Estimating project costs, duration, and effort is challenging due to lack of specific data. Estimates should be wide-ranging rather than specific. Effort must be estimated first, then duration based on effort and resources. Costs can then be estimated using labor and non-labor items. Common techniques include parametric estimating using previous similar projects, bottom-up estimating by breaking the project into components, and expert judgement. Accuracy improves by understanding the project scope, learning from past projects, and refining estimates over time.
Provides a methodology for estimating the amount of time required to execute a writing project whether freelance or in-house and additionally describes how to determine how to charge for that project if freelance.
Parametric estimation is one of the four primary methods that project companies use to produce estimates for the cost, duration and effort of a project.
For parametric estimation, the person in charge of the estimates will model (or describe) the project using a set of algorithms. For instance: let’s say that your project includes carrying out a survey of 300 people. Each interview contains 20 multiple-choice questions, and past experience has shown that they take 10 minutes to administer. According to parametric estimation, the total effort for this task will be:
E = nb of interviews × 10 minutes = 3000 minutes = 5 hours
An overview of bottom-up time estimations techniques in project management.Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Provides a methodology for estimating the amount of time required to execute a writing project whether freelance or in-house and additionally describes how to determine how to charge for that project if freelance.
Parametric estimation is one of the four primary methods that project companies use to produce estimates for the cost, duration and effort of a project.
For parametric estimation, the person in charge of the estimates will model (or describe) the project using a set of algorithms. For instance: let’s say that your project includes carrying out a survey of 300 people. Each interview contains 20 multiple-choice questions, and past experience has shown that they take 10 minutes to administer. According to parametric estimation, the total effort for this task will be:
E = nb of interviews × 10 minutes = 3000 minutes = 5 hours
An overview of bottom-up time estimations techniques in project management.Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Estimate Activity Durations in the Project Schedule Management knowledge area.
The ninth lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano
The curse of Project is that it’s functionalities seem intuitive and we believe we know what they mean and how to use them implicitly. Yet, although logical when you know them, Project features are numerous and quite a few are complex. In addition, almost all Project/Project Server features require that you follow at least some procedure to be able to use them effectively. The curse ends with many people running Project/Project Server at least once, some using it for basic initial schedule development and a very few using it in the full capability. Being human, we tend to blame it on the tool so – it must be a bug!
The goal of this presentation is to alter the negative usage statistics for Project – at least for those of you who will attend! We will identify five simple but key areas; technical or procedural – that are typically misused or are not used at all due to the misconception. For each of those we will shortly show what exactly is a problem and propose the solution. Among the five areas, we will be discussing effects of dynamic scheduling, options for re-planning, options for automatic resource scheduling (or lack of those) and options for tracking and reporting on task progress.
This session is for everyone who uses Project (with or without the server component) or needs to support others using Project in their organizations. Those of you who have conceptual complaints about some Project/Project Server features are welcome to share them (I cannot promise to answer them but I will for sure use them in consecutive presentations).
i just found this on the internet and i began to like it. It\'s our topic at school that\'s why i download it. I just want to share it. it\'s really a nice and creative presentation. It makes the topic more simple and clear.
Project Server: Who can benefit from it and how?SPC Adriatics
Strict quantification of value provided by some software solution is very difficult. That’s especially true in the case of software which is supposed to increase value of project management discipline whose benefits are itself difficult to quantify. Difficulty to quantify doesn’t imply that such value doesn’t exist. It only means that we need to add an extra effort to recognize it.
The purpose of this presentation is to make that extra effort and, by examining different attributes like; industry, character and size of projects, maturity of the organization – recognize patterns that lead to value realization. The key Project Server capabilities will be discussed in context of how they provide value in specific usage scenarios.
As always, realized value have to be contrasted with required investment so we will estimate the cost of EPM implementation in on-premise and cloud model.
The target audience for the presentation are all of you who believe that projects could and should be better managed in your organizations, and you have a vote on decision on using software for such an improvement.
Igor Slišković
Project Scheduling in a project refers to roadmap of all activities to be done with specified order and within time slot allotted to each activity.
Project managers tend to define various tasks, and project milestones and they arrange them keeping various factors in mind.
software project scheduling principle
Gantt chart
pert chart
Tracking project schedules
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
Does Better Scheduling Drive Execution Success?Acumen
This white paper outlines the statistics that support the relationship between better schedules and better execution. Based on an ongoing research study conducted by Acumen, this paper is the hard proof of a need for better planning across all industries.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Estimate Activity Durations in the Project Schedule Management knowledge area.
The ninth lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano
The curse of Project is that it’s functionalities seem intuitive and we believe we know what they mean and how to use them implicitly. Yet, although logical when you know them, Project features are numerous and quite a few are complex. In addition, almost all Project/Project Server features require that you follow at least some procedure to be able to use them effectively. The curse ends with many people running Project/Project Server at least once, some using it for basic initial schedule development and a very few using it in the full capability. Being human, we tend to blame it on the tool so – it must be a bug!
The goal of this presentation is to alter the negative usage statistics for Project – at least for those of you who will attend! We will identify five simple but key areas; technical or procedural – that are typically misused or are not used at all due to the misconception. For each of those we will shortly show what exactly is a problem and propose the solution. Among the five areas, we will be discussing effects of dynamic scheduling, options for re-planning, options for automatic resource scheduling (or lack of those) and options for tracking and reporting on task progress.
This session is for everyone who uses Project (with or without the server component) or needs to support others using Project in their organizations. Those of you who have conceptual complaints about some Project/Project Server features are welcome to share them (I cannot promise to answer them but I will for sure use them in consecutive presentations).
i just found this on the internet and i began to like it. It\'s our topic at school that\'s why i download it. I just want to share it. it\'s really a nice and creative presentation. It makes the topic more simple and clear.
Project Server: Who can benefit from it and how?SPC Adriatics
Strict quantification of value provided by some software solution is very difficult. That’s especially true in the case of software which is supposed to increase value of project management discipline whose benefits are itself difficult to quantify. Difficulty to quantify doesn’t imply that such value doesn’t exist. It only means that we need to add an extra effort to recognize it.
The purpose of this presentation is to make that extra effort and, by examining different attributes like; industry, character and size of projects, maturity of the organization – recognize patterns that lead to value realization. The key Project Server capabilities will be discussed in context of how they provide value in specific usage scenarios.
As always, realized value have to be contrasted with required investment so we will estimate the cost of EPM implementation in on-premise and cloud model.
The target audience for the presentation are all of you who believe that projects could and should be better managed in your organizations, and you have a vote on decision on using software for such an improvement.
Igor Slišković
Project Scheduling in a project refers to roadmap of all activities to be done with specified order and within time slot allotted to each activity.
Project managers tend to define various tasks, and project milestones and they arrange them keeping various factors in mind.
software project scheduling principle
Gantt chart
pert chart
Tracking project schedules
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
Does Better Scheduling Drive Execution Success?Acumen
This white paper outlines the statistics that support the relationship between better schedules and better execution. Based on an ongoing research study conducted by Acumen, this paper is the hard proof of a need for better planning across all industries.
Strategy for a Digital World by Louisa HeinrichGus Murray
These slides have been generously made available by Louisa Heinrich for the purpose of sharing on our course content hub - http://medium.com/hyper-island
You can find Louisa on twitter: http://twitter.com/customdeluxe
For the project management from available different estimation methods which one you should select and why. This will help you compare estimation methods like exerpt judgement, one point estimation, three point estimation, cocomo, top down estimation, bottom up estimation, etc. to identify time, efforts and cost with examples.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
3rd Forum on Construction Project Management Theory VS Practice (Project Cost) :-
1. PMBOK - Project Management Knowledge Areas and Process Group
2. Project Life-cycle
3. Project Cost
4. Project Appraisals
5. Financial Analysis
6. Total Cost of Ownership (TCO)
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
This presentation was provided by Maureen Adamson of Adamson & Associates, during the NISO event "Project Management for the Information Community: Managing and Communicating the Process, Session Three," held on Friday, March 8, 2019.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
2. Introduction to Estimation
• Estimating is argued to be one of the most difficult tasks in Project Scheduling
• This is due to the lack of available specific data regarding product resources i.e.
how much a product will cost, how long it will take etc.
• The lack of this data means that project managers can only provide estimates
• These estimates are usually wide ranging
• Wide ranging estimates are better than specific estimates which are likely to be
wrong
3. Estimating Project costs with Duration
and Effort
• Before the start of a project three things must be estimated:
• Duration: time the project will take
• Effort: the amount of work
• Cost: how much the project will cost financially
4. Estimating Project Costs with Duration
and Effort
• Effort must be estimated first
• Duration can be estimated from the amount of effort required and
the resources which are available
• Once effort and duration have been establish project costs can be
estimated using labour and non-labour items
5. Techniques for Estimating
• Quantitatively based or Parametric Estimating
• Analogous Estimating or As-buts
• Bottom-up Estimating
• Using Learning Curve Effects
• Wishful thinking
• Expert judgement
6. Parametric Estimating
• Works best when there is existing experience of similar projects
• Project is broken down into units which can then be estimated using independent
variables
• These variables are often standard or previously known variables
• Costs can be estimated from knowledge of what work is being undertaken
• Relies on repetition in previous projects
• Similar to Analogous estimating but follows a more statistical approach
• The accuracy of the data/known variables effects the accuracy of this approach
7. Analogues Estimating or As….Buts
•
•
•
•
Useful for early project estimates
The organisation uses previous experience which is similar to make an estimate
Use costs from previous experience as a guideline for estimation
If previous projects are not reviewed then the accuracy of previous estimates is
unknown
• Therefore previous costs etc. might not provide valuable valid estimates
• This may cause mistakes to be repeated as no learning has occurred
• Previous estimates can be used if they are reviewed and augmented
8. Bottom-up Estimating
• The project is broken down into estimated components
• Each component is broken down further to allow for greater understanding
• The costs of each work component is summed from the bottom up to provide an
estimation for the whole project.
9. Learning Curve Effects
• There will be areas of repetition in projects, repetition decreases the time
required for tasks as they are known and learning has already occurred
• Subsequent improvements in speed are seen to become smaller over time
• This can be quantified using the following formula:
Yx = Kxn
where
• x = the number of times the task has been carried out
• Yx = time taken to carry out the task the xth time
• K = time taken to carry out the task the first time
• n = log b/log 2 where b = learning rate
10. Wishful Thinking
Some causes of wishful thinking occurring are:
• Optimism Bias: being over-optimistic regarding timeframes and costs
• Politics: for examples when objectives are regarded as being more
important than costs
• Failure to be systematic about planning: i.e. people making estimates
can be complacent and/or unqualified
11. Expert Judgement
• Estimation requires a degree of expert judgement
• There is a degree of expert judgement required in the project and of the business
area.
• The project manager is assumed to have expert judgement
12. Problems with Estimates
• Inappropriate use of estimates: i.e. rough estimates may be used as
definitive estimates.
• Inappropriate data used to generate estimates: such as irrelevant past
experience
• Estimates are taken out of context: for example initial estimates are
used when changes have been made to the project
13. Nature, Role and Accuracy of Estimate
Types
Name
Nature
Role
Accuracy
Rough/Ballpark
Much uncertainty as to
what is involved
Early check on feasibility
of brief
As-buts
As was carried out
With an appropriate
previously but with some contingency factor, can
amendments
be used for proposals
Moderate
Detailed Estimates
Some initial work is
carried out to determine
what the likely problems
are going to be
Proposals
Moderate
To Finish
Much of the Project is
completed and
additional funding is
needed to complete the
tasks
Additional fund requests
High
Source: Maylor. 2010. Project Management
Very low
14. Parkinson’s Law
• An activity will expand to fill the time available
• A critical review of Parkinson’s Law and it’s implications can be found
in the article below
Genaro J. Gutierrez and Panagiotis Kouvelis, Parkinson's Law and Its
Implications for Project Management. Management Science. Vol.
37, No. 8 (Aug., 1991), pp. 990-1001
15. Techniques for Accuracy
1.
2.
3.
4.
5.
6.
Clarify the project priorities, understand the scope of the project
Incorporate time to generate estimates in the project plan
Break the project down into detailed tasks
Use learning from previous projects
Avoid making estimates to please management
Refine the project scope throughout the duration of the project to
improve accuracy
7. Use multiple estimating techniques
16. Techniques for Accuracy
• Bottom up estimating and Parametric estimating offer the highest
levels of accuracy
• Bottom up estimating: provides the highest level of accuracy when
there is suitable detail regarding the components
• Parametric Estimating: provides high levels of accuracy when the data
is of good quality and due to the statistical nature of the approach
17. Further Reading
• Maylor: Project Management, 4th ed, Chapter 6 & 8
• Chapman., and Ward. 2003. Constructively Simple Estimating: a
Project Management Example. Journal of the Operation Research
Society. 54. 1050-1058.
18. References
• Maylor, H., 2010. Project Management. 4th ed. Chester: Pearson
• Tom Mochal, 2006. Estimate project costs after you have estimated effort and duration. [Online]
Available at: http://www.techrepublic.com/article/estimate-/project-costs-after-you-haveestimated-effort-and-duration/ [Accessed: 07/11/13]
• CHRIS O'HALLORAN, 2013. Project Estimation Techniques and Templates. [Online] Available at:
http://strikingprojectmanagement.com/project-estimation/ [Accessed 07/11/13]
• Adele Sommers, 2013. 12 Tips for Accurate Project Estimating. [Online] Availbale at:
http://www.projectsmart.co.uk/12-tips-for-accurate-project-estimating.html [Accessed 07/11/13]
• MindTools, 2013. Estimating Time Accurately. [Online] Available at:
http://www.mindtools.com/pages/article/newPPM_01.htm [Accessed 07/11/13]