Converting A Network of Personal Computers From Windows XP to Windows 7 - Report Example

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Converting A Network of Personal Computers From Windows XP to Windows 7 A Project Management Study Table of Contents Introduction………………………………...........................................................Page 3 Prescribed Project Management Tools……………………………......................Page 3 Additional Project Management Tools………………………………................Page 10 Risk Management………………………………................................................Page 13 Project Management Overview…………………………..…............................Page 14 Conclusion………………………………..........................................................Page 15 References………………………………...........................................................Page 17 Introduction The objective of this Report is to explain how industry-standard Project Management tools will be used to ensure that a conversion of the Company’s network of Personal Computers will have their operating systems upgraded from Windows XP (presumably the Enterprise Edition) to Windows 7 (also presumably the Enterprise edition). The main work products from this exercise will be to enable:- a) Planning and monitoring the upgrade. b) Ensuring minimum inconvenience to the staff and clients of the Company. c) Dealing with any issues or problems that arise. d) Acquire any relevant knowledge that will be useful for future work. This will include, for example, the project duration, the project cost, the problem areas, and the successful areas. This information will be particular relevance when planning future upgrade project, such as form Windows 7 to Windows 8, for example. Much of the material cited below, where it has not been specifically referenced has come from the consensus of practical industry project management experience, for which specific sources cannot be cited, if many cases some years after the event. However, one work that has been most useful is Meredith & Mantel [Project Management : A Managerial Approach, Jack R. Meredith & Samuel J. Mantel Jr., Third Edition , John Wiley & Sons, 1995, ISBN 0-471-01626-8]. This has been extensively quoted from, and the specific references are given where appropriate. Prescribed Project Management Tools a) Gantt Chart These charts, although they have been in use for many years (since 1917!), are still a key tool in managing a project. They are intended, in an easy-to-read form, to show both planned and actual progress towards the goals of the project, This is done through a vertical list of tasks that have to be done in order to complete the project, with the horizontal axis showing the expected timescale of the project. Gantt charts are at their most useful when they permit the expedition, sequencing and allocation of resources amongst the component tasks of the project, in addition to showing current progress (or, most commonly, the lack thereof!) of the project. The Gantt chart notation also includes the relevant symbols for designating those aspects of the project that are of most concern for the situation that is being charted. An example form the case under consideration would be the allocation of Windows-trained staff and when they will need to complete the upgrade to each of the Company’s offices. The main advantages to using Gantt charts are that, firstly, although they may contain a large amount of information, they are easy to understand. Secondly, while such charts require frequently require updating (a fairly simple process these days with tools such as Microsoft project and others like it) the maintenance process is relatively easy, providing that the tasks to be performed stay the same(!). This is a classic example of changing requirements wrecking a project(!!). The way to get around this problem in the example under consideration, will be as with all IT-related projects, to adopt a ‘bite and hold’ approach, implementing the upgrade in a series of relatively small ‘chunks’ rather going for the ‘big bang’ implementation. Another key advantage of Gantt charts is that they are easy to construct. While they may be constructed without drawing up a PERT Chart (see below) there is a close relationship, between the Gantt chart and the PERT chart. This is built around firstly, making a list of all the tasks that will comprise the upgrade project (acquiring DVDs, training and engaging staff, for example) and then listing them in the order that will need to be carried out. For example, there is no point in ordering DVS before the trained staff are in place. An example of a Gantt chart , after Durfee [] is given below. b) Logic Network An excellent overview of using logic networks in planning a project is provided by Haughty [Planning a Project Using a Work Breakdown Structure & Logic Network, Duncan Haughey, PMP, [No date], [Online]. Available : http://www.projectsmart.co.uk/pdf/planning-a-project-using-a-work-breakdown-structure-and-logic-network.pdf A Logic Network, or Time Chart, will show the sequence of activities in the upgrade project across the allocated time for the project. It will show which activity logically precedes or follows another. The process begins by create a ‘start’ (left) and ‘end’ (right) note and put them on the display (this is most likely to be a screen with current project management tools). Next, arrange the work breakdown structure (WBS - see below) entities in the logical sequence of activities from left to right. Join the notes with both arrows in and out. Some at least of the WBS entities will have more than one arrow. All connecting lines on a Logic Network diagram must enter at the left (beginning) of the activity entity and exit at the right (ending). Lines must not enter the top or exit the bottom of the activity box, nor should there be any unconnected lines. All activities (entities) must connect to at least one other activity, or to the start or conclusion of the project. The time for every activity will be calculated to calculate the aggregate project duration. This Logic Network diagram that aid the understanding of the dependencies in the upgrade project, notably the timescale and its workflow. This technique will reveal important information that has been overlooked drawing upon practical experience! According to Neuhauser [IBM Corporation Project Management Module 10 - Network Logic and Scheduling, Wilhelm F. Neuhauser. April 2007. [Online]. Available : http://www.informatik.uni-jena.de/dbis/lehre/ss2007/prom/pm_ss_2007/PM-10.pdf] the Network Schedule must flow from the WBS work products and the planned or actual duration of the project. The project schedules may be driven by amount of resources required (notably Windows-qualified system administrators in the example under consideration). The project schedule will be a major element of the project baseline along with cost and technical considerations. The Network Diagram must aim to shows time to finish and activity interdependencies and must provide the greatest amount of information, which useful for detailed analysis both during the project and the ‘lessons learned’ sessions after it’s (it is to be hoped!) successful conclusion. An example of a Network Chart [after Neuhauser, 2007, Page 10] is given below. c) PERT Chart According to Meredith & Mantel [1995, Paged 336 et seq.) the Program Evaluation and Review Technique (PERT) Chart was developed for use within the U.S, aerospace industry in the 1950s, being released for use in 1958. PERT has been primarily used for research and development projects, for which it was first developed. PERT is strictly oriented towards the time aspects of projects, and would be used in the case under consideration to estimate, as accurately as possible given the information available, the timescale for the Windows 7 upgrade. PERT techniques will also ‘shade into’; the Network Diagram illustrated above. The first stage in the PERT charting process will be to determine what activities will be incorporated into the project. These will typically include identifying which Company staff are using JAWS, and should therefore be upgraded first, the acquisition of the necessary Microsoft DVDs and licences and the training and engagement of upgrade staff. Having identified the activities, it will then be necessary to decide the order of precedence, that is to say, which activity will have successors (but no predecessors) and which activity will have predecessors but no successors. The former is defined by Meredith & Mantel [1995] as am activity that starts a network and the latter as an activity that ends a network. The entity that has both predecessors and successors is described as a ‘middle activity’. The PERT chart should be labelled with arrows (easy to do with modern software tools) and the appropriate activity type numbers (‘1’ for start, ‘2’ for middle and ‘3’ for end, presumably). There should also have been drawn up an Action Plan, presumably describing the component activities that must be undertaken in order to complete the tasks within the upgrade project, but with no sequences or dependencies. This Action Plan will be fed into the PERT charting process in order to determine the interconnections based on the technological relationships. The PERT chart, showing all the tasks, activities, sequences and dependencies within the upgrade project, may then be drawn up [after Google, from a selection of such charts], using the following format. d) Product Breakdown Structure (PBS) According to Trainer, [What is Product Breakdown Structure?, Silicon Beach Training, Andy Trainer (presumably a non de plume), May 2010. [Online]. Available : http://www.siliconbeachtraining.co.uk/free-resources/what-is-product-breakdown-structure-pbs/] the Product Breakdown Structure (PBS) is a fundamental part of project management and the PRINCE2 project management methodology, and hence may not be relevant to relatively basic projects. The PBS is a tool used to assess, plan and display the outcomes required of a project. It’s immediate relevance to the upgrade project is that drawing up a PBS for it will allow the expected outcome ( a Company PC network successfully upgraded to Windows 7) to be determined. It is part of a product based planning technique, and will attempts to structurally decompose all of the components of the upgrade project, in as much detail as possible, so that nothing is overlooked. It is important to note that products may be physical or conceptual and may include tools required to manage the project e.g. test documentation, requirement specifications or safety certifications. The PBS diagram below, taken from Wikipedia, demonstrates an example of breaking down the required components of a computer (and hence is particularly relevant for an IT project). It will be seen that a PBS offers a clear, exhaustive and hierarchical structure of all work products. In order to create a successful PBS, wit will be necessary to proceed as follows. Use as much detail as possible. Include all activities, no ,matter how trivial, in the Company’s Windows upgrade project. It is important to bear in mind that even the most insignificant activity or dependency, if overlooked, may derail the whole project. Cover all products necessary for the business’s needs. This will include DVDs, licences, training needs of Company system administrators and the temporary engagement of qualified staff to facilitate the upgrade. Include products beyond the project’s scope. An obvious example here are the Company’s other IT activities and business activities critically dependent on IT. This may also include the Company’s Business Continuity/Disaster Recovery (BC/DR) plan. Bear in mind that any external product represents risk. This risk will have to be managed firstly using a risk management (sometimes called risk mitigation) strategy and put in place with the appropriate project management tools. A typical Product Breakdown Diagram takes the following form (after Wikipedia) e) Work Breakdown Structure (WBS) According to the Project Management website [Project Management Docs. Free Project Management Templates, Work Breakdown Structure (WBS) Template No attribution [No Date]. [Online]. Available : http://www.projectmanagementdocs.com/template/Work-Breakdown-Structure.pdf] the WBS will provide a view into the upgrade project which will show what work the Windows upgrade project will encompass. It will be a very useful tool intended to easily communicate the work and processes involved to execute the Windows upgrade project. There must have already been a Project Manager and project team appointed by the Company, who would be well advised to use the WBS to develop the project schedule, resource requirements and cost, which would then be fed into the other project management tools described above. The WBS may therefore be viewed as the foundation of the whole project management effort. Conversely, if the WBS is wrong, the whole project will be immediately derailed!. There are many ways you can present the WBS may be presented for the Windows upgrade project. This template provides many of the most popular layouts for such a document. Depending on where in the Windows upgrade project plan the WBS will sit, a different layout may be more suitable.. For instance many Project Managers include a high level WBS within the project plan, then a detailed version as an appendix to the plan. It may be found that one layout for a high level WBS and a different one for a detailed WBS will be preferred. Some examples of WBSs will now be given by way of illustrating the above points. The outline view WBS presents an easy to view and understand layout for the WBS. It is also a good layout to use when developing the WBS changes are very easily made, especially since the Microsoft Word auto numbering (Word 2007 and after - earlier versions are a different matter!!) feature will update the WBS Code automatically. The hierarchal WBS structure is similar to the outline view but without indentation. Although this format is more difficult to read, it may be useful where there are many levels and indenting each level would make the table to large (again, important for Word before the ‘2007’ version!!) to fit into a document. The Tabular View WBS structure is a well organised table view of the WBS. If the Company favours a tabulated WBS format, this will be the way to go. The Work Breakdown Structure presented below [after the PM website] represents all the work required to complete this project. Additional Project Management Tools The project tools described above are best suited to setting up a project. It appears that different tools will be required for the control of a project once it is under way. Meredith & Mantel [1995, page 508 et seq.] have much to say on the subject. They stress that actually controlling the project is at least as important as using the tools themselves. There are three areas where the progress of a project will need to be carefully controlled. These are : Performance, Cost and Time. Performance will need to be monitored for unexpected technical problems arising. This will be particularly relevant for the Windows upgrade project, more specifically, individual PCs that were just able to run Windows XP, albeit with performance problems, but cannot ‘run’ Windows XP. Secondly, project performance will be adversely affected should there be insufficient resources (particularly human) being allocated to the project. This will be of particular relevance should there be a sudden outbreak of influenza, for example. It is unlikely that insurmountable technical obstacles will arise, although the budget may be adversely affected if it becomes necessary to purchase a large number of Windows 7 compatible PCs. The project is an internal one, so problems with clients suddenly changing their specifications. It is likewise very unlikely that instructional complications will arise with an operating system upgrade will arise, not will sudden technological breakthroughs - if Microsoft have done their homework! The cost of the project will need the most careful attention to control. For example, technical difficulties, such as large numbers of PCs which prove incompatible with Windows 7 needing to be replaced, will need to be watched for, Also, the scope of the work may increase, but in the context of an operating system upgrade, this is likely to be strictly a secondary issue, unless large quantities of key user data (such as sales material) need to be archived while the upgrade takes place. As the cost of the upgrade, being a highly specific task, will be amenable to close and accurate cost estimation, initial bids or estimated being too low is very unlikely to arise. However, one problem that may arise here is that the contractors brought in to do much of the upgrade work may have ‘underbid’ the job to secure it, and find themselves financially unable to complete - a common problem in the IT world. However, this will be a matter for the Company’s lawyers rather than the upgrade project team. One problem that will most certainly be within the remit if the Project Manager and his immediate subordinates is poor or untimely reporting. All practical steps will need to be taken to anticipate this. One might think that this is a truism - but it happens distressingly often in the IT world! Budgeting should not be a problem, given that the Windows upgrade is a highly specific task, for which absolutely firm estimates should be forthcoming. Again, one should check any contractors’ estimates for underbidding. Corrective control in the financial area should not happen if the Project Manager is competent. Nor should input prices be a problem, as the major inputs will be Windows 7 licences, software media and perhaps a purchase of up-to-date PCs, all of which should be able to be allowed for in the agreed project budget. Appreciable problems in the area of Time should not arise, as upgrading operating systems ought to be a task that is amenable to accurate and firm estimation. Potential problems with task sequencing may need to be allowed for, but given that the major issues in this area will be Company staff training and the temporary engagement of contractors for a specific task, one would not expect any difficulties in this area. Before proceeding with the project, the Project Manager must ensure that the key inputs in terms of media, licences, Company staff training and contractor engagement should have been allowed for before the project started. - if necessary allowing for the appropriate ‘lead times’ before commencing the project. Similar considerations apply to potential problems in proceeding tasks not being complete. The key tasks are ordering of media, securing licences, training Company system administrators and engaging contractors ought to be well within the capabilities of a competent Project Manager. A the project appears to be purely an internal one, it is not expected that customer-generated changes would be an issue, nor should Government regulations changing being an issue, as such changes should not impact on software licensing, for example, providing that the Company exercises a satisfactory level of business ethics. To perform the above functional tasks, there will need to be in place a Project Management Control System (PMCS) process. An example of such a process, which is clearly based on extensive industrial experience is provided by Fischer [], who describes the essential components of such a PMCS. They key components of such a PMCS are the following:- The Technical Document Database The Detailed Cost Estimate Database The Integrated Project Schedule Database The Cost/Schedule Management Database A Qualified Accounting System The Change Control Board (CCB) Process Fischer [2002] offers the following suggestions for the PMCS components The technical document database will need to have these attributes : it will be the official repository for all specifications, plans, procedures and technical interfaces, it will be under Change Control Board (CCB) authority to ensure that the current document versions define the official work scope and specifications of the project and will be available on-line to all collaborating members of the project team. The cost estimate database will need to be developed through using consistent methodologies from the Project Cost Estimation, and will be a detailed bottoms up cost estimate with all cost elements related to the project WBS, and will also be captured in a relational database that can be easily exported to a Cost Management Software package (to be selected by the Company) for project tracking and reporting. The integrated project schedule database will follow on from the work products generated by the general project management tools previously described above, and will comprise the following features : it will require detailed development of an Integrated Project Schedule (IPS) using a consistent, defined methodology from the project’s scheduling procedure. This will need to be chosen by the Company beforehand. It will use scheduling software that meets critical path method (CPM) standards, and will hence identify the project critical path and the near critical paths and, finally will define the all the project milestones necessary for tracking and reporting progress. The project cost management database will form the basis of the control of the project costs throughout the life of the project. It will therefore need features that will import the project cost estimate and schedule, which together will time-phase the budget based on the project schedule It will also need to set multiple project baselines, track approved budget and schedule changes from the CCB in a CCB log, then import the schedule progress from the schedule software, imports the project accounting costs and finally generate reports to compare schedule and cost progress against the project management expectations. The accounting system will need to be able to export the project cost data in an electronic format so that the Cost Management Software of the PMCS can import it monthly. The Change Control Board will, be the team that oversees the operation of the PMCS, approving any changes that need to be made to it. It is not anticipated that there will be any change management issues with the Windows upgrade itself. The CCB have a defined procedure for the project management to make change requests. The CCB, through the project management. must ensure consistency of change to all three areas: cost, schedule and technical. Risk Management Practical and carefully used project management tools are a key part of the Company’s risk management strategy for the Windows upgrade project. Their proper use will mitigate the risks described below, although the tools themselves will not eliminate them - one must always allow for the human factor! The most immediately apparent risk to a successful project will be those Company operatives who use the JAWS screen reader program. This program has been described as fully compatible with Windows 7 and less compatible with Windows XP. This implies that upgrading the operating system of these PCs will, in fact, facilitate the operation of JAWS, rather than prejudice it. It is implied that these PCs are randomly sited, which may make upgrading them difficult. It is presumed that the Company’s IT department will have records as to exactly which personnel use JAWS. It is also presumed that the Company’s HR department will have full records for the contact details of the individuals in question. This risk may then be managed by using the IT and HR records to contact these individuals, and make arrangements for upgrade staff to visit the Company offices in question and upgrade these PCs first. This done, the upgrade team, while resident at the offices in question, may then proceed to upgrade the PCs allocated to the other Company staff at these locations. The other most serious risk is that there will not be enough Company IT staff trained in Windows 7 to complete the upgrade in the expected timescale. The Company’s IT staff will presumably be able to accurately estimate the time to upgrade each PC (which may well include backing-up essential user data). If necessary, consult with Microsoft UK to confirm these estimates. The risk may then be managed by retaining the temporary services of additional staff to complete the upgrades. It may be safely expected that either Microsoft UK or one or more of it’s accredited partners will be able to provide the required number of temporary staff. Regarding the cost of this exercise, this will have to be balanced against the implicit cost to the Company of not completing the mass upgrade by Spring 2012. It will be appreciated that the cost of bringing-in temporary staff qualified in Windows 7 upgrades will be a fixed cost, which may be accounted for in the Project Budget. The only non-quantifiable risk in such an exercise will be ensuring that all contractors present on Company sites during the upgrade process will conform to the Company access control policies for contractors. This may be mitigated by ensuring that the individuals are escorted by Company staff while on Company premises to conduct the upgrades. The other major category of risk that must be managed is that of the interdependencies between the Windows 7 upgrade and other Company projects. Presuming that the Windows upgrade will have an impact on all IT-related operations within the Company the Board and senior managers of the Company will have to examine which projects that will be most immediately and severely affected by the upgrade - most likely sales and internal administrative functions - and prioritise which individual projects within these categories will be most likely to be adversely affected by any problems with the upgrade and implement the appropriate risk management strategies. Project Management Overview The first question that must be asked in any overview of Project Management is : Why Project Management? According to Meredith & Mantel [1995, Pages 9-13], the initial answer is to accomplish one or more given goals - converting the Company’s PCs to Windows 7 (and all that goes with it) in the case under consideration. According to Meredith & Mantel [1995] the ultimate goal of good project management is to improve the enterprise’s control of it’s operations and customer relations. Good project management will improve development times for projects (decreasing the installation period of Windows 7 in the case under consideration) lowering the costs of the exercise,, higher installation quality (meaning less Windows 7-related support calls) and increasing the Company’s profits by reducing the costs of the installation. There will also be a potentially improved orientation of the Company’s staff towards IT results (so critical to so many enterprises nowadays), better co-ordination between the Company’s offices and departments and potentially better workforce morale. However, according to Meredith and Mantel [1995], project management also has it’s downside, which implies that the upheaval that so often happens during the implementation of any major project, which may manifest themselves in breaching the policies of the enterprise - contractors breaking the Company’s access control policies while undertaking upgrades is one example appertaining to the case under consideration. Especial attention will also have to be paid to costs during implementation (which may get out of control), more management difficulties and low personnel utilisation. The latter will have to be dealt with through improved training, particularly in Windows 7 configuration management and conducting the continuing upgrade process - as upgrades are release by Microsoft, they will have to published within the Company’s PC network. Meredith and Mantel [1995] make it clear that the disadvantages of project management stem form the same sources as the advantages, which implies that the key implicit project management task will be to ensure that these sources do not prejudice the satisfactory completion of the upgrade project. The use of project management tools, as described in this Essay, is intended to maximise the benefits of effective project management, while minimising the negative aspects - one must allow for the human factor here as well! Conclusion The final phase of a well-managed project will be the Project Termination phase. The project may be said to be successfully terminated when the objective has been achieved on, time, on budget and meeting the performance goals. It is expected that upgrading the Company’s computers to Windows 7 will meet all these goals, bearing in mind that there is a specific goal being achieved with software that is (or should be!) a known quantity, and put in place by system administrators that one would expect to be fully competent with relatively advanced Microsoft technology. However, there should still be a Project Audit, to serve as both a ‘lessons learned’ exercise and to acquire any relevant knowledge that will be useful for future work. This will include, for example, the project duration, the project cost, the problem areas, and the successful areas. This information will be particular relevance when planning future upgrade project, such as form Windows 7 to Windows 8, for example. This termination process will fall into these phases : audit plan, project management process review, project management, communication and recommendations. An excellent description is provided by Egeland [Project Management Tips Detailing the Project Management Audit Process, Brad Egeland, November 6, 2009. [Online]. Available : http://pmtips.net/detailing-project-management-audit-process/ The audit plan will need to detail both the objectives and the steps to fulfil these audit objectives. A project management audit will begin with a preliminary analysis of the project control processes and procedures by reviewing same. During the audit, these processes and procedures will be assessed for completeness and effectiveness. The preliminary survey should identify the Company’s strategy and the responsibilities for managing and controlling the Windows 7 upgrade project.. The project management process review will assess the adequacy of the project controls for the Windows 7 upgrade. It will cite listed representative checkpoints in the project management process. Auditors will need to use these checkpoints to confirm both the status of the project’s internal control system and the status of the Windows 7 upgrade project itself. These reviews should eliminate the necessity of devoting large amounts of audit resources to the development effort. As long as the development process is well controlled, the need for audit involvement will be minimised. Auditors will assist the project manager in identifying project risks and evaluating plans to mitigate and manage risks (such as training and allotted resources). Auditing will provide the Company’s management with an independent review of the project deliverables. Auditing should also review the project task list and budget to verify that all project tasks are defined and all milestones have been successfully passed During the planning phase the auditor will need to facilitate communication within the project team between and raise issues that will adversely affect the quality and timeliness of the project. Resources from various departments will need to come together to implement the project control process described above . As they build up experience of audit projects, auditors develop an overall knowledge of the Company and establish relationships with all it‘s departments. These relationships will be most helpful in current and future projects by making sure information is flowing between the development team and internal ‘customers’ within the Company. It is vitally important to make sure that expectations of the project team as a whole of the auditor’s role are understood and communicated to all members. In order to influence the systems development effort, the auditor must develop an open line of communication with all stakeholders in the Windows 7 upgrade project. If such a good relationship does not exist, information will be withheld from the auditor. This type of situation will prevent the auditor from doing the best job possible. In addition,, he or she must remain independent. Throughout the Windows 7 upgrade project, the auditor must be making control recommendations. These recommendations will need to be handled informally by reviewing the implementation with the project team or formally by presenting recommendations to Company‘s senior management. In either case, the auditor must always consider the value of the control recommendation versus the cost of implementing the control. Also, recommendations should be specific, identifying the problem and not the symptom. This allows the proper controls to be implemented and tested. Recommendations may be rejected because of a time and cost factor, as the Project Manager may sometimes feel that implementing an auditor’s recommendations will put the programme behind schedule. The auditor must convince all responsible managers that if the recommendations are not implemented, more time and money will be spent in the medium and long term. Informing management of the cost of implementing a control now rather than shutting down the system later to repair it or leaving possible exposures open will help convince management of the need to spend time and money now. References Project Management : A Managerial Approach, Jack R. Meredith & Samuel J. Mantel Jr., Third Edition , John Wiley & Sons, 1995, ISBN 0-471-01626-8 Planning a Project Using a Work Breakdown Structure & Logic Network By Duncan Haughey, PMP [No date] [Online] Available : http://www.projectsmart.co.uk/pdf/planning-a-project-using-a-work-breakdown-structure-and-logic-network.pdf Project Management Knowledge The Ultimate Resource For Project Managers Network Logic No identified author current data [Online] Available : http://project-management-knowledge.com/definitions/n/network-logic/ IBM Corporation Project Management Module 10 - Network Logic and Scheduling Wilhelm F. Neuhauser April 2007 [Online] available : http://www.informatik.uni-jena.de/dbis/lehre/ss2007/prom/pm_ss_2007/PM-10.pdf What is Product Breakdown Structure? Silicon Beach Training Andy Trainer (presumably a non de plume) May 2010 [Online] Available : http://www.siliconbeachtraining.co.uk/free-resources/what-is-product-breakdown-structure-pbs/ Project Management Docs Free Project Management Templates Work Breakdown Structure (WBS) Template No attribution [No Date] [Online] Available : http://www.projectmanagementdocs.com/template/Work-Breakdown-Structure.pdf University of Minnesota Project Planning and Gantt Charts W. Durfee, Oct-08 [Online] Available : http://www.me.umn.edu/courses/me2011/handouts/proj_planning.pdf Project Management Control System Implementation and Tools Richard Fischer,Project Management Services, Inc. November 2002, [Online]. Available : http://131.215.239.80/workshop2/talks/fischer.pdf Project Management Tips Detailing the Project Management Audit Process Brad Egeland November 6, 2009 [Online] Available : http://pmtips.net/detailing-project-management-audit-process/ Read More