Your business plan is now complete. Imagine you are in front of a group of investors, presenting your business idea and encouraging them to invest in your chosen company. · Title Page with the company name and your name. Healthy Vending Solution s · Outline of What You Do. - Offers healthy snacks in vending machines · Target Market. health-conscious individuals, calorie-conscious, diet-restrictions- energy seekers, students, athletes, (age 16-65) · Market Size. How big is the market or industry on which you’re focusing? · What are the growth opportunities? Competition. · Who are your key competitors? · Aramark, Carolina Fresh, and Healthy You Vending Your Management Team. · Who runs the business? CEO, Operations Manager, Administrative Assistant, · What are their roles and key skills? Business Model. · How will your business make money? Financials. · What key financial information does your audience need to decide whether to invest in you and your business? Funding You Are Seeking. Why Will Investors Want to Invest in This Business and in You? : PowerPoint with notes; no more than 10–12 slides. If you select one of the PowerPoint formats, include bullets, relevant images, and the like, do not include paragraphs or full sentences on the slides. Your presentation needs to impress the investors; make it creative and interesting while including all the relevant information. Week 1- discussion board My topic of choice is controlling project schedule. Although, project teams and organizations give considerable effort and use different well accepted tools for the estimation of the projects, however some organizations fall short when it comes to controlling these estimations.  In reality many projects face uncertainties such as labor efficiency, equipment efficiency, weather, design and so many different ones (Yun-yan,2012). These uncertainties cause the schedule overrun, which could be avoided by effective management and control of the planned schedule.  Controlling the project schedule is defined as a process to monitor the status of the project activities and if needed to update the progress and manage changes to the schedule baseline (PMI, 2013). Managing time, and especially managing the schedule of the projects and adhering to the pre-estimated schedule is a source of challenge for many professionals and project managers. The problem of project delays is a world-wide phenomenon. Failure to achieve targeted time can cause various unexpected negative effects such as loss of revenue, compromised quality and etc (Lindhard & Wandahl,2014; Oyedele et al.,2015). For this reason, better monitor and control of the schedule can help to define and mitigate the uncertainties and their effect on the project in time without causing negative results. Hence, the following questions will be answered in the paper: Q1: What are the effects of schedu.

1. Your business plan is now complete. Imagine you are in front of
a group of investors, presenting your business idea and
encouraging them to invest in your chosen company.
·
Title Page with the company name and your name.
Healthy Vending
Solution
s
·
Outline of What You Do. -
Offers healthy snacks in vending machines
·
Target Market.
health-conscious individuals, calorie-conscious, diet-
restrictions- energy seekers, students, athletes, (age 16-65)
·
Market Size.
How big is the market or industry on which you’re focusing?
· What are the growth opportunities?
Competition.

2. · Who are your key competitors?
· Aramark, Carolina Fresh, and Healthy You Vending
Your Management Team.
· Who runs the business? CEO, Operations Manager,
Administrative Assistant,
· What are their roles and key skills?
Business Model.
· How will your business make money?
Financials.
· What key financial information does your audience need to
decide whether to invest in you and your business?
Funding You Are Seeking.
Why Will Investors Want to Invest in This Business and in
You?
:
PowerPoint with notes; no more than 10–12 slides.
If you select one of the PowerPoint formats, include bullets,
relevant images, and the like, do not include paragraphs or full
sentences on the slides.
Your presentation needs to impress the investors; make it

3. creative and interesting while including all the relevant
information.
Week 1- discussion board
My topic of choice is controlling project schedule.
Although, project teams and organizations give considerable
effort and use different well accepted tools for the estimation of
the projects, however some organizations fall short when it
comes to controlling these estimations. In reality many projects
face uncertainties such as labor efficiency, equipment
efficiency, weather, design and so many different ones (Yun-
yan,2012). These uncertainties cause the schedule overrun,
which could be avoided by effective management and control of
the planned schedule. Controlling the project schedule is
defined as a process to monitor the status of the project
activities and if needed to update the progress and manage
changes to the schedule baseline (PMI, 2013).
Managing time, and especially managing the schedule of the
projects and adhering to the pre-estimated schedule is a source
of challenge for many professionals and project managers. The
problem of project delays is a world-wide phenomenon. Failure
to achieve targeted time can cause various unexpected negative
effects such as loss of revenue, compromised quality and etc
(Lindhard & Wandahl,2014; Oyedele et al.,2015). For this

4. reason, better monitor and control of the schedule can help to
define and mitigate the uncertainties and their effect on the
project in time without causing negative results.
Hence, the following questions will be answered in the paper:
Q1: What are the effects of schedule controlling on project
results?
Q2: What are the main techniques for controlling the schedule?
References:
Băncescu, M. (2016). Controlling Project Schedule Progress,
Using Control Charts. Cybernetics and Systems, 47(7), 602–
615.
Jun-yan, L. (2012). Schedule uncertainty control: A literature
review. Physics Procedia, 33, 1842-1848.
Lindhard S, Wandahl S. 2014. Exploration of the reasons for
delays in construction. International Journal of Construction
Management. 14(1):36–44
Oyedele LO, Jaiyeoba BE, Kadiri KO, Folagbade SO, Tijani IK.
Salami RO. 2015. Critical factors affecting construction quality
in Nigeria: evidence from industry professionals. International
Journal of Sustainable Building Technology and Urban
Development. 6(2):103–113.
PMI. 2013. A guide to the project management body of
knowledge (PMBOK guide) (5th ed.). Newtown Square, PA:
Project Management Institute, Inc.

5. Week 2
This week I reviewed literature concerning my first research
question: What are the effects of schedule controlling on project
results?
Considering the importance of meeting the project cost and
schedule goals, there have been a wide variety of project tools
proposed to plan and monitor both areas. However, according to
numerous findings document projects that widely went out of
budget and schedule (Yourdon, 2003).
The frequent cites about the reasons of schedule and budget
overrun are numerous, such as planning, estimation, inadequate
team, inadequate project management skills, misalignment
between project team and the business of the organization.
Finally, monitoring and controlling during the project execution
are also considered an important factor which affects project
goals in terms of time and cost (Johnson et al.,2001).
Additionally, literature also emphasizes some advantages of
having proper schedule monitor and control on project
efficiency and effectiveness.
The most important reason for schedule control is its ability to
give real picture of the work procedures and performance which
enables the project team to analyze the reasons of delays, make
informed decisions and manage the uncertainties as early as
possible (Kursave,2003).Activating any adjustment late into the
project is often ineffective and expensive (Nepal et al., 2006):

6. the later the corrective action, the less the ability of influencing
the project outcomes. Thus, the most effective managerial
control is the one carried out timely.
Additionally, proper planned schedule monitoring and control
can help the project team to mitigate the risks coming from last
minute efforts to reach the deadline. By this way uncontrolled
schedules lead to overtimes, faster work phases, higher costs
and compromised quality to reach the deadline (Ford et al,
2007).
Finally, schedule control can help to understand the ripple
effects of the individual activities on other project activities and
overall project deadline target (Reichelt and Lyneis, 1999).
References :
Ford, D. N., Lyneis, J. M., & Taylor, T. (2007). Project controls
to minimize cost and schedule overruns: A model, research
agenda, and initial results. In 2007 International System
Dynamics Conference (pp. 23-27).
Johnson, J. A., Boucher, K. D., Connors, K., & Robinson, J.
(2001). Project management: the criteria for success. Software
Magazine, 21(1), S3-S11.
Kursave, J. D. (2003). The necessity of project schedule
updating/monitoring/statusing. Cost engineering, 45(7), 8.
Nepal, M. P., Park, M., & Son, B. (2006). Effects of schedule
pressure on construction performance. Journal of Construction
Engineering and Management, 132(2), 182-188.

7. Reichelt, K., & Lyneis, J. (1999). The dynamics of project
performance: benchmarking the drivers of cost and schedule
overrun. European management journal, 17(2), 135-150.
Yourdon, E. (2003). Death March, 2nd ed. Prentice Hall,
Inc: NewJersey
Week 3
Please find below my findings from the literature review on
“Controlling Project Schedule”.
This week I made a review of literature on the methods for
controlling project schedule.
Considering the numerous challenges faced during the progress
of the project schedule statistical calculation helps for
controlling the progress (Colin & Vanhoucke,2014). According
to the literature the commonly accepted tool for controlling
project schedule is Earned Value Management (EVM). EVM can
provide key performance metrics which enable project managers
to analyze the variance between the actual and planned
performance in terms of both time and cost performance. A
Schedule Performance Index (SPI) less than 1 indicated
inefficiency in schedule and deviation from the baseline
(Acebes et al.,2014).
However, Bancescu (2016), asserts that SPI index is not the
comprehensive and decisive information for triggering the
control of the project management schedule. A suggested
Statistical Process Control (SPC) can give us information

8. whether the project manager needs to be alerted because of
deviation or not, as it depends on control limits calculated with
the statistical means (Vanhoucke,2011).
Next to the research made on EVM, project control charts also
received attention as a tool for project monitoring and control.
Control charts allows monitoring a schedule performance in
terms on center line and upper and lower control limits. Control
limits indicate when control actions should be taken (Badiru &
Kovach, 2012).
Literature also, gives an emphasis on the integration of EVM
and control charts for the effective project schedule monitoring
and control (Bancescu, 2016).
References:
Acebes, F., T. Pajares, J. M. Galan, and A. Lopez-Paredez.
2014. A new approach for project control under uncertainty.
Going back to the basics. International Journal of Project
Management 32:423–34.
Badiru, A., and T. Kovach. 2012. Statistical techniques for
project control. Boca Raton, FL: CRC Press.
Colin, J., and M. Vanhoucke. 2014. Setting tolerance limits for
statistical project control using earned value
management. Omega – The International Journal of
Management Science 49:107–22.
Mioara Băncescu (2016) Controlling Project Schedule Progress,
Using Control Charts, Cybernetics, and Systems, 47:7, 602-615.

9. Vanhoucke, M. 2011. On the dynamic use of project
performance and schedule risk information during project
tracking. Omega – The International Journal of Management
Science 39:416–26
Week 4
This week I continued my literature review on different views
about the control of project schedule.
According to this week’s review I discovered that apart from
using effective scheduling techniques, literature also gives
importance to the analysis of the delays of project schedules.
This finding made me to review my research questions and
consider delay analysis techniques in my literature review too.
As delays are unavoidable circumstance in every project, I
found it very useful to extend my research into that body of
knowledge too.
According to the literature I discovered several approaches for
the delay analysis and schedule updating. For example, Oliveros
and Fayek (2005) introduce fuzzy logic approach for the
activity delay analysis. With this model they introduce a way to
analyze different types of delays in different activities and their
effects on project completion dates. The system gives the
opportunity to categorize different delays, estimate delay
durations, make necessary updates on the schedule.
Additionally, Bubshait and Cunningham (1998) analyze three
more delay analysis methods in their paper. These methods are

10. As-planned Method, As-built Method and Modified As-built
Method. The article elaborates the similarities and differences
between these methods and describes Modified As-built Method
as more comprehensive and practical one. This method helps to
consider the impact of every single activity delay on the project
and recalculate the schedule again.
Furthermore, a new delay analysis technique by Battika and
Alkaas (1994) also captured my attention. They introduce new
technique for the delay analysis called MIA which is utilized in
an integrated computer system. The model aims to facilitate the
analysis and schedule update process by minimizing the time
and cost of claims preparation.
Considering all the mentioned approaches and importance of the
delay analysis for the schedule control I will consider this topic
as one of the research questions in my literature review.
References :
Battikha, M., & Alkass, S. (1994). A cost-effective delay
analysis technique. AACE International Transactions, 1994,
DCL4-1.
Bubshait, A. A., & Cunningham, M. J. (1998). Comparison of
delay analysis methodologies. Journal of Construction
Engineering and Management, 124(4), 315-322.
Finke, M. R. (1999). Window analyses of compensable
delays. Journal of Construction Engineering and
Management, 125(2), 96-100.

11. Lorterapong, P., & Moselhi, O. (1996). Project-network analysis
using fuzzy sets theory. Journal of Construction Engineering
and Management, 122(4), 308-318.
Oliveros, A. V. O., & Fayek, A. R. (2005). Fuzzy logic
approach for activity delay analysis and schedule updating.
Journal of Construction Engineering and Management, 131(1),
42-51.
Week 5
During this course my main topic for the research was schedule
control of projects. As per my previous knowledge I was aware
of the importance of iron triangle (scope, schedule, cost) for the
performance of the projects. Additionally, I had an
understanding that monitoring and control of the scope, cost,
and schedule plays as much important role as the initial
planning in those areas for the success of projects. However,
only after this research I was able to dive deep into schedule
control and learn about different thoughts in that area.
For the beginning, I have learnt a lot about the impact of strong
schedule control practices on project success. According to the
literature proper schedule control is related to myriad of project
success factors in terms of efficiency and effectiveness, such as
early detection and mitigation of the risks, understanding of
ripple effects of project delays and preparing early action plans
if needed to mitigate the effects of delays (Lindhard &
Wandahl,2014; Oyedele et al.,2015).

12. Additionally, I have learnt about different methods for
controlling the project schedule such as Earned Value
Management (EVM), Statistical Process Control (SPC) and
project control charts. All these methods help in evaluating and
monitoring the performance of the project in terms of schedule
performance, by trying to identify the variance between actual
and planned schedule and identifying the main points of the
delays where necessary and immediate action is required (Colin
& Vanhoucke, 2014; Vanhoucke,2011)
Furthermore, in addition to my initial research questions I
realized that literature also concentrated on the topic such as the
analysis of the delays in terms of their impact on projects and
integrating them in the initially planned project schedule. For
this reason, I also added the following question my into
literature review:
Q3 - Approaches to the delay analysis and schedule updating.
Although the literature gives some information in this area
introducing delay analysis techniques such ad such as As
planned, As Build, Modified as build Methods and fuzzy logic
approach, I was not able to find sound research body
elaborating on the practical tools for the analysis of the delays
on project activities (Bubshait & Cunningham, 1998; Oliveros
& Fayek, 2005)
For the above-mentioned reasons, I will focus on the three
research questions in my literature review:

13. Q1: What are the effects of schedule controlling on project
results?
Q2: What are the main techniques for controlling the schedule?
Q3 : What are the main approaches to the delay analysis and
schedule updating?
References :
Bubshait, A. A., & Cunningham, M. J. (1998). Comparison of
delay analysis methodologies. Journal of Construction
Engineering and Management, 124(4), 315-322
Colin, J., and M. Vanhoucke. 2014. Setting tolerance limits for
statistical project control using earned value
management. Omega – The International Journal of
Management Science 49:107–22.
Lindhard S, Wandahl S. 2014. Exploration of the reasons for
delays in construction. International Journal of Construction
Management. 14(1):36–44
Oyedele LO, Jaiyeoba BE, Kadiri KO, Folagbade SO, Tijani IK.
Salami RO. 2015. Critical factors affecting construction quality
in Nigeria: evidence from industry professionals. International
Journal of Sustainable Building Technology and Urban
Development. 6(2):103–113.
Oliveros, A. V. O., & Fayek, A. R. (2005). Fuzzy logic
approach for activity delay analysis and schedule updating.
Journal of Construction Engineering and Management, 131(1),
42-51.

14. Vanhoucke, M. 2011. On the dynamic use of project
performance and schedule risk information during project
tracking. Omega – The International Journal of Management
Science 39:416–26