1. Project Plan
Deep-Sea Exploration Training Project
By
Janice Horoschak
Walden University
Project Management in Education and Training
EDUC-6145
Dr. Van Erp
June 22, 2013

2. Table of Contents
 Statement of Work
 Project Scope and Rationale Statement
 Work Breakdown Structure
 Linear Responsibility Chart
 Gantt Chart Rationale Statement
 Project Schedule and Resource Allocation Plan (Gantt Chart: Detailed/Overview)
 Project Communication Rationale Statement
 Project Communication Planner
 Project Communication Chart
 Project Closeout Checklist
 References

3. Statement of Work 1
Statement of Work
During the review process, Case Study #23 “Developing Learning Objects for Adult
Learners” (Ertmer & Quinn, 2007), it was discovered that there were several challenges ahead
for this instructional design project. Third Eye Media’s e-learning production manager, Simon
Wilcowsky, was assigned to head up this project and knew there were several demands from the
client, The Australian Vocational Network (AVN). Within this statement of work, there will be
many theories and strategies materialized that will lead to the thorough execution of the project’s
success.
The rigorous stipulations of AVN and the eagerness for Third Eye Media to keep this
contract from this premier vocational organization require specific guidelines need to be
concentrated upon. The Proof-of Concept must be 40% to completion by the three week
deadline and budget of $100,000. The online learning modules of the project will include
interactivity and authenticity that AVN initially requested for accrediting and re-accrediting
employees, while also incorporating technical specifications and project requirements to meet the
client’s needs. With the narrow deadline and loss of key players of the project, a Linear
Responsibility Chart and a Work Breakdown Structure (Portny, Mantel, Meredith, Shafer,
Sutton, & Kramer, 2008) must be completed immediately and presented to all key players to
hold applicable parties accountable and show the client the revision and expectations of the
project.

4. Project Scope and Rationale Statement 1
Client Name The Australian Vocational Network (AVN)
Company Name Third Eye Media
Project Name Deep-Sea Oil Exploration Employee Training Project
Project Duration 3 weeks
Start Date June 3, 2013
End Date June 21, 2013
Project Tracking Number JSH06032013
Rational Statement:
The Australian Vocational Network (AVN). AVN has a high expectation for their learning
project to be developed with technical specifications, interactivity, and authenticity, as well as,
other criteria within deep-sea oil exploration for the purposes of accrediting and re-accrediting
employees. AVN has an innovative demand of development for their learning projects that is not
to the industry norm. AVN has been unhappy with previous clients and expected a Proof of
Concept 40% of the final project within a 3 week duration and a $100,000 budget.
Purpose:
 Develop a competency-based training in deep-sea oil exploration for The Australian
Vocational Network.
 Develop a Proof-of-Concept that was 40% to the final product to avoid the Australian
Vocational Network pulling the contract.
 Project must comply with SCORM, be self-contained, and deliverable through Learning
Management System.

5. Project Scope and Rationale Statement 2
Objectives:
 Training will accredit new and re-accredit existing employees.
 Modules will contain better structure and clear pathways through content topics.
 Modules will include interactivity and authenticity that AVN initially requested.
Constraints:
 Project must be completed in 3 weeks.
 The budget of the project is $100,000.
 Hiring of additional employees may be needed to meet deadline.
Assumptions:
 Disagreements between AVN project manager and Industry Committee should be
resolved.
 Bring instructional designer that just took on the project up to pace on previous findings.
 Develop written content and research new and up to date resources for educational
modules for project.
 Adjust specifications of the Proof-of-Concept to meet the needs of the client and not
company standard.
 AVN project manager and Joe Strickler must collaborate to create technical
specifications and project requirements.
 Simon Wilcowsky the e-learning production manager will work closely with the
instructional design department to oversee the style, layout, and design based upon his

6. Project Scope and Rationale Statement 3
graphic design background to create visually and educationally engaging online modules
within the learning management system to meet client needs that previously had not been
met.
 All parties of the project should meet bi-weekly to make sure project it is on track to the
client’s expectation Proof-of-Concept of 40% is completed by deadline.
Project Scope Statement:
The Australian Vocational Network has a need for a online Deep-Sea Oil Exploration training
for Adult Learner because they need to accredit and re-accredit their employees and chose Third
Eye Media to take on the project because they were dissatisfied with previous companies that
have failed.
Primary Stakeholders, Project Team Members, Sponsors, Authorizing Managers and
Roles:
Caroline Porter (Third Eye Media Supervisor)
Simon Wilcowsky (Third Eye Media E-learning Production Manager)
Third Eye Project Manager
Margaret Janson (Third Eye Media Senior Instructional Designer)
Trevor Adams (Third Eye Media Instructional Designer)
Joe Strickler (Third Eye Media Subject Matter Expert)
L. J. Smith (AVN Director of Learning Materials)
AVN Industry Appointed Oil Explorations Expert
***See Supplemental Work Structure Breakdown and Linear Responsibility Chart

8. Linear Responsibility Chart: Deep-Sea Oil Exploration Employee Training Project
Tasks TEM
Media Supervisor
TEM
E-Learning
Production
Manager
TEM
Project Manager
TEM
Senior
Instructional
Designer
TEM Instructional
Designer
TEM Subject
Matter Expert
AVN
Director of
Learning Materials
Department
AVN
Industry
Appointed Oil
Explorations
Expert
Purchasing
Collaborate to get
proper technical
requirements
needed
P P P P P P P P S
Research
additional content
information
P S A
Adult Learning and
online learning
educational
strategies and
theory referenced
S P
Meet to get
additional
information AVN
needs included in
project
A
Budget P P P S S S A S A
Schedule P P P S S S A S
Project form sign
off
A A A A A A A A A
Approve
Statement of Work
A A
Discuss budget
placement
P P P P A
Recap of previous
work on project
P P P
Interactivity
included in design
A S p
SCORM Compliant A S p
Project is self
sustaining
A S p
Training in
Learning
Management
System
A S p
Review to make
sure all client
requirements are
met
A S p
IT review P S A
IT audit P S A
Proof of Concept
to 40%
P S A
AVN needs met P A
If AVN needs are
not met,
S P A A

9. corrective action
plan is
implemented
Approval sign off
from AVN
A A
Close project
account
S P A
Post-project
evaluation
P S A

10. Gantt Chart Rationale Statement 1
Gantt Chart Rationale Statement
During the review process of Case Study #23 “Developing Learning Objects for Adult
Learners” (Ertmer & Quinn, 2007), I thought that this Gantt Chart was a great way to get a visual
understanding of how long portion of the project related to each other. Microsoft Project was a
great software program and offers many different options to record different aspects of the
project within one document. Portny states “The project manager can easily enter alternate time
and estimates and instantly see the impact on the project.” (Portny, p. 188) The Gantt chart was
helpful for me because I was unsure of how long portions of the project would take and it
assisted me in visually estimating the duration of different parts of the program and gain an
understanding on how budget was divided throughout the project since I was unsure of how
much each employee made per hour. This was more helpful for me in a project manager position
than other employees but, could be beneficial for other to understand especially AVN to
understand how demanding their deadline if the deadline is not met and they will see there is no
room for slack. Portny states “Project managers must be cautious about publicly displaying
Gantt charts that include activityslack, or latest start and finish times.” (Portny, p. 188)

11. ID Task
Mode
Task Name Duration Start Finish Resource
Names
Actual
Work
1 Deep-Sea Exploration
Training Project
20 days Mon 6/3/13 Fri 6/28/13 0 hrs
2 Finalize Technical
Requirements/Gather Misc
1 day Mon 6/3/13 Mon 6/3/13 meeting
room,Labor
16 hrs
3 Research Topic Information
(PM,SME,AVN SME)
3 days Mon 6/3/13 Wed 6/5/13 Labor
Hours,AVN
48 hrs
4 Adult Learner Needs
Assessment (Senior ID,
1 day Thu 6/6/13 Thu 6/6/13 Labor
Hours,meeting
24 hrs
5 Brainstorm and Discuss
Needs of Interactivity and
2 days Fri 6/7/13 Mon
6/10/13
Labor
Hours,meeting
48 hrs
6 Content Development
(Senior ID,ID,SME)
3 days Tue 6/11/13 Thu
6/13/13
Labor
Hours,technology
72 hrs
7 Self Sustaining Training
Program (Senior ID, ID,
1 day Fri 6/14/13 Fri 6/14/13 Labor
Hours,meeting
24 hrs
8 Implemented into LMS
(Senior ID, E-Learning
1 day Mon
6/17/13
Mon
6/17/13
Labor
Hours,meeting
32 hrs
9 Review to Ensure Client
Demands are met (E-Learning
1 day Tue 6/18/13 Tue 6/18/13 Labor
Hours,meeting
16 hrs
10 Usability Review (Senior ID,
PM, E-Learning Production
1 day Tue 6/18/13 Tue 6/18/13 Labor
Hours,meeting
24 hrs
11 Overall Evaluation/40% Proof
of Concept met (PM,
1 day Tue 6/18/13 Tue 6/18/13 Labor
Hours,meeting
16 hrs
12 Preliminary Presentation to
Client (Senior ID, PM,
1 day Wed
6/19/13
Wed
6/19/13
Labor
Hours,meeting
24 hrs
13 Modify any client demands
(Senior ID, ID)
4 days Thu
6/20/13
Tue 6/25/13 Labor
Hours,technology
64 hrs
14 Final Presentation with
modifications made by client
1 day Wed
6/26/13
Wed
6/26/13
Labor
Hours,meeting
16 hrs
15 Secure Approvals/ Close
Client Account (PM)
1 day Thu
6/27/13
Thu
6/27/13
Labor
Hours,meeting
8 hrs
16 Post-project evaluation (All
employees on project)
1 day Fri 6/28/13 Fri 6/28/13 Labor
Hours,meeting
32 hrs
meeting room,Labor Hours
Labor Hours,AVN resource library,meeting room
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,technology resources
Labor Hours,meeting room,technology resources
Labor Hours,meeting room,technology resources
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,technology resources
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,meeting room
T S M W F S T T S M W F S T T S M W F S
May 26, '13 Jun 2, '13 Jun 9, '13 Jun 16, '13 Jun 23, '13 Jun 30, '13
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Manual Progress
Page 1
Project: HoroschakJ
Date: Sun 6/23/13

12. ID Task Name Duration Start Finish Resource Names Actual Work Cost
1 Deep-Sea Exploration
Training Project
20 days Mon 6/3/13 Fri 6/28/13 0 hrs $100,000.00
2 Finalize Technical
Requirements/Gather
Misc Client Info/Recap of
Previous Work on Project
(E-Learning Production
Manager,PM, AVN
Directorof Learning
Materials) of
1 day Mon 6/3/13 Mon 6/3/13 meeting
room,Labor Hours
16 hrs $5,000.00
3 Research Topic
Information
(PM,SME,AVN SME)
3 days Mon 6/3/13 Wed 6/5/13 Labor Hours,AVN
resource
library,meeting
room
48 hrs $15,000.00
4 Adult Learner Needs
Assessment (Senior ID,
ID,E-Learning Manager)
1 day Thu 6/6/13 Thu 6/6/13 Labor
Hours,meeting
room
24 hrs $5,000.00
5 Brainstorm and Discuss
Needs of Interactivity and
Authenticity (Senior
ID,ID,E-Learning
Production Manager))
2 days Fri 6/7/13 Mon 6/10/13 Labor
Hours,meeting
room
48 hrs $10,000.00
6 Content Development
(Senior ID,ID,SME)
3 days Tue 6/11/13 Thu 6/13/13 Labor
Hours,technology
resources
72 hrs $15,000.00
meeting
S M T W
Jun 2, '13
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Page 1
Project: HoroschakJ
Date: Mon 6/10/13

13. ID Task Name Duration Start Finish Resource Names Actual Work Cost
7 Self Sustaining Training
Program (Senior ID, ID,
E-Learning Production
Manager)
1 day Fri 6/14/13 Fri 6/14/13 Labor
Hours,meeting
room,technology
resources
24 hrs $5,000.00
8 Implemented into LMS
(Senior ID, E-Learning
Production Manager,PM
1 day Mon 6/17/13 Mon 6/17/13 Labor
Hours,meeting
room,technology
resources
32 hrs $5,000.00
9 Review to Ensure Client
Demands are met
(E-Learning Production
Manager), PM
1 day Tue 6/18/13 Tue 6/18/13 Labor
Hours,meeting
room
16 hrs $5,000.00
10 Usability Review (Senior
ID, PM, E-Learning
Production Manager)
1 day Tue 6/18/13 Tue 6/18/13 Labor
Hours,meeting
room
24 hrs $5,000.00
11 Overall Evaluation/40%
Proof of Concept met
(PM, E-Learning
Production Manager
1 day Tue 6/18/13 Tue 6/18/13 Labor
Hours,meeting
room
16 hrs $5,000.00
12 Preliminary Presentation
to Client (Senior ID, PM,
E-Learning Production
Manager)
1 day Wed 6/19/13 Wed 6/19/13 Labor
Hours,meeting
room
24 hrs $5,000.00
13 Modify any client
demands (Senior ID, ID)
4 days Thu 6/20/13 Tue 6/25/13 Labor
Hours,technology
resources
64 hrs $20,000.00
S M T W
Jun 2, '13
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Page 2
Project: HoroschakJ
Date: Mon 6/10/13

14. ID Task Name Duration Start Finish Resource Names Actual Work Cost
14 Final Presentation with
modifications made by
client (E-Learning
Production Manager,PM,
AVN Directorof Learning
Materials)
1 day Wed 6/26/13 Wed 6/26/13 Labor
Hours,meeting
room
16 hrs $5,000.00
15 Secure Approvals/ Close
Client Account (PM)
1 day Thu 6/27/13 Thu 6/27/13 Labor
Hours,meeting
room
8 hrs $5,000.00
16 Post-project evaluation
(All employees on project)
1 day Fri 6/28/13 Fri 6/28/13 Labor
Hours,meeting
room
32 hrs $5,000.00
S M T W
Jun 2, '13
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Page 3
Project: HoroschakJ
Date: Mon 6/10/13

15. meeting room,Labor Hours
Labor Hours,AVN resource library,meeting room
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,technology resources
W T F S S M T W T F S S M T W T F S S M T W T F S S M T
Jun 9, '13 Jun 16, '13 Jun 23, '13 Jun 30, '13
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Page 4
Project: HoroschakJ
Date: Mon 6/10/13

16. Labor Hours,meeting room,technology resources
Labor Hours,meeting room,technology resources
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,technology resources
W T F S S M T W T F S S M T W T F S S M T W T F S S M T
Jun 9, '13 Jun 16, '13 Jun 23, '13 Jun 30, '13
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Page 5
Project: HoroschakJ
Date: Mon 6/10/13

17. Labor Hours,meeting room
Labor Hours,meeting room
Labor Hours,meeting ro
W T F S S M T W T F S S M T W T F S S M T W T F S S M T
Jun 9, '13 Jun 16, '13 Jun 23, '13 Jun 30, '13
Task
Split
Milestone
Summary
Project Summary
External Tasks
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Deadline
Progress
Page 6
Project: HoroschakJ
Date: Mon 6/10/13

18. Communication Rationale Statement 1
Communication Rationale Statement:
During the review process, Case Study #23 “Developing Learning Objects for Adult
Learners” (Ertmer & Quinn, 2007), it was important to communicate often about the progress of
the project without taking too much time from the project because it as a short duration of three
weeks to complete the project. I felt that the Project Manager should meet with employs in a
one on one check in method. Portny states this would help “limit discussions that require more
in-depth consideration; deal with them in other forums.” (Portny, p. 365)
I specifically felt that it was important to create the Project Communication Planner and
the Project Communication Chart in Excel. In the Project Communication Planner, the Project
Manager could easily leave comments for specific employees and also receive comments from
employees to communicate items of concern immediately and use it as an additional added
communication delivery method. This also followed Portny’s lead when he stated “Even though
the meetings are regularly scheduled, always prepare a specific agenda, distribute it beforehand,
and solicit comments and suggestions.” (Portny, p. 365) If this were a true project, color codes
could also be easily changed in the Project Communication Chart to reflect different stages or
missed opportunities to all employees on the project.
***See Supplemental Project Communication Planner and Project Communication Chart

19. Who (Receiver) What Information
When (How Often)
6/3/13-6/21/13
How (Form/Medium) Email
spreadsheet of completed
tasks delivered daily Who Creates & Publishes
Team Members
Caroline Porter (Third Eye Media
Supervisor):
Is informed by PM when there is any deviation from schedule, budget, or other
concerns arise or problems occur
daily email
communications if
needed
one on one daily check ins,
(physical meeting (F) PM>TEM Supervisor
Simon Wilcowsky (Third Eye Media E-
learning Production Manager):
Production of Training is on track to meet deadline and find out/resolve issues
that arise
daily email
communications if
needed
one on one daily check ins ,
(physical meeting (F) TEM Prod Man>PM
Margaret Janson (Third Eye Media
Senior Instructional Designer): Update of project progress and other issues as they arise
daily email
communications if
needed
one on one daily check ins ,
(physical meeting (F) Senior>PM
Trevor Adams (Third Eye Media
Instructional Designer): Status of project and concerns as they arise
daily email
communications if
needed physical meeting F ID>Senior ID
Joe Strickler (Third Eye Media Subject
Matter Expert):
Compliance of subject matter and that technical requirements are met of client
for week and other concerns as needed
daily email
communications if
needed physical meeting F SME>ID>PM
Finance Department Delivers budget expenditure for week and since beginning of project F email delivered to PM Finance representative>PM
Stakeholders PM
L. J. Smith (AVN Director of Learning
Materials): Delivery of weekly progress that meets all learner needs and requirements F
physical meeting F (separate
from TEM) PM&TEM Supervisor>AVN Director
AVN Industry Appointed Oil
Explorations Expert: Delivery of weekly progress and that is meets subject matter requirements F
physical meeting F (separate
from TEM)
PM&TEM Supervisor>AVN Oil
Explorations Expert
Deep-Sea Exploration Training Project Communication Planner

20. Deep-Sea Exploration Training Project Communication Chart
ID Task Name Baseline Start Actual Start Baseline Finish Actual Finish Baseline Duration Actual Duration Remaining Variance Dur-Variance Finish Variance
1 Budget and Deadline communicated 63 63 63 63 1 1 0 0 1
2 Recap of previous work on project 63 63 63 63 1 1 0 0 1
3 Communication of pertinent client information 63 63 63 63 1 1 0 0 1
4 Technical requirement communicated 63 63 63 63 1 1 0 0 1
5 Topic information gathered and understood 63 65 65 65 3 3 0 0 3
6 Adult learning needs communicated 66 66 66 66 1 1 0 0 1
7 Authenticity and interactivity communications 67 610 610 610 4 4 0 0 4
8 Content development communications 611 613 613 613 3 3 0 0 3
9 Self sustaining training understanding 614 614 614 614 1 1 0 0 1
10 Content integrated into LMS 617 617 617 617 1 1 0 0 1
11 Review that client demands are met 618 618 618 618 1 1 0 0 1
11 Usability Review 618 618 618 618 1 1 0 0 1
12 Overall Evaluation 40% to proof-of-concept 618 618 618 618 1 1 0 0 1
13 Preliminary presentation to client results 619 619 619 619 1 1 0 0 1
14 Modification of client demand communication 619 621 621 621 3 3 0 0 4
15 Final presentation 621 621 621 621 1 1 0 0 1
16 Secure Approvals/close client account 624 624 624 624 1 1 0 0 1
17 Post-productevaluation communications 624 624 624 624 1 1 0 0 1
Key:
Not completed
Completed
Close to deadline/concerns to complete on time
Completed before beadline
Action Required

21. Project Close-out Checklist, Final Signoff, and Rationale Statement 1
Rational Statement
During the review process of Case Study #23 “Developing Learning Objects for Adult Learners” (Ertmer & Quinn, 2007), an
equally important part of the project is the Postproject Evaluation. This is a great opportunity to reflect on areas of missed opportunity
so it is avoided in the future and gather data of that can be utilized in future projects. (Portny, 2008) Doing this evaluation could help
a project save time and money to focus on more important aspects of the project to offer better quality to the resources that are created
or allow time and money for unexpected issues that arise.
***See Supplemental Final Sign Off and Project Closeout Checklist

22. Project Close-out Checklist, Final Signoff, and Rationale Statement 2
Final Sign Off:
Caroline Porter (Third Eye Media Supervisor):
Signature ______________________________________________________________________________
Simon Wilcowsky (Third Eye Media E-learning Production Manager)
Signature ______________________________________________________________________________
Third Eye Project Manager
Signature ______________________________________________________________________________
Margaret Janson (Third Eye Media Senior Instructional Designer)
Signature ______________________________________________________________________________
Trevor Adams (Third Eye Media Instructional Designer)
Signature ______________________________________________________________________________
Joe Strickler (Third Eye Media Subject Matter Expert)
Signature ______________________________________________________________________________
L. J. Smith (AVN Director of Learning Materials)
Signature ______________________________________________________________________________
AVN Industry Appointed Oil Explorations Expert
Signature ______________________________________________________________________________

23. Project Close-Out Checklist
Phase Verification Employees Involved in Phase Completion Initial Comments or Explanation
Client Requirements/Gathering
Information
Understanding of technical
requirements to be included
S. Wilcowsky; PM; AVN Director of Learning
Materials
Research topic information
J. Strickler; AVN Industry Oil Exploration
Expert
Miscellaneous client information
awareness PM; AVN Director of Learning Materials
Recap of previous work on project
S. Wilcowsky; PM; M. Janson; AVN Director
of Learning Materials
Design
Assessment of learner needs S. Wilcowsky; M. Janson; T. Adams
Authenticity and interactivity
included S. Wilcowsky; M. Janson; T. Adams
Development
Proper content included S. Wilcowsky; M. Janson
Self sustainability S. Wilcowsky; M. Janson
Implemented into LMS S. Wilcowsky; M. Janson; PM
Testing/Review
Client requirements included PM; S. Wilcowsky; M. Janson
Usability evaluated PM; S. Wilcowsky; M. Janson
Overall evaluation PM; S. Wilcowsky; M. Janson
40% to proof-of-concept PM; S. Wilcowsky; M. Janson
Presentation to Client
Met Client needs PM; AVN Director of Learning Materials
Revision plan if need is not met PM
Wrap Up
Project revisions completed S. Wilcowsky; M. Janson; T. Adams
Secure clients approvals PM; S. Wilkowsky
Post-project evaluation PM
Close project account PM
Resources
Budget outcomes PM;
Deadline outcomes PM; S. Wilkowsky

24. References 1
References:
Ertmer, Peggy A., James Quinn, and David H. Jonassen. The ID casebook: Case studies in
instructional design. Columbus, OH: Merrill, 1999.
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E.
(2008). Project management: Planning, scheduling, and controlling projects. Hoboken,
New Jersey: John Wiley & Sons.