
  • Cost changes
  • Risk changes
  • Resource changes

91
Success Probability Trends
  • Thus success probability trends reflect not only
    project performance results but also what is
    going on around the project.
  • We consider success probability trends as the
    really integrated project performance measurement
    tool.

92
Success Probability Trends
  • Success probability trends may be used as the
    only information about project performance at the
    top management level because this information is
    sufficient for performance estimation and
    decision making.

93
Success Driven Project Management
  • We call the described methodology Success Driven
    Project Management.

94
Success Driven Project Management
  • If project performance is estimated by success
    probability trends then project managers are
    encouraged to resolve uncertainties ASAP. This
    can increase success probabilities even with
    activity finish delays cost overruns.
  • Postponing problem activities leads to negative
    trends in success probabilities.

95
Success Driven Project Management
  • This attribute of success probability trends is
    especially useful in new product development
    project management.
  • On the corporate level it is very useful to know
    trends and current probabilities of meeting
    targets for all portfolio projects.

96
Part 6
  • Conclusions

97
Corporate PM Tools and Techniques
  • Organizing data in a way that supports proper
    resource work simulation and application of
    corporate norms and standards.
  • Creating a set of reference-books and the fragnet
    libraries that are obligatory for creating
    project computer models.

98
Corporate PM Tools and Techniques
  • Calculating Resource Critical Path and resource
    constrained floats for every project and project
    portfolio.
  • Risk assessment and simulation.
  • Defining project success and failure criteria
    that reflect achieving project business goals.

99
Corporate PM Tools and Techniques
  • Defining project targets (and corresponding
    contingency reserves) that may be achieved with
    reasonable probabilities.
  • Regularly recalculating the current probabilities
    of meeting project targets during execution and
    analyzing success probability trends. Negative
    success probability trends require corrective
    actions.

100
Success Driven Project Management Flowchart
REFERENCE-BOOKS Resources Materials Cost
Components Cost Breakdown Structure Resource
Breakdown Structure Calendars Resource
Productivities Unit Costs Material Requirements
per Volume Unit Skills Multi-Resources
Code Structures
Typical Fragnet Library
Project Schedule
WBS Templates
Project Budget
Project Portfolio
Risk Analysis
Risk Register
Issue Register
Success and Failure Criteria
Performance Reports
Success and Failure Probabilities
Corrective Actions
-
Success Probability Trends
Work Authorization
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