Preliminary Project Charter And Management Plan For “NOOSA CONVENTION AND PERFORMING ARTS CENTRE”

BACKGROUND

The project is developed for forming the effective and improved construction activities for building convention and art centre for Noosa. The construction activities would result in forming the development of the art and convention centre for Noosa. The project would consider the location, construction, and operation of the Noosa Convention and Art Centre. The development of the centre would help the business organization for listing the development of the operations for the alignment of the operations. 

The CCIQ has initiated the project pre-feasibility analysis for development of the building for Convention and Art Centre of the improved functional and development model. The Council of AEC Gropu Pvt. Ltd. has been undertaking the review for the CCIQ’s feasibility analysis of Noosa Convention and Art Centre. The Council has taken the decision for initiating the plan development for the implication of the effective and improved functional development.

The objectives of the project is aligned for ensuring that improved communication is aligned for listing the development of the activities of the operations. The objectives of project include,

• To develop a project plan for listing the facilities of the effective construction activities
• To develop the convention and art centre for the alignment of the specific activities
• To form the development of successive alignment activities for the user specific operations

The project of construction of Noosa Convention and Art Centre is based on the implication of the project management principles and Information Technology development. The formation of the effective and improved construction activities would ensure that the required centre construction is built at the required location. The feasibility study is formed for installing the development of the improved activities.

The business objectives for the deployment of the effective and improved communication are helpful for listing the deployment of the effective business operations. The alignment of the improved activities would allow the formation of the convention and art centre for Noosa. The use of the centre would be helpful for renting it and getting the total cost recovery for the project development. The site development is successive with the implementation of the effective development process. The business objective for Noosa is to increase the operating revenue of $2,481,339.00 so that it exceeds the operating expenditure of $4,166,251.00. The total earnings of the organization must be a positive expected value due to the project.

DELIVERABLES

The deliverables for the project of construction of Noosa Convention and Art Centre are arranged chronologically in the following table,

Serial No	Deliverable	End Date
D1	Procurement Documentation for the project	Wed 2/21/18
D2	Charter Documentation	Mon 2/26/18
D3	Project Initiation Documentation	Wed 2/28/18
D4	Project Scheduling	Fri 3/2/18
D5	Accumulating material resources and machineries	Fri 3/16/18
D6	Setting site office	Mon 4/2/18
D7	Excavating site foundations and elevator pit	Tue 5/1/18
D8	Windows and Doors are Constructed	Tue 6/5/18
D9	Drainage and Plumbing is done	Fri 6/22/18
D10	Partition of site for Convention and Art Centre	Wed 7/4/18
D11	Convention Section is carved out	Tue 7/10/18
D12	Art centre is carved out	Fri 7/27/18
D13	Fire Safety and First Aid is installed in abundance	Wed 8/22/18
D14	Final Furnishing of the Centre	Thu 8/30/18
D15	Convention and Art Centre is Inaugurated	Thu 9/13/18

The business hub for the project includes the development of the effective operational center for developing improved operations for the organization. The Noosa Convention and Art Center require the use of the supportive development factor. The deployment of the effective and improved functional analysis is helpful for the deployment of the sufficient integration model.

DRIVERS FOR THE PROJECT

The project scope for the project of construction of Noosa Convention and Art Centre includes the following items,

Documents: Project Charter, Project Initiation, Procurement, Contractor Agreement, Final Report, and Approval Documentation

Works: Site construction (clearing, pillar works, cementing, leveling, and concreting), Infrastructure construction (walls, floors, window, doors, and roofs), Interior Construction (power line, electricity, paintings, furniture, fixtures, and other works), and final construction (medical kit installation and fire safety installation)

The project of construction of Noosa Convention and Art Centre excludes the development of communication plan, risk management plan, and development of transportation activities. The project manager would not have to take care of the operations of the contractor and the alignment of the effective change management plan.

The associated works of the project include the development of the office site at the location of the site for ensuring effective communication. The formation of the Noosa convection and art center would be helpful for listing the deployment of the construction activities. The allocation of the successive modification of the construction is dependent of the integration of the construction management with the principles of project management. The activity of applying for electricity power, external power for the construction works, alignment of the communication at the work site, and machinery management.

The project handover would be done when the government officer would inspect and approve the project operations for the alignment of the effective and improved project integration activities. The formation of the supporting documentation would allow the formation of the effective and improved functional development modification. The handover of the projects would be supplied for forming the occasional development of the convention and art centre for Noosa.

ASSUMPTIONS

The assumptions of the project of construction of Noosa Convention and Art Centre are,

Expected outcome of pre-feasibility study:

The pre-feasibility study for the project of construction of Noosa Convention and Art Centre would yield expected results for CCIQ.

Completion of construction:

The completion of the construction works for the Noosa Convention and Art Centre must be done in the expected time and duration.

Profit generation:

The business objective for Noosa is to increase the operating revenue of $2,481,339.00 so that it exceeds the operating expenditure of $4,166,251.00 for generating profit for the organization.

The constraints of the project of construction of Noosa Convention and Art Centre are,

Time: The time duration acts as the major constraints for the project since the project of construction of Noosa Convention and Art Centre is a construction project. The project is expected to complete in duration of 6-7 months of time.

PROJECT OBJECTIVES

Cost: The resource utilization is a feasibility analysis factor that also acts the constraint for the project of construction of Noosa Convention and Art Centre. The overall budget of the project must be confided to $200,000 so that the organization can overcome this amount in short period of time.

Construction Factors: Some factors like weather, quality of raw materials, machine performance, and skill of workers also act as the constraints of the project.

The potential issues of the project of construction of Noosa Convention and Art Centre are,

Lack of construction materials: The raw materials like sand, brick, clay, cement, pillars, and concrete are the primary raw materials required for the project of construction. The lack of these raw materials results in forming the major issue in forming the improvement of the operations.

Delay in construction: The delay in project activity completion results in forming the management of the profound system development. The alignment of the operations had resulted in listing the number of resources and probability of occurrence of the issues.

The opportunities of the project of construction of Noosa Convention and Art Centre are,

Integration of the principles: The integration of the principles of project management and construction activities would be implied for the development of the operations. The analysis of the operations and linking the development of the operations would be possible for listing the deployment of the activities.

Increase in revenue: The revenue generation of the activities would be helpful for listing the development of the effective development model. The modification of the operations would align the modification had aligned the operational development of the operations.

METHODOLOGY

The methodology for the integration management for the project of construction of Noosa Convention and Art Centre include the following 6 steps,

Step 1: Initiating- The initiation phase is helpful for starting the integration management for the project operations

Step 2: Planning- The planning phase lists out the required activities for the implementation of the integration management of the construction projects

Step 3: Executing- The execution of the project activities would help in implying the activities of the implementation management

Step 4: Monitoring and Controlling- The monitoring and controlling would imply the modification of the occasional activities of the project

Step 5: Closing- The closing phase is formed for forming the effective and improved closure checklist for the project

CHANGE CONTROL

The change control is developed for ensuring that the project of construction of Noosa Convention and Art Centre would imply expected project outcomes from the project. The implication of the change control is helpful for listing the development of the effective and improved functional changes in the project. The change control can be implied by the help of 7QC tools and Six Sigma implementation.

PROJECT CONCEPT

The performance reporting for the project of construction of Noosa Convention and Art Centre is based on the project progress evaluation report that is made for ensuring that project activities are being carried out successfully as expected.

Project audit is done for analyzing the monetary benefits of the project of construction of Noosa Convention and Art Centre for developing effective and improved outcomes of the project. The audit can be done by analyzing the resource usage document, NPV analysis, and progress checklist.

The project dependencies are analyzed by considering the project plan in form of methodology and the relation of the tasks are the dependency for the project plan. The project plan is developed following the traditional waterfall methodology and it would help in forming the project timeline.

SCHEDULE

The project schedule for the project of construction of Noosa Convention and Art Centre is shown in the table below,

WBS	Task Name	Duration	Start	Finish
0	NOOSA CONVENTION AND PERFORMING ARTS CENTRE	157 days	Thu 2/8/18	Fri 9/14/18
1	Preliminary Study	10 days	Thu 2/8/18	Wed 2/21/18
1.1	Preparing Submit Bond and Insurance Documents	3 days	Thu 2/8/18	Mon 2/12/18
M1	Obtaining Approval for Proceeding and Building Permits	2 days	Tue 2/13/18	Wed 2/14/18
1.3	Feasibility Analysis of the Construction Requirements	3 days	Thu 2/15/18	Mon 2/19/18
1.4	Procurement Documentation for the project	2 days	Tue 2/20/18	Wed 2/21/18
2	Project Initiation	8 days	Thu 2/22/18	Mon 3/5/18
M2	Project Kickoff meeting	1 day	Thu 2/22/18	Thu 2/22/18
2.2	Charter Documentation	2 days	Fri 2/23/18	Mon 2/26/18
2.3	Project Initiation Documentation	2 days	Tue 2/27/18	Wed 2/28/18
2.4	Project Scheduling	2 days	Thu 3/1/18	Fri 3/2/18
2.5	Submission of documents	1 day	Mon 3/5/18	Mon 3/5/18
3	Site Development	41 days	Tue 3/6/18	Tue 5/1/18
3.1	Clearing site	4 days	Tue 3/6/18	Fri 3/9/18
M3	Accumulating material resources and machineries	5 days	Mon 3/12/18	Fri 3/16/18
3.3	Installing power source	6 days	Mon 3/19/18	Mon 3/26/18
3.4	Setting site office	5 days	Tue 3/27/18	Mon 4/2/18
3.5	Cutting and Filling land of site as required	7 days	Tue 4/3/18	Wed 4/11/18
3.6	Storm Drainage and Exterior Fire line development	6 days	Thu 4/12/18	Thu 4/19/18
M4	Construction foundation for the site	3 days	Fri 4/20/18	Tue 4/24/18
3.8	Excavating site foundations and elevator pit	5 days	Wed 4/25/18	Tue 5/1/18
4	Construction of Convention and Arts Centre	87 days	Wed 5/2/18	Thu 8/30/18
4.1	Floor and Wall Construction	25 days	Wed 5/2/18	Tue 6/5/18
4.1.1	Steel Pillars are eradicated	4 days	Wed 5/2/18	Mon 5/7/18
4.1.2	Concrete and Brick Walls are developed	6 days	Tue 5/8/18	Tue 5/15/18
4.1.3	Concrete Flooring	7 days	Wed 5/16/18	Thu 5/24/18
4.1.4	Developing Roofs	5 days	Fri 5/25/18	Thu 5/31/18
M5	Windows and Doors are Constructed	3 days	Fri 6/1/18	Tue 6/5/18
4.2	Electricity and Drainage works	21 days	Wed 6/6/18	Wed 7/4/18
4.2.1	Power lines and electric supply is installed	7 days	Wed 6/6/18	Thu 6/14/18
4.2.2	Drainage and Plumbing is done	6 days	Fri 6/15/18	Fri 6/22/18
4.2.3	Painting and Other Carpentry Works are done	5 days	Mon 6/25/18	Fri 6/29/18
M6	Partition of site for Convention and Art Centre	3 days	Mon 7/2/18	Wed 7/4/18
4.3	Convention Section Development	13 days	Thu 7/5/18	Mon 7/23/18
4.3.1	Convention Section is carved out	4 days	Thu 7/5/18	Tue 7/10/18
4.3.2	Seating Arrangements and Interior Works are done	5 days	Wed 7/11/18	Tue 7/17/18
4.3.3	Necessary Furniture and fixtures are formed	4 days	Wed 7/18/18	Mon 7/23/18
4.4	Art Section Development	13 days	Tue 7/24/18	Thu 8/9/18
4.4.1	Art centre is carved out	4 days	Tue 7/24/18	Fri 7/27/18
4.4.2	Interior is lavishly developed	5 days	Mon 7/30/18	Fri 8/3/18
4.4.3	All required tools and art equipments are installed	4 days	Mon 8/6/18	Thu 8/9/18
4.5	Other Installation	15 days	Fri 8/10/18	Thu 8/30/18
4.5.1	Matching Furniture, Fixtures, and Drapes are made	4 days	Fri 8/10/18	Wed 8/15/18
4.5.2	Fire Safety and First Aid is installed in abundance	5 days	Thu 8/16/18	Wed 8/22/18
M7	Final Furnishing of the Centre	6 days	Thu 8/23/18	Thu 8/30/18
5	Inspection and Approval	10 days	Fri 8/31/18	Thu 9/13/18
5.1	Development of final completed project report	5 days	Fri 8/31/18	Thu 9/6/18
5.2	Submission of reports	1 day	Fri 9/7/18	Fri 9/7/18
5.3	Government Officer Inspection	1 day	Mon 9/10/18	Mon 9/10/18
M8	Approval from the officer	2 days	Tue 9/11/18	Wed 9/12/18
5.5	Convention and Art Centre is Inaugurated	1 day	Thu 9/13/18	Thu 9/13/18
M9	Project is Closed	1 day	Fri 9/14/18	Fri 9/14/18

The milestones for the project of constructing the Noosa Convention and Art Centre are given below,

M1. Approval for project initiation- 2 days- Tue 2/13/18-Wed 2/14/18

M2. Project Kickoff meeting- 1 day- Thu 2/22/18-Thu 2/22/18

M3. Accumulating material resources and machineries- 5 days- Mon 3/12/18-Fri 3/16/18

M4. Construction foundation for the site- 3 days- Fri 4/20/18-Tue 4/24/18

M5. Windows and Doors are Constructed- 3 days- Fri 6/1/18-Tue 6/5/18

M6. Partition of site for Convention and Art Centre- 3 days- Mon 7/2/18 -Wed 7/4/18

M7. Final Furnishing of the Centre- 6 days- Thu 8/23/18-Thu 8/30/18

M8. Approval from the officer- 2 days- Tue 9/11/18-Wed 9/12/18

M9. Project is Closed- 1 day- Fri 9/14/18 -Fri 9/14/18

COST MANAGEMENT FRAMEWORK

The cost management framework that would be used for the project of constructing the Noosa Convention and Art Centre is TCM or total cost management framework. The total cost management framework can be divided into four major sections namely basic process of cost management, functional process of strategic asset management, functional processes of project control and enabling process of total cost management.

The project budget comprise of using both material and human resources for the development of the final project deliverable. The project budget is developed for ensuring that the overall cost of the project should not exceed $200,000.00. The detailed cost budget is given below,

Resource Name	Type of Resource	Work	Standard Rate	Cost
Documenter	Human	128 hrs	$80.00/hr	$10,240.00
Project Manager	Human	80 hrs	$125.00/hr	$10,000.00
Analyst	Human	24 hrs	$70.00/hr	$1,680.00
Planner	Human	16 hrs	$75.00/hr	$1,200.00
Contractor	Human	248 hrs	$115.00/hr	$28,520.00
Electrical Engineer	Human	192 hrs	$120.00/hr	$23,040.00
Workers	Human	264 hrs	$105.00/hr	$27,720.00
Civil Engineer	Human	200 hrs	$120.00/hr	$24,000.00
Mason	Human	104 hrs	$85.00/hr	$8,840.00
Carpenter	Human	40 hrs	$90.00/hr	$3,600.00
Interior Developer	Human	32 hrs	$100.00/hr	$3,200.00
Officer	Human	24 hrs	$0.00/hr	$0.00
Site Clearing Equipments	Material	1	$640.00	$640.00
Power Cost	Material	1	$1,340.00	$1,340.00
Bricks	Material	1	$1,640.00	$1,640.00
Sand	Material	1	$1,390.00	$1,390.00
Cement	Material	1	$1,590.00	$1,590.00
Clay	Material	1	$1,500.00	$1,500.00
Mixer	Material	1	$600.00	$600.00
Site Excavating Machinery	Material	2	$830.00	$1,660.00
Drainage Pipes	Material	1	$1,300.00	$1,300.00
Fire Line	Material	1	$1,800.00	$1,800.00
Steel Pillars	Material	1	$3,100.00	$3,100.00
Flooring Tiles	Material	1	$1,800.00	$1,800.00
Roof	Material	1	$1,800.00	$1,800.00
Windows	Material	1	$1,600.00	$1,600.00
Doors	Material	1	$2,000.00	$2,000.00
Line wires	Material	1	$2,200.00	$2,200.00
Meter	Material	1	$1,300.00	$1,300.00
Board	Material	1	$700.00	$700.00
Paints	Material	1	$2,900.00	$2,900.00
Carpentry tools	Material	1	$2,300.00	$2,300.00
Seats and Tables	Material	1	$4,300.00	$4,300.00
Furniture and Fixtures	Material	2	$7,300.00	$14,600.00
Art Tools and Equipments	Material	1	$3,300.00	$3,300.00
Fire Extinguisher	Material	1	$1,500.00	$1,500.00
First Aid kits	Material	1	$1,100.00	$1,100.00
Total Budget	$200,000.00

The source of the funds for the project of constructing the Noosa Convention and Art Centre is the investments by Commonwealth Funding Approval.

The financial feasibility outcomes of the project is shown below,

ALIGNMENT TO BUSINESS OBJECTIVES

HUMAN RESOURCE MANAGEMENT

ROLES

Resource Name	Roles
Documenter	Preparing Submit Bond and Insurance Documents
Procurement Documentation for the project
Charter Documentation
Project Initiation Documentation
Submission of documents
Development of final completed project report
Submission of reports
Project Manager	Obtaining Approval for Proceeding and Building Permits
Project Kickoff meeting
Accumulating material resources and machineries
Convention and Art Centre is Inaugurated
Project is Closed
Analyst	Feasibility Analysis of the Construction Requirements
Planner	Project Scheduling
Contractor	Clearing site
Setting site office
Storm Drainage and Exterior Fire line development
Seating Arrangements and Interior Works are done
Interior is lavishly developed
Final Furnishing of the Centre
Electrical Engineer	Installing power source
Power lines and electric supply is installed
Fire Safety and First Aid is installed in abundance
Final Furnishing of the Centre
Workers	Cutting and Filling land of site as required
Steel Pillars are eradicated
Developing Roofs
Windows and Doors are Constructed
Necessary Furniture and fixtures are formed
All required tools and art equipments are installed
Drainage and Plubming is done
Civil Engineer	Construction foundation for the site
Excavating site foundations and elevator pit
Convention Section is carved out
Art centre is carved out
Partition of site for Convention and Art Centre
Final Furnishing of the Centre
Mason	Concrete Flooring
Concrete and Brick Walls are developed
Carpenter	Painting and Other Carpentry Works are done
Interior Developer	Matching Furniture, Fixtures, and Drapes are made
Officer	Government Officer Inspection
Approval from the officer

 

The communication management is implied for effective communication plans for forming the flow of information in the project among the project stakeholders.

The medium, time, and technical difficulty acts as the constraints for the communication process of the project.

Stakeholder communications is implied for forming the development of the improved activities and alignment of the operations for the development of transfer management.

The project team directory is implied for forming the development and alignment of the operations for the effective management process.

PROCUREMENT MANAGEMENT

The procurement management for the project can be done by following the steps mentioned below,

Step 1- Identification of the needs

Step 2- Description of the process and reason analysis

Step 3- Assigning type of procurement

Step 4- Development of timing of procurement and owner of project

Step 5- Updating the status of the procurement

Step 6- Closing the procurement process

The quality management process can be implied using PDCA cycle and it would help in improving the quality of the construction activities for the project. The following diagram is helpful for the development of the final quality management process,

Abdollahi, M., Arvan, M. and Razmi, J., 2015. An integrated approach for supplier portfolio selection: Lean or agile?. Expert Systems with Applications, 42(1), pp.679-690.

Abrahamsson, P., Salo, O., Ronkainen, J. and Warsta, J., 2017. Agile software development methods: Review and analysis. arXiv preprint arXiv:1709.08439.

Azizi, A., 2015. Evaluation improvement of production productivity performance using statistical process control, overall equipment efficiency, and autonomous maintenance. Procedia Manufacturing, 2, pp.186-190.

Balasubramanian, B.A., Cohen, D.J., Davis, M.M., Gunn, R., Dickinson, L.M., Miller, W.L., Crabtree, B.F. and Stange, K.C., 2015. Learning evaluation: blending quality improvement and implementation research methods to study healthcare innovations. Implementation Science, 10(1), p.31.

Bersamin, J., Drio, R., Lacibal, A.L., Manalastas, C., Mendoza, S., Orallo, G.M.D. and Tan, C.T., 2015. Design Process Using Lean Six Sigma to Reduce the Receiving Discrepancy Report of ACE Logistics. In Industrial Engineering, Management Science and Applications 2015 (pp. 665-674). Springer, Berlin, Heidelberg.

Bonner, N.A., Kulangara, N., Nerur, S. and Teng, J.T., 2016. An Empirical Investigation of the Perceived Benefits of Agile Methodologies Using an Innovation-Theoretical model. Journal of Database Management (JDM), 27(3), pp.38-63.

Brioso, X., 2015. Integrating ISO 21500 guidance on project management, lean construction and PMBOK. Procedia Engineering, 123, pp.76-84.

Chaves, M.S., Araújo, C.D., Teixeira, L., Rosa, D., Júnior, I. and Nogueira, C., 2016. A new approach to managing Lessons Learned in PMBoK process groups: the Ballistic 2.0 Model. International Journal of Information Systems and Project Management, 4(1), pp.27-45.

SCOPE MANAGEMENT

Cheng, J.K., Malik, Z.A. and Sorooshian, S., 2017. Understanding the Interrelationship Between Different Knowledge Areas in PMBOK Through the Development of System Dynamics Model. The Social Sciences, 12(3), pp.473-481.

Considine, C., Crowley, S., Gardner, G., Shannon, C., Kwinn, M.J., Henderson, S.J. and Santamaria, P., 2016, April. Architecting a development and testing plan for the Army’s common operating environment: Applying agile systems of systems development to army network acquisition. In Systems Conference (SysCon), 2016 Annual IEEE (pp. 1-6). IEEE.

Cram, W.A. and Marabelli, M., 2017. Have your cake and eat it too? Simultaneously pursuing the knowledge-sharing benefits of agile and traditional development approaches. Information & Management.

Ferreira, L., Lopes, N., Ávila, P.S., Castro, H., Varela, M.L.R., Putnik, G.D., Martinho, R., Rijo, R., Miranda, I.M. and Cruz-Cunha, M.M., 2017. Virtual Enterprise integration management based on a Meta-enterprise–a PMBoK approach. Procedia Computer Science, 121, pp.1112-1118.

Gonçalves, R.Q., von Wangenheim, C.A.G., Hauck, J.C. and Zanella, A., 2017. An Instructional Feedback Technique for Teaching Project Management Tools Aligned with PMBOK. IEEE Transactions on Education.

Millot, G., Pitois, S., Yan, M., Hovhannisyan, T., Bendahmane, A., Hänsch, T.W. and Picqué, N., 2016. Frequency-agile dual-comb spectroscopy. Nature Photonics, 10(1), p.27.

Nasir, M.H.N.M., Sahibuddin, S., Ahmad, R.B. and Fauzi, S.S.B.M., 2015. How the PMBOK Addresses Critical Success Factors for Software Projects: A Multi-round Delphi Study. JSW, 10(11), pp.1283-1300.

Ohshima, N., 2015. A Study of Concept Structure of PMBOK Based on Graph Theory. Journal on Innovation and Sustainability. RISUS ISSN 2179-3565, 6(1), pp.69-75.

Papadopoulos, G., 2015. Moving from traditional to agile software development methodologies also on large, distributed projects. Procedia-Social and Behavioral Sciences, 175, pp.455-463.

Park, T.W., Kim, K., Rabelo, L. and Lee, G., 2015. An Agile Roadmap for Live, Virtual and Constructive-integrating Training Architecture (LVC-ITA): A Case Study Using a Component Based Integrated Simulation Engine (Doctoral dissertation, University of Central Florida).

Rajkovic, P., Petkovic, I., Milenkovic, A. and Jankovic, D., 2016. Combining Agile and Traditional Methodologies in Medical Information Systems Development Process. In SQAMIA (pp. 65-72).

Rigby, D.K., Sutherland, J. and Takeuchi, H., 2016. Embracing agile. Harvard Business Review, 94(5), pp.40-50.

Rosa, D., Júnior, I.G., Araújo, C., Nogueira, C.D., Chaves, M.S. and Teixeira, L.R., 2016. A New Approach to Managing Lessons Learned in the PMBoK Process Groups: The Ballistic 2.0 Model. International Journal of Information Systems and Project Management (IJISPM).

Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile project success. International Journal of Project Management, 33(5), pp.1040-1051.

Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile project success. International Journal of Project Management, 33(5), pp.1040-1051.

Snyder, C.S., 2014. A guide to the project management body of knowledge: PMBOK (®) guide. Project Management Institute: Newtown Square, PA, USA.

Spundak, M., 2014. Mixed agile/traditional project management methodology–reality or illusion?. Procedia-Social and Behavioral Sciences, 119, pp.939-948.

Turk, D., France, R. and Rumpe, B., 2014. Limitations of agile software processes. arXiv preprint arXiv:1409.6600.

Varajão, J., Colomo-Palacios, R. and Silva, H., 2017. ISO 21500: 2012 and PMBoK 5 processes in information systems project management. Computer Standards & Interfaces, 50, pp.216-222.