MASDAR INSTITUTE OF SCIENCE AND TECHNOLOGY

Engineering Systems and Management Program

ESM 505

System Project Management

Schedule and Syllabus

Spring 2011

Instructor
I-Tsung Tsai

TA
Valur Aegisson, Josh Halperin

Material Copyrights
Olivier de Weck (MIT)
James Lyneis (MIT/WPI)
I-Tsung Tsai (Masdar Institute)

Lectures
Sunday and Wednesday, 8:30-9:45 am
Room 2
Masdar Institute of Science and Technology Spring 2011

ESM 505 Class Schedule – Spring Term 2011

Sunday Wednesday
Jan 23 Jan 26
L1: Course Introduction L2: Intro to Project System Dynamics
Project Assignment out HW1 out
Jan 30 Feb 2
L3: Feedback Loops and Rework L4: Critical Path Method

Feb 6 Feb 9
L5: Probabilistic Project Scheduling L6: Project Dynamics Simulation I

Feb 13 Feb 16
L7: Project Dynamics Simulation II L8: Design Structure Matrix Method
HW2 out Project Update due
Feb 20 Feb 23
L9: Iteration Models for Projects L10: Strategic Project Management I
HW1 due
Feb 27 Mar 2
L11: Strategic Project Management II L12: Critical Chain Method
HW3 out Project Proposal due
Mar 6 Mar 9
L13: Earned Value Management L14: SD Cases, Lessons, Extensions
HW2 due, Project Approval given
Mar 13 Mar 16
No Class, Mid-term Break No Class, Mid-term Break
Mar 20 Mar 23
Case 1: Civil Engineering Project Case 2: Aerospace Engineering Project
HW4 out
Mar 27 Mar 30
Case 3: Software Case Study Case 4: Oil and Gas Exploration Project
HW3 due
Apr 3 Apr 6
L15: Project Risk Management L16: Real Options in Projects
HW5 out Project Update due
Apr10 Apr 13
L17: Project Organizations G L18: Managing International Projects G

Apr 17 Apr 20
L19: Project Management Resources L20: Human Aspects of Project Management G
HW5 due
Apr 24 Apr 27
L21: Cost Estimation in Projects G Term Project Presentations I
Project due
May 1 May 4
Term Project Presentations II L22: Class Summary – Success Factors

G: guest speaker

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Course Synopsis:

The course System Project Management (SPM) is focused on teaching methods and tools
for planning and managing complex product and system development projects. We assume that
the enterprise has already chosen what product or system to develop1, so that the course can
focus on the preparation, planning, monitoring and adaptation of projects. The course is
organized into six loosely interwoven modules.

The first module covers traditional and new project planning and simulation techniques
such as PERT/CPM, design structure matrices (DSM) and critical chain (CC). This planning-
centric view of project management exposes not only the capabilities, but also the limitations
of traditional PM methods and tools.

The second module introduces system dynamics (SD) in the context of large projects.
Unfortunately, real projects rarely unfold exactly as they are planned. System dynamics shows
how the evolution of projects can be simulated by modeling the rework cycle and the dynamic
effects of various external parameters as well as the impact of corrective actions taken during
the project.

The third module presents four real world case studies to illustrate the issues associated
with complex projects. The projects are chosen from a variety of industries (automotive,
aerospace, construction, oil & gas exploration, software) to allow the students to see the
previously discussed methods in action, but also to start appreciating the importance of
strategically and tactically managing projects with emphasis on project risks.

The fourth module is focused on ways in which projects that are already underway can be
monitored and tracked in terms of cost, schedule and technical progress. Risk management
techniques for identifying, tracking and mitigating risks are discussed. Uncertainty can also be
turned into opportunity by embedding real options in projects to maximize project value.

The fifth module discusses various forms of project organizations, the challenges of
managing international projects with geographically dispersed teams as well as human aspects
of project work.

Finally, in the sixth module we provide pointers to important resources for cost
estimation, project management software tools as well as a list of empirical factors that are
known to affect project success and failure. These will be presented and debated in class.
Student project presentations will round out the course and offer an opportunity to tap into the
collective experience and insights of the participants.

Learning Objectives:

1
Such upfront issues are covered in ESM 501 System Architecture, among other courses.

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The overall objective of this course is to introduce advanced principles, methods and
tools for project management in a realistic context, such that they can be taken back to the
workplace to improve your ability to manage complex product and system development
projects.

The detailed learning objectives are to:

1. Introduce advanced methods and tools of project management :

a. CPM/PERT
b. Design Structure Matrix
c. System Dynamics
d. Critical Chain
e. Discrete Event Simulation
f. Earned Value Management

2. Understand realistic application of methods (strengths, limitations) and strategic issues

a. Industry Examples (interspersed)
b. Case Studies
c. Risk Management
d. Real Options in Projects

3. Obtain an appreciation for organizational and human aspects in

a. Project Organizations
b. International Project Management (dispersed teams)
c. Project Manager soft skills and typical profiles

4. Learn from each other

a. Class Discussions
b. Project Assignments
c. Homeworks

Disclaimer:

This is not a course on how to use commercial project management software (e.g.
Microsoft Project). This course does not lead to an official certification as a project manager.
Such courses are available from professional societies such as the Project Management Institute
(PMI).

In contrast to traditional courses on the subject of project management we will emphasize

strategic issues and scenarios that cannot be fully predicted such as task iterations, unplanned
rework, perceived versus actual progress and misalignments between work breakdown structures,
product architectures and organizations. As an ESM alumnus/alumna you will likely be in a
leadership position where you will spend more time thinking about strategic and tactical issues
than perform detailed operational planning yourself.

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Discussions

We plan to include discussion related to your own project management experiences. We hope to
accomplish this in several ways:

1. Class discussions will revolve around your experiences in industrial practice. Several
times during a lecture we will stop for discussion points. Your level of activity during
discussions will affect your participation grade.

2. We would like to steer the lecture content and focus on those aspects that interest a
majority of the class beyond the standard, planned material. For this purpose I may
conduct a number of informal polls during the semester.

3. We welcome student contributions to specific aspects of the course where you feel
particularly competent or where you wish to share unusual project management
experiences with your peers. Such contributions can take the form of short prepared
speeches, additional readings or mini-presentations throughout the term.

4. The project assignment will allow you to directly apply one of the advanced methods such
as DSM, SD, or CC to a development situation of a project. Alternatively, you may want
to analyze in-depth the reasons for failure or success of past or ongoing complex product
development projects. Appendix A contains the titles of past class projects at MIT.

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Lecture Content:

January 23, 2011

L1: Course Introduction: Instructor and Student Introductions, Course Objectives, Course
Administration, Terms and Definitions, Course Framework

Module 1: Project Planning Techniques

February 2, 2011
L4: Critical Path Method: CPM, MPM, Gantt Charts, Critical Path Identification, Focus on
Parallel and Sequential Task Dependencies

February 6, 2011
L5: Probabilistic Project Scheduling: PERT, Probabilistic Scheduling, Beta Distributions for
Task Durations, In-Class Experiment

February 16, 2011

L8: DSM Task-based Models: Work Breakdown Structures (WBS), Introduction to Design
Structure Matrices (DSM), Sequencing, Partitioning and Tearing

February 20, 2011

L9: Iteration Models for Projects: Use of DSM’s in a Project Management Context, Sequential
and Parallel Iteration Models, Process Analysis and Redesign, Project Discrete Event Simulation

March 2, 2011
L12: Critical Chain Method: Critical Path Scheduling, Identification and Control, Project
Crashing and its Consequences, Critical Chain Method, DSM to Critical Chain Linking

Module 2: Project System Dynamics

January 26, 2011

L2: Introduction to Project System Dynamics: Introduction to System and Project Dynamics,
Causes of Project Dynamics, Key Concept: "The Rework Cycle", Notion of Feedbacks and
Knock-on Effects

January 30, 2011

L3: Feedback Loops and Rework: SD Modeling Introduction, "Soft" and "Hard" Tools, Causal
Loop Diagrams, Cause-Effect Relationships, Stocks and Flows, Productivity and Quality

February 9, 2011
L6: Project Dynamics Simulation I: Quantitative Modeling of Project Dynamics, Model
Calibration and Parameter Estimation.

February 13, 2011

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L7: Project Dynamics Simulation II: Simulation Execution, Industrial Examples

February 23, 2011

L10: Strategic Project Management I: SD Simulation Application, Staff and Schedule
Dynamics, Variations on the Basic Rework Cycle, Discuss Vensim Simulation Assignment

February 27, 2011

L11: Strategic Project Management II: SD Simulation Application, Staff and Schedule
Dynamics, Variations on the Basic Rework Cycle, Discuss Vensim Simulation Assignment

March 9, 2011
L14: SD Cases, Lessons, Extensions: "Strategic" View of Project Management, Project
Preparation and Planning, Strategic vs. Operational Decisions, Initiation of Dynamics; De-
scoping, Schedule Adjustments, Staffing Strategies

Module 3: Case Studies and Industrial Guest Lectures

March 20, 2011

Case 1: Civil Engineering Project
HBS Case: 9-396-311
BAE Automated Systems (A): Denver International Airport Baggage-Handling System
Describes the events surrounding the construction of the BAE baggage-handling system at the
Denver International Airport. It looks specifically at project management, including decisions
regarding budget, scheduling, and the overall management structure. Also examines the airport's
attempt to work with a great number of outside contractors, including BAE, and coordinate them
into a productive whole, while under considerable political pressures. Approaches the project
from the point of view of BAE's management, which struggles to fulfill its contract, work well
with project management and other contractors, and deal with supply, scheduling, and
engineering difficulties. Setting: Denver, CO; Construction industry; Engineering; 365
employees; 1989-1994

March 23, 2011

Case 2: Aerospace Project
HBS Case: 9-601-040
Rise and Fall of Iridium
Examines the history of Iridium Communications, a provider of mobile satellite services.
Discusses the genesis of Iridium's technical design, then follows the venture through various
stages of development. Describes Iridium's attempts to build a subscriber base after the launch of
commercial service, ending with the company's filing for Chapter 11 in 1999. Setting: Arizona;
technology & competition; 1988

March 27, 2011

Case 3: Software Project
HBS Case: 9-602-086
Microsoft.NET

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Set in the summer of 2000, following the unveiling of Microsoft's .NET initiative to the public.
Three of the key figures in .NET's development are considering the next steps they would have to
take to keep the initiative moving forward. Specifically, the challenges they face include the
retirement of a key executive sponsor and the need to make major changes across many of
Microsoft's core products. The protagonists must come up with a process and an organizational
structure to keep the initiative moving forward. Setting: Global; Software industry; $22.9 billion
revenues; 14,000 employees; 2000

March 30, 2011

Case 4: Oil and Gas Exploration Project
HBS Case: 9-702-012
BP and the Consolidation of the Oil Industry--1998-2002
Examines the economics of the oil and gas industry with a focus on 1998 through 2001. Discusses
the rationale behind using a growth in scale as a means to increase profitability and to gain
competitive advantage. Also examines the classic strategic implications of vertical integration and
questions the necessity of remaining vertically integrated in today's markets. During 1998-2001,
the industry structure changed dramatically with the occurrence of a wave of merger activity. Set
at the end of 2001, as BP's chief executive, Lord John Browne, ponders the company's future. BP
set off the merger activity in 1998 with its combination with Amoco. Other major oil concerns
quickly followed suit. Several large and dominant firms, termed "supermajors," separated
themselves from the rest of the competitors. Although a large number of independent specialty
firms also exist, the supermajor firms no longer believe them to be direct competitors. After the
case discussion, students should be able to: 1) understand the basic economics of the oil and gas
industry, 2) analyze the rationale behind vertical integration strategies, 3) analyze why the
industry restructuring occurred, and 4) understand the economies of scale of the supermajor firms
as well as the potential problems their immense size could create. Setting: Global; Petroleum
industry; Natural gas; $160 billion revenues; 107,000 employees; 1998-2001

Module 4: Project Monitoring and Risk Management

March 6, 2011
L13: Earned Value Management: Resource consumption, cost and time, progress monitoring:
perceived vs. real, Cost Schedule Status Reporting, Earned Value Management (EVM)

April 3, 2011
L15: Project Risk Management: Identifying layers of risk in projects, Risk Identification,
Tracking and Mitigation, Integrating Engineering, Financial, and Strategic Perspectives, Decision
Analysis

April 6, 2011
L16: Real Options in Projects: Real options on projects, Real options in projects, NPV
Analysis, IRR, Value at Risk (VaR curves). Practical examples: parking garage, communications
satellites; oil field development.

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Module 5: Organizational and Human Issues

April 10, 2011

L17: Project Organizations: Influence, Matrix and Dedicated Project Organizations, Alignment
of Task, Product and Organizational Architectures (DSM Overlap), IPTs,

April 13, 2011

L18: Managing International Projects: Impact of Globalization on Project Management, Model
of International (Project) Management, Practical Aspects of Configuration, Coordination and
Cooperation, Cultural Issues

April 20, 2011

L20: Human Aspects of Project Management: Requirements for Project Manager, Project
Team and Customer, Impact of Corporate Culture and Incentive Structures, Typical Project
Manager Profiles (Class Survey Results), Short Student Contributions

Module 6: Project Resources and Student Projects

April 17, 2011

L19: Project Management Resources: Overview of Project Management Software tools, online,
distributed PM environments, Integrated Concurrent Engineering (ICE) environments, Project
Management Institute (PMI), Project Management Standards and Certifications

April 24, 2011

L21: Cost Estimation in Projects: Cost Estimation Methods for Systems
Engineering and Software Projects, Drivers of Cost and Schedule Risk, COSYSMO, others …

April 27 and May 1, 2011

Term Project Presentations – Two 1.5 hr classes. Formal class presentations on student term
projects. Approximately 20-30 minutes per team(depending on the number of teams we have in
the class), including Q&A session

May 4, 2011
L22: Class Summary – Success Factors: Summarize Class Content, Review Learning
Objectives, Present Student Survey Results, Discuss strategic, tactical and operational factors that
have influenced project success and failure in the past, class evaluation

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Administrative Details:

Course Web Site found on Moodle

Instructor: I-Tsung Tsai (itsai@masdar.ac.ae)

TAs: Valur Aegisson (vaegisson@masdar.ac.ae), Josh Halperin (jhalperin@masdar.ac.ae)

Class Operations

• The class will meet from 8:30 to 9:45 am Sundays and Wednesdays in Room 2 according
to the above schedule.

• Lecture notes will be posted on Moodle before the corresponding sessions.

• There is no regularly scheduled recitation.

• TA office hours are 1-3 pm on every Tuesday (an announcement will be made upon
rescheduling).

• You are encouraged to use emails as the means for asking questions. The instructor and the
TAs will make best effort to respond within 72 hours.

• The instructor will include questions that can be beneficial to the entire class in the next
class.

• If our schedules require any of us to be away we will keep you informed and provide
alternate contacts.

• Homework should be uploaded to Moodle according to the standard procedure by 8:30 am

on the day by which it is due.

• Extensions must be requested at least 2 days ahead of the due date with detailed
justifications (this rule will be strictly enforced).

• A master solution to the homework will be posted within one week after the due date.

• The current plan is to use Moodle for receiving homework and posting documents for
distribution.

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Homework Assignments:

There will be a total of five (5) homework assignments throughout the term. The assignments are
designed to reinforce key concepts from class and focus on applications of specific methods and
tools. Our objective is not to make you an expert user of any particular method (e.g. PERT/CPM,
DSM, SD) or particular tool (e.g. Microsoft Project, Vensim). I am assuming that you will be in a
leadership position at your company and that others will carry out the mechanics of maintaining
project plans and documents under your supervision. Therefore, it is important that you
understand the basic workings of the different methods and tools and grasp their relative
advantages and limitations.

The homeworks are a pedagogic means of ensuring some uniformity in achieving the learning
objectives across the class that would not be guaranteed by the term projects alone.

- Homeworks are intended to be solved individually. Verbatim copying from others is not
allowed.
- If students want to cooperate on the homework, they can do so, provided that they
properly reference the contributions that others have made on the first page. There will be
no deduction if cooperation is properly referenced.
- Each student needs to upload/send their own solution
- We might publish anonymous time-spent statistics for assignments.
- Do not spend excessive time on a single homework. The intent is that a homework
assignment should be able to be solved within a maximum 9-10 hours of effort.
- A master solution will be worked out, posted and discussed for each homework within one
week after the due date. The master solution will be delayed if extensions have been
granted to some students.
- The homework topics and due dates are summarized in the table below.

HW Topic Out Due

1 Set up Project System Dynamics Model Jan 26 Feb 23
2 Create Project CPM/PERT Plan Feb 13 Mar 9
3 Task-based Design Structure Matrix (DSM) Feb 27 Mar 27
4 Project Monitoring: Earned Value Management Mar 20 Apr 10
5 Identify and Evaluate Real Options in Projects Apr 3 Apr 17

We will use an Unmanned Areal Vehicle (UAV) project as the common context for all the
homeworks.

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Term Project Assignment:

The intent of the Term Project Assignment is to allow you to explore one particular aspect of
system project management in-depth in the context of your company or in a general industrial
setting. There is relatively large freedom in the selection of topic, choice of research method and
team composition.

Some examples of acceptable topics are given below:

• DSM Project: Create and analyze a DSM model of a product development project of
your choosing. You must identify a project to study, collect the data, conduct the
interviews and analysis, and suggest ways in which the process can be improved based
on your findings.
• SD Project: Identify the dynamics and drivers of a real or hypothetical project. Build
a system dynamics model of the project including causal loop diagrams and governing
equations. Quantitatively simulate the evolution of the project and explore “what-if”
scenarios. This SD model has to be different from the one used in the homeworks, for
example by adding feedback effects, replicating sectors, and/or calibrating parameters
to a real case.
• Survey of Methods and Tools: Conduct a survey of actually used methods and tools
(software) for project management in a particular organization. Compare advantages
and disadvantages and distill lessons learned. This can also take the form of a
comparison of project management practices across multiple firms.
• Success and Failure of a Past Project: Analyze in-depth the preparation, planning
and execution of a large-scale past development project. Study historical data and
conduct stakeholder interviews. Assess the degree of project success or failure against
the original project objectives and identify key factors.

This list is not meant to be comprehensive. We are open to other types of projects, provided that
there is a clear link to the class objective and contents.

Appendix A contains a list of some past project topics

Project Administration:

- The class project is expected to require approximately 50 hours of cumulative work per
person over the course of the entire semester.
- Two page project updates are due at Feb 16.
- Two page project proposals are due at Mar 2.
- Faculty feedback and approval of the project proposals will occur on Mar 9.
- A written progress report (~1000 words as pdf uploaded to Moodle) is due on Apr 6
(‘Project Update’).
- Final project presentations are given on Apr 27 and May 1

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- Teams must be formed by the third week and be indicated on the project proposal. The
nominal team size is two to three (2-3) students. Deviations from this guideline can be
approved by the instructor.
- The final project deliverable is the set of annotated viewgraphs used during the final
presentation. No separate written report is required.
- This three month assignment requires some project management skills to complete on
time.
- Criteria for project grades are: Rigor of analysis (60%), quality of recommendation (30%),
and level of innovation (10%).

Grading:

Component Contribution
1 5 Homeworks (10% each) 50%
2 Term Project 40%2
3 Active Participation 10%
Total 100%

- Active participation includes regular attendance of lectures, offering suggestions or

questions during lectures and relaying of personal experiences to others in the context of
the class.
- Mini-presentations (10-15 minutes) initiated by students on relevant subjects are
encouraged and will be counted as active participation.

2
All team members will receive the same grade for their joint term project.

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Readings:
All readings will be posted as .pdf files to Moodle prior to the class.

There are usually between 1-2 readings associated with each class.

Student contributions and pointers to relevant references are encouraged. Please send relevant
information or the materials to me.

Textbook

Harold Kerzner “Project Management: A Systems Approach to Planning, Scheduling, and

Controlling”, Wiley; 10th edition (March 23, 2009), ISBN-10: 0470278706

Note: The textbook is not a required reading material. It is supposed to be used only as a
reference material to supplement the course content.

Other Suggested Textbooks

McConnell, Steve ; Rapid Development: Taming Wild Software Schedules, Redmond, WA:
Microsoft Press, 1996.

Forsberg, Kevin ; Mooz, Hal , and Cotterman. Howard, Visualizing Project Management, A
Model for Business and Technical Success, Third Edition, John Wiley & Sons, Inc. 2005.

Goldratt, Eliyahu M. ; Critical Chain, Great Barrington, MA: The North River Press, 1997.

Highsmith, James, Adaptive Software Development: a collaborative approach to managing

complex systems, Dorset House Publishing, 1999.

Sterman, J. Business Dynamics: Systems Thinking for a Complex World. Irwin/McGraw-Hill

(textbook with CD-ROM; book website and curriculum resources at www.mhhe.com/sterman.,
2000

Guide to the Project Management Body of Knowledge, A (PMBOK Guide), paperback, Third
Edition , By: Project Management Institute, http://www.pmibookstore.org

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Appendix A

List of Past Project Topics at the Masdar Institute (2009)

1. Managing Project Risk and Resources: A Case Study of Avani and Pine Needle
Gasification – L. Stupin, J. Halperin, and W. Najy.
2. GCC Infrastructure Projects: Recurring Issues in ESR Construction, Bahrain- A.
Saif, A. Koshy, A. Khalid, and V. Varkey.
3. LAKE II – N. Kanan, P. Mande, J Sitler.
4. DAW I: Masdar Institute’s First Solar Car – D. Cihan; K. Mousa; N. Ghazal Aswad;
T. Abdallah.
5. Analysis of System Project Management Practice in Large Scale Companies in UAE
– A. Valur, N. Dhaheri, S. Almazrooei.
6. Planning for a Waste-to-Energy Boom – J. Pan, J. Rigter, and B. Warshay.

List of Past Project Topics at MIT (Fall 2005 and 2006)

1. DSM and Analysis of Technology Development Process at UTC Power - Grover,

Jayaraman, Tikka, and Quispez-Asin
2. Analysis of the Oracle E-Business Suite 11i Project - Bhadouria, Hu, and Ramaratnam
3. Analysis of Project Management Tools and Methods in the Aerospace Industry -
Ayubi, Dizaji, Gomez, and Holvorsen
4. Project Management in Open Solaris: Analysis of Tools and Processes -
Chennapragada, Oren, Sharma, and Wong
5. DSM for Multi-Core Microprocessor Case: Intel - Bhattacharjee, Fernandes, Park, and
Park
6. Multi-Industry Survey of Project Management Tools and Techniques - Aden,
Aquirre, Grama, and Kim
7. Design Studio Processes at Ford - Corby, Espinosa, Mahe, and Ybañez
8. Apache Tomcat Open Source Software Project - Chiang, Kopczynski, Manning, and
Visée
9. Task-Based DSM - Aquirre, Casey, Glynn, and Maseda
10. Modeling the System Dynamics of a Government Development Project - Griffin,
Quinn, and Shahroudi
11. Wireless Mesh Deployment: Using System Dynamics to improve the cost, schedule
and performance of wireless mesh deployments - Cravalho, Hassan-Ali, and Sacka
12. Analysis of an Open Source Software Development Project - Flaherty, Hofstetter, and
Mikaelian
13. USCG Cutter Maintenance Project Management Methods - Bachmann, Davis, Piber,
and Scott
14. Optimization of DNA Sequencing at the Broad Institute - Wang, Osuri, and Graham
15. Design of a Low Cost Rubidium Atomic Clock - Entezam, Kodak, Kim, and Unver

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16. Advanced Automated System (AAS): Comparison of HOT model and System
Dynamics model - Boppana, Wang, Wheeler, and Zborovskiy
17. Project Management of SpaceShipOne: The Quest for the X-Prize - Lloyd, Hempe,
Moore, and Slagle
18. Dynamics of Industry-Government R&D Programs: Honeywell’s DOE Wireless
Program - Gorney, Hajdukiewicz, Nayak, and Thuvara
19. Highly-Optimized Tolerance (HOT) modeling in Project Management: Proposed
Parameter Frameworks - Chow, LaFon, Lekkakos, and Rinaldi
20. A DSM Analysis of a Representative System Development Process at MIT
Motorsports Formula SAE Team - Cho, Graff, Srini, and Xiao
21. Case Study: T1 Platform Integration Project: Automotive Company Full Size SUV &
Truck Programs Baughey, Braunwart, Hou, and Yin
22. Joint Strike Fighter Concept Demonstrator Engine Development Program - Ahn,
Huang, and Salter
23. Internal Competition During Product Development - Kesapradist, Martino, and
Russell
24. The Theory of Constraints in a Critical Path World - Branch, Gillespy, Jones, and
Proper
25. DSM Analysis: Exhaust System Project - Fang, Wan, Zhao, and Zhou
26. Efficient Production Management of an Oil Field - Babajide, Jafarpour, and Lok
27. Managing US Navy Shipyard Programs: A survey of Tools and Methods - Fuller,
Hagan, Hawbaker, and Shoepe
28. Survey of Methods and Tools at the Federal Emergency Management Agency
(FEMA) - Ang, Dolne, and mirza
29. Big Dig Success and Failures: Stakeholders’ Views - Allen, Kalissery, Li, and Shao
30. Apache Software: A Survey of Project Management Methods and Tools - Brown,
Davidi, LaMantia, Schiller, and Shapira

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