Material disponible a wwwactioningorganizationscom

wwwramoncostanet

Project Management

10 ways to improve

success of projects

Barcelona 2012

Ramon Costa i Pujol

rcostaeadaedu Senior Associate Professor

Operations Management and Information Systems Dpt

Ramon Costa i Pujol

Degree in Informatics Engineering by the UPC (Technical University of Catalonia) Master in Pedagogical Qualification for Engineers by ICE-UPC and General Management Programme graduate by the Business School EADA

Business Productivity and Project Director at Microsoft Innovation Center ndash Productivity Center

Senior Associate Professor in EADA and Associate Professor in Escoles Universitagraveries Gimbernat (UAB) Co-director of ldquoIT Project Managementrdquo postgraduate course at EUG

Member of Project Management Institute MCTS in Microsoft Project certified IT Project+ certified (CompTIA) and Master Project Manager (AAPM)

Dynamic Partner amp Cofounder of inPreneur

Senator of Junior Chamber International and member of Amnesty International

wwwramoncostanet

wwwiproductividadcom

wwwactioningorganizationscom

Twitter ramoncosta

LinkedIn ramoncosta

Facebook ProfRamonCosta

Slideshare rcosta

Youtube pgpsi

A project fail ifhellip

bull It does not provide the expected benefits the intended scope or is canceled in advance

bull It deviates by 30 in execution time bull It deviates by 30 in budget

Cost Time

Quality

Scope

A project fail ifhellip

httpwwwprojectsmartcoukthe-curious-case-of-the-chaos-report-2009html

A project fail ifhellip

httpwwwprojectsmartcoukthe-curious-case-of-the-chaos-report-2009html

Project failure can be eliminatedhellip hellip but we can mitigate its probability

10 aspects to be considered in order to improve success in projects

1 Global Vision ldquoMore than PMrdquo

Project Portfolio Management

Project Management

Proyecto

Change Management

Information Systems (IISS)

Pre-Project Project Operations

Programme Management

2 Portfolio and Program Management

2 Portfolio and Program Management

3 Business Case ldquoBusiness value of projectsrdquo

3 Business Case ldquoBusiness value of projectsrdquo

Associations on Project Management bull PMI (Project Management Institute 1969) wwwpmiorg

bull IPMA (International Project Management Association 1965) wwwipmach

bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg

bull APM (Association for Project Management) wwwapmorguk

bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau

Methodologies bull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com

bull Scrum (Agile Project Management and Dev) wwwscrumorg

Academies bull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom

Other institutions (IT specialized) bull CompTIA (1982) wwwcomptiaorg

Linked to software programs bull Microsoft Certified Technical Specialist wwwmicrosoftcom

4 Methodology ldquoA standard way to do PMrdquo

1 Global Vision ldquoMore than PMrdquo

Project Portfolio Management

Project Management

Proyecto

Change Management

Information Systems (IISS)

Pre-Project Project Operations

Programme Management

2 Portfolio and Program Management

2 Portfolio and Program Management

3 Business Case ldquoBusiness value of projectsrdquo

3 Business Case ldquoBusiness value of projectsrdquo

Associations on Project Management bull PMI (Project Management Institute 1969) wwwpmiorg

bull IPMA (International Project Management Association 1965) wwwipmach

bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg

bull APM (Association for Project Management) wwwapmorguk

bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau

Methodologies bull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com

bull Scrum (Agile Project Management and Dev) wwwscrumorg

Academies bull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom

Other institutions (IT specialized) bull CompTIA (1982) wwwcomptiaorg

Linked to software programs bull Microsoft Certified Technical Specialist wwwmicrosoftcom

4 Methodology ldquoA standard way to do PMrdquo

2 Portfolio and Program Management

2 Portfolio and Program Management

3 Business Case ldquoBusiness value of projectsrdquo

3 Business Case ldquoBusiness value of projectsrdquo

Associations on Project Management bull PMI (Project Management Institute 1969) wwwpmiorg

bull IPMA (International Project Management Association 1965) wwwipmach

bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg

bull APM (Association for Project Management) wwwapmorguk

bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau

Methodologies bull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com

bull Scrum (Agile Project Management and Dev) wwwscrumorg

Academies bull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom

Other institutions (IT specialized) bull CompTIA (1982) wwwcomptiaorg

Linked to software programs bull Microsoft Certified Technical Specialist wwwmicrosoftcom

4 Methodology ldquoA standard way to do PMrdquo

2 Portfolio and Program Management

3 Business Case ldquoBusiness value of projectsrdquo

3 Business Case ldquoBusiness value of projectsrdquo

Associations on Project Management bull PMI (Project Management Institute 1969) wwwpmiorg

bull IPMA (International Project Management Association 1965) wwwipmach

bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg

bull APM (Association for Project Management) wwwapmorguk

bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau

Methodologies bull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com

bull Scrum (Agile Project Management and Dev) wwwscrumorg

Academies bull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom

Other institutions (IT specialized) bull CompTIA (1982) wwwcomptiaorg

Linked to software programs bull Microsoft Certified Technical Specialist wwwmicrosoftcom

4 Methodology ldquoA standard way to do PMrdquo

3 Business Case ldquoBusiness value of projectsrdquo

3 Business Case ldquoBusiness value of projectsrdquo

Associations on Project Management bull PMI (Project Management Institute 1969) wwwpmiorg

bull IPMA (International Project Management Association 1965) wwwipmach

bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg

bull APM (Association for Project Management) wwwapmorguk

bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau

Methodologies bull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com

bull Scrum (Agile Project Management and Dev) wwwscrumorg

Academies bull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom

Other institutions (IT specialized) bull CompTIA (1982) wwwcomptiaorg

Linked to software programs bull Microsoft Certified Technical Specialist wwwmicrosoftcom

4 Methodology ldquoA standard way to do PMrdquo

3 Business Case ldquoBusiness value of projectsrdquo

Associations on Project Management bull PMI (Project Management Institute 1969) wwwpmiorg

bull IPMA (International Project Management Association 1965) wwwipmach

bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg

bull APM (Association for Project Management) wwwapmorguk

bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau

Methodologies bull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com

bull Scrum (Agile Project Management and Dev) wwwscrumorg

Academies bull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom

Other institutions (IT specialized) bull CompTIA (1982) wwwcomptiaorg

Linked to software programs bull Microsoft Certified Technical Specialist wwwmicrosoftcom

4 Methodology ldquoA standard way to do PMrdquo

Associations on Project Management bull PMI (Project Management Institute 1969) wwwpmiorg

bull IPMA (International Project Management Association 1965) wwwipmach

bull IAPPM (Intern Association of Project and Program Management 2003) wwwiappmorg

bull APM (Association for Project Management) wwwapmorguk

bull AIPM (Australian Institute of Project Management 1976) wwwaipmcomau

Methodologies bull PRINCE2 (Projects in Controlled Env 1989) wwwprince2com

bull Scrum (Agile Project Management and Dev) wwwscrumorg

Academies bull American Academy of Project Managers (AAPM) wwwprojectmanagementcertificationscom

Other institutions (IT specialized) bull CompTIA (1982) wwwcomptiaorg

Linked to software programs bull Microsoft Certified Technical Specialist wwwmicrosoftcom

4 Methodology ldquoA standard way to do PMrdquo

PMI Certifications

bull Project Management Professional (PMP)reg

bull Certified Associate in Project Management (CAPM)reg

bull Program Management Professional (PgMP)reg

bull PMI Scheduling Professional (PMI-SP)reg

bull PMI Risk Management Professional (PMI-RMP)reg

Standars

bull A Guide to the Project Management Body of Knowledge (PMBOKreg Guide)- Fourth Edition

bull Practice Standard for Project Risk Management

bull Practice Standard for Earned Value Management

bull Practice Standard for Project Configuration Management

bull Practice Standard for Work Breakdown Structures

bull Practice Standard for Scheduling

4 Methodology ldquoA standard way to do PMrdquo

httpwwwpmiorg

(March 2010)

Total members 317962

Total active

PMPs 375959

5 Integrated PM ldquoA holistic visionrdquo

Execution

Planning

Control and

Monitoring

Closing

Initiation

Risk Management Planning

Risk Ident

Qualitative Risk Anal

Quantitative Risk Anal

Risk Response Plan

Risk Monitoring and Control

6 Risk Man ldquoBe prepared for Murphyrdquo

25

Project

Management

Skills

Management

Skills

Business

Skills

The main knowledge needed to manage projects is unique to project

management but to carry out the project direction must be complemented with

knowledge pertaining to the ldquogeneral managementrdquo area and with specific

business skills that will serve project

7 Project Man ldquoMore than technical skillsrdquo

8 Stakeholders ldquothe human siderdquo

Expectations Non identified requirements

Needs Identified requirements

Stakeholders

Stakeholders management amp Expectations Management disciplines

9 Change Management ldquochange happensrdquo

Project Definition and Planning

Project Execution

Project Control and Monitoring

Deployment Operations

Project Closing

Change Manag Definition and Plan

Change Management Plan Execution Evaluation

Project

Project Mangt

Change Mangt

Information Systems

Team

Quality

Costs

Time

Scope

Providers

Communication

Risks

Integration

10 IISS ldquoBeyond scheduling softwarerdquo

1 Global Vision ldquoMore than PMrdquo 2 Change Management ldquoBecause change is needrdquo 3 Business Case ldquoBusiness value of projectsrdquo 4 Methodology ldquoA standard way to do PMrdquo 5 Integrated PM ldquoA holistic vision of projectsrdquo 6 Risk Management ldquoBe prepared for Murphyrdquo 7 Project Manager ldquoMore than technical skillsrdquo 8 Stakeholders ldquothe human side of projectsrdquo 9 Change Management ldquoBecause change is needrdquo 10 IISS ldquoBeyond scheduling softwarerdquo

Conclusions

ldquo50 claves para la direccioacuten de proyectosrdquo

bull Managing a project starts by the enthusiasm and personal

commitment of project director bull A project is not done without a team bull Project must meet the expectations and needs of users and

stakeholders bull Communication is key in the project bull You cannot ever forget the commitments bull Equally important is managing the project

as close and transfer it to operations

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

Execution

Planning

Control and

Monitoring

Closing

Initiation

Risk Management Planning

Risk Ident

Qualitative Risk Anal

Quantitative Risk Anal

Risk Response Plan

Risk Monitoring and Control

6 Risk Man ldquoBe prepared for Murphyrdquo

25

Project

Management

Skills

Management

Skills

Business

Skills

The main knowledge needed to manage projects is unique to project

management but to carry out the project direction must be complemented with

knowledge pertaining to the ldquogeneral managementrdquo area and with specific

business skills that will serve project

7 Project Man ldquoMore than technical skillsrdquo

8 Stakeholders ldquothe human siderdquo

Expectations Non identified requirements

Needs Identified requirements

Stakeholders

Stakeholders management amp Expectations Management disciplines

9 Change Management ldquochange happensrdquo

Project Definition and Planning

Project Execution

Project Control and Monitoring

Deployment Operations

Project Closing

Change Manag Definition and Plan

Change Management Plan Execution Evaluation

Project

Project Mangt

Change Mangt

Information Systems

Team

Quality

Costs

Time

Scope

Providers

Communication

Risks

Integration

10 IISS ldquoBeyond scheduling softwarerdquo

1 Global Vision ldquoMore than PMrdquo 2 Change Management ldquoBecause change is needrdquo 3 Business Case ldquoBusiness value of projectsrdquo 4 Methodology ldquoA standard way to do PMrdquo 5 Integrated PM ldquoA holistic vision of projectsrdquo 6 Risk Management ldquoBe prepared for Murphyrdquo 7 Project Manager ldquoMore than technical skillsrdquo 8 Stakeholders ldquothe human side of projectsrdquo 9 Change Management ldquoBecause change is needrdquo 10 IISS ldquoBeyond scheduling softwarerdquo

Conclusions

ldquo50 claves para la direccioacuten de proyectosrdquo

bull Managing a project starts by the enthusiasm and personal

commitment of project director bull A project is not done without a team bull Project must meet the expectations and needs of users and

stakeholders bull Communication is key in the project bull You cannot ever forget the commitments bull Equally important is managing the project

as close and transfer it to operations

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

25

Project

Management

Skills

Management

Skills

Business

Skills

The main knowledge needed to manage projects is unique to project

management but to carry out the project direction must be complemented with

knowledge pertaining to the ldquogeneral managementrdquo area and with specific

business skills that will serve project

7 Project Man ldquoMore than technical skillsrdquo

8 Stakeholders ldquothe human siderdquo

Expectations Non identified requirements

Needs Identified requirements

Stakeholders

Stakeholders management amp Expectations Management disciplines

9 Change Management ldquochange happensrdquo

Project Definition and Planning

Project Execution

Project Control and Monitoring

Deployment Operations

Project Closing

Change Manag Definition and Plan

Change Management Plan Execution Evaluation

Project

Project Mangt

Change Mangt

Information Systems

Team

Quality

Costs

Time

Scope

Providers

Communication

Risks

Integration

10 IISS ldquoBeyond scheduling softwarerdquo

1 Global Vision ldquoMore than PMrdquo 2 Change Management ldquoBecause change is needrdquo 3 Business Case ldquoBusiness value of projectsrdquo 4 Methodology ldquoA standard way to do PMrdquo 5 Integrated PM ldquoA holistic vision of projectsrdquo 6 Risk Management ldquoBe prepared for Murphyrdquo 7 Project Manager ldquoMore than technical skillsrdquo 8 Stakeholders ldquothe human side of projectsrdquo 9 Change Management ldquoBecause change is needrdquo 10 IISS ldquoBeyond scheduling softwarerdquo

Conclusions

ldquo50 claves para la direccioacuten de proyectosrdquo

bull Managing a project starts by the enthusiasm and personal

commitment of project director bull A project is not done without a team bull Project must meet the expectations and needs of users and

stakeholders bull Communication is key in the project bull You cannot ever forget the commitments bull Equally important is managing the project

as close and transfer it to operations

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

8 Stakeholders ldquothe human siderdquo

Expectations Non identified requirements

Needs Identified requirements

Stakeholders

Stakeholders management amp Expectations Management disciplines

9 Change Management ldquochange happensrdquo

Project Definition and Planning

Project Execution

Project Control and Monitoring

Deployment Operations

Project Closing

Change Manag Definition and Plan

Change Management Plan Execution Evaluation

Project

Project Mangt

Change Mangt

Information Systems

Team

Quality

Costs

Time

Scope

Providers

Communication

Risks

Integration

10 IISS ldquoBeyond scheduling softwarerdquo

1 Global Vision ldquoMore than PMrdquo 2 Change Management ldquoBecause change is needrdquo 3 Business Case ldquoBusiness value of projectsrdquo 4 Methodology ldquoA standard way to do PMrdquo 5 Integrated PM ldquoA holistic vision of projectsrdquo 6 Risk Management ldquoBe prepared for Murphyrdquo 7 Project Manager ldquoMore than technical skillsrdquo 8 Stakeholders ldquothe human side of projectsrdquo 9 Change Management ldquoBecause change is needrdquo 10 IISS ldquoBeyond scheduling softwarerdquo

Conclusions

ldquo50 claves para la direccioacuten de proyectosrdquo

bull Managing a project starts by the enthusiasm and personal

commitment of project director bull A project is not done without a team bull Project must meet the expectations and needs of users and

stakeholders bull Communication is key in the project bull You cannot ever forget the commitments bull Equally important is managing the project

as close and transfer it to operations

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

9 Change Management ldquochange happensrdquo

Project Definition and Planning

Project Execution

Project Control and Monitoring

Deployment Operations

Project Closing

Change Manag Definition and Plan

Change Management Plan Execution Evaluation

Project

Project Mangt

Change Mangt

Information Systems

Team

Quality

Costs

Time

Scope

Providers

Communication

Risks

Integration

10 IISS ldquoBeyond scheduling softwarerdquo

1 Global Vision ldquoMore than PMrdquo 2 Change Management ldquoBecause change is needrdquo 3 Business Case ldquoBusiness value of projectsrdquo 4 Methodology ldquoA standard way to do PMrdquo 5 Integrated PM ldquoA holistic vision of projectsrdquo 6 Risk Management ldquoBe prepared for Murphyrdquo 7 Project Manager ldquoMore than technical skillsrdquo 8 Stakeholders ldquothe human side of projectsrdquo 9 Change Management ldquoBecause change is needrdquo 10 IISS ldquoBeyond scheduling softwarerdquo

Conclusions

ldquo50 claves para la direccioacuten de proyectosrdquo

bull Managing a project starts by the enthusiasm and personal

commitment of project director bull A project is not done without a team bull Project must meet the expectations and needs of users and

stakeholders bull Communication is key in the project bull You cannot ever forget the commitments bull Equally important is managing the project

as close and transfer it to operations

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

Information Systems

Team

Quality

Costs

Time

Scope

Providers

Communication

Risks

Integration

10 IISS ldquoBeyond scheduling softwarerdquo

1 Global Vision ldquoMore than PMrdquo 2 Change Management ldquoBecause change is needrdquo 3 Business Case ldquoBusiness value of projectsrdquo 4 Methodology ldquoA standard way to do PMrdquo 5 Integrated PM ldquoA holistic vision of projectsrdquo 6 Risk Management ldquoBe prepared for Murphyrdquo 7 Project Manager ldquoMore than technical skillsrdquo 8 Stakeholders ldquothe human side of projectsrdquo 9 Change Management ldquoBecause change is needrdquo 10 IISS ldquoBeyond scheduling softwarerdquo

Conclusions

ldquo50 claves para la direccioacuten de proyectosrdquo

bull Managing a project starts by the enthusiasm and personal

commitment of project director bull A project is not done without a team bull Project must meet the expectations and needs of users and

stakeholders bull Communication is key in the project bull You cannot ever forget the commitments bull Equally important is managing the project

as close and transfer it to operations

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

1 Global Vision ldquoMore than PMrdquo 2 Change Management ldquoBecause change is needrdquo 3 Business Case ldquoBusiness value of projectsrdquo 4 Methodology ldquoA standard way to do PMrdquo 5 Integrated PM ldquoA holistic vision of projectsrdquo 6 Risk Management ldquoBe prepared for Murphyrdquo 7 Project Manager ldquoMore than technical skillsrdquo 8 Stakeholders ldquothe human side of projectsrdquo 9 Change Management ldquoBecause change is needrdquo 10 IISS ldquoBeyond scheduling softwarerdquo

Conclusions

ldquo50 claves para la direccioacuten de proyectosrdquo

bull Managing a project starts by the enthusiasm and personal

commitment of project director bull A project is not done without a team bull Project must meet the expectations and needs of users and

stakeholders bull Communication is key in the project bull You cannot ever forget the commitments bull Equally important is managing the project

as close and transfer it to operations

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

ldquo50 claves para la direccioacuten de proyectosrdquo

bull Managing a project starts by the enthusiasm and personal

commitment of project director bull A project is not done without a team bull Project must meet the expectations and needs of users and

stakeholders bull Communication is key in the project bull You cannot ever forget the commitments bull Equally important is managing the project

as close and transfer it to operations

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

ldquoLa direccioacuten de proyectos una herramienta de gestioacuten empresarialrdquo

httpramoncostablogspotcom20071150-lecciones-de-management-eadahtml

httpramoncostablogspotcom2005_07_01_ekipsnet_archivehtml

References amp Bibliography

ldquoThe portable MBA in Project Managementrdquo

References amp Bibliography

ldquoMicrosoft Project 2010 The missing manualrdquo

References amp Bibliography

bull American Academy of Project Management AAPM

bull Association for Project Management (APM)

bull Australian Institute of Project Management (AIPM)

bull CompTIA Project+

bull The International Association of Project and Program Management

bull International Project Management Association (IPMA)

bull International Project Management Commission (IPMC)

bull Project Management Institute (PMI)

bull Stanford University Advanced Project Management (SAPM)

bull Telecommunications Project Management Association (TPMA)

References amp Bibliography

ldquoMicrosoft Project 2010 The missing manualrdquo

References amp Bibliography

bull American Academy of Project Management AAPM

bull Association for Project Management (APM)

bull Australian Institute of Project Management (AIPM)

bull CompTIA Project+

bull The International Association of Project and Program Management

bull International Project Management Association (IPMA)

bull International Project Management Commission (IPMC)

bull Project Management Institute (PMI)

bull Stanford University Advanced Project Management (SAPM)

bull Telecommunications Project Management Association (TPMA)

References amp Bibliography

bull American Academy of Project Management AAPM

bull Association for Project Management (APM)

bull Australian Institute of Project Management (AIPM)

bull CompTIA Project+

bull The International Association of Project and Program Management

bull International Project Management Association (IPMA)

bull International Project Management Commission (IPMC)

bull Project Management Institute (PMI)

bull Stanford University Advanced Project Management (SAPM)

bull Telecommunications Project Management Association (TPMA)

References amp Bibliography

bull httpramoncostablogspotcom200507bibliografia-i-recursos-

webhtml

bull httpramoncostablogspotcom201005bibliografia-de-direccio-de-

projecteshtml

bull httpramoncostablogspotcom201004project-management-

framework-modelhtml

bull httpramoncostablogspotcom200807site-molt-interessant-i-til-per-

lahtml

bull httpwwwpgpsicom201009microsoft-project-2010-resourceshtml

bull httpwwwpgpsicom201002project-management-guidehtml

bull httpwwwpgpsicom200912about-project-management-usefull-

forhtml

bull httpwwwpgpsicom200912earned-value-managementhtml

References amp Bibliography

Thanks a lot

ldquoAviso Legal Esta obra estaacute sujeta a una licencia Reconocimiento ndash NoComercial -

CompartirIgual (by-nc-sa) de Creative Commons

No se permite un uso comercial de la obra original ni de las posibles obras derivadas

cuya distribucioacuten tiene que hacerse con una licencia igual a la que regula la obra

original

La licencia se puede consultar en wwwcreativecommonsorglicenses rdquo