Project Management Office for the HPCL Project - Research Paper Example

Project Management Office for the HPCL Project SECTION 1 1.0 INTRODUCTION  HPCL is a renowned mining company and one of the biggest non-ferrous metal producers in the world. HPCL is London Stock Exchange listed, FTSE 100 Metals Company and amongst the top mining companies based on revenues. The company is primarily associated with copper, zinc, aluminum and iron ore businesses, and is also developing a commercial power generation business. Revenue from their businesses increased from $3,701 million from the fiscal year 2006 to $7,930 million to the fiscal year 2010, representing a compound annual growth rate of 21%. The company employees total of 30,000 employees which includes the senior management, staff, and the company workforce. In view of depleting reserves at HPCL mines and particularly in Rajasthan mining operations moving to underground, maximizing recoveries of metal from ore became ever critical. Accordingly, SKTech, one of the best technical experts in mineral processing, were consulted for exploring the best achievable recoveries with the company owned ores. On 11th April 2008, HPCL, Ltd, awarded a Project to M/s SK Tech Ptv. Ltd. for metal recovery improvement Program at its underground mine plant in Rajasthan, India. SKTech conducted several sampling campaigns and analyzed the samples in their laboratory. SKtech concluded after analysis that the Project is techno-commercially viable and is recommended for execution. In year 2008 HPCL launched a sampling and analysis campaign to analyse current process recoveries and to estimate theoretically possible process recoveries by analysis of their operation and benchmarking with the World’s best operations. For this purpose, the company hired M/s SKTech Pty. Ltd. Australia (SKTech), one of leading best laboratory and technological solutions provider for mining industry. 1.1 PROJECT MANAGEMENT OFFICE  The Project Management Office (PMO) for the HPCL Recovery Project is the section that gets the responsibility of upholding the principles of project management, which are usually required to be followed in such big sized EPC projects. The Project Management Office for the HPCL recovery project will require to channelize its efforts to maintain the proper standards and values of efficient project management execution. It will also help the Project manager to maintain proper paper work and other documentation process for the project work.  An effective Project Management Office will ensure the execution for the Recovery project on industry based methodologies, structured by the PM principles like  PMBOK or PRINCE2. The Project Manager can also implement a number of other strategies to effectively plan the project schedule and completion of milestones, (PMI, 2003).  The Project Management Office for the HPCL project will also direct all other project functions other than setting standards and methodology and will actively participate in strategy planning and portfolio process management activities. Other important tasks of the Project Management office for the HPCL recovery project include preparing and monitoring reports of daily scheduled tasks, milestones schedules and completion, resource planning, and subsequently sending these reports to the senior management for tactical decisions for effective Project management.  1.2 MATURITY MODEL FOR THE HPCL RECOVERY PROJECT, STREAM 3 There exist a number of Project Management customary and new methods and practices that have been implemented by organizations around the world. Project Management is a technique that allows classification and orderly organization of project activities which can otherwise prove difficult to manage. Further, Project Management technique helps in realizing the planned objectives of the company via a technically designed approach. Rising market demands, business requirements, highly competitive industry environment and technical progress are some of the reasons behind companies resorting to the methodological approach of Project management for their Projects. Organizational Project Management Maturity Model (OPM3) is basically a complied set of project management principles and standards that are used for effective project management and implementation by companies involved in Project management tasks. Moreover, it helps the project managers and the company management to identify the basics of project management techniques and consequently analyze and evaluate their own maturity levels as compared to the standards given by the Maturity model (OPM3). OPM3 also assists the Project Manager to evaluate and improve the existing facilities, project agenda / schedule, and administration. The OPM3 is beneficial to every project irrespective of its magnitude, scalability, and customizability, (PMI, 2003).  The main advantages of applying the OPM3 to the HPCL recovery project consists of availing the information concerning the level of services and potential that is accessible for the project to be accomplished on time, categorizing areas, training the work force and other professionals who are involved in the recovery project towards better project management, and most considerably, making modern improvements that assist the HPCL recovery Project through the entire period. With the application of the project management maturity model, the project manager and the team will be able to broaden the existing consistency amongst the planned objectives that have been planned for the recovery project at HPCL and organize the numerous project actions, for successful and effective project implementation.  The Project management maturity model is made up of three interrelated concepts – Information, Information assessment and Information development. The first of three interrelated concepts – Information (Knowledge) – states the OPM3 model, the standards, techniques and the conditions. The second – Information assessment (assessment) – is related to the techniques and methods that are applied by the project team and the third – Information development (Improvement)– refers to the methods that can enhance the project management practise, (Morris and Jamieson, 2004).  1.3 BENEFITS OF OPM3 TO HPCL RECOVERY PROJECT The HPCL Project manager is required to systematically plan the resources that are required during project implementation. With a total work force of 700 labors and 170 executives and senior management employees on site, it is important that the force is managed in the most efficient manner possible. The project manager is responsible for managing the overall progress of the Workforce with the help of a carefully devised work Planning Program, (Twort, and Rees 1995). 1. OPM3 will help the Project Manager to identify significant milestones ( or targets) and prioritize their execution in order to maximize project efficiency. OPM3 will also help to plan milestone schedules effectively in unity with other project activities.  2. OPM3 risk management will assist the Project Manager to identify the risks involved, and major problem areas. 3. OPM3 allows easy and efficient tracking of daily monthly schedules and milestones for potential results. 4. Better communication of the Project manager with the Project Stakeholders existing at all levels. 5. OPM3 provides real time performance measures for the Project Manager to assess employee capacity and efficiency. 6. Self assessment tool analysis of the OPM3 will help in improving bottom line results.    1.4 OPM3 MODEL FOR HPCL RECOVERY PROJECT The OPM3 model management suggests a complete framework for the HPCL recovery project as follows. A detailed 5 step plan is given below which follows the OPM3 standards: 1.   Knowledge – Prepare for assessment – This step involves the project manager and helps him to understand the basics, best practices and other concepts of OPM3 2.   Assessment – Perform Assessment – This step includes that the Project manager should assess or evaluate the degree of maturity in his project and project surroundings. The assessment should be done according to the OPM3 standards. Review of best standards against those employed in the HPCL project with the help of Self assessment tool provided by the OPM3, (PMI, 2006).    3.   Improvement – Plan for Improvement – the above gathered information through the self assessment tool will guide the way for the Project manager to develop a specific improvement plan. 4    Implement improvements – This step consists of Plan implementation develop in the earlier step. 5.   Return to Assessment –Repeat the Process – After the plan has been implemented, the assessment of the implementing will be done to check the standards have been met or not. Further the OPM3 divides the Organizational Project Management into three sections which structurally assist the Project managers to plan and work efficiently. This section will divide the HPCL Recovery Project into three main sections and segregate the work accordingly for better management.  With the help of OPM3, the Project Manager can divide the Project into three parts – 1.      Project Management 2.      Program Management 3.      Portfolio Management   1.      Project management is further divided into 5 phases – Initiating Processes – this include the development of the Project Scope Statement, Process Charter and the Project boundaries along with the legal authorization process that is given by the HPCL management to initiate the project. Planning Processes – This includes the identification of cost, agenda, schedule of every project activity, risks, resource planning, WBS (Work Break down) activity, Process management and other limitations. This step is also known as the progressive detailing phase, (PMI, 2003). Execution Processes – This step engages the project team and the workforce to co-ordinate on the project site and execute the activities laid down in the planning phase in timely correspondence to the planning schedule, (Wild, 2002). Monitoring and Controlling Processes – This consists of mmonitoring and controlling the various activities, making changes and alterations if necessary, scope management, quality control and finally result reporting to the HPCL senior management.   Closing Process – This consists of termination of Project activities, closing of project, after confirmation from the Project Manager, also known as contract closure phase.   2.      Program Management – Program management is related to managing small individual projects within a large single project. The Project manager divides the project activities into small groups of project activities known as “Packages”, to which the various team members are accountable, (Walker and Wilkie, 2002). This step consists of the following jobs that need to be accomplished by the HPCL project manager – Managing the various package holders and assisting them to deliver their package deadlines efficiently Managing the stakeholder and their expectations at the program level of the project Effective allocation of resources and allotment of priority to tasks as laid down by the Program management. Coordinating the project team with that of  the contractor teams at various project activities fronts Managing the Scope and conflicts of the entire project as one program Managing the delivery of expected results   3.      Portfolio Management – In the case of HPCL Recovery project, the Project Manager may need to utilize a number of portfolios that are created on the lines of various departments like process, maintenance, etc. so that tasks like process improvement, equipment maintenance, and replacements can be easily scheduled and completed on time, (Beardwell, and Holden 1997). The various activities that come under portfolio management are as follows: Translating departmental activities into project initiatives and milestones Providing support to Project management environment Resource allocation to project and program objectives   The above detailed model for the HPCL recovery project can assist the Project manager to efficiently manage the project activities and milestones by carefully dividing and allotting the numerous tasks to the team members.   1.5 RISKS IN THE HPCL RECOVERY PROJECT The entire project is based on the recommendations given by M/s SKTech after 2 years of sampling and analysis work. The recommendations coming from such a reputed organization have a confidence level, however, since the scope of M/s SKTech was limited to only analysis of current process and M/s SKTech has no responsibility whatsoever if the end results after implementation of their recommendations did not match the projection. Hence, it was found important to have a contract guarantee from SKTech for the performance of the plant after implementation of their recommendations, (Buttrick, 2000). Differences between SKTech and EPC contractor will be a risk. There exists a risk of not maintaining a common standard platform for Engineering, procurement and construction. The two parties – SKTech and the EPC contractor may have different standards and concerns and the project may go wrong in that case. Similar differences between SKTech-HPCL and EPC contractor-HPCL \ Existing plant may not be able to work in proper co-ordination with the new set up and new modifications and requirements may come in the picture. In the wake of high end technical requirements of the project, it is required that efficient selection of civil and structural contractors, mechanical and piping contractors and electrical and instrumentation contractors is done. In this case, this is compromised; the project deliverability and quality of end product may not be as per expectations, (Kerzner, 2005). Lack of timely procurement, and follow ups between the Engineering division and Procurement division of the contractor so as to process fast and accurate engineering for high quality project deliverability.   1.6 RISK MANAGEMENT Efforts are on to persuade SKTech to enter in to an agreement where they will be bound for performance of the modified process plants.  After this contract SKTech shall play and important supervisory role during basic engineering, detailed engineering, major equipment selection and commissioning of the plant. They will also be responsible for ensuring performance of the plant and also for suggesting suitable measures if there are any deviations, (Kerzner, 2005). Weekly teleconference and review meeting involving all related parties shall be held to discuss and eliminate problems among organizations, disciplines and contractors. EPC contractor shall discuss with HPCL the probable choice of sub contractors before selection of any contractor for the project Close monitoring of engineering and procurement to the last level of activities by HPCL and HPCL’s consultants including SKTech. If required, visit design offices, procurement offices and vendors’ shops to assess the activity at the grass root level, (PMI, 2003) HPCL and Contractor to jointly discuss the site organization, procurement upto a certain amount shall be done from site office itself for expediting the last minute requirement which is very critical to the project.   1.7 CONCLUSION The most important advantages of using a Project Management Capability Maturity Model for the HPCL Recovery project is the effect of assessment and repeatability to obtain near perfect solutions. The study deals with the proficiency of merging the skills of project management with the management of the HPCL Project.   The paper stresses upon the subject of a project management system, its implementation, and the concerns it is required to address. This OPM3 will define the role of a project manager and how can he tackle the various issues. This paper helps to gain an understanding of the combination of project management with existing practical big sized projects along with contributing flexible solutions for the management.  SECTION 2   2.0 PROJECT STAKEHOLDER MANAGEMENT Introduction to Stakeholder management - Stakeholder management is the methodical recognition, investigation and scheduling of activities to converse with, consult with and control the stakeholders involved in any project. Stakeholders comprise all those individuals who are in some manner impacted by the project activities or possess a role or an interest in it, (Walker and Wilkie, 2002). It is important to identify the stakeholder involved in the project, who can be affected, or which stakeholders possess the tendency to affect the project proceedings / results. They may be: ·         Resources that are required by the project activities ·         Individuals / organizations that are affected the activities ·         Individuals / organizations who will affect the activities ·         Other government / regulatory organizations   2.1 IDENTIFICATION AND IMPACT OF STAKEHOLDERS IN THE HPCL CASE STUDY   The identification of stakeholders in a project holds a lot of significant value for the effective implementation and completion of project activities. However, it is not enough to just focus on the list of stakeholders; rather it is important to assess the impact of each shareholder on the project.a very useful technique to assess the impact of shareholders is with the help of inner and outer circles. The innermost circles stand for the most influential stakeholders and the outer circle represents the stakeholders that have less impact / influence. The list of stakeholders in the HPCL recovery project (Stream 3) is as follows:   1.      HPCL Group 2.      M/S SK Tech Pvt. Ltd. 3.      Suppliers and Contractors 4.      Funding Partners 5.      Statutory Consultants 6.      Employees and work force (labor unions) 7.      Stream 1 and Stream 2 Employees and the output of the two streams 8.      Public – (Small business and wider public who expressed interest in the project) 9.      Landowners of the Project site 10.  Public residing near to the Project site 11.  National, Regional and Local government decision makers 12.  Public and private sector companies 13.  Media 14.  Clients   Circle Analysis of the Impact of HPCL Project Stakeholders 2.2 STAKEHOLDER MANAGEMENT – HPCL CASE STUDY In the case of the Lead and Silver Recovery (Stream 3) Improvement project implementation at HPCL, which was awarded to M/s SK Tech Pvt. Ltd., there exists no official and methodological stakeholder management plan. Moreover, there is a haphazard and unsystematic method of stakeholder management, with no laid down policies and strategies for the same. The project manager has no plan for managing the stakeholder involved in his project and how they may affect / may get affected in due course of the project implementation, (Twort & Rees), 2005  2.2.1 Aims of Stakeholder management plan  Consequently, as a part of this study, a six step stakeholder management plan is being proposed to the Project manager so that a flexible and a systematic method is evolved for the convenience of the Project manager, (Walker and Wilkie, 2002). It will assist the project manager to set standards and follow a universal approach in stakeholder management. the main aim behind creating a stakeholder plan is to –  1.      Acquaint the Project manager with the stakeholders 2.      Create a balance between the contributing given by the stakeholders and the rewards given to them 3.      Set a basis for managing every shareholder 4.      Decide which stakeholder needs to be involved in project planning and measurement of success 5.      Evolve communication methods to communicate and interact with the shareholders 6.      The possible demands and rights of shareholders  2.2.2 Stakeholder management plan – This section proposes an all inclusive six step stakeholder management plan for the HPCl case study.  1.      Initiation – The first step of the Stakeholder management plan is to identify the main aim of delivering a stakeholder management plan for the project. The project manager will need to exactly define the purpose of the plan. Also, the project manager will detail the procedure that will be required in making the plan, what is the type of documentation procedure required and how often will the Project manager is required to make alterations and corrections to the plan. 2.      Identification – This step consists of identification of stakeholders of the project. Usually, any project consists of mainly two types of stakeholders – already involved stakeholders and potential stakeholders. This activity may be done with the help of brain storing with team members, experts and HPCL management. In the case of HPCL recovery project, all the stakeholders have already been identified earlier. (See section 3.1 for identification of HPCL recovery project stakeholders). 3.      Analysis – this step focuses on stakeholder analysis, as per their potential to effect the project – in a positive or a negative manner. The HPCL project manager will be able to list out the stakeholders in four different categories - supportive, marginal, non-supportive, and mixed. The supportive stakeholders in the case of HPCL project include the HPCL group, SK Tech, and Funding partners. Suppliers, Contractors, Wide public can be categorized into the marginal stakeholders, which possess the ability to neither threaten nor collaborate with the project. Non supportive stakeholders can be the most distressing for the project manager and they can be a cause of significant worry to the project implementation and timeliness. This section may include, the labor unions (if they exist in HPCL), employees, media and the governmental organizations. Lastly, the mixed stakeholders can be the clients, and the end users of the project, (Reiss, 2007). 4.      Communication – This step involves to effectively maintaining communication between the stakeholders and the management so as to understand what the stakeholders are thinking of the project progress, and how can they affect the progress. Such a frequent understanding of the state of affairs is also significant in regard to development of strategies for dealing with the HPCL project stakeholders. 5.      Implementation – There are a few types of methods available for implementation of the stakeholder plan, however, the best suited for the HPCL project is that of the IMDC technique. IMDC denotes - Involve, Monitor, Defend and Collaborate. By selecting this form of stakeholder management, the project manager can promote higher cooperation of the stakeholders, (PIMI, 2003). The project manager can Involve the supportive stakeholders in project management and other relevant issues because there is no risk of any non-cooperation from the supportive stakeholders. Further, the project manager will need to Monitor the second category of stakeholders – marginal stakeholders who possess low rate of collaborating with the project activities. Marginal stakeholders have issue specific demands and narrow objectives which can be monitored to minimize the costs of the project. Further, the non supportive stakeholders can be managed with the help of a Defensive strategy and need to to be kept satisfied at most of the times. This is the most difficult group of stakeholders to be managed by any project manager. Lastly, the mixed stakeholder group can be easily managed through effective collaboration. All these techniques can be applied by the project manager to significantly reduce costs, improve administration of the project activities, higher exploitation of resources and improved communication between the project manager / management and the stakeholders, (Güven, 1993).  6.      Follow up – This step consists of regular follow ups and consistent checks on maintaining friendly relationships between the stakeholders and the HPCL management. the project manager needs to review all the previous strategies that have been implemented for stakeholder management earlier and respond to future strategy changes if required (in case if the earlier strategies have not worked out well with the stakeholders), (Walker and Wilkie, 2002)   2.2.3 Recommendations on effectively managing project stakeholders - This section offers some recommendations to the Project manager to manage the stakeholders by offering them some rewards, opportunities etc.  1.      Rewards / Incentives - The project manager may offer rewards / incentives to stakeholders of the project. This may help the project manager to alter the perception of the stakeholders regarding the benefits and costs involved in the project implementation. Moreover, employing selective tactics of offering rewards / incentives to project stakeholders can help the project manager to increase pressure on the passive stakeholders as well. 2.       Opportunities – Increasing the opportunities for active project shareholders like labors, contractors, and other individuals employed in the work force of the project, may also help to increase the active participation of these shareholders which is beneficial to the project results. Changing the techniques of participation, offering wider scope of work and responsibilities, and subsequently rewarding them for effectively managing those responsibilities will also promote responsibility on the part of the project shareholders. 3.      Building Capacities – The project manager may also plan to increase or build new capacities for the project, i.e. help to increase the analytical / technical / project related skills of the active shareholders. This may interest the shareholders who initially were disorganized and possessed less or no interest in project activities. Training sessions for the unskilled individuals will help them to build their expertise for future assignments as well.   This part of the paper was intended at studying the stakeholder management and the role of the project manager in relation to the various phases which occur during the project life cycle so as to ensure sustainable project execution and completion.  SECTION 3 Project Charter for Process Improvement Project This Section shows the Project Charter for the HPCL Recovery Project Management Project Charter (CONCEPT NOTE) Prepared By: XX XX Date Prepared: Dec 08, 2010 Revision Number: 1.0 Background In view of depleting reserves at HPCL mines and particularly in Rajasthan mining operations moving to underground, maximizing recoveries of metal from ore became ever critical. Accordingly, SKTech, one of the best technical experts in mineral processing, were consulted for exploring the best achievable recoveries with the RAM ore. On 11th April 2008, HPCL, Ltd, awarded a Project to M/s SK Tech Ptv. Ltd. For metal recovery improvement Program at its underground mine plant in Rajasthan, India. SKTech conducted several sampling campaigns and analyzed the samples in their laboratory. SKtech concluded after analysis that the Project is techno-commercially viable and is recommended for execution. Contracts are to be awarded to various contractors for project as well as pre project activities. Project Scope Proposed plants are to be installed in the mining area of Rajasthan Mines, India The PBS is defined as follows: 2 mining plants are to be installed and 1 no. lead grinding mill is to be installed at stream-3. In order to carry out the above objectives, the brief project scope is as listed below: 1. Installation of new facilities, system and equipments as per the WBS. 2. Some technical modifications in existing plant in mechanical, electrical, instrumentation and piping systems need to be done in order to have a synchronized operation between existing and new installed plants. 3. The electrical power capacity will be tapped from existing 13 Kilowatt to 30 Kilowatt, similarly fresh water and process water shall also be tapped from existing circuit. The following are not in the scope of the project 1. Modification in existing plants for the reasons other than desired for this project 2. Any modification of facilities for the sole purpose of modification in existing plant operation Objectives (SMART) Specific – Install a mining plant as per recommendation by SKTech Measurable – total 2 numbers mining plant with an investment of US$ 10 million resulting in additional revenues of US$ 4 million each year Achievable – Project manager and all project team members have relevant experience in installation of such plants Relevant – The project objective is in-line with the organization’s vision of becoming the World’s largest metals producer Timely – the project must be completed by year 2011 in order to match with the returns projections and payback calculations as per board approval. Risks M/s SKTech had no obligation whatsoever if the end results after implementation of their recommendations did not match the targets. Differences between SKTech and EPC contractor. Improper co-ordination with the new set up and modifications with the existing plant. Project Quality compromise due to improper selection of contractors and unskilled labors. Lack of timely procurement and improper interface matching. Risk Management Approach To persuade SKTech to enter in to a contract agreement Weekly teleconference and fortnightly review meeting to eliminate interface problems. Close monitoring of engineering and procurement. HPCL and Contractor to jointly discuss the site organization, procurement upto a certain amount shall be done from site office itself for expediting the last minute requirement which is very critical to the project. Issues The 3 major issues that confront the project team and the contractor are as follows: Agreement of SKTech to participate and evaluate basic and detailed engineering. Also, participation of SKTech in the Performance Guarantee Test. Participation of EPC contractor in the Performance Guarantee Test. It is intended that both SKTech and the EPC contractor participate in the tests so that some level of guarantee of quality project deliverability is given to HPCL. Change Management Change management is can be employed in case if the project manager thinks that relationships with the contractors / clients and other stakeholders can improve significantly, or the financial costs of the project can be reduced in some manner, team work can be enhanced, project delays can be reduced and project quality can improve as a whole. , better project team work, and improved management of project quality. The following change management aspects can be predicted in the HPCL project: Scope management Employees and Staff changes Agenda and Scheduling changes Design changes Material and Resource change Appropriate Technology replacements Work break Down Structure Major tasks/sub-project with high level Work Break Down Structure(WBS)  Deliverable per Sub Project Basic Engineering Detailed design and engineering Procurement of equipment and others Delivery of purchased items Site construction Plant commissioning Project Organisation  Project team organization chart Roles and responsibilities Project team will remove all the obstacles with the help of HPCL Sr. Mgmt. Mr. Tom Lee – as the Project Manager (Assoc. General Manager-Projects) M/s SKTech to review the basic and detailed engineering and commissioning of the plants. EPC Contractor to carry out detailed engineering, procurement, install and commission the plant as per recommendations from SKTech HPCL team to prepare a suitable contract for EPC contractor and Scope of services for SKTech and Engineering consultant Project constraints  The project cost is estimated as $700 Million and the timeline of order is estimated as 10 months. The proposed plants are supposed to take feed from existing operations hence a large amount of interface with existing plants is to be done. Mining lease area has limited space, plant layout has to be accordingly planned and selected. The labors and other workforce that is employed is mostly the locals with less or no technical expertise. Assumptions  It is assumed that The project will be approved from board in time so that estimated cost-benefit projection can be achieved EPC contractors and consultants will follow the project schedule and deadlines and any conflict/interfaces issues shall be taken care by the project management team Report generated by SKTech is accurate to the desired level Total Quality Management The Total Quality management for the project will consist of three processes: quality planning, quality assurance, quality control Quality planning to assist the manager to reduce time, and cost and increase quality. Quality assurance with the help of Independent reviews, audits of project management techniques and standards by experts will be carried on with the help of the management. Quality control will employ regular inspection, testing and quality measurement at each project milestone so that stakeholder expectations are met. Sustainability  of the project Sufficient endurance of the project management system for adaptability to any kind of changing conditions over time Healthy, flexible and vital project management system Development of an organization which can function for a long period Schedule The target start date for the project is 25-Aug-10 Target completion date for the project is 25-May-11 Costs The overall project cost shall be broken down to the following sub-heads on which the major expenditure shall be made SN Description of expenses Estimated Cost (million) 1 SKTech consultation fees 90 2 Contract Cost 6000 3 Material Cost 250 4 Engineering consultant (Civil and Structural) cost 60 5 Trial run, and Power consumption cost 300 7 Pre-project activities 25 8 Administrative Cost and Manpower Cost and Training of engineers 75 9 SKTech supervision charges 200   Total Estimated expenditure $700 Given below is the Status report:- Given below is the Change Request Form REFERENCES Project Management Institute, Construction Extension to A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Project Management Institute, 2003. Walker I, Wilkie R, ( 2002) Commercial Management in Construction, Blackwell, UK.  Wild R., (2002) Essential of Operations Management Continuum, UK.  Twort, A and Rees J (1995) Civil Engineering Supervision and Management; Arnold London  Morris, P. and Jamieson, A., Translating Corporate Strategy into Project Strategy. Project Management Institute, 2004. Project Management Institute, The Standard for Portfolio Management, Project Management Institute, 2006. Beardwell, I and Holden L (1997) Human resource Management A Contemporary Perspective; Prentice Hall London  Buttrick, R 2000, The Interactive project Workout, 2nd Ed, Prentice Hall, London, 2000. Kerzner, H. Project Management: A Systems Approach to Planning, Scheduling and Controlling. 9th Ed, John Wiley, 2005. Lock, D (2003) Project Management (8th edition) : Gower Aldershot  Twort & Rees Civil Engineering Project Management 4th Ed, 2005  Reiss G ((2007) Project Management Demystified Third Ed ; Taylor and Francis London  M. Güven. A Decision Support System for R&D Project Selection and Resource Allocation under Uncertainty. Project Management Journal 24, no. 4, 1993 Read More