HRM517

Assignment 1: Organizing HR Projects

In order to effect a more centralized model of delivering Human Resources services, there are core project functions that must be undertaken to ensure success as well as ascertaining that all parties are motivated to working with the new model. Establishing a new project team requires orientation to the overall goals and objectives in a bid to ensure that every team member is well aware of both intermediate and final goals. This will act as a guidance to the team making processes and functions easier. On the other hand, successful implementation requires strategic planning which is about allocation of resources, planning, and scheduling in a manner that optimizes the available resources and performing within the budget and the timeline (Neluheni, Pretorius & Ukpere, 2014). In this respect, it is the duty of the project manager or leader to guide and oversee the various processes and activities in a bid to ensure that the desired goals and objectives are being achieved.

The Statement of Overall Importance

When implementing the project, the overall steps of strategic planning are important to start, progress, and finish of the project. There are distinct steps such as vision where the overall goals and desired outcomes are communicated to the parties involved in the accomplishment of the task. Other steps such as planning also highlights the importance of laying down the strategy for attaining various tasks where resources are allocated optimally in a manner that avoids wastage. As a project leader, it is highly important that strategic planning is undertaken. In the field of project management, studies have shown that failure to effectively plan is one of the major contributors to failure especially when it comes to performing within the deadline and budget (Kerzner, 2013). A project manager must be able to put in place a plan that has goals and objectives that must be communicated to the concerned parties such as the team members. Actually, it is deemed best practice when a leader involves other parties such as team members in formulating a plan which improves the diversity of the decisions made.

The steps provided in the texts is highly important to the project. It is imperative to note that project management is nowadays strategic meaning that it must align with overall strategic direction of the organization. Majority of organizations are currently funding projects that are seen to have a direct influence on the strategic direction of the organization. For instance, in this case, it can be seen that the goal is to ensure easier and more efficient management of human resources which have become a strategic tool as opposed to a supporting function it has been over the previous decades. In essence, the strategic planning process will help outline goals, communicate the plans, and strategize on how various tasks and processes will be accomplished in line with desired goals.

Vision and Mission Statements

As noted in the texts, the vision and mission statements outline the desired goals and the plan for getting there. A vision is mainly about looking ahead hence outlines the desired goals and where a project is headed. On the other hand, the mission normally relates to the day-to-day operations, the practical activities that will help the project realize its vision. In relation to the project, the vision and mission statements are as follows.

Vision Statement: To become a leader in delivery of human resources services in line with needs and desires of the organization’s workforce.

Mission Statement: The mission of the project is to create a centralized model of delivering human resources services attaining provision of quality services that makes the workers feel a sense of worth and individual pride.

The vision statement acts as a guide that informs the team members as well as external parties the overall direction of the project and the overall desired goals. On the other hand, it can be seen that the mission statement indicates the specific activities that entail creating a centralized model of service delivery to the human resources at the organization. The two aligns with the strategic plan as they outline desired outcomes for better management of human resources. When the model has been put in place, the workers will receive better services and it will be less costly hence the company will experience better profitability. The organization aims at leveraging optimal management of human resources enabling the company to drive its strategy where human resources become a strategic tool as opposed to a supporting function.

A Project Charter

As noted in the text readings, a project charter is a formal document that describes the entire project including the objectives, how it will be carried out and who the overall stakeholders are (Meredith & Mantel, 2011). It is like a blue print for the project as it describes the various elements relating to the project hence also acts as a guideline for the teams that are undertaking the project. It is a very crucial ingredient in the planning phase as well as subsequent processes and activities. From a general point of view, the charter documents aims and reasons for the project, objectives, main stakeholders, risks projected, benefits, and the general overview of the budget (Meredith & Mantel, 2011). In essence, the charter is important in guiding the team and helping with laying out of the plan for the whole project.

Three important elements of the charter are: project scope, project risks, and the project plan. These elements are key to the realization of the overall goals as well as informing the concerned parties about what the project entails especially the scope. The project risks identified inform the team members about various risks that are likely to be experienced and recommended methods for addressing them which should be communicated to the team members. Finally, the project plan informs about the structure and schedule of activities and use of the available resources. A plan is key as it informs stakeholders of their duties and roles hence avoiding issues during performance (Meredith & Mantel, 2011). Teams are able to meet their goals and objectives in a timely manner hence promoting the efficiency of the whole project.

Statement of Emphasis

A statement of emphasis should majorly entail making the team members and other stakeholders understand the structure and plan of the project and the desired goals. In this case, the teams need to understand that the project aims at creating a fully operational centralized model of service delivery to all the company workers. The model will ensure that workers can easily access the services from a central point regardless of their specific functions and establishments. This means that it will be a central resource center for all the workers. It is imperative to note that the project has two sides, the technical and the physical one. The technical side is about harmonization of the technological tools where systems from various units will be brought together where a single administrator will handle information from all the functions. There will be a centralized database that contains the information of every worker hence it will also act as a source of important information. The other phase of the project entails physical reallocation of offices. The offices will be moved to a central station where workers can find all the needed support from the senior to junior human resources officers. The two sides will see two teams that will have their goals and objectives clearly defined. Any need to share resources will be identified and addressed before work can begin. This information is important and should be known to every stakeholder. Additionally, the team members should be allowed to pose queries so as to ensure that the team start on the same grounding.

Conclusion

Successful completion of project depends on activities and processes before the actual work can actually begin. Strategic planning, developing of vision and mission statements, and communication of project goals and desires should be communicated to all stakeholders and emphasis should be on the team members. They should be well-informed and motivated to embrace the project tasks and processes. It is the duty of the project manager of supervisor to ensure that every stakeholder is aware of their roles and responsibilities. They should also be aware of both intermediate and final goals and objectives as well as methods and processes of attaining them. Finally, there should be a spirit of collective performance so as to create efficiency of various steps and activities.

Assignment 2-Leading and Managing the HR Project

The management of a project requires some skills and knowledge from the leader. The leader should be in a capacity that influences positive results. This is because equal power among team members and their team members may lead to poor decision making and conflicts when it comes to identifying and implementing prioritized activities, procedures, and processes. Concerning the above, it is essential to note that effective and strategic leadership may influence positive outcomes on a project and vice versa. As a manager, leading a project does not mean that one may experience the needed outcomes. The project may stall because of financial challenges, lack of cooperation with employees, and failure to comprehend roles and responsibilities. The above factor requires proper planning to support effective communication management.

Types of Project Manager Power in a Project

When it comes to the position of a manager in a project, two leading powers are critical for a positive outcome. The first power includes reward power. The reward power is based on the activities and performance of team members. It looks at the overall operations of an organization concerning its outcomes. Positive outcomes mean a high possibility of introducing rewards to team members and vice versa. A manager, in this case, has the power to reward team members for them to become motivated. The power is critical and requires a substantive amount of considerations. One has to be careful when it comes to exercising power. When a manager fails to look into the outcome of the project, he/she may have underperformance of the team. Inappropriate use of reward power may counter the productivity of a team.

Therefore, it is essential to evaluate the relationship of the project progress and the contribution of the team members. Rewards by leaders should always be fair and motivating. The second power is the expert power. The expert power is an integral part of the growth of a project (Moodley, Sutherland, & Preterms, 2016). Expert power influences the team members to be respected for their expertise. An example may include one of the project team members with high-level skills in solving problems. The team members who look up to their member with the high level of skills may be respected for the application of the expertise. The skills are the ones that make the team member have a strong position when it comes to handling issues faced by the group. Skills and expertise are enough to give a leader enough power to control and lead a group when it comes to project implementation and development.

Outcomes of Managing Projects

The first outcome of a project may comprise of delayed processes and activities. Time is of the essence of the development of any project. Time influences cost and the scope of a project. It also has an impact on the resources invested in a project. When a project fails to be following the stipulated time, it is crucial to think of possible ways to deal with time. Therefore, in this case, proper planning ensures that a standard time frame is established for a project. It also enables one to align purpose, processes, and activities so that they do not go beyond the official time frame. The other outcome may include conflicts among team members. Conflicts are essential to look at because of their impact. They may cause the constraint to the progress of a project. Conflicts should be dealt with using transparent communication between the manager and team members. Managers should have the capacity to comprehend the variables, resources, and their roles in the project (Fageha & Aibinu, 2013). This gives them a clear path towards establishing a positive direction towards completing the project. The third outcome looks into communication problems.

Communication problems bar the sharing of information among team members. It influences processes to halt due to failure of knowing what to do and how to get involved in a project. Communication needs to be done by establishing verbal and non-verbal incentives. Team members should be trained on the various components of the project. They should collaborate in managing different issues surrounding a project. It is also vital for them to share information all the time concerning the milestones and every phase they undertake. The fourth outcome is lack of enough resources to support simultaneous activities and steps of projects. Resources come with proper planning and research. Research and development identify proper ways through which resource are allocated in all parts and activities of a project depending on their priority.

Challenges Experienced by a Project Manager on Global Project Teams

The first challenge is language barriers. Despite many countries using English as an official language, countries have a specific language. Managers may find it hard communicating with local members of a team working in a country that uses another language. It is crucial to work with translators in the course of a language barrier. Also, a manager should employ bi-lingual team members with proficiency in different languages to take up a project. The second problem may be poor communication. Not every manager may be proficient to a second language. Cultural differences and non-verbal cues may create misunderstandings. Some gestures mean different things in different parts of the world. Some countries may use direct communication while others fail to use euphemisms. The direct approach in some cultures may be considered to be rudeness. An example includes the direct nature of Germans and US citizens criticizing others indirectly.

Neither of the two communication forms is effective, but one has to know how to deal with them. It is vital for a project manager to note the differences and learn how to communicate in the right way. Another major problem includes cultural dimensions (Browne, Dreitlein, Ha, Manzoni, & Mere, 2016). Cultural differences may comprise of different eating habits and doing things. The cultural differences may affect the performance of teams due to their influence on how they work with each other. It is crucial for a project manager to take the team through the cultures of where they are supposed to go and work. They need to be prepared on the associated cultural shocks for them to be strong and to understand them. Therefore, such a process may require collaboration between global teams and local members. A collaborative framework creates confidence among team members.

Overall Communication Management Plan for a Project

There are many processes and procedures involved in developing a communication management plan. The first step comprises listing the communication needs of a project. Every project is different from the other, and it should be unique in terms of its communication. Understanding the size, nature of activities and the preferences of the client determines the type of communication needed to influence success. The second step comprises defining the purpose of the project and the communication surrounding it. It is wrong and absurd to bombard team members with additional meetings. This influences them to get their work done in the right manner. The team members may not be in a position whereby they overlook updates.

The plan needs to be purposeful, and every communication should possess a reason. The third step in the process comprises establishing a communication method. The communication method in the project may comprise of weekly updates via mail, phone calls, and Memos. It is also essential to have a personal touch with clients and team members. The fourth step is to create a cadence to support effective communication (Hawley, 2016). It establishes the frequency in terms of streamlining communication by ensuring clear expectations from the beginning of a project. It eliminates the possibility of random requests for updates. Space may be carved out for crucial meetings and reports. It is also essential to identify the stakeholders involved in a project. Ownership assignments ensure accountability in decision making and achieving goals. Different team members should have different roles relating to communications. The delegation, in this case, is significant as it influences a more comfortable flow of information.

Conclusion

To conclude, communication is an integral part of communication. Project managers should establish effective managers to maintain positive relationships and facilitate the sufficient flow of information among stakeholders. Project management ensures that a manager has powers such as reward and expert to enable them to become relevant to the processes and team members. Reward power boosts performance while expert power creates a unique position for leaders when it comes to solving problems. When it comes to international project management, managers have to identify cultural differences, language barriers, and poor communication as problems that affect their work. Managers should invest in people and processes for them to achieve positive results.

References

Browne, W., Dreitlein, S., Ha, M., Manzoni, J., & Mere, A. (2016). A Competency Model of Global Project Communications. Journal of Marketing & Management, 7(2).

Fageha, M., & Aibinu, A. (2013). Managing project scope definition to improve stakeholders’ participation and enhance project outcome. Procedia-Social and Behavioral Sciences, 74,, 154-164.

Hawley, D. (2016). Implementing Business Analytics within the Supply Chain: Success and Fault Factors. Electronic Journal of Information Systems Evaluation, 19(2), 112.

Moodley, D., Sutherland, M., & Preterms, P. (2016). Comparing the power and influence of functional managers with that of project managers in matrix organisations: The challenge in duality of command. South African Journal of Economic and Management Sciences, 19(1), 103-117.

Assignment 3: Planning Considerations for the HR Project

Human resource is a critical component of project management. This is because it involves the organization and management of a project team. The team handling a project should have the skills and knowledge to deal with different processes and components associated with project management. Their role is significant in enabling effective planning and positive decision-making form the initial phases of a project. The team needs to feel that they have heavily invested in the positive outcome of a project. Human resource ensures that the team members can develop loyalty and commitment towards their work and the objectives of the goals. The project determines the skills, number, and the relationships of the team members.

Concerning the above, it is crucial to discuss scope and schedule to a project team. Also, reviewing of behavioral skills ensure growth. The budget supports operational costs, and it is essential for all employees to consider managing it. To avoid challenges, projects have to eliminate risks associated with project development.

Scope and Scheduling concerning Project Management

Scope and scheduling, support positive development of a project. In the definition and discussion of the scope and scheduling, the Triple Constraint is crucial. It serves as the foundation to the success of a project. The progress of a project may not go forward without the concept of the Triple Constraint in place. This is because it details the scope and scheduling of a project concerning the team. In this case, the scope refers to the required tasks relating to the aspect of fulfilling the goals of the project. The schedule has to do with the time of the project from its beginning to the end. The time and the scope are aligned with the cost. The two serve as crucial to identify the need for a budget when it comes to the development of a project. The process of changing the schedule and the scope in the Triple Constraint may lead to significant changes (Katou, 2009). They should complement each other to eliminate operational ambiguity in undertaking a project. Scheduling and scope relate in a way that they determine the success of a project.

Projects comprise of different parts that need to be handled using scheduling and scope which make up the Triple Constraint. Scheduling and scope serve as the boundaries in which the team may use to support their responsibilities in an organization. Concerning the “Statement of Importance,” they serve as a framework to support an agreement among individuals. The two ensure that a project becomes a series of trade-offs and various compromises that ensure successful completion of projects. Therefore, they may be used to identify the possible trade-offs relevant to a project’s success. The two may not work without each other in supporting the development of a project.

The Behavioral Skills associated with Project Resourcing

The behavioral skills are relevant to ensuring successful implementation of roles and responsibilities associated with project development. They are essential in handling challenges faced by the team during the implementation of a project. Interpersonal and behavioral skills look at the perception of the project team towards the development of a project and its impact on the team members. Since the management and coordination of project teams are about getting things done in the right way through other individuals. The interpersonal behavioral skills comprise of managing people to do a good job when it comes to the management of a project. There is nothing as wonderful and positive in influencing project development compared to one having skills that are meant to keep people together in achieving similar goals (Myatt & Auzenne, 2012). Interpersonal skills are crucial in terms of handling procedures and making decisions while supporting agreements.

The most important skills include conflict resolution. A project comprises of procedures, processes, and teamwork. These factors need to be managed well for them to operate without any conflict. Conflict resolution means avoiding any bureaucratic complexities affecting the progress of a project. The second most significant skill includes delegation. Delegation involves aligning roles and responsibilities with project objectives for mutual benefits in project development. Coaching and mentoring is training and ensuring that the team members have the right confidence and skills in supporting the needs of a project.

Coaching ensures that team members are motivated to develop the project on their own while ensuring standards are followed to the latter. Negotiation is another crucial skill when it comes to the achievement of a project. It involves making agreements on what goes where and how a project should be achieved. Negotiation serves as a component of ensuring effective communication in achieving project variables.

Determining the Budget related to Project Costs

The process of determining a budget for any project involves aggregating the associated cost estimates as relating to work package and individual costs. This is conducted to develop an aspect of the cost estimate to establish a formal cost baseline. The budget is stated via the formal baseline. The budget has a difference to the formal cost baseline. It comprises of authorized funds for performing the project, its components, and activities. The above process ensures that there is proper allocation of monetary resources that are needed to complete different project activities. It ensures that the schedule of a project is delivered. The process also sets the monetary resources requirements that offer a robust framework for estimating and controlling the project’s budget. The management may have an opportunity to know how cash flows from one activity to another through the resource management process. The project budgeting process occurs via steps such as planning.

The performance of the planning occurs concerning the scheduling process of the project. Cash flows, in this case, may have a relationship to the cost estimations, resources, and task durations. When it comes to determining the cash flow for separate activities, it is essential to note that the management of a project has to identify different cost mechanism. This involves comparing the actual costs to the items associated with the project budget that is authorized. Cash flow may be determined and calculated via evaluating constraints such as time, scope, and processes. It is essential to determine the number of funds that enter and leaves the project. The project’s activities need to be viable for them to ensure progress and success. The activities and the progress of a project determine financial performance. Therefore, cash flow may look into the utilization of resources and how funds move from one place to another in a project.

Ways to Identify Possible Project Risks

The first method includes failure modes and effects analysis. Failure may comprise of failure to meet the quality and mission of a project. A project may overrun a schedule and causing negativity in its operations. The method of failure modes and effects analysis identifies the root cause of the failures of a project during its implementation. The method focuses on identifying the failures through evaluating the project function by function. It looks at the time, processes, role of teams, and the external factors that impact a project negatively. The project has to be looked into using different mechanisms.

Are the components effective? Are the team members viable? How is the impact of the decisions associated with the projects? The above factor influences the project to be appropriately handled (Maruping, Venkatesh, Thong, & Zhang, 2019). The second method is the use of questionnaires and interviews. These comprise of questions provided to the team members. They may talk about the risks that affect them and their work. They may also give information relating to challenges that result in adverse changes in their projects. It is easy to use questionnaires and interviews to influence development. The third method comprises of checklists. The project leaders should have a list of the risks that are common in all steps of the project. The list may be created through a review of the significant risks. The list may be used to monitor subsequent projects.

In conclusion, project management and human resource will always work together. The main reason for the above factor is that projects depend on teams and financial resources for their effective development. Also, it ensures that it eliminates risks and creates confidence among the project team members. The managers can negotiate, delegate, coach, mentor, and manage conflicts for the project to succeed.

References

Katou, A. (2009). The impact of human resource development on organisational performance: Test of a causal model. Journal of Behavioral and Applied management, 10(3), 335.

Maruping, L., Venkatesh, V., Thong, J., & Zhang, X. (2019). A Risk Mitigation Framework for Information Technology Projects: A Cultural Contingency Perspective. Journal of Management Information Systems, 36(1),, 120-157.

Myatt, C., & Auzenne, J. (2012). Resourcing interventions enhance psychology support capabilities in special operations forces. Journal of special operations medicine: a peer reviewed journal for SOF medical professionals, 12(4), 54-59.

Assignment 4- Progress, Results, and Finalizing the HR Project

Project Management and Strategy for Sustainability

A project comprises of several processes and stakeholders involved in it. These may be referred to as human and financial resources. Stakeholders include the leadership, employees, and customers who are involved in the development of the project. The three above factors are instrumental in ensuring that an organization can achieve its objectives. When it comes to successfully directing and managing project work, it is essential to note that the key objectives of an organization are achieved through effective management of a project. Also, it means effective use of resources to support the maximization of efforts in supporting the development of a project. Concerning the above, it is essential to note the various strategies employed in creating a successful outcome of a project (Lehnert, Linhart, & Röglinger, 2016). The first strategy comprises evaluating the mission and vision of a project concerning the operational goals of an organization.

The vision and mission serve as the purpose of a project and its implementation. It serves as an indicator of noting the success of variables associated with a project. Comprehending the vision and mission serves as a guide towards managing activities and resources associated with the development of a project. All approaches employed in a project are aligned with the need to support positivity in a project. The second strategy looks into the training of the team members involved in the project’s development. Training is an essential component of developing skills and knowledge among the members involved in the implementation of the project’s variables.

Training ensures that the team members are up to date with the changing nature of the variables and resources employed by the organization in handling the project. The last strategy focuses on creating a project’s deliverable planning document (Martens & Carvalho, 2017). This looks at variables such as time and the use of resources towards delivering the objectives of a project. It also employs possible ways through which to save resources of a project. It is through this that it becomes easy to look at the risks and the benefits associated with the process of delivering the project.

Strategies to Deal with Risk Resolution in a Project

It is crucial to create a list as a starting point in identifying the risks. An action plan is vital to be developed per risk. This ensures the effective management of risks. About the above, the first strategy may look into accepting the risk. Accepting the risk does not mean that someone may let it affect project development. It means that one has identified it and logged it in the risk management software. The risk is preserved for further research and used to influence an organization to deal with it in case it starts to affect the operations of a project (Kerzner & Kerzner, 2017). The strategy deals with small risks associated with a project. The second strategy focuses on avoiding risk. An organization may change its plans to avoid the risk associated with project management.

Avoiding the risk means studying it and understanding its effect. It also means changing the schedule and project plan associated with an activity such as training to deal with the risk. Risk transference is another essential strategy that is used to deal with several parties. The risk may be transferred to another person. An example includes the use of a consultancy to deal with the software that identifies and manages errors. Transference arrangements are written via project contracts. An example may also include the role of an insurer in a project (Kerzner & Kerzner, 2017). The insurer may be liable for the provision of new equipment in replacing the damaged components of a project.

The fourth strategy comprises of mitigating the risk. Risk mitigation is easier to understand than avoiding risk. It limits the impact of risk in the management of a project (Maruping, Venkatesh, Thong, & Zhang, 2019). The training reiterated above among the members of a project’s team may serve as a mitigation strategy for the development of a project. All the strategies mentioned above are significant in their implementations since they change the approaches used in the management of risks and the development of projects.

Actions are Undertaken for Closure of a Project

The closure of a project is significant because it shows that the project has concluded. It is essential because it also depicts the different variables and how the management delivered on them successfully. Concerning project closure, the project manager has the role of reviewing the needed information from different phases to closure. This is to identify information relating to the completion of a project. It also focuses on identifying the possibility of a project meeting its objectives. Project scope may be measured against its plan by the project manager. This means reviewing documents to ensure its completion before the project team considers the closure of the project.

The process also creates some procedures for investigation. It investigates the document revolving around reasons for actions undertaken in the case of the termination of a project before its completion. In the case of outside suppliers being employed in the project, then it means that verifications have to be made concerning the acceptable deliverables and works (Brioso, Humero, & Calampa, 2016). The process may also look into essential activities such as finalizing of open claims and the process of updating records in reflecting the final results.

Requirements associated with closure undergo proper definitions about terms and conditions of the contract. Contracts are applicable in different phases of a project and need to be checked to ensure that they are aligned with the progress of a project to its conclusion. This ensures any complaints regarding variables are handled, and litigation is undertaken.

An Overview of the Project Team on the Importance of Information

Successful projects originate from the aspect of ensuring proper planning and collaboration of members of the project’s team. A project cannot move forward without the contribution of the project members. A project depends on the project manager, team member, sponsor, executive sponsor, and business analyst (Kerzner & Kerzner, 2017). The project manager is involved in the development of a project plan. His/her work revolves around recruiting team members and providing regular updates to the senior officers in the project. The project manager serves as the project lead and manages deliverables according to the project’s plan. The project team member contributes towards achieving objectives of a project by providing expertise. The project team manager ensures the completion of deliverables and objectives (Lehnert, Linhart, & Röglinger, 2016). A team member documents the process (Kerzner & Kerzner, 2017). The project sponsor is in charge of approving budgets for businesses.

The expert is involved in making significant decisions associated with the project. It is the role of the individual to communicate the goals of a project throughout a project. The executive sponsor is involved in managing the ultimate responsibility associated with the project (Martens & Carvalho, 2017). The executive sponsor has powers to approve the deliverables of a project. He/she approves significant changes associated with the scope of a project. The professional is also in charge of providing an additional fund to the scope of the project. The business analyst is involved in defining the variables of a project and gather information requirements for business units.

In conclusion, human resource management is crucial in ensuring the development of a project in any given organization. The main reason for the above is because it aligns human and financial resources in establishing development. Project work entails understanding the environment and working to ensure active strategic development. Projects always depend on practical approaches to eliminate possible risks. Human resources in the management of projects look into processes such as team recruitment, coordination of activities, and management of the projects throughout its lifecycle. The critical interest comprises of comprehending the relationship between executive function and its impact on project management. There is a secure connection between human resources and project management. The two factors are instrumental in influencing the competitiveness of a company. Human resource has been instrumental in identifying roles and responsibilities among stakeholders. These comprise of project sponsors, business analysts, team members, and project managers. They are involved in identifying risks and ensure development.

References

Brioso, X., Humero, A., & Calampa, S. (2016). Comparing point-to-point precedence relations and location-based management system in last planner system: A housing project of highly repetitive processes case study. Procedia Engineering, 164, 12-19.

Kerzner, H., & Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. Hoboken, New Jersey: John Wiley & Sons.

Lehnert, M., Linhart, A., & Röglinger, M. (2016). Value-based process project portfolio management: integrated planning of BPM capability development and process improvement. Business Research, 9(2), 377-419.

Martens, M., & Carvalho, M. (2017). Key factors of sustainability in project management context: A survey exploring the project managers' perspective. International Journal of Project Management, 35(6), 1084-1102.

Maruping, L., Venkatesh, V., Thong, J., & Zhang, X. (2019). A Risk Mitigation Framework for Information Technology Projects: A Cultural Contingency Perspective. Journal of Management Information Systems, 36(1),, 120-157.