The Family Planning Research Centre of Nigeria

Project Management
Training on New Method of Birth Control

Written by:
Mosese Manuofetoa, Almadin Tukutau, Erling Veetutu This report is to help Dr. Adinombe Watage to achieve his goals of completing the projects within the required period.

10/31/2011

The Family Planning Research Centre of Nigeria Project Management

TABLE OF CONTENTS PAGE 1. EXECUTIVE SUMMARY 2 2. INTRODUCTION AND PROBLEM STATEMENT 2 3. PROJECT OVERVIEW 3 4. DEFINING THE CRITICAL PATH 4 5. REQUIRED STAFF AND MANPOWER ALLOCATION AT NORMAL TIME 4 6. MINIMIZING THE DURATION (CRUSH TIME) 5 7. REQUIRED STAFF AND MANPOWER ALLOCATION AT CRUSH TIME 5 8. COST ISSUES 6 9. MONITOR AND CONTROL 10.IMPORTANT ASPECTS AND REPORTING NEEDS 8 11.STRATEGIC STAKEHOLDERS 9 12.KEY SKILLS FOR THE PROJECT MANAGER 9 7

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The Family Planning Research Centre of Nigeria Project Management 13.PROJECT FORECAST 10 14.RELEVANT LOCAL CONTEXT 10 15.MANAGERIAL IMPLICATIONS 10 16.SUMMARY OF RESULTS 11 17.RECOMMENDATIONS 11

1. Executive Summary This primary purpose of this project is to train five teams of field workers to demonstrate the acceptance of a new method of birth control. The objective of this project is to complete all the activities planned within 60 days using the existing 10 staff at the minimum financial cost. At the initial analysis of the activities identified using normal time, the primary budget is $25,400 and is estimated to be completed within 67 days. In order to achieve the target date of 60 days, we had to reduce the duration of Activity C and I by 2 and 5 days respectively at a minimum cost of $100 for C and $400 for I giving a minimum total cost of $25,900. Additionally, we will need to increase the number of persons to 13 in order to perform tasks that can be done in parallel. Analysis and rescheduling of activities, costs and human resources were carried out using PERT/CPM software. Training on new method of Birth Control

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The Family Planning Research Centre of Nigeria Project Management 2. Introduction and Problem Statement Dr. Adinombe Watage, deputy director of the Family Planning Research Center in Nigeria's Over-The-River Providence, was assigned the task of organizing and training 5 teams of field workers. The project is to demonstrate acceptance of a new method of birth control. There will be 10 persons working on this project and there are 2 types of materials that must be prepared for the training: 1. Those for use in training the workers 2. Those for distribution in the field. Detailed bellow in table 1 is the breakdown of the activities, tasks and cost assigned to each at Normal and Crash time respectively. Table: 1

At c. A t. c A t it c iv y M s N r a Ca h N r a u t oml r s oml # Nm a e D s r tio e c ip n F llo o w T e T e im im Cs ot 1 A Identifyfa ulty c 5 2 40 0 2 B Arra e tra ng nsport 7 4 1 0 ,0 0 3 C Identify ollec tra /c t iningm teria a ls 5 3 40 0 4 D Ma a c oda ke c om tions A 3 1 2 0 ,5 0 5 E Identifytea m A 7 4 40 0 6 F B ringintea m B ,E 2 1 1 0 ,0 0 7 G T nsport fa ultyto ba ra c se A,B 3 2 1 0 ,5 0 8 H Print prog mm teria ra a ls C 1 0 6 3 0 ,0 0 9 I er ra a ls H 7 2 0 The normal time D the estimated time that each type of tasks can be completed 2 0 iseliv Prog mm teria 0 J T intea ra m D ,F,Gwith its cost of 1 1 5 0 5 0 ,0 under1 the given conditions. The normal time is associated ,I course. 0 Crash 1 time is the D fieldwork possible shortest time to complete an activity. Crash time0 1 ,0 0 1 K o J 3 0 2 for an 0 0
activity can be determined by the flexibility of that particular activity.

Ca rs Cs o 70 0 1 5 ,4 0 50 0 3 0 ,0 0 80 5 2 0 ,0 0 2 0 ,0 0 4 0 ,0 0 60 0 7 0 ,0 0 1 ,0 0 4 0

3. PROJECT OVERVIEW Detailed below in Table 2 is the scheduling of the activities using PERT/CPM software if the project is to be carried out at normal time. Figure 1 is the network diagram for the project at normal time. Refer Exhibit 1 for Gantt chart visualizing the activities. Table 2:

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The Family Planning Research Centre of Nigeria Project Management

At c. # 1 2 3 4 5 6 7 8 9 1 0 1 1
Figure 1:

At O Cit a c. n r ic l Nm Pt a e ah A n o B n o C Ys e D n o E n o F n o G n o H Ys e I Ys e J Ys e K Ys e Po c r je t C m le n o p tio T ta o l Cs o ot f N m e o Citic l u br f r a

At it civ y T e im 5 7 5 3 7 2 3 1 0 7 1 5 3 0 T e im Po c r je t P th ) a (s

Er s alie t Sat tr 0 0 0 5 5 1 2 7 5 1 5 2 2 3 7 = = =

Er s alie t F is in h 5 7 5 8 1 2 1 4 1 0 1 5 2 2 3 7 6 7

Lt s ae t Sat tr 8 1 2 0 1 9 1 3 2 0 1 9 5 1 5 2 2 3 7

Lt s ae t F is in h 1 3 1 9 5 2 2 2 0 2 2 2 2 1 5 2 2 3 7 6 7

Sc lak ( SE ) L- S 8 1 2 0 1 4 8 8 1 2 0 0 0 0

6 dy 7 as $5 0 2 ,4 0 (C s o ot n 1

C= P

$8 0 1 ,6 0

4. DEFINING THE CRITICAL PATH Critical path is the longest time path through the network of tasks. These tasks will delay the completion of the projects if they are not completed on time. All of these tasks must be completed on schedule if the project is to be completed as planned. There can be more than 1 critical path in a project. In this project, three activities can start in parallel. They are: tasks (A), (B) and (C) as indicated in the network diagram. These three tasks start at the same day but Training on new method of Birth Control Page 20

The Family Planning Research Centre of Nigeria Project Management they differ in the duration taken to for completion. We can see that the total cost of this project is t $25,400 and the completion time is 67 days. The table above shows us the critical path. This path is the shortest way to complete the tasks. The critical path might skip some tasks as with this project, and the cost associated with this path is $18,600. The critical path in this case is to achieve tasks (C (H), (I), (j) and (K) as highlighted in figure 1. 5. REQUIRED STAFF AND MANPOWER ALLOCATION AT NORMAL TIME After analyzing the data we found that we cannot limit the number of staff to less than 10 persons and we may need at least 1 additional person. Refer to table 3 below. Table 3:

Act/T e 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23-3 im A 2 2 2 2 2 B 3 3 3 3 3 3 3 C 2 2 2 2 2 D 1 1 1 E 4 4 4 4 4 4 4 F 1 1 G 2 2 2 H 6 6 6 6 6 6 6 6 6 6 I 3 3 3 3 3 3 3 As shown in table 3 above, some tasks can be achieved parallel, at the same time. J In the K Sixth day the tasks are (B: Arrange transport).(D: Make accommodations), (E: Identify team), (G: Transport faculty), and (H: Print material). The required persons ota 7 (B) 7 7 13 person,(D) 2 0 1 7 7 6 3 3 3 3 4 3 2 we 0 in the T l following tasks;7 7we need 4 1 1 1 1 1need 1 person, (E) we need 4 3 3 3
persons, (G) we need 2 persons and (H) we need 6 persons. It is clear from the above, that if every activity starts at its earliest start time (using normal time),we cannot complete the project with 10 persons. However, we can still complete the project at normal time if we reschedule activity E and F to start at their latest start times respectively. Refer to Exhibit 2 for details of this reallocation.

6. MINIMIZING THE DURATION (CRASH TIME) Provided that the project must finish within 60 days, our analysis showed that the required time is 67 days if activities are carried out at normal duration. We can Training on new method of Birth Control Page 20

The Family Planning Research Centre of Nigeria Project Management minimize the project duration by minimizing the required time for the activities: (C) Identify materials to 3 days and (I) Deliver material to 2 days. In doing so, we will incur an additional cost of $100 for (C) and $400 for (I), totaling to $500 which leads to $25,900 for the whole project. This is the minimum cost that can be achieved to meet the 60 days duration. The explanation: As shown in table 1, the cost per day for each activity varies. However, we choose the lowest cost and minimize their duration accordingly (C) costs $50/day and (I) costs $80/day. The critical path is this case would be as shown in figure 2: Figure 2:

7. REQUIRED STAFF AND MANPOWER ALLOCATION AT CRUSH TIME At Crush time of 60 days (refer table 4 below), we can clearly see that after reallocating activities D, E and G to start at the latest start times we will need extra manpower of at least 1 to 3. With that, we are recommending to recruit this extra manpower on a temporary arrangement or outsource them to appropriate agents. Refer to Exhibit 3 for Gantt chart at Crush visualizing the activities at crunch time.

Table 4: Training on new method of Birth Control Page 20

The Family Planning Research Centre of Nigeria Project Management

A t/T e c im 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 -3 0 1 2 3 4 5 6 0 A 2 2 2 2 2 B 3 3 3 3 3 3 3 C 2 2 2 D 1 1 1 E 4 4 4 4 4 4 4 F 1 1 G 2 2 2 H 6 6 6 6 6 6 6 6 6 6 I 3 3 8. COST ISSUES J 0 K The costs associated with this project can be divided into Direct and Indirect costs. Refer Tablel 4. Direct costs are expenses that1 1 out of1 1 1 budget T ota 7 7 7 1 1 1 1 9 3 0 1 come 0 0 project 1 the 0 0 3 7 7 0
directly. For example, if you have outsourced some of your development work, the developers are expected to put in a specific amount of time, which is then billed for. The developer salaries are direct costs. Indirect costs are those shared across multiple projects. For example, in software development projects, it is regular for a project manager or an architect to be partially allocated across numerous projects. Hence, the cost of the project manager or architect will be shared among the projects they are allocated to. Note that the project managers are usually an indirect cost to the project. This is because their work is to supervise. They dont actually do the work! The people that do the work, like developers and designers, are Direct Costs to the project. Refer to exhibit 4 for more detailed direct and indirect costs. Table 5:

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The Family Planning Research Centre of Nigeria Project Management 9. MONITOR AND CONTROL It is critical for the project to be monitored and controlled closely to ensure that everything is working as planned or variation from the initial plan is kept to a minimum. The most important thing is to monitor the budget of this project. We suggest giving a unity for this project. Establishing a committee for instance, helps a lot to track every single aspect or concern at any stage in the project. Four steps control process repeated through implementation stage as shown in figure 3 below. Figure 3:

To explain the model above, we will discuss each step in details: Lead the project and manage the motivation of the project team. We should consider the project in real world; therefore the plan should be (Logical, Consistence, Well Defined, Simplified model, Assumptions). The influence of people on project success. Project manager responsible about the project culture. Motivation and satisfaction at work are significant point which will effect implementation obviously. Monitor the status of the project activities. In monitoring the project activity, four things should be seriously considered and they are: 1. How many days have been spent on the task?... (Work) 2. How many days are left until the task is complete?.. (Work) 3. On what date did we start?.... (Duration) 4. On what date did you finish?..( Duration) Analyze the status of the project in number of ways. We can analyze the project status or positioning in several ways: By using the tracking Gantt chart as schedule reporting tool. By analyzing the impact of variation to the baseline plan. These variations should be measured in (Cost/Duration).

Produce corrective action plan (contingency plan) to get the project back on schedule. Furthermore we suggest giving roles to each person.

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The Family Planning Research Centre of Nigeria Project Management And of course, the reporting process will be handled efficiently by discussing the outcomes in meetings which will be held in a weekly basis.

The roles will be as the following: Table 6:

They will be the spoken persons of the project and responsible for all the project issues. Identify the faculty, arrange transportation and make accommodations. They must have the ability to negotiate. Identify the materials, print the materials and deliver the materials. They are the backbone of the project. They must give a clarification of the material requirements. They are assigned to identify the team, bring the team in and train the teams. Since there are 5 teams, we need 5 representatives and the proposed organization structure would be as show in figure 4. Figure 4:

P ro Nm es n a e C m itte h a o m e ed H a ind p ty ed eu Pu licR la n b e tio s

R q ir dP r o s e u e es n 1 1 2

10.IMPORTANT ASPECTS AND REPORTING NEEDS a. Financially: Each week the committee has to report the expenses of the project as they go. And that to keep track of all expenses assigned to the given budget Training on new method of Birth Control Page 20

The Family Planning Research Centre of Nigeria Project Management b. Human Resources: The tasks must be achieved according to each person. The commitment of each member is required. Hence, every week the report of the committee evaluates the quality and quantity of tasks assigned to each member of the committee. c. Community: The persons working on the project must be highly qualified and have a good reputation that the community would accept and trust their project achievements. Refer Exhibit 5 for details on the reporting needs of this project.

11.

STRATEGIC STAKEHOLDERS a. Family research center. They are the main stakeholders in the project. Pathminder fund. Team (staff). Worker is related to the pathminder fund because their performance depends and related to them. b. Faculty. They are strategically related because if the faculty doesnt have the necessary skills to provide the right education so even if the project finished in 60 days (on time), but yet the result will not be as wanted.

Additionally, it is the task of the project manager to prepare for and run an effective objective-Setting meeting in which all the stakeholders agree and sign off. Influence stakeholders must: Be fully involved from an early stage. Have ownership of the objectives document. Have access to all relevant briefing information. Have read the information before the meeting takes place. Refer to Exhibit 6 for more detailed on this projects stakeholders. 12. KEY SKILLS FOR THE PROJECT MANAGER

The following can be considered as key skills for the project manager: 1. Analytical skills: The ability to analyze the requirements and well-understand them. 2. Communication skills: The ability to discuss, negotiate and cooperate with others. 3. Leadership skills: The ability to be a team player (Calmness) and can divide the task to smaller tasks and must revise every outcome to ensure they are in accordance with budget. 4. Problem solving: The ability to solve any type of issues that arise from the tasks as the project goes on. 5. Technical skills: The ability to document everything using computer 6. Timeliness The ability to meet strict deadlines. Refer Exhibit 7 for overview of these skills. The project managers receive high visibility in a firm and are responsible for making sure that: 1. All scheduled activities are completed on time and on appropriate sequence. 2. The project is progressing within budget. 3. The project achieves its high quality goals. 4. The people assigned to the project receive the motivation, directions and be able to organize activities from variety of disciplines. Also project manager specialized in conversion of resource inputs and outputs. Project manager must be a unique person. Thats why they can manage temporary, non repetitive activities and frequently acts independently of the formal organization. Project manager should have leadership skills to provide direction, coordination, and Training on new method of Birth Control Page 20

The Family Planning Research Centre of Nigeria Project Management integration to the project team. Project manager are responsible for performance (frequently with too little authority). It is there role to ensure that appropriate tradeoffs are made between the time, cost, and performance requirement of the project.

13.

PROJECT FORECAST

If the project is executed again in 2 years time, we forecast that the cost/overall management of the project to decrease and change as follows. Since two years is not a very long time materials used now can be reused meaning we could avoid some material cost. We can also save cost in identifying the teams as we have already chosen the team. As a result, this will not cost us time and effort to choose new team. In Training the team, time will be minimized because we need just to refresh the team not to retrain them. We also believe in the Law of Gravity, meaning that given the global financial crisis, we expect the global economy to bounce back in 2 years time resulting in reduction in costs for material and supplies. Lastly, the former dictator of Libya Col. Gaddafi has been removed from his power which will result in excess availability of oil. This will ultimately result in reduction in costs for fuel and transportation. We are predicting a decrease in overall costing of 10% in two years time. Refer Exhibit 8 for details of the costs associated with each activity. 14. RELEVANT LOCAL CONTEXT

An example of a local application of such project is the implementation of ICT projects by the local telecom company Tonga Communications Corporation (TCC) such as building mobile communication towers. Challenges faced include a. Environment/Weather Natural calamities and unfavorable weather conditions can delay the completion of projects. b. HR Issues limited availability of local experts can result in delay to completion of projects. c. Cultural Events events such as funerals may result in having several key staff unavailable at key stages of the projects. d. Religions religious beliefs may also restrict staff from working on several days a week including Sundays is never a working day in Tonga. 15. MANAGERIAL IMPLICATIONS

Quite simply Time Management is a key ingredient in Project Management? Understanding the life-cycle for project management will help you to understand how to apply the key skill of time management to it. Time management and you ability to organize the resources vitally important. Time management is much more than simply allocating portions of time to certain jobs. You need to analyze exactly what it is youre spending your time on and how important are those tasks and portions of time to the successful completion of the project. For example, managers could easily spend up to an hour a day just reading emails. This is a task you can Training on new method of Birth Control Page 20

The Family Planning Research Centre of Nigeria Project Management delegate to PAs, get them to be the person that sorts the important from the not so important, telling you what needs dealing with immediate and what can be left until later. That hour youve saved you can use inspecting a part of the project checking on progress or quality etc. This time management philosophy should be applied to most things the manager do; do you need to attend that meeting or can be delegated to someone else? Project managers are primarily there to do the strategic planning, overall monitoring and be creative and innovative in solving problems not micro-manage everything. Given the above, Manager need to be aware that effective project management can bring Business advantage - through timely achievement of goals, optimal resource utilization and information based decision making, Competitive advantage - through workforce energized by culture of execution and collaboration and customer satisfied by getting the right results reliably, Individual advantage through sound business decisions and making course corrections quickly. 16. SUMMARY OF RESULTS

In summary, when activities are performed at normal time, it will require 67 days to complete at a cost of $25,400 and the critical path costs $18,600. If duration is shortened to 60 days, the cost would be higher by $500, which means $25,900. And this is the minimum cost to achieve this project in 60 days. 17. RECOMMENDATIONS

We recommend that: i. ii. iii. iv. v. Team to be increased to 13 persons, and this to equally divide the tasks The project structure must be well-built in order to keep working on track. The documentation process must be highly specific and clear. The project is implemented as per schedule of activities in Table 4 (i.e. Action Plan) This project is important, and it serves the community of Nigeria. Its critical to work on such project, and the results must be highly efficient to meet its cost.

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Dash, Julekha, Offshore Projects Present New Challenges,ComputerWorld Online, June 26, 2000 [http://www.computerworld.com/cwi/story/0,1199,NAV47_STO46181,00.html] Datz, Todd, Portfolio Management: How to Do It Right [insights and methods used by senior managers using IT project portfolio management in major organizations], CIO Magazine (online), CIO Communications, Inc., May 1, 2003 [http://www.cio.com/archive/050103/portfolio.html] Datz, Todd, Portfolio Management: How to Do It Right -- (sidebar) Tools of the Trade [list, with URLs, of major project portfolio management tool vendors], CIO Magazine (online), CIO Communications, Inc., May 1, 2003 [http://www.cio.com/archive/050103/portfolio_sidebar_2.html] Denne, Mark & Cleland-Huang, Jane, Software by Numbers: Low-Risk, High-Return Development, Prentice Hall PTR; 1st edition (October 10, 2003), ISBN: 0131407287 Buy from Amazon.com Degler, Duane, A Role by Any Other Name: The Availability of Skills in Project Teams, Performance Improvement, August 1999, Volume 38/Number 7, pages 15 - 19. [Focused on cross-functional teams working on projects related to performanced centered design (PCD) or electronic performance support systems (EPSS) within software development projects.] DeWeaver, Mary F. and Gillespie, Lori C., Real-World Project Management: New Approaches for Adapting to Change and Uncertainty. New York: Quality Resources, 1997, ISBN 0-527-76321-7. Buy from Amazon.com Dinsmore, Paul C., Human Factors in Project Management. New York: AMACOM, 1990. Dormuth, Eileen, Book Review: The Project Manager's Partner: A Step-by-Step Guide to Project Management by Michael Greer, Performance Improvement, March 1998 Doyle, Michael and Straus, David, How to Make Meetings Work, New York: Jove Books, 1982, ISBN: 0515-09048-4 Buy from Amazon.com Esque, Timm J., No Surprises Project Management: A Proven Early Warning System for Staying on Track, Mill Valley, CA: ACT Publishing, 1999, ISBN 1-882939-04-2 (soft cover) & 1-882939-04-0 (hard cover) [Phone: (800) 995-6651] Buy from Amazon.com Ferry, Daniel D. & Noelle Frances, 77 Sure-Fire Ways to Kill a Software Project, San Jose: Author's Choice Press, 2000, ISBN: 0-595-12610-3 [visit http://www.FineBooks.net] Buy from Amazon.com Field, Tom, When Bad Things Happen to Good Projects, CIO Magazine (online), CIO Communications, Inc., October 15, 1997 [http://www.cio.com/archive/101597_bad.html] Fleming, Quentin W. & Koppleman, Joel M., Earned Value Project Management, 2nd Edition, Project Management Institute, 2000, ISBN: 1880410273 Buy from Amazon.com Foote, David, Managing Projects with a New View [re: enterprise project mgt./project office], ComputerWorld Online, September 11, 2000 [http://www.computerworld.com/cwi/story/0,1199,NAV47_STO49849,00.html] Frame, J. Davidson, Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People. San Francisco: Jossey-Bass, 1995, ISBN 0-7879-0160-1. Buy from Amazon.com Friedman, Thomas L., The World is Flat: A Brief History of the 21st Century, New York, Farrar, Straus and Giroux, 2005, ISBN 0-7879-0160-1.[This book describes the enormous changes in the broad context

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in which we manage our projects -- the globalization of practically everything -- and how to understand all this via his 10 Forces that Flattened the World. This is a "must read" for anyone doing business on the new flat planet! - MG] Buy From Amazon.com Gates, Bill, Business @ the Speed of Thought, New York: Warner Books, 1999, ISBN: 0446675962 Buy from Amazon.com Gilbert, Shayne, 90 Days to Launch: Internet Projects on Time and on Budget John Wiley & Sons, 2001, ISBN: 0-471-38826-2 [visit http://www.90daystolaunch.com] Graham, Robert J. and Englund, Randall L., Creating an Environment for Successful Projects : The Quest to Manage Project Management, Jossey-Bass, 1997, ISBN: 0787903590 [focuses on techniques for building a project based organization -- related to the "project office"] Greer, Michael, Essential Skills for Today's 'Instant' Project Managers, Performance Improvement, February 1998, page 24. Greer, Michael, The Project Manager's Partner: A Step-by-Step Guide to Project Management, Amherst, MA: HRD Press, 1996 [textbook with job aids]. Buy from HRD Press Greer, Michael, Project Management for Workgroups: Facilitator's Guide for The Project Manager's Partner, Amherst, MA:HRD Press, 1997. Buy from HRD Press Greer, Michael, The Manager's Pocket Guide to Project Management, Amherst, MA: HRD Press, 1999. Buy from HRD Press [See also separate web page List of Michael Greer's Publications.] Gundry, Lisa; LaMantia, Laurie, Breakthrough Teams for Breakneck Times, Dearborn Trade Publishing, 2001, ISBN: 0-7931-4273-3 Buy from Amazon.com Hallows, Jolyon, Information Systems Project Management: How to Deliver Function & Value in Information Technology Projects, New York: AMACOM, 1998, ISBN 0-8144-0368-9. Buy from Amazon.com Harbour, Jerry L., Cycle Time Reduction: Designing & Streamlining Work for High Performance, New York: Quality Resources, 1996, ISBN 0-527-76311-X Haugan, Gregory T., Effective Work Breakdown Structures, Vienna, VA; Management Concepts, 2002, ISBN: 1-56726-135-3, Buy from Amazon.com Hendrickson, Chris, Project Management for Construction Fundamental Concepts for Owners, Engineers, Architects and Builders, Pittsburgh, PA l52l3: Department of Civil and Environmental Engineering, Carnegie Mellon University, June 28, 1999 ENTIRE BOOK AVAILABLE ONLINE at this URL: http://www.ce.cmu.edu/~cth/pmbook/ -- First Edition originally printed by Prentice Hall, ISBN 0-13731266-0, 1989 with co-author Tung Au. Second Edition prepared for world wide web publication in 2000. Highsmith, Jim, Agile Project Management : Creating Innovative Products, Pearson Education, 2004, ISBN 0321219775 Buy from Amazon.com Hill, Gerard M., The Complete Project Management Office Handbook, Arlington, VA: Auerbach Publications, 2003, ISBN: 0849321735 Buy from Amazon.com

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House, Ruth Sizemore, The Human Side of Project Management. New York: Addison-Wesley Publishing, 1988. Ireland, Lewis, Quality Management for Projects and Programs, Upper Darby, PA: PMI, 1991, ISBN 1880410-11-7 [to locate, visit PMI's Online Bookstore at http://www.pmibookstore.org. Buy from Amazon.com Kirchof, Nicki and Adams, John, Conflict Management for Project Managers. Upper Darby, PA: Project Management Institute, 1982 [3rd printing, 1989]. Kostner, Jaclyn, Bionic eTeamwork: How to Build Collaborative Virtual Teams at Hyperspeed. Dearborn, A Kaplan Professional Company, 2001, ISBN: 0793148340 Buy from Amazon.com Laufer, Alexander & Hoffman, Edward; Project Management Success Stories: Lessons of Project Leaders, New York: John Wiley & Son, 2000, ISBN#:0-471-36007-4 [Based on a NASA-sponsored research project.] Buy from Amazon.com Lewis, James P., Fundamentals of Project Management. New York: AMACOM, 1997. Lock, Dennis, Project Management (Sixth Edition). New York: Wiley, 1996, ISBN 0470-23723-6. Love, Peter; Fong, Patrick; & Irani, Zahir, Management of Knowledge in Project Environments, Butterworth-Heinemann, January 31, 2005, ISBN: 0750662514, Buy from Amazon.com Martin, Martin; Teagarden, C. Claude; and Lambreth, Charles, Contract Administration for the Project Manager, Upper Darby, PA: Project Management Institute, 1983 [3rd printing, 1990]. Marcus, Ted, Scope Containment in Information Systems Projects [web publication], NewGrange Center for Project Management, http://www.projmgmt.com/scope_containment_ininformation_.htm [undated... approximately 1999] Manus, Jerry, Napoleon on Project Management, Nashville, TN: Thomas Nelson Inc., 2006, ISBN: 07852-1285-X,Buy from Amazon.com Maxwell, John C., The 17 Indisputable Laws of Teamwork, Nashville, TN: Tom Nelson Publishers, 2001. ISBN: 0-7852-7434-0 [related stuff at http://www.lawsofteamwork.com/] Buy from Amazon.com McConnell, Steve, Software Project Survival Guide, Redmond, WA: Microsoft Press, 1998, ISBN: 157231-621-7 -- Visit his web site for templates, etc.: http://www.construx.com/survivalguide/ Buy from Amazon.com McCormack, M., What They Don't Teach You at Harvard Business School: Notes from a StreetSmart Executive. New York: Bantam, 1986. McMahon, Paul E., Virtual Project Management: Software Solutions for Today and the Future, CRC Press, 2000, ISBN: 1574442988 Buy from Amazon.com Melymuka, Kathleen, With IT Projects, Small is Beautiful, Computerworld Online News, 06/18/98.http://www.computerworld.com/cwi/story/0,1199,NAV47_STO25731,00.html [Small project succeed more often than larger ones.] Melymuka, Kathleen, The Project Office: A path to better performance, Computerworld Online News, 8/2/99. http://www.computerworld.com/cwi/story/0,1199,NAV47_STO36545,00.html

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Melymuka, Kathleen, Another view of the Project Office, Computerworld Online News, Computerworld Online News, 8/2/99. http://www.computerworld.com/cwi/story/0,1199,NAV47_STO42972,00.html Melymuka, Kathleen, FYI Project managers: 'Corporate athletes', Computerworld Online News, Computerworld Online News, 8/2/99. http://www.computerworld.com/cwi/story/0,1199,NAV47_STO32172,00.html Mourier, Pierre; Smith, Martin, Ph.D., Conquering Organizational Change: How to Succeed Where Most Companies Fail, CEP Press, 2001, ISBN: 0-9709527-0-8 Buy from Amazon.com Naisbitt, J. and Aburdene, P., Re-inventing the Corporation. New York: Warner Books, 1985. Nelson, Bob and Economy, Peter, Managing for Dummies, Foster City, CA: IDG Books, 1996, ISBN: 156884-858-7 Okes, Dukes; Westcott, Russell T. Certified Quality Manager Handbook, Second Edition, Quality Press, 2001, ISBN: 0-87389-487-1 Buy from Amazon.com Page, Stephen., Best Practices in Policies and Procedures, Process Improvement Publishing, 2002, ISBN: 1929065078 Buy from Amazon.com Pell, Arthur, Complete Idiot's Guide to Managing People, New York: Alpha Books, 1995, ISBN: 0-02861036-9 Pell, Arthur, Complete Idiot's Guide to Team Building, New York: Alpha Books, 1999, ISBN: 0-02863656-2 Buy from Amazon.com Peters, Tom, Liberation Management: Necessary Disorganization for the Nanosecond Nineties. Fawcette Columbine/Ballantine, 1994, ISBN 0-449-90888-7 Peters, Tom and Waterman, R., In Search of Excellence: Lessons from America's Best-Run Companies. New York: Harper & Row, 1982. Peters, Tom, Reinventing Work: The Project 50 [Or, Fifty Ways to Transform Every "Task" Into a Project That Matters]. New York: Alfred A. Knopf, 1999. Peters, Tom, Thriving on Chaos: Handbook for a Management Revolution. New York: Harper & Row, 1988.

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Appendix: Exhibit 1: Gantt chart for project at normal time:

Exhibit 2: Reallocating Manpower at Normal time to start at Latest start time

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The Family Planning Research Centre of Nigeria Project Management

Ac im t/T e A B C D E F G H I J K Ttl oa

1 2 3 2

2 2 3 2

3 2 3 2

4 2 3 2

5 6 7 8 91 1 1 1 1 1 1 1 1 1 2 2 2 0 1 2 3 4 5 6 7 8 9 0 1 2 3 3 3 2 1 1 1 4 4 4 4 4 4 4 1 2 2 2 6 6 6 6 6 6 6 6 6 6 3 3 3 3 3 3

7 7 7 7 71 1 9 8 8 6 6 61 1 7 7 7 7 7 4 0 0 0 0

Exhibit 3: Gantt chart for project at crush time

Exhibit 4: Details of Direct and Indirect Costs

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The Family Planning Research Centre of Nigeria Project Management

Exhibit 5: Projects Reporting Needs

Exhibit 6: Projects Stakeholders Analysis

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The Family Planning Research Centre of Nigeria Project Management

Exhibit 7: Key Skills of the Project Manager

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The Family Planning Research Centre of Nigeria Project Management Exhibit 8: Details of Costs for each Activity when forecast for next 2 years

A tiv c ity N m er u b 1 2 3 4 5 6 7 8 9 1 0 1 1

A tiv c ity Nm a e A B C D E F G H I J K O ea v r ll

C itic l r a P th a no no Yes no no no no Yes Yes Yes Yes Po c r je t:

Nr a oml T e im 5 7 5 3 7 2 3 1 0 7 1 5 3 0

C a h S g e te A d n l r s u g s d d itio a T e im T e im Cs ot 2 5 0 4 7 0 3 3 $0 9 1 3 0 4 7 0 1 2 0 2 3 0 6 1 0 0 2 2 $6 30 1 0 1 5 0 2 0 3 0 0 6 0

Nr a om C o $6 30 $0 90 $6 30 $ ,2 0 2 5 $6 30 $0 90 $ ,3 0 1 5 $ ,7 0 2 0 $8 10 $ ,5 0 4 0 $ ,0 0 9 0

$5 $2 6 4 0 2 ,8 0

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