2010-06-14 1300 Project Management Broad Spectrum Overview Wikibook

Project Management Broad spectrum Overview

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Contents Articles Project management

Project planning

Scope (project management)

Scope creep

Design structure matrix

Systems Development Life Cycle

Enterprise resource planning

Project slippage

Project charter

Software bloat

Megaprojects and Risk

Megaproject

Feature creep

Instruction creep

Creep (project management)

Cost overrun

Mission creep

Waterfall model

IBM Rational Unified Process

Requirements management

Critical Chain Project Management

Cone of Uncertainty

Problem solving

Resource leveling

Theory of Constraints

Agile management

Extreme programming

Scrum (development)

Event chain methodology

106

Human interaction management

110

Process modeling

111

Event chain diagram

119

Gantt chart

120

PRINCE2

123

Process-based management

128

ISO/IEC 15504

128

Capability Maturity Model Integration

135

Research and development

140

Stage-Gate model

143

Financial analysis

149

Stakeholder analysis

151

Deliverable

154

Budget

155

New product development

157

Risk

163

Audit

174

Consultant

177

Strategy

178

Project manager

180

Project management triangle

185

Work breakdown structure

189

Contract

195

United States Department of Veterans Affairs

209

A Guide to the Project Management Body of Knowledge

214

Capability Maturity Model

215

ISO 9000

221

ISO 10006

236

Total cost management

237

The International Association of Project and Program Management

238

V-Model

239

Project portfolio management

243

Glossary of project management

247

List of project management topics

257

Comparison of project management software

259

Timeline of project management

262

Portfolio management

264

Systems engineering

264

Portfolio manager

275

IT portfolio management

275

Human factors

279

Earned value management

292

Project governance

299

Virtual project management

301

Software development process

302

Process architecture

308

Project

309

Critical path method

311

Agile software development

313

Program Evaluation and Review Technique

323

Computer software

330

Software engineering

336

Construction

342

Engineering

350

Iterative and incremental development

362

Project Management Institute

365

Requirement

367

Operations research

371

Risk management

379

International Organization for Standardization

391

Change control

398

Project management software

400

Business

404

Goal

410

Dynamic Systems Development Method

413

Product (business)

426

Marketing

429

System

437

Change management

442

Software development

443

Management

446

Requirements analysis

454

Program management

461

Software development methodology

465

Organization

474

Strategic management

480

References Article Sources and Contributors

501

Image Sources, Licenses and Contributors

514

Article Licenses License

517

Project management

Project management Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. It is sometimes conflated with program management, however technically a program is actually a higher level construct: a group of related and somehow interdependent projects. A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables[1] ), undertaken to meet unique goals and objectives[2] , usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations)[3] , which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management. The primary challenge of project management is to achieve all of the project goals[4] and objectives while honoring the preconceived project constraints.[5] Typical constraints are scope, time, and budget.[1] The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives.

History Project management has been practiced since early civilization. Until 1900 civil engineering projects were generally managed by creative architects and engineers themselves, among those for example Vitruvius (1st century BC), Christopher Wren (1632–1723) , Thomas Telford (1757-1834) and Isambard Kingdom Brunel (1806–1859) [6] It was in the 1950s that organizations started to systematically apply project management tools and techniques to complex projects.[7]

Roman Soldiers Building a Fortress, Trajan's Column 113 AD

As a discipline, Project Management developed from several fields of application including construction, engineering, and defense activity.[8] Two forefathers of project management are Henry Gantt, called the father of planning and control techniques[9] , who is famous for his use of the Gantt chart as a project management tool; and Henri Fayol for his creation of the 5 management functions which form the foundation of the body of knowledge associated with project and program management.[10] Both Gantt and Fayol were students of Frederick Winslow Taylor's theories of scientific management. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation. Henry Gantt (1861-1919), the father of planning and control techniques.

The 1950s marked the beginning of the modern Project Management era. Project management became recognized as a distinct discipline arising from the management discipline.[11] In the United States, prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and

informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The "Critical Path Method" (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand

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Corporation for managing plant maintenance projects. And the "Program Evaluation and Review Technique" or PERT, was developed by Booz-Allen & Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program;[12] These mathematical techniques quickly spread into many private enterprises. At the same time, as project-scheduling models were being developed, technology for project cost estimating, cost management, and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control). AACE continued its pioneering work and in 2006 released the first integrated process for portfolio, program and project management (Total Cost Management Framework).

PERT network chart for a seven-month project with five milestones

The International Project Management Association (IPMA) was founded in Europe in 1967,[13] as a federation of several national project management associations. IPMA maintains its federal structure today and now includes member associations on every continent except Antarctica. IPMA offers a Four Level Certification program based on the IPMA Competence Baseline (ICB).[14] The ICB covers technical competences, contextual competences, and behavioral competences. In 1969, the Project Management Institute (PMI) was formed in the USA.[15] PMI publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide), which describes project management practices that are common to "most projects, most of the time." PMI also offers multiple certifications. The AAPM American Academy of Project Management International Board of Standards 1996 was the first to institute post-graduate certifications such as the MPM Master Project Manager, PME Project Management E-Business, CEC Certified-Ecommerce Consultant, and CIPM Certified International project Manager. The AAPM also issues the post-graduate standards body of knowledge for executives.

Approaches There are a number of approaches to managing project activities including agile, interactive, incremental, and phased approaches. Regardless of the methodology employed, careful consideration must be given to the overall project objectives, timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders.

The traditional approach A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach", we can distinguish 5 components of a project (4 stages plus control) in the development of a project:

Project management

• Project initiation stage; • Project planning or design stage; • Project execution or production stage; • Project monitoring and controlling systems; • Project completion . Typical development phases of a project

Not all the projects will visit every stage as projects can be terminated before they reach completion. Some projects do not follow a structured planning and/or monitoring stages. Some projects will go through steps 2, 3 and 4 multiple times. Many industries use variations on these project stages. For example, when working on a brick and mortar design and construction, projects will typically progress through stages like Pre-Planning, Conceptual Design, Schematic Design, Design Development, Construction Drawings (or Contract Documents), and Construction Administration. In software development, this approach is often known as the waterfall model[16] , i.e., one series of tasks after another in linear sequence. In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development works well for small, well defined projects, but often fails in larger projects of undefined and ambiguous nature. The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. In projects where requirements have not been finalized and can change, requirements management is used to develop an accurate and complete definition of the behavior of software that can serve as the basis for software development[17] . While the terms may differ from industry to industry, the actual stages typically follow common steps to problem solving — "defining the problem, weighing options, choosing a path, implementation and evaluation."

Critical Chain Project Management Critical Chain Project Management (CCPM) is a method of planning and managing projects that puts more emphasis on the resources (physical and human) needed in order to execute project tasks. It is an application of the Theory of Constraints (TOC) to projects. The goal is to increase the rate of throughput (or completion rates) of projects in an organization. Applying the first three of the five focusing steps of TOC, the system constraint for all projects is identified as are the resources. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain tasks must start, subordinating all other resources to the critical chain. Regardless of project type, the project plan should undergo Resource Leveling, and the longest sequence of resource-constrained tasks should be identified as the critical chain. In multi-project environments, resource leveling should be performed across projects. However, it is often enough to identify (or simply select) a single "drum" resource—a resource that acts as a constraint across projects—and stagger projects based on the availability of that single resource.

Project management

Extreme Project Management In critical studies of Project Management, it has been noted that several of these fundamentally PERT-based models are not well suited for the multi-project company environment of today. Most of them are aimed at very large-scale, one-time, non-routine projects, and nowadays all kinds of management are expressed in terms of projects. Using complex models for "projects" (or rather "tasks") spanning a few weeks has been proven to cause unnecessary costs and low maneuverability in several cases . Instead, project management experts try to identify different "lightweight" models, such as Agile Project Management methods including Extreme Programming for software development and Scrum techniques.

Planning and feedback loops in Extreme Programming (XP) with the time frames of the multiple loops.

The generalization of Extreme Programming to other kinds of projects is extreme project management, which may be used in combination with the process modeling and management principles of human interaction management.

Event chain methodology Event chain methodology is another method that complements critical path method and critical chain project management methodologies. Event chain methodology is an uncertainty modeling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Event chain methodology helps to mitigate the negative impact of psychological heuristics and biases, as well as to allow for easy modeling of uncertainties in the project schedules. Event chain methodology is based on the following principles. • Probabilistic moment of risk: An activity (task) in most real life processes is not a continuous uniform process. Tasks are affected by external events, which can occur at some point in the middle of the task. • Event chains: Events can cause other events, which will create event chains. These event chains can significantly affect the course of the project. Quantitative analysis is used to determine a cumulative effect of these event chains on the project schedule. • Critical events or event chains: The single events or the event chains that have the most potential to affect the projects are the “critical events” or “critical chains of events.” They can be determined by the analysis. • Project tracking with events: Even if a project is partially completed and data about the project duration, cost, and events occurred is available, it is still possible to refine information about future potential events and helps to forecast future project performance. • Event chain visualization: Events and event chains can be visualized using event chain diagrams on a Gantt chart.

Project management

PRINCE2 PRINCE2 is a structured approach to project management, released in 1996 as a generic project management method.[18] It combined the original PROMPT methodology (which evolved into the PRINCE methodology) with IBM's MITP (managing the implementation of the total project) methodology. PRINCE2 provides a method for managing projects within a clearly defined framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it does not develop as planned.

The PRINCE2 process model

In the method, each process is specified with its key inputs and outputs and with specific goals and activities to be carried out. This allows for automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring, the project can be carried out in a controlled and organized way. PRINCE2 provides a common language for all participants in the project. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organization.

Process-based management Also furthering the concept of project control is the incorporation of process-based management. This area has been driven by the use of Maturity models such as the CMMI (Capability Maturity Model Integration) and ISO/IEC15504 (SPICE - Software Process Improvement and Capability Estimation). Agile Project Management approaches based on the principles of human interaction management are founded on a process view of human collaboration. This contrasts sharply with the traditional approach. In the agile software development or flexible product development Capability Maturity Model, predecessor of the CMMI Model approach, the project is seen as a series of relatively small tasks conceived and executed as the situation demands in an adaptive manner, rather than as a completely pre-planned process.

Project management

Processes Traditionally, project management includes a number of elements: four to five process groups, and a control system. Regardless of the methodology or terminology used, the same basic project management processes will be used. Major process groups generally include: • • • • •

Initiation Planning or development Production or execution Monitoring and controlling Closing

In project environments with a significant exploratory element (e.g., Research and development), these stages may be supplemented with decision points (go/no go decisions) at which the project's continuation is debated and decided. An example is the Stage-Gate model. [19] The project development stages

Initiation

[19] Initiating Process Group Processes

The initiation processes determine the nature and scope of the project. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’ needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a

recommendation should be made to fix them. The initiation stage should include a plan that encompasses the following areas: • • • • •

Analyzing the business needs/requirements in measurable goals Reviewing of the current operations Financial analysis of the costs and benefits including a budget Stakeholder analysis, including users, and support personnel for the project Project charter including costs, tasks, deliverables, and schedule

Project management

Planning and design After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals. Project planning generally consists of • determining how to plan (e.g. by level of detail or rolling wave); • developing the scope statement; • selecting the planning team;

[19]

Planning Process Group Activities

• identifying deliverables and creating the work breakdown structure; • identifying the activities needed to complete those deliverables and networking the activities in their logical sequence; • estimating the resource requirements for the activities; • estimating time and cost for activities; • developing the schedule; • developing the budget; • risk planning; • gaining formal approval to begin work. Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for the project and holding a kick-off meeting are also generally advisable. For new product development projects, conceptual design of the operation of the final product may be performed concurrent with the project planning activities, and may help to inform the planning team when identifying deliverables and planning activities.

Executing Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan. Executing Process Group Processes

[19]

Monitoring and controlling

Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.

Project management

Monitoring and Controlling includes: • Measuring the ongoing project activities ('where we are'); • Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be); • Identify corrective actions to address issues and risks properly (How can we get on track again); • Influencing the factors that could circumvent integrated change control so only approved changes are implemented

[19] Monitoring and Controlling Process Group Processes

In multi-phase projects, the monitoring and controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan. Project Maintenance is an ongoing process, and it includes: • Continuing support of end users • Correction of errors • Updates of the software over time In this stage, auditors should pay attention to how effectively and quickly user problems are resolved. Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be Monitoring and Controlling cycle documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “as built.” The requirement for providing them is a norm in construction contracts. When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project.

Closing

Project management

Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned. This phase consists of: • Project close: Finalize all activities across all of the process groups to formally close the project or a project phase

[19]

Closing Process Group Processes.

• Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase

Project control systems Project control is that element of a project that keeps it on-track, on-time and within budget. Project control begins early in the project with planning and ends late in the project with post-implementation review, having a thorough involvement of each step in the process. Each project should be assessed for the appropriate level of control needed: too much control is too time consuming, too little control is very risky. If project control is not implemented correctly, the cost to the business should be clarified in terms of errors, fixes, and additional audit fees. Control systems are needed for cost, risk, quality, communication, time, change, procurement, and human resources. In addition, auditors should consider how important the projects are to the financial statements, how reliant the stakeholders are on controls, and how many controls exist. Auditors should review the development process and procedures for how they are implemented. The process of development and the quality of the final product may also be assessed if needed or requested. A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as a controls consultant as part of the development team or as an independent auditor as part of an audit. Businesses sometimes use formal systems development processes. These help assure that systems are developed successfully. A formal process is more effective in creating strong controls, and auditors should review this process to confirm that it is well designed and is followed in practice. A good formal systems development plan outlines: • • • • •

A strategy to align development with the organization’s broader objectives Standards for new systems Project management policies for timing and budgeting Procedures describing the process Evaluation of quality of change

Topics Project managers A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, engineering, architecture, computing, or telecommunications. Many other fields in the production, design and service industries also have project managers. A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope. A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key

Project management

issues of cost, time, quality and above all, client satisfaction, can be realized.

Project Management Triangle Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as "scope," "time," and "cost".[1] These are also referred to as the "Project Management Triangle," where each side represents a constraint. One side of the triangle cannot be changed without affecting the others. A further refinement of the constraints separates product "quality" or "performance" from scope, and turns quality into a fourth constraint. The time constraint refers to the amount of time available The Project Management Triangle. to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project's end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope. The discipline of Project Management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints. Interestingly, a study conducted by Besner and Hobbs [20] of 1,000 project managers (PMs) in 2004, found that of the 40 different tools that fit within the project management umbrella, the number one feature PM's needed for both small and large projects, was getting a progress report.

Work Breakdown Structure The Work Breakdown Structure (WBS) is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. The WBS may be hardware, product, service, or process oriented.

Example of a Work breakdown structure applied in a NASA [21] reporting structure.

A WBS can be developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages), which include all steps necessary to achieve the objective.[17]

The Work Breakdown Structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.[21]

Project management

Project Management Framework The Program (Investment) Life Cycle integrates the project management and system development life cycles with the activities directly associated with system deployment and operation. By design, system operation management and related activities occur after the project is complete and are not documented within this guide.[19] For example, see figure, in the US United States Department of Veterans Affairs (VA) the program management life cycle is depicted and describe in the overall VA IT Project Management Framework to address the integration [19] Example of an IT Project Management Framework. of OMB Exhibit 300 project (investment) management activities and the overall project budgeting process. The VA IT Project Management Framework diagram illustrates Milestone 4 which occurs following the deployment of a system and the closing of the project. The project closing phase activities at the VA continues through system deployment and into system operation for the purpose of illustrating and describing the system activities the VA considers part of the project. The figure illustrates the actions and associated artifacts of the VA IT Project and Program Management process.[19]

International standards There have been several attempts to develop Project Management standards, such as: • Capability Maturity Model from the Software Engineering Institute. • GAPPS, Global Alliance for Project Performance Standards- an open source standard describing COMPETENCIES for project and program managers. • A Guide to the Project Management Body of Knowledge • HERMES method, Swiss general project management method, selected for use in Luxembourg and international organizations. • The ISO standards ISO 9000, a family of standards for quality management systems, and the ISO 10006:2003, for Quality management systems and guidelines for quality management in projects. • PRINCE2, PRojects IN Controlled Environments. • Team Software Process (TSP) from the Software Engineering Institute. • Total Cost Management Framework, AACE International's Methodology for Integrated Portfolio, Program and Project Management) • V-Model, an original systems development method. • The Logical framework approach, which is popular in international development organizations. • IAPPM, The International Association of Project & Program Management, guide to Project Auditing and Rescuing Troubled Projects.

Project management

Project portfolio management An increasing number of organizations are using, what is referred to as, project portfolio management (PPM) as a means of selecting the right projects and then using project management techniques[22] as the means for delivering the outcomes in the form of benefits to the performing private or not-for-profit organization. Project management methods are used 'to do projects right' and the methods used in PPM are used 'to do the right projects'. In effect PPM is becoming the method of choice for selection and prioritising among resource inter-related projects in many industries and sectors.

See also • • • • • • •

Code bloat Computing minimalism Feature creep Zawinski's Law of Software Envelopment Bullet-point engineering Foistware Enhanced remake

References [1] Eric S. Raymond The Art of Unix Programming, Addison-Wesley Professional, 1st edition (September 17, 2003) On-line HTML version (http:/ / www. catb. org/ ~esr/ writings/ taoup/ html/ why_not_c. html). Accessed 16 June 2007 [2] Strategy Letter IV: Bloatware and the 80/20 Myth - Joel on Software (http:/ / www. joelonsoftware. com/ articles/ fog0000000020. html) [3] "easter eggs." (http:/ / www. jwz. org/ doc/ easter-eggs. html) [4] "Microsoft KB: Windows 95 Installation Requirements" (http:/ / support. microsoft. com/ kb/ 138349/ ). . [5] "Microsoft KB: Minimum Hardware Requirements for a Windows 98 Installation" (http:/ / support. microsoft. com/ kb/ 182751/ ). . [6] "Windows 2000 Server Getting Started: Chapter 3 - Planning Your Windows 2000 Server Installation" (http:/ / www. microsoft. com/ technet/ prodtechnol/ windows2000serv/ proddocs/ srvgs/ sgsch03. mspx#EMD). . [7] "Microsoft KB: System requirements for Windows XP operating systems" (http:/ / support. microsoft. com/ kb/ 314865/ en-us). . [8] "Microsoft KB: System requirements for Windows Vista" (http:/ / support. microsoft. com/ kb/ 919183/ ). . [9] "Microsoft: System requirements for Windows 7" (http:/ / windows. microsoft. com/ en-us/ windows7/ products/ system-requirements). . [10] Steve Streza. "What happened to iTunes?" (http:/ / stevestreza. com/ 2007/ 03/ 07/ what-happened-to-itunes/ ). . [11] Buchanan, Matt (2009-10-12). "iTunes 9 Will Be a Bloated Social Monster" (http:/ / gizmodo. com/ 5335754/ itunes-9-will-be-a-bloated-social-monster). Gizmodo. . Retrieved 2010-01-14. [12] Bott, Ed (2008-10-03). "Slimming down the bloated iTunes installer" (http:/ / blogs. zdnet. com/ Bott/ ?p=554). ZDNet. . Retrieved 2010-01-14. [13] informationweek.com (http:/ / www. informationweek. com/ news/ showArticle. jhtml?articleID=205920302) [14] http:/ / www. zdnet. com/ blog/ bott/ is-minwin-really-the-new-windows-7-kernel/ 418 [15] Ed Bott. "Windows bloat? It’s always been that way" (http:/ / blogs. zdnet. com/ Bott/ ?p=18#more-18). . [16] http:/ / www. microsoft. com/ windows/ windows-7/ get/ system-requirements. aspx [17] Cassia, Fernando (2007-02-27). "'Nero Lite' and 'Nero Micro': smaller sometimes is better" (http:/ / www. theinquirer. net/ default. aspx?article=37873). The Inquirer. . Retrieved 2007-03-07. [18] "The Designer's Notebook" (http:/ / www. gamasutra. com/ features/ 20070501/ adams_01. shtml): "creeping featurism produces a bloated, complicated mess"

Megaprojects and Risk

Megaprojects and Risk Megaprojects and Risk: An Anatomy of Ambition (ISBN 0521009464) is a 2003 book by Bent Flyvbjerg, Nils Bruzelius, and Werner Rothengatter dealing with the risks and legalities of promotion, policy, planning, and construction of megaprojects. The book's central theme is that promoters of multibillion-dollar megaprojects may misinform lawmakers, the media, and the public in order to obtain construction approval for megaprojects.

Themes Megaprojects are multi-billion dollar infrastructure developments. The authors suggest that megaprojects, despite their actual and symbolic importance, ‘have strikingly poor performance records in terms of economy, environment and public support’.[1] This observation is backed up by empirical evidence showing that the studies used to justify transport megaprojects typically underestimate costs and overestimate benefits, sometimes by orders of magnitude. The authors investigate the processes behind the approval and implementation of megaprojects. The primary focus is on transport projects such as international transport links and urban passenger rail networks. Three case studies are offered: the Channel Tunnel; the Great Belt link between East Denmark and Continental Europe and the Øresund link between Sweden and Denmark.[2] The central thesis of the book may be summarised as follows: The typical ex ante evaluation of a large transport project is based on what the World Bank calls EGAP (Everything Going According to Plan). In practice, of course, things do not go according to plan. Occasionally, things go better than expected, as in the case of the Øresund road bridge, which experienced substantially more traffic than was expected. But, more often than not, things go worse than expected. Hence, the EGAP evaluation yields estimated benefit-cost ratios that are biased upwards. The authors find that real cost overruns of between 50 and 100 per cent are common, and overruns above 100 per cent are not uncommon, while demand is typically overestimated, with typical overestimates between 20 and 70 per cent. The tendency to overestimation is particularly severe in the case of urban rail projects. The core of the book is devoted to illustrating the central problem of over-optimism in ex ante evaluations, and discussing the characteristics of the policy process that generate systematic bias on the part of project proponents. The authors make a range of useful suggestions. In addition to the core point regarding overestimation of benefits, the book offers useful discussion of environmental aspects of the megaproject process, and of the costs and benefits of private provision of infrastructure. As regards environmental issues, little has changed since the introduction of environmental impact assessments in the 1970s. Typically, these occur in the middle of the process, after the design phase, and before construction begins. The authors argue for more consistent attention to environmental issues beginning in the design phase and ending with ex post assessments of actual, as compared to predicted, environmental impacts.[3] In the 1980s, the poor performance of infrastructure projects was commonly attributed to public ownership and the associated potential for political concerns to override economics. Privatisation was commonly presented as a panacea. As the authors, observe, however, private provision of infrastructure solves some problems and creates others. Moreover, the complexity of the issues raised by transport megaprojects, including environmental concerns, planning implications and international negotiations is such that the idea of getting politics out of the process is chimerical. Their balanced conclusion (p. 104) is that 'Whilst far from offering a panacea to the risk and accountability problems for megaprojects, given an appropriate and properly implemented institutional framework, private involvement may be helpful’.

Megaprojects and Risk

See also • • • • • • •

Admissible heuristic Benefit shortfall Cost underestimation Megaproject Optimism bias Reference class forecasting Strategic misrepresentation

Bibliography • Flyvbjerg, Bent, Nils Bruzelius, and Werner Rothengatter, Megaprojects and Risk: An Anatomy of Ambition (Cambridge University Press, 2003). [4] • Flyvbjerg, Bent, Mette K. Skamris Holm, and Søren L. Buhl, 2002, "Underestimating Costs in Public Works Projects: Error or Lie?" Journal of the American Planning Association, vol. 68, no. 3, 279-295. [1] • Standish Group, 2004. CHAOS Report (West Yarmouth, MA: Author) • UK Department for Transport, 2004. Procedures for Dealing with Optimism Bias in Transport Planning: Guidance Document (London). [5] • [6] Tunnel's cost may fool us all Seattle Times April 26, 2009 Seattle Times • Flyvbjerg, Bent, Mette K. Skamris Holm, and Søren L. Buhl, 2002, "Underestimating Costs in Public Works Projects: Error or Lie?" Journal of the American Planning Association, vol. 68, no. 3, 279-295. [1] • UK Department for Transport, 2004. Procedures for Dealing with Optimism Bias in Transport Planning: Guidance Document (London). [5]

External links • UK Department for Transport: [5] • UK Treasury [7]

References [1] http:/ / flyvbjerg. plan. aau. dk/ JAPAASPUBLISHED. pdf [2] Hackney, John W. (Kenneth H. Humprhies, Editor), Control and Management of Capital Projects, 2nd Edition, AACE International, 1997 [3] Merrow, Edward W., Kenneth E. Phillips, and Christopher W. Meyers, Understanding Cost Growth and Performance Shortfalls in Pioneer Process Plants, (R-2569-DOE), Rand Corporation, 1981 [4] http:/ / books. google. com/ books?vid=ISBN0521009464& id=RAV5P-50UjEC& pg=PA1& lpg=PA1& dq=Megaprojects+ and+ Risk:+ An+ Anatomy+ of+ Ambition& sig=tyt4h0TwEnf7NDKcG1WY8Qw2VQI [5] http:/ / www. dft. gov. uk/ stellent/ groups/ dft_localtrans/ documents/ downloadable/ dft_localtrans_029632. pdf [6] http:/ / seattletimes. nwsource. com/ html/ dannywestneat/ 2009123442_danny26. html [7] http:/ / www. hm-treasury. gov. uk/ economic_data_and_tools/ greenbook/ data_greenbook_index. cfm

Mission creep

Mission creep Mission creep is the expansion of a project or mission beyond its original goals, often after initial successes.[1] The term often implies a certain disapproval of newly adopted goals by the user of the term. Mission creep is usually considered undesirable due to the dangerous path of each success breeding more ambitious attempts, only stopping when a final, often catastrophic, failure occurs. The term was originally applied exclusively to military operations, but has recently been applied to many different fields, mainly the growth of bureaucracies.

Rediscovery The phrase "mission creep" appeared in articles concerning the UN Peacekeeping mission in Somalia in the Washington Post on April 15, 1993 and in the New York Times on October 10, 1993.

Headline news The first two articles to use the term in the Washington Post were both by columnist Jim Hoagland ("Prepared for Non-Combat", April 15, 1993 and Beware 'mission creep' In Somalia, July 20, 1993). The New York Times used the term for the first time in an article by correspondent John H. Cushman, Jr. written after the October 4, 1993 firefight in the capital of Somalia, Mogadishu, in which 16 Americans were killed. The U.S. and later UN Mission in Somalia (Restore Hope) would seem to be the classic example of mission creep. Begun in late 1992 as a U.S. humanitarian relief operation in the final months of the George H. W. Bush administration, the intervention was converted to a U.N. operation on June 4, 1993. While the initial Bush administration justification for entering Somalia focused on "humanitarian assistance," realities on the ground helped drive ever growing requirements. On June 5, 1993, Somali warlord Mohamed Farrah Aidid's clan forces killed 23 Pakistani peacekeepers who were part of the UNISOM II mission. This battle led to a UN Security Council decision seeking to capture those responsible for the deaths of the Pakistani peacekeepers. Along with growing objectives seeking longer term stability (rather than short-term humanitarian assistance), the search for Aidid fostered a more confrontational environment through summer 1993. In October 1993, 18 American soldiers died in the Battle of Mogadishu. This incident led to a much more defensive U.S. and UN presence in Somalia. U.S. forces withdrew in early 1994 and all UN forces were withdrawn at late February, early March 1995 via Operation United Shield.

Other examples An earlier example of mission creep, apparently from before the term was first used, is the Korean War.[2] It began as an attempt to save South Korea from invasion by the North, but after that initial success expanded to an attempt to reunite the peninsula, a goal that eventually proved unattainable. That attempt resulted in a long and costly retreat through North Korea after the intervention of the Chinese. NBC reporter David Gregory has cited the Vietnam War as an important example of mission creep, defining it as "the idea of, you know, gradually surging up forces, having nation-building goals, and running into challenges all along the way."[3] Although the term mission creep is relatively new, examples can be observed throughout military history. For instance, many of the wars of Louis XIV's France began with small limited goals, but quickly escalated to much larger affairs. When mission creep does not occur it can also bring criticism. After the defeat of the totalitarian powers of Germany, Italy, and Japan in World War II, some thought the Allies should build on their success and attack Francisco Franco's Spain or the Soviet Union. There are continued criticisms that the American led coalition should have ousted Saddam Hussein at the end of the first Gulf War after the ease with which the Iraqi forces were expelled from Kuwait, although the outcome of the Iraq War has to some degree reduced their vehemence.

Mission creep

See also • • • • • • •

Monte Carlo simulation List of project management topics Program Evaluation and Review Technique Project Project management Project planning Work breakdown structure

• List of project management software

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Event chain methodology

Further reading • Arnaud Doucet, Nando de Freitas and Neil Gordon, Sequential Monte Carlo methods in practice, 2001, ISBN 0-387-95146-6. • Hammond, J.S. and Keeney, R.L. and Raiffa, H., Smart Choices: A Practical Guide to Making Better Decisions (1999). Harvard Business School Press • D. Kahneman and A. Tversky (ed.) (1982). Judgement under Uncertainty: Heuristics and Biases. Cambridge University Press. ISBN 0-521-28414-7 • Keeney, R.L.,Value-focused thinking -- A Path to Creative Decisionmaking (1992). Harvard University Press. ISBN 0-674-93197-1 • Matheson, David, and Matheson, Jim, The Smart Organization: Creating Value through Strategic R&D (1998). Harvard Business School Press. ISBN 0-87584-765-X • Raiffa, Howard, Decision Analysis: Introductory Readings on Choices Under Uncertainty (1997). McGraw Hill. ISBN 0-07-052579-X • Robert C.P. and G. Casella. "Monte Carlo Statistical Methods" (second edition). New York: Springer-Verlag, 2004, ISBN 0-387-21239-6 • Skinner, David, Introduction to Decision Analysis, 2nd Edition (1999). Probabilistic. ISBN 0-9647938-3-0 • Smith, J.Q., Decision Analysis: A Bayesian Approach (1988), Chapman and Hall. ISBN 0-412-27520-1

External links • • • • • • • •

Event Chain Methodology in Details [7] U.S. EPA's General Risk Management Program Guidance (April 2004) [8] NIST Special Publication 800-30 Risk Management Guide for Information Technology Systems (July 2002) [9] Project Management Using Event Chain Methodology [10] Project Planning Using Event Chain Methodology [11] Project Management for Construction, by Chris Hendrickson [4] Resource-Constrained Project Scheduling: Past Work and New Directions [5] Petri Nets for Project Management and Resource Levelling [6]

References [1] [2] [3] [4]

Virine, L. and Trumper M., Project Decisions: The Art and Science (2007). Management Concepts. Vienna, VA, ISBN 978-1567262179 Robyn M. Dawes and Bernard Corrigan, ‘‘Linear Models in Decision Making’’ Psychological Bulletin 81, no. 2 (1974): 93–106. Tversky, A., and D. Kahneman, ‘‘Judgment under uncertainty: heuristics and biases’’ Science 185 (1972): 1125-1130. Flyvbjerg, B. ‘‘From Nobel Prize to project management: getting risks right’’. Project Management Journal, (2006): pp 5-15. (http:/ / flyvbjerg. plan. aau. dk/ Publications2006/ Nobel-PMJ2006. pdf) [5] Flyvbjerg, B., M.K.S. Holm, and S.L. Buhl. ‘‘Underestimating costs in public works projects: Error or Lie?’’ Journal of the American Planning Association 68 no 3 (2002): 279-295 (http:/ / flyvbjerg. plan. aau. dk/ JAPAASPUBLISHED. pdf) [6] Williams, T. ‘‘Why Monte Carlo simulations of project networks can mislead’’. Project Management Journal, Vol 23. No 3, (2006): 53-61 [7] http:/ / www. projectdecisions. org/ paper/ Paper_EventChainMeethodology. pdf [8] http:/ / yosemite. epa. gov/ oswer/ ceppoweb. nsf/ content/ EPAguidance. htm#General [9] http:/ / csrc. nist. gov/ publications/ nistpubs/ 800-30/ sp800-30. pdf [10] http:/ / www. intaver. com/ Articles/ RP_Art_EventChainMethodology. html [11] http:/ / www. planningengineers. org/ publications/ papers_download. aspx?id=20

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Human interaction management

Human interaction management Human Interaction Management (HIM) is a set of management principles, patterns and techniques complementary to Business process management. HIM provides process-based support for innovative, adaptive, collaborative human work and allows it to be integrated in a structured way with more routinized work processes that are often largely automated. HIM has an associated methodology called Goal-Oriented Organization Design (GOOD). GOOD emphasizes effectiveness over efficiency, and combines various approaches: • Top-down: "Process Architecture" defines business strategy via a network of interacting high-level processes; • Middle-out: "Levels of Control" separate process governance into Strategic, Executive and Management; • Bottom-up: "Stories" represent collaborative work processes that the participants evolve on-the-fly as part of the work itself. The reference implementation of a Human Interaction Management System (HIMS) is the gratis software HumanEdj.

External links • Human Interaction Management website [1] • HumanEdj website [2] • SAP Netweaver Capabilities - Human Interaction Management [3] on SAP Developer Network (SDN)

See also • • • • • • • • •

Business Process Business Process Modeling Business process management Business rules approach Business intelligence Performance management Process management Total Quality Management Workflow

Bibliography • Keith Harrison-Broninski "Human Interactions: The Heart and Soul of Business Process Management" ISBN 0-929652-44-4 • Peter Fingar. "Extreme Competition: Innovation And The Great 21st Century Business Reformation". ISBN 0-929652-38-2

References [1] http:/ / www. human-interaction-management. info/ [2] http:/ / www. humanedj. com/ [3] http:/ / www. sdn. sap. com/ irj/ sdn/ nw-him

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Process modeling

Process modeling The term process model is used in various contexts. For example, in business process modeling the enterprise process model is often referred to as the business process model. Process models are core concepts in the discipline of Process Engineering.

Overview Process models are processes of the same nature that are classified together into a model. Thus, a process model is a description of a process at the type level. Since the process model is at the type level, a process is an instantiation of it. The same [1] process model is used repeatedly for the Abstraction level for processes development of many applications and thus, has many instantiations. One possible use of a process model is to prescribe how things must/should/could be done in contrast to the process itself which is really what happens. A process model is roughly an anticipation of what the process will look like. What the process shall be will be determined during actual system development.[2] The goals of a process model are to be: • Descriptive • Track what actually happens during a process. • Takes the point of view of an external observer who looks at the way a process has been performed and determines the improvements that have to be made to make it perform more effectively or efficiently. • Prescriptive • Defines the desired processes and how they should/could/might be performed. • Lays down rules, guidelines, and behavior patterns which, if followed, would lead to the desired process performance. They can range from strict enforcement to flexible guidance. • Explanatory • • • •

Provides explanations about the rationale of processes. Explore and evaluate the several possible courses of action based on rational arguments. Establish an explicit link between processes and the requirements that the model needs to fulfill. Pre-defines points at which data can be extracted for reporting purposes.

Purpose From a theoretical point of view, the Meta-Process Modeling explains the key concepts needed to describe what happens in the development process, on what, when it happens, and why. From an operational point of view, the Meta-Process Modeling is aimed at providing guidance for method engineers and application developers.[1] The activity of modeling a business process usually predicates a need to change processes or identify issues to be corrected. This transformation may or may not require IT involvement, although that is a common driver for the need to model a business process. Change management programmes are desired to put the processes into practice. With advances in technology from larger platform vendors, the vision of business process models (BPM) becoming fully executable (and capable of round-trip engineering) is coming closer to reality every day. Supporting technologies include Unified Modeling Language (UML), model-driven architecture, and service-oriented architecture.

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Process modeling Process Modeling addresses the process aspects of an Enterprise Business Architecture, leading to an all encompassing Enterprise Architecture. The relationships of a business processes in the context of the rest of the enterprise systems, data, organizational structure, strategies, etc. create greater capabilities in analyzing and planning a change. One real world example is in corporate mergers and acquisitions; understanding the processes in both companies in detail, allowing management to identify redundancies resulting in a smoother merger. Process Modeling has always been a key aspect of business process reengineering, and continuous improvement approaches seen in Six Sigma.

Classification of process models Classification by coverage There are three types of coverage where the term process model has been defined differently[3] : • Activity-oriented: related set of activities conducted for the specific purpose of product definition; a set of partially ordered steps intended to reach a goal. [4] : • Product-oriented: series of activities that cause sensitive product transformations to reach the desired product. • Decision-oriented: set of related decisions conducted for the specific purpose of product definition. • Context-oriented: sequence of contexts causing successive product transformations under the influence of a decision taken in a context. • Strategy-oriented: allow building models representing multi-approach processes and plan different possible ways to elaborate the product based on the notion of intention and strategy [5] .

Classification by alignment Processes can be of different kinds.[2] These definitions “correspond to the various ways in which a process can be modelled”. • Strategic processes • investigate alternative ways of doing a thing and eventually produce a plan for doing it • are often creative and require human co-operation; thus, alternative generation and selection from an alternative are very critical activities • Tactical processes • help in the achievement of a plan • are more concerned with the tactics to be adopted for actual plan achievement than with the development of a plan of achievement • Implementation processes • are the lowest level processes • are directly concerned with the details of the what and how of plan implementation

Classification by granularity Granularity refers to the detail level of the process model and affects the kind of guidance, explanation and trace that can be provided. High granularity limits these to a rather coarse level of detail whereas fine granularity provides more detailed capability. The nature of granularity needed is dependent on the situation at hand.[2] Project manager, customer representatives, the general, top-level, or middle management require rather large-grained process description as they want to gain an overview over time, budget, and resource planning for their decisions. In contrast, software engineers, users, testers, analysts, or software system architects will prefer a fine-grained process model for the details of the model deliver them with instructions and important execution dependencies such as the dependencies between people.

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Process modeling

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While notations for fine-grained models exist, most traditional process models are large-grained descriptions. Process models should, ideally, provide a wide range of granularity. (e.g. Process Weaver)[6] [2]

Classification by flexibility It was found that while process models were prescriptive, in actual practice departures from the prescription can occur.[5] Thus, frameworks for adopting methods evolved so that systems development methods match specific organizational situations and thereby improve their usefulness. The development of such frameworks is also called Situational Method Engineering. Method construction approaches can be organized in a spectrum ranging from 'low' flexibility, to 'high'.[7]

Flexibility of Method construction approaches

[7]

Lying at the 'low' end of this spectrum are rigid methods, whereas at the 'high' end there are modular method construction. Rigid methods are completely pre-defined and leave little scope for adapting them to the situation at hand. On the other hand, modular methods can be modified and augmented to fit a given situation. Selecting a rigid methods allows each project to choose its method from a panel of rigid, pre-defined methods, whereas selecting a path within a method consists of choosing the appropriate path for the situation at hand. Finally, selecting and tuning a method allows each project to select methods from different approaches and tune them to the project's needs.” [8]

Quality of process modeling techniques As the quality of process models is being discussed in this paper, there is a need to elaborate quality of modelling techniques as an important essence in quality of process models. In most existing framework created for understanding the quality, the line between quality of modeling techniques and the quality of models as a result of the application of those techniques are not clearly drawn. This report will concentrate both on quality of process modelling techniques and quality of process models in order to clearly differentiate the two. Various framework was develop to help in understanding quality of process modelling techniques, one example is Quality based modelling evaluation framework or known as Q-Me framework which argued to provide set of well defined quality properties and procedures to make an objective assessment of this properties possible[9] . This framework also has advantages of providing uniform and formal description of the model element within one or different model types using one modelling techniques[9] In short this can make assessment of both the product quality and the process quality of modelling techniques with regard to a set of properties that have been defined before. Quality properties that relate to business process modelling techniques discussed in [9] .are: • Expressiveness- the degree to which a given modelling technique is capable of denoting the models of any number and kinds of application domains. • Arbitrariness- the degree of freedom one has when modelling one and the same domain • Suitability-the degree to which a given modelling technique is specifically tailored for a specific kind of application domain. • Comprehensibility- the ease with which the way of working and way of modelling are understood by participants. • Coherence--the degree to which the individual sub models of a way of modelling constitute a whole.

Process modeling • Completeness –the degree to which all necessary concepts of the application domain are represented in the way of modelling. • Efficiency- the degree to which the modelling process utilises resources such as time and people. • Effectiveness- the degree to which the modelling process achieves its goal. In order to asses the quality of Q-ME framework; it is used in illustrating the quality of the dynamic essentials modelling of the organisation (DEMO) business modelling techniques. It is stated that the evaluation of the Q-ME framework to the DEMO modelling techniques has brought up the shortcomings of Q-ME. One particular is that it does not include quantifiable metric to express the quality of business modelling technique which makes it hard to compare quality of different techniques in an overall rating. There is also a systematic approach for quality measurement of modelling techniques known as complexity metrics suggested by Rossi et al. (1996). Techniques of Meta model is used as a basis for computation of these complexity metrics. In comparison to quality framework proposed by Krogstie, quality measurement focus more on technical level instead of individual model level[10] . Authors (Cardoso, Mendling, Neuman and Reijers, 2006) used complexity metrics to measure the simplicity and understandability of a design. This is supported by later research done by Mendling et. al who argued that without utilizing the quality metrics to help question quality properties of a model, simple process can be modelled in a complex and unsuitable way. This in turn can lead to a lower understandability, higher maintenance cost and perhaps inefficient execution of the process in question[11] The quality of modelling technique is important in creating models that are of quality and contribute to the correctness and usefulness of models.

Quality of Process Models Earliest process models reflected the dynamics of the process with a practical process obtained by instantiation in terms of relevant concepts, available technologies, specific implementation environments, process constraints and so on[12] . Enormous number of research has been done on quality of models but less focus has been shifted towards the quality of process models. Quality issues of process models cannot be evaluated exhaustively however there are four main guidelines and frameworks in practice for such .These are : top-down quality frameworks, bottom-up metrics related to quality aspects, empirical surveys related to modeling techniques, and pragmatic guidelines[13] . Hommes quoted Wang et al (1994)[14] that all the main characteristic of quality of models can all be grouped under 2 groups namely correctness and usefulness of a model, correctness ranges from the model correspondence to the phenomenon that is modelled to its correspondence to syntactical rules of the modelling and also it is independent of the purpose to which the model is used. Whereas the usefulness can be seen as the model being helpful for the specific purpose at hand for which the model is constructed at first place. Hommes also makes a further distinction between internal correctness (empirical, syntactical and semantic quality) and external correctness (validity. A common starting point for defining the quality of conceptual model is to look at the linguistic properties of the modelling language of which syntax and semantics are most often applied. Also the broader approach is to be based on semiotics rather than linguistic as was done by Krogstie using the top-down quality framework known as SEQUAL[15] and [16] . It defines several quality aspects based on relationships between a model, knowledge Externalisation, domain, a modeling language, and the activities of learning, taking action, and modelling. The framework does not however provide ways to determine various degrees of quality but has been used extensively for business process modeling in empirical tests carried out [17] According to previous research done by

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Process modeling Moody et al[18] with use of conceptual model quality framework proposed by Lindland et al(1994) to evaluate quality of process model, three levels of quality[19] were identified: • Syntactic quality: Asses extent to which the model conforms to the grammar rules of modelling language being used. • Semantic quality: whether the model accurately represents user requirements • Pragmatic quality: whether the model can be understood sufficiently by all relevant stakeholders in the modelling process. That is the model should enable its interpreters to make use of it for fulfilling their need. From the research it was noticed that the quality framework was found to be both easy to use and useful in evaluating the quality of process models however it had limitations in regards to reliability and difficult to identify defects. These limitations led to refinement of the framework through subsequent research done by Krogstie. This framework is called SEQUEL framework by Krogstie et al 1995(Refined further by Krogstie & Jørgensen, 2002) which included three more quality aspects. • Physical quality: whether the externalized model externalized model is persistent and available for the audience to make sense of it. • Empirical quality: whether the model is modelled according to the laid down regulations with regards to a particular language. • Social quality: This regards the agreement between the stakeholders in the modelling domain. Dimensions of Conceptual Quality framework [20] Modeling Domain is the set of all statements that are relevant and correct for describing a problem domain, Language Extension is the set of all statements that are possible given the grammar and vocabulary of the modeling languages used. Model Externalization is the conceptual representation of the problem domain. It is defined as the set of statements about the problem domain that are actually made. Social Actor Interpretation and Technical Actor Interpretation are the sets of statements that actors both human model users and the tools that interact with the model, respectively ‘think’ the conceptual representation of the problem domain contains. Finally, Participant Knowledge is the set of statements that human actors, who are involved in the modeling process, believe should be made to represent the problem domain. These quality dimensions were later divided into two groups that deal with physical and social aspects of the model. In later work , Krogstie et al.[15] stated that while the extension of the SEQUAL framework has fixed some of the limitation of the initial framework, however other limitation remain . In particular, the framework is too static in its view upon semantic quality, mainly considering models, not modelling activities, and comparing these models to a static domain rather than seeing the model as a facilitator for changing the domain. Also, the framework’s definition of pragmatic quality is quite narrow, focusing on understanding, in line with the semiotics of Morris, while newer research in linguistics and semiotics has focused beyond mere understanding, on how the model is used and impact its interpreters. The need for a more dynamic view in the semiotic quality framework is particularly evident when considering process models, which themselves often prescribe or even enact actions in the problem domain, hence a change to the model may also change the problem domain directly. This paper discusses the quality framework in relation to active process models and suggests a revised framework based on this. Further work by Krogstie et. al (2006) to revise SEQUAL framework to be more appropriate for active process models by redefining physical quality with a more narrow interpretation than previous research [15] . The other framework in use is Guidelines of Modeling (GoM) [21] based on general accounting principles include the six principles: Correctness, Clarity deals with the comprehensibility and explicitness (System description) of model systems. Comprehensibility relates to graphical arrangement of the information objects and, therefore, supports the understand ability of a model. Relevance relates to the model and the situation being presented. Comparability

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Process modeling involves the ability to compare models that is semantic comparison between two models, Economic efficiency; the produced cost of the design process need at least to be covered by the proposed utilization of cost cuttings and revenue increases. Since the purpose of organizations in most cases is the maximization of profit, the principle defines the borderline for the modeling process. The last principle is Systematic design defines that there should be an accepted differentiation between diverse views within modeling. Correctness, relevance and economic efficiency are prerequisites in the quality of models and must be fulfilled while the remaining guidelines are optional but necessary. The two frameworks SEQUAL and GOM have a limitation of use in that they cannot be used by people who are not competent with modelling. They provide major quality metrics but are not easily applicable by non experts. The use of bottom-up metrics related to quality aspects of process models is trying to bridge the gap of use of the other two frameworks by non experts in modelling but it is mostly theoretical and no empirical tests have been carried out to support their use. Most experiments carried out relate to the relationship between metrics and quality aspects and these works have been done individually by different authors: Canfora et al. study the connection mainly between count metrics ( for example, the number of tasks or splits -and maintainability of software process models [22] ; Cardoso validates the correlation between control flow complexity and perceived complexity; and Mendling et al. use metrics to predict control flow errors such as deadlocks in process models [23] , [24] The results reveal that an increase in size of a model appears to have a negative impact on quality and their comprehensibility. Further work by Mendling et al. investigates the connection between metrics and understanding [25] and[26] While some metrics are confirmed regarding their impact, also personal factors of the modeller – like competence – are revealed as important for understanding about the models. Several empirical surveys carried out still do not give clear guidelines or ways of evaluating the quality of process models but it is necessary to have clear set of guidelines to guide modellers in this task. Pragmatic guidelines have been proposed by different practitioners even though it is difficult to provide an exhaustive account of such guidelines from practice. In [27] , 10 tips for process modeling are summarized, lots of technical definitions and rules are provided, but it does not teach you how to create process models that are effective in their primary mission maximizing shared understanding of the as-is or to-be process. Most of the guidelines are not easily put to practice but “label activities verb–noun” rule has been suggested by other practitioners before and analyzed empirically. From the research [28] . value of process models is not only dependent on the choice of graphical constructs but also on their annotation with textual labels which need to be analyzed. It was found that it results in better models in terms of understanding than alternative labelling styles. From the earlier research and ways to evaluate process model quality it has been seen that the process model's size, structure, expertise of the modeller and modularity have an impact on its overall understand ability [25] [29] . Based on these a set of guidelines was presented[30] 7 Process Modelling Guidelines (7PMG). This guideline uses the verb-object style, as well as guidelines on the number of elements in a model, the application of structured modeling, and the decomposition of a process model. The guidelines are as follows: • G1 Use as few elements in the model as possible • G2 Minimize the routing paths per element • G3 Use one start and one end event • G4 Model as structured as possible • G5 Avoid OR routing elements • G6 Use verb-object activity labels • G7 Decompose a model with more than 50 elements

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Process modeling 7PMG still though has limitations with its use: Validity problem 7PMG does not relate to the content of a process model, but only to the way this content is organized and represented. It does suggest ways of organizing different structures of the process model while the content is kept intact but the pragmatic issue of what must be included in the model is still left out. The second limitation relates to the prioritizing guideline the derived ranking has a small empirical basis as it relies on the involvement of 21 process modellers only. This could be seen on the one hand as a need for a wider involvement of process modellers’ experience, but it also rises the question what alternative approaches may be available to arrive at a prioritizing guideline [30] .

See also • • • • • • •

Business process modeling Process Process architecture Process flow diagram Process (science) Process Specification Language Process ontology

External links • • • • •

Modeling processes regarding workflow patterns [31] "Abstraction Levels for Processes Presentation: Process Modeling Principles" [32] (PDF). How to model goal-oriented processes in WS-BPEL [33] "Abstraction Levels for Processes Presentation: Process Modeling Principles" [32] (PDF). American Productivity and Quality Center (APQC) [34], a worldwide organization for process and performance improvement

References [1] Colette Rolland (1993). Modeling the Requirements Engineering Process. 3rd European-Japanese Seminar on Information Modelling and Knowledge Bases. [2] Colette Rolland and Pernici, C. Thanos (1998). A Comprehensive View of Process Engineering. Proceedings of the 10th International Conference CAiSE'98. B. Lecture Notes in Computer Science 1413. Springer. [3] M. Dowson (1998). Iteration in the Software Process, Proc 9th Int. Conf. on Software Engineering. [4] P.H. Feiler and W.S. Humphrey. (1993). Software Process Development and Enactment: Concepts and Definitions, Proc. 2nd Int. Conf. on "Software Process" [5] Colette Rolland (1994). A Multi-Model View of Process Modelling. Requirements Engineering. Vol 4, Nr 4. Springer-Verlag. [6] C. Fernström and L. Ohlsson (1991). Integration Needs in Process Enacted Environments, Proc. 1st Int. Conf. on the Software Process. IEEE computer Society Press. [7] A.F. Harmsen, Sjaak Brinkkemper and J.L.H. Oei (1994). Situational Method Engineering for information Systems Project Approaches. North Holland [8] Colette Rolland (1997). 'A Primer for Method Engineering. Proceedings of the INFORSID Conference. [9] BJ Hommes, V Van Reijswoud , Assessing the Quality of Business Process Modeling Techniques -Proceedings of the 33rd Hawaii International Conference on System Sciences – 2000 [10] Bart-Jan Hommes, The evaluation of business process modeling techniques, 2000 [11] J. Mendling, M. Moser, G. Neumann, H. Verbeek, B. Dongen, W. van der Aalst, A Quantitative Analysis of Faulty EPCs in the SAP Reference Model, BPM Center Report BPM-06-08, BPMCenter.org, 2006. [12] Proceedings of the 9th international conference on Software Engineering [13] J. Mendling, H.A. Reijers, W.M.P. van der Aalst.Seven process modeling guidelines (7PMG) Information and Software Technology, Volume 52, Issue 2, February 2010, Pages 127-136 [14] Bart-Jan Hommes, The evaluation of business process modeling techniques, 2000 [15] J. Krogstie, G. Sindre, H. Jorgensen, Process models representing knowledge for action: a revised quality framework, European Journal of Information Systems 15 (1) (2006) 91-102.

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Process modeling [16] O. Lindland, G. Sindre and A. Sølvberg, Understanding quality in conceptual modeling, IEEE Software 11 (2) (1994), pp. 42–49 [17] D. Moody, G. Sindre, T. Brasethvik and A. Sølvberg, Evaluating the quality of process models: empirical testing of a quality framework. In: S. Spaccapietra, S.T. March and Y. Kambayashi, Editors, Conceptual Modeling – ER 2002, 21st International Conference on Conceptual Modeling, Tampere, Finland, October 7–11, 2002, Proceedings, Lecture Notes in Computer Science vol. 2503, Springer (2002), pp. 380–396. [18] Daniel L. Moody, G. Sindre, T. Brasethvik, A. Sølvberg. Evaluating the Quality of Process Models: Empirical Testing of a Quality Framework [19] Morris, C.W. (1970): Foundations of the Theory of Signs, Chicago: Chicago University Press [20] J. Krogstie, O. Lindland, G. Sindre, Defining quality aspects for conceptual models, in: Proc. IFIP8.1 Working Conference on Information Systems Concepts: Towards a Consolidation of Views, Marburg, Germany, 1995. [21] J. Becker, M. Rosemann and C. Uthmann, Guidelines of business process modeling. In: W. van der Aalst, J. Desel and A. Oberweis, Editors, Business Process Management. Models, Techniques, and Empirical Studies, Springer, Berlin (2000), pp. 30–49 [22] G. Canfora, F. Garcıa, M. Piattini, F. Ruiz and C. Visaggio, A family of experiments to validate metrics for software process models, Journal of Systems and Software 77 (2) (2005), pp. 113–129. [23] J. Mendling, M. Moser, G. Neumann, H. Verbeek, B. Dongen, W. van der Aalst, A Quantitative Analysis of Faulty EPCs in the SAP Reference Model, BPM Center Report BPM-06-08, BPMCenter.org, 2006. [24] J. Mendling, Detection and prediction of errors in epc business process models, Ph.D. thesis, Vienna University of Economics and Business Administration, http:/ / wi. wu-wien. ac. at/ home/ mendling/ publications/ Mendling%20Doctoral%20thesis. pdf, 2007. [25] J. Mendling, H.A. Reijers and J. Cardoso, What makes process models understandable?. In: G. Alonso, P. Dadam and M. Rosemann, Editors, Business Process Management, 5th International Conference, BPM 2007, Brisbane, Australia, September 24–28, 2007, Proceedings, Lecture Notes in Computer Science vol. 4714, Springer, Brisbane, Australia (2007), pp. 48–63. [26] J. Mendling and M. Strembeck, Influence factors of understanding business process models. In: W. Abramowicz and D. Fensel, Editors, Proceedings of the 11th International Conference on Business Information Systems (BIS 2008), Lecture Notes in Business Information Processing vol. 7, Springer-Verlag (2008), p. 142153. [27] B.Silver,Ten Tips for Effective Process Modeling,BPMInstitute.org, ,Wednesday January 30, 2008 [28] J. Mendling, H.A. Reijers, J. Recker, Activity Labeling in Process Modeling: Empirical Insights and Recommendations, Information Systems. URL: [29] H. A. Reijers, J. Mendling, Modularity in process models: Review and effects in: M. Dumas, M. Reichert, M.-C. Shan (Eds.), Business Process Management BPM 2008, Vol. 5240 of Lecture Notes in Computer Science, Springer, Milan, Italy, 2008, pp. 20-35 [30] J. Mendling, H. A. Reijers, W. M. P. van der Aalst, Seven process modeling guidelines (7pmg), QUT ePrints Report 12340, Queensland University of Technology (2008) [31] ftp:/ / ftp. informatik. uni-stuttgart. de/ pub/ library/ medoc. ustuttgart_fi/ STUD-2052/ STUD-2052. pdf [32] http:/ / www. modelingconcepts. com/ pdf/ BPM_V2. pdf [33] ftp:/ / ftp. informatik. uni-stuttgart. de/ pub/ library/ medoc. ustuttgart_fi/ DIP-2787/ DIP-2787. pdf [34] http:/ / www. apqc. org/

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Event chain diagram

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Event chain diagram Event Chain Diagrams are visualizations that show the relationships between events and tasks and how the events affect each other. Event chain diagram are introduced as a part of Event chain methodology. Event chain methodology is an uncertainty modeling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Event chain methodology is the next advance beyond critical path method and critical chain project management.

Event chain diagram

Rules Event chain diagrams are presented on the Gantt chart according to the specification. This specification is a set of rules, which can be understandable by anybody using this diagram: 1. All events are shown as arrows. Names and/or IDs of events are shown next to the arrow. 2. Events with negative impacts (risks) are represented by down arrows; events with positive impacts (opportunities) are represented by up arrows. 3. Individual events are connected by lines representing the event chain. 4. A sender event with multiple connecting lines to receivers represents multicasting. 5. Events affecting all activities (global events) are shown outside Gantt chart. Threats are shown at the top of the diagram. Opportunities are shown at the bottom of the diagram. Often event chain diagrams can become very complex. In these cases, some details of the diagram do not need to be shown.

Optional rules 1. Horizontal positions of the event arrows on the Gantt bar correspond with the mean moment of the event. 2. Probability of an event can be shown next to the event arrow. 3. Size of the arrow represents relative probability of an event. If the arrow is small, the probability of the event is correspondingly small. 4. Multiple diagrams may be required to represent different event chains for the same schedule. 5. Different colors can be use to represent different events (arrows) and connecting lines associated with different chains. The central purpose of event chain diagrams is not to show all possible individual events. Rather, event chain diagrams can be used to understand the relationship between events. Therefore, it is recommended the event chain diagrams be used only for the most significant events during the event identification and analysis stage. Event chain diagrams can be used as part of the risk identification process, particularly during brainstorming meetings. Members of project teams can draw arrows between associated with activities on the Gantt chart. Event chain diagrams can be

Event chain diagram

120

used together with other diagramming tools. The simplest way to represent these chains is to depict them as arrows associated with certain tasks or time intervals on the Gantt chart. Different events and event chains can be displayed using different colors. Events can be global (for all tasks in the project) and local (for a particular task). By using Event Chain Diagrams to visualize events and event chains, the modeling and analysis of risks and uncertainties can be significantly simplified.

See also • PERT Charts • Gantt Charts • Run Charts

External links • Event Chain Methodology whitepaper [1]

References [1] http:/ / www. intaver. com/ Articles/ Article_EventChainMethodology. pdf

Gantt chart A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency (i.e. precedence network) relationships between activities. Gantt charts can be used to show current schedule status using percent-complete shadings and a vertical "TODAY" line as shown here.

A Gantt chart showing three kinds of schedule dependencies (in red) and percent complete indications.

Although now regarded as a common charting technique, Gantt charts were considered revolutionary when they were introduced. In recognition of Henry Gantt's contributions, the Henry Laurence Gantt Medal is awarded for distinguished achievement in management and in community service. This chart is used also in Information Technology to represent data that have been collected.

Gantt chart

Historical development The first known tool of this type was reportedly developed in 1896 by Karol Adamiecki, who called it a harmonogram. Adamiecki did not publish his chart until 1931, however, and then only in Polish. The chart is commonly known after Henry Gantt (1861–1919), who designed his chart around the years 1910–1915.[1] [2] In the 1980s, personal computers allowed for widespread creation of complex and elaborate Gantt charts. The first desktop applications were intended mainly for project managers and project schedulers. With the advent of the internet and increased collaboration over networks at the end of the 1990s, Gantt charts became a common feature of web-based applications, including collaborative groupware.

Advantages and limitations Gantt charts have become a common technique for representing the phases and activities of a project work breakdown structure (WBS), so they can be understood by a wide audience. A common error made by those who equate Gantt chart design with project design is that they attempt to define the project work breakdown structure at the same time that they define schedule activities. This practice makes it very difficult to follow the 100% Rule. Instead the WBS should be fully defined to follow the 100% Rule, then the project schedule can be designed. [3] Although a Gantt chart is useful and valuable for small projects that fit on a single sheet or screen, they can become quite unwieldy for projects with more than about 30 activities. Larger Gantt charts may not be suitable for most computer displays. A related criticism is that Gantt charts communicate relatively little information per unit area of display. That is, projects are often considerably more complex than can be communicated effectively with a Gantt chart. Gantt charts only represent part of the triple constraints (cost, time and scope) of projects, because they focus primarily on schedule management. Moreover, Gantt charts do not represent the size of a project or the relative size of work elements, therefore the magnitude of a behind-schedule condition is easily miscommunicated. If two projects are the same number of days behind schedule, the larger project has a larger impact on resource utilization, yet the Gantt does not represent this difference. Although project management software can show schedule dependencies as lines between activities, displaying a large number of dependencies may result in a cluttered or unreadable chart. Because the horizontal bars of a Gantt chart have a fixed height, they can misrepresent the time-phased workload (resource requirements) of a project, which may cause confusion especially in large projects. In the example shown in this article, Activities E and G appear to be the same size, but in reality they may be orders of magnitude different. A related criticism is that all activities of a Gantt chart show planned workload as constant. In practice, many activities (especially summary elements) have front-loaded or back-loaded work plans, so a Gantt chart with percent-complete shading may actually miscommunicate the true schedule performance status.

121

Gantt chart

122

Some Examples In the following example there are seven tasks, labeled A through G. Some tasks can be done concurrently (A and B) while others cannot be done until their predecessor task is complete (C cannot begin until A is complete). Additionally, each task has three time estimates: the optimistic time estimate (O), the most likely or normal time estimate (M), and the pessimistic time estimate (P). The expected time (TE) is computed using the formula (O + 4M + P) ÷ 6. Activity Predecessor

Time estimates Opt. (O)

Expected time

Normal (M)

Pess. (P)

—

4.00

—

5.33

5.17

6.33

B, C

5.17

4.50

5.17

Once this step is complete, one can draw a Gantt chart or a network diagram.

See also •

Business model

•

Marketing

•

Morphological analysis

•

Value migration

•

Business plan

•

Marketing plan

•

Overall equipment effectiveness

•

Six Forces Model

•

Business Strategy Mapping

•

Marketing strategies

•

Proximity mapping

•

International strategic management

•

Cost overrun

•

Management

•

Revenue shortfall

•

Hoshin Kanri

•

Management consulting

•

Strategic planning

•

Integrated business planning •

Military strategy

•

Strategy visualization

External links • The Journal of Business Strategies [99] • Strategic Planning Society [100] • The Association of Internal Management Consultants [101]-The nationwide network of Strategic Management and Planning professionals

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Xavexgoem, Yamamoto Ichiro, Yendor1958, Ykimva, Ylebihan, Yongliang08, Zigger, Zscout370, Zzuuzz, 1320 anonymous edits Project planning Source: http://en.wikipedia.org/w/index.php?oldid=351818715 Contributors: A3RO, Achalmeena, Adanac06, Anca, Antonmind, Ap, AstareGod, Barth81, BozMo, CALR, CharlotteWebb, Cheese Sandwich, Co1Spain, Cometstyles, Dave steinberg, DavidCane, DougsTech, Drshields, Ehheh, Fitster, Gadfium, Gchinkle, Glenn, Graibeard, Gsaup, Henk Bulsink, Hu12, ICSGlobal, ITServiceGuy, Jcalogic, Jwestland, KF, Kernoz, Ketiltrout, Kingpin13, Krakfly, Kulnor, Kuru, Makingprogress19, Mapador, MarkBrooks, Mkoval, MrOllie, Mydogategodshat, Nils, Nixdorf, Nposs, Ot, Ouro.redux, PatrickWeaver, Paul August, Paul W, PhilKnight, Philip Trueman, Pm master, Pmtoolbox, Pstansbu, Shanes, SimonP, Stephenb, Technobadger, Tmatyashovsky, Vut, Wavelength, Zemoxian, 88 anonymous edits Scope (project management) Source: http://en.wikipedia.org/w/index.php?oldid=364840144 Contributors: 1exec1, Alluvia, Anca, Appraiser, Barras, Billdow, Bmeacham, CDN99, Chowbok, Chroniclev, DJ Clayworth, Dagordon01, Dcfleck, DerrickGillissie, Fiz, Fredrik, Gary King, Gsaup, JackDOden, Keno, Kuru, Meatballhat, Mfo321, Michael Hardy, Mkoval, Moonriddengirl, Nacho Librarian, Piano non troppo, Pm master, RexNL, Rholton, Rich Farmbrough, Steven X, Themainone, TigerShark, WereSpielChequers, 36 anonymous edits Scope creep Source: http://en.wikipedia.org/w/index.php?oldid=364492672 Contributors: Andrew Hampe, Andrewpmk, Antandrus, Antonrojo, Artw, Autumn Forrester, CanisRufus, Carlif, Chealer, Christopherlin, CobraA1, DPdH, Dagordon01, David Gerard, E=MC^2, Fluzwup, Fresheneesz, Gilliam, Gsaup, Heirpixel, Ingolfson, JQF, Jerry, John, Josemariasola, Jtm2112, JustinTSampson, Kku, Krakfly, Laurusnobilis, Lights, Mac Davis, Mfo321, Mig21bp, Mkoval, Myproject, Neelix, Nemo20000, OlEnglish, Pm master, Polyextremophile, RockMFR, Ronbo76, Shdon, Skysmith, SmartGuy, Sonderbro, Stephenboothuk, Stifle, SueHay, Theoldanarchist, Tony Sidaway, Tsilb, Wahrmund, Wickethewok, Woohookitty, 58 anonymous edits Design structure matrix Source: http://en.wikipedia.org/w/index.php?oldid=364250104 Contributors: Barneyboo, Benbulloch, Borgx, Gary King, Jurgenhomann, Kku, Kreimeyer, Mdd, Michael Hardy, Neerajsangal, PSmacchia, Paul W, Radagast83, Tonyfaull, TyBrown, Vaucouleur, 15 anonymous edits Systems Development Life Cycle Source: http://en.wikipedia.org/w/index.php?oldid=367908939 Contributors: ABF, Adamgibb, Ahoerstemeier, Aitias, Ajbrulez, Albanaco, AlephGamma, Allan McInnes, Allstarecho, Andaryj, Anonymous Dissident, Ansell, Arjun01, BasilBoom, Bfigura's puppy, Bobo192, BrianY, CFMWiki1, CalebNoble, Cbdorsett, Chris 73, Chrislk02, Closedmouth, Cochiloco, Cody574, Copyeditor22, Croepha, DGJM, Dandv, Danielphin, David.alex.lamb, DavidDouthitt, DeadEyeArrow, Djsasso, DrKranium, DuncanHill, ESkog, Eastlaw, Ebessman, Enauspeaker, Epbr123, Erkan Yilmaz, FiRe, GD 6041, Gaff, GarbagEcol, Gilliam, Hydrogen 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Sbugs, Steven Zhang, SueHay, 18 anonymous edits Software bloat Source: http://en.wikipedia.org/w/index.php?oldid=364739404 Contributors: Aerotive, Agnaramasi, Akuyume, AndrewWTaylor, Andrewpmk, Arganoid, Arrataz, Artw, AzaToth, BCube, Barrylb, Bearcat, Beland, Billy the Impaler, Boxstaa, Brian Kendig, Camahuetos, Cameron Scott, CanisRufus, Chris Chittleborough, Cyan, DanielPharos, Dario D., David Latapie, DavidFarmbrough, Davidhorman, Dekimasu, Dleonard, DocWatson42, Donarreiskoffer, Downstrike, Drakferion, Dysprosia, Eje211, EqualRights, Evercat, Evildeathmath, FT2, Fran z, Fredrik, Friday, Fuzzie, Geh, Gerbrant, Getonyourfeet, Gizzakk, Glaurung quena, Gracefool, Gwern, Gzornenplatz, Havarhen, Haz7po5, HelixJock, Huw Powell, Iamtheari, Illegal Operation, J.delanoy, JLaTondre, Jamelan, Jamyskis, Jclemens, Jibjibjib, JonHarder, Jonathan Drain, Joshua Issac, Katieh5584, Kietedan, KindOfBlue, Kittins floating in the sky yay, Komeil, Lacrimosus, Laudaka, Laurusnobilis, Leone ruggente, 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Cate, Cheapskate08, DAJF, DavidLevinson, Gsaup, HResearcher, Henrygb, Jerem43, John Quiggin, Johnfos, Mangojuice, Miller52, Poli08, R00m c, Redvers, SB Johnny, Sbmehta, Sonderbro, TastyPoutine, Urbanette, Van helsing, Woohookitty, Wwoods, 7 anonymous edits Megaproject Source: http://en.wikipedia.org/w/index.php?oldid=367278042 Contributors: -Majestic-, Aditreeslime, Aiman abmajid, Alcuin, Andy Marchbanks, Anskas, Antonmind, Arnab1996, Atownballer, BD2412, BIL, Bistro-sidecar, Bleaney, Brahmanknight, By78, Caytruc, Cdcdoc, Charles Matthews, Cheapskate08, Chimesmonster, Closedmouth, CommonsDelinker, Cooljuno411, Crazym108, Dale Arnett, Daviessimo, Daxaius, Deamon138, Dewey Finn, Donteatyellowsnow, Dotdkay, Drbreznjev, Elipongo, Engi08, Engineman, Epicadam, Ewlyahoocom, FFLaguna, Fantasysquall, Ffbond, Fish and karate, Fred Stober, Gabz80, Geni-pmd, George Burgess, Gorillazfeelgoodinc, Grant65, Grosscha, Gsaup, Gspinoza, Helmandsare, Hibernian, Hyperdrunk83, Inwind, Isaabis, JCDenton2052, 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Guhan, Ynhockey, Yourai, 279 anonymous edits Feature creep Source: http://en.wikipedia.org/w/index.php?oldid=367879872 Contributors: Aarktica, Abdull, Artw, Arvindn, BigSmoke, Bloodshedder, Bluemoose, Camembert, Chumbukket, Circeus, Clindhartsen, Colonel Warden, Dancter, David Latapie, DavidFarmbrough, Delirium, Dhaluza, Dionyziz, Ehheh, Evercat, Everything counts, Frap, Fredrik, Furrykef, Gargaj, GoodDay, Gracefool, Groyolo, Gunstar hero, Gwern, Iceberg3k, Jcrocker, Jevav, Joy, Jvhertum, KohanX, Koolabsol, Kwertii, Kylemcinnes, Legolas558, Lifefeed, Liftarn, Lost.goblin, LrdChaos, Lugiatm, Marudubshinki, MattOates, MaxEnt, Mcohurlids, Mernen, Mugunth Kumar, Neelix, Neilc, Nihiltres, Ningauble, Northgrove, Optim, Ortzinator, Paddu, Pengo, Prari, ProhibitOnions, Project2501a, Quest for Truth, Rbellin, Robert Brockway, Ronald S. Davis, RoySmith, SCEhardt, SarekOfVulcan, Segiddins, Sergey Moskalev, Simetrical, Sjc, Slady, Steggall, StuRat, Tabletop, Tb, TechPurism, The Red Hat of Pat Ferrick, Tjdw, Trickrick1985, Warren, WhisperToMe, Zanter, Zondor, 46 anonymous edits Instruction creep Source: http://en.wikipedia.org/w/index.php?oldid=364739269 Contributors: Altenmann, Arjun01, DCGeist, Dar-Ape, Dhaluza, Fresheneesz, Kaid100, Koweja, Mathmo, OlEnglish, Tractorkingsfan, UnitedStatesian, Wolf530, 6 anonymous edits Creep (project management) Source: http://en.wikipedia.org/w/index.php?oldid=364284822 Contributors: BlankVerse, Bluemask, Ceyockey, JustinTSampson, Mark.murphy, Mkoval, OlEnglish, SP-KP, ShelfSkewed, 3 anonymous edits Cost overrun Source: http://en.wikipedia.org/w/index.php?oldid=364249922 Contributors: Allstar86, BIL, Bachcell, Banaticus, Beland, Benlisquare, Brennanhay, Ceyockey, Cheapskate08, Cryptic star, Daniel Callegaro, Gsaup, Jkhcanoe, Kkmurray, Krakfly, Krashski35, Kuru, Latka, MaxEnt, Miller52, Pm master, Pnm, Publunch, R'n'B, SchuminWeb, Summit84, Tiresias BC, Wafulz, Wikimaguire, Xezbeth, 26 anonymous edits Mission creep Source: http://en.wikipedia.org/w/index.php?oldid=346964903 Contributors: A Siegel, Avocado, Bantman, Brien Clark, Consequentially, CzarB, Dave6, Davewho2, Dravecky, Fuhghettaboutit, Hmains, IvoShandor, Jeff3000, Jeffq, Kku, LeeHunter, Lockesdonkey, Mostlyharmless, Neelix, Octane, Pekinensis, Redeagle688, RexNL, Richard Weil, Robofish, Ronbo76, RoyGoldsmith, SimonP, SueHay, The Rambling Man, The Squicks, TheMadBaron, TigerShark, Trublu, Wereon, 23 anonymous edits Waterfall model Source: http://en.wikipedia.org/w/index.php?oldid=361639614 Contributors: Aamahdys, Ageekgal, Alarob, Alienus, Alitheg, Alksub, AnthonyQBachler, Ap, Arwel Parry, Averisk, BarretBonden, Benabomb1, BigC9heese, Binksternet, Binrapt, Bobo192, Brick Thrower, Brockert, Camw, Carlif, Ceyockey, Charles Matthews, Chris G, Cmdrjameson, Conversion script, Crinoidgirl, David.alex.lamb, Deep vnw, Deor, DhirajGupta, Donald Duck, DoubleBlue, Doulos Christos, Duminda1986, Dysprosia, Earlypsychosis, EatMyShortz, Ed Poor, Edward, Emperorbma, Emvee, Epbr123, Eric B. and Rakim, Erkan Yilmaz, Eugene van der Pijll, Faradayplank, Favonian, Feyandstrange, Folajimi, Frankenpuppy, Frankieroberto, Freedom to share, GFLewis, Gendut, GeorgeBills, Greghc, GregorB, Halcyon1234, Halmir, Hamtechperson, Harryboyles, Hendrik Brummermann, Hooperbloob, Hut 6.5, Huwr, I do not exist, IRKAIN2, Iftikharzafar, Ilario, Inteligente, Isaacdealey, J.delanoy, JCLately, Jackol, JayEsJay, Jeff G., JeremyA, Jerome Charles Potts, Jim Huggins, Jimmykaw, Jjhrogers, Jmabel, Jonnalagaddaharish, Joyous!, Jpgordon, K.Nevelsteen, K.lee, Karmona, Kbdank71, Kedarthatte, Kim Bruning, KimBecker, Kku, KnowledgeOfSelf, Koavf, Korny O'Near, Kthnxrick, Kuratowski's Ghost, Kuroboushi, Largestill, Learntruck, LeaveSleaves, Lerdthenerd, LiDaobing, Lvmeijer, MER-C, MIT Trekkie, Manop, Mark Foskey, Mdd, Mebden, Mentifisto, Merenta, MichaK, Michael Devore, Michael Hardy, Mikething, Nick UA, Niteowlneils, Nzeemin, OMouse, Oashi, Oicumayberight, Omicronpersei8, PanagosTheOther, Pascal.Tesson, PaulGarner, PaulHoadley, Paulsmith99, Pebkac, Pevernagie, Piano non troppo, Pinethicket, Pm master, Profdhiren, Qirtaiba, RadioFan2 (usurped), Razimantv, Rbrewer42, Red Thunder, Reyk, Rich Farmbrough, Rich257, Rick.G, Rjwilmsi, Rodney Boyd, Rollotomnasi, Ronz, Rrburke, Ryulong, Saaga, Salmar, Sardanaphalus, Schmiteye, Sean.cavanagh, Shanemcd, Slicing, Soup man, Spacepotato, Stumps, Tarmo, Technocratic, Tee Owe, Teoryn, TeunSpaans, That Guy, From That Show!, The Anome, Themfromspace, ThomasOwens, Thunderboltz, Titoxd, Tjamesjones, Trevor MacInnis, Trivialist, Tvarnoe, Ungoliant13, Veinor, Viento, Vincehk, Vinjosh, Viriditas, Wdyoung, Wikiuser183, William Avery, William Pietri, Xeolyte, Yangy0514, Yaronf, Yaxu, Yworo, Zaffman, 480 anonymous edits IBM Rational Unified Process Source: http://en.wikipedia.org/w/index.php?oldid=367380466 Contributors: 0612, AV3000, Ablackburn63, Adrianwilford, Ahoerstemeier, Akrasnoff, Allan McInnes, Alynna Kasmira, AmiDaniel, Andreas Kaufmann, Anoko moonlight, Antcore, Antonielly, Ashley Y, Bachrach44, BccThis, Ben Liblit, BenFrantzDale, Benoit rigaut, Bill37212, Binder520, Bobo192, Bogey97, Braiam, Brick Thrower, Brunoton, Bunnyhop11, Bushnate, Bwefler, Cecile Peraire, Chammy Koala, China Crisis, ChrisG, Claceriv, Coldacid, Crazycomputers, Cubslvr, DRogers, Davewampler, David.alex.lamb, DavidTangye, Dayaanjali, Desmay, Dethomas, Deville, Dhbernstein, Discospinster, DoubleBlue, Doug Bell, Dr sharad77, Duk, Dysprosia, Elpecek, Erkan Yilmaz, Erud, Evil Monkey, Excirial, Firebrandck, Flewis, Flity.flea, Foobar, Fred Bradstadt, FredThwaites, Func, GFLewis, Gazpacho, GeorgeStepanek, Gepwiki, Gflewis, Goblot, GregorB, Gwernol, Hadal, Hayk, Hede2000, IDefx, Ian Joyner, IanVaughan, Inter, IrisKawling, IvanLanin, Ixfd64, J Milburn, JPH-FM, Jasefisher, Jcarroll, Jcw69, Jdtruax, Jgritz, Jocoder, John Doe42, Karl Dickman, Kbdank71, Khalid hassani, Kirill Lokshin, Krappie, Kruchten, Kuratowski's Ghost, Kzollman, LarryBH, Lemming, Levin, Linearizer, Lurnid, MER-C, Mark Bergsma, Mark Renier, Matthew Stannard, Mdd, Meisam, Merenta, Michael Hardy, Mjchonoles, Mmxx, Mohamed Nabil, Mohamedosman, Nandesuka, NeilenMarais, Neonumbers, Nigosh, Nikhildhar, Nilmerg, Niteowlneils, Noisy, NotAbel, Oicumayberight, Olekva, Ondrejk, Paofkoi, Parhelia, PedroPVZ, Pinecar, Pippin K, Pseudopanax, PsychoSafari, Purgatory Fubar, R Mark Nolan, RG2, RHodnett, Rasbury, Rich Farmbrough, Richard R White, RichardVeryard, Ripe, Rogerd, Royboycrashfan, Royell, Rwwww, RxS, S3000, SQL, SWAdair, Sam Hocevar, SanGatiche, Sardanaphalus, ScottWAmbler, Sgaragan, Shell Kinney, Sidna, Srinivasbt, Stevenrhoffman, Suffusion of Yellow, SuprDude, Svdwatt, Ta bu shi da yu, Tcncv, Tedickey, TehBrandon, The Thing That Should Not Be, Tinman, Tree Biting Conspiracy, TriGen, Tv316, Tvarnoe, Uncle G, Uzume, Vortexrealm, Wapcaplet, Webagogue, Wernight, Wesleyidmaur, Will1604, Wolfling, Woohookitty, WpZurp, Xtier, Zoe, Zoicon5, Zundark, 965 anonymous edits Requirements management Source: http://en.wikipedia.org/w/index.php?oldid=360720113 Contributors: ALMGuru, Aagtbdfoua, AbsolutDan, Ajcheng, AlarmTripper, Andreas Kaufmann, Bapim, Beetstra, Cassbeth, Chowbok, Clayoquot, Colin Marquardt, ComputerGeezer, D1ma5ad, Ddenise, Delenburg, Douga, Dritzer, Dvansant, Ehheh, Ency, Fabrikant, Firetrap9254, Fpradier, Freeformer, Gaius Cornelius, Greyskinnedboy, Haakon, Hu12, JDBravo, JRose22033, Janiejones56, Jhaniotis, John5K35, Keilana, Khalid hassani, Kokoala, Krubin, Kuru, Lakeworks, Lars112, Lars12, Legolost, Madjidi, Man It's So Loud In Here, Mdd, Michael Hardy, Mjchonoles, MrTree, Nainil, Nopetro, OlEnglish, Owain.wilson, Pickerill, Programming Research,

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Article Sources and Contributors Raghunathan.george, Rfortner, Rich Farmbrough, Rjwilmsi, Ronz, Ruud Koot, SEI Publications, Sabri76, Samiroy, Sfdan, Shambhaviroy, SoftwareDeveloper, Splash, Srogers74, Starrymessenger, Tevirselrahc, Tivedshambo, WiKiMan3L, Wimt, XqRG, 124 anonymous edits Critical Chain Project Management Source: http://en.wikipedia.org/w/index.php?oldid=367342560 Contributors: Ap, Barney Gumble, ChrisG, Cmprince, Dandv, Dirrival, Finereach, Firien, Fl, Gcjb, Gert4gt, Hartmanz, Hdsteyn, Ironwolf, JVT001, Jackollie, Jackvinson, Jaynelm, John of Reading, Joy, Kcone, Kenmckinley, Ketiltrout, Kevinalewis, Kuru, Maurreen, Mav, Michael Hardy, Mkoval, MrOllie, Mydogategodshat, Nikai, Notheruser, PhilHibbs, PigFlu Oink, Pm master, Profdb, Realization, Rick Block, Rjwilmsi, Ron Richard, Ronz, Silverpop81, Simbient Mike, Spalding, Sspecter, SunCreator, Svetovid, TOCExpert, Thopper, Tj.klaucke, Toddwill, Ve2dc, Ylebihan, 78 anonymous edits Cone of Uncertainty Source: http://en.wikipedia.org/w/index.php?oldid=354506901 Contributors: Dhananjay7, Diego Moya, Iridescent, Jandockx, Khalid hassani, Sebastian.Dietrich, 8 anonymous edits Problem solving Source: http://en.wikipedia.org/w/index.php?oldid=366552259 Contributors: 2D, 2spyra, AbsolutDan, Action potential, Adapt, AdjustShift, Agbormbai, Ahoerstemeier, Alex Kosorukoff, Ancheta Wis, AndriuZ, Angr, Anna512, Antaeus Feldspar, Ap, Arjun G. Menon, Astral, Ayda D, Bachcell, Beanary, Billfmsd, Bobblewik, Boxplot, BrotherGeorge, Bufar, Celestianpower, ChemGardener, Cielomobile, Clhtnk, Cmcurrie, Coachuk, Corza, Credible58, D. Tchurovsky, DBragagnolo, Dave6, Dawn Bard, Dbfirs, Ddr, Derekristow, Djcremer, Djdrew76, DoctorW, Download, Eric-Wester, Eve Teschlemacher, Everyking, Extremecircuitz, Facilitation Author, Ferris37, Forenti, Frazzydee, Fvw, Genegorp, Giftlite, Gioto, GlassCobra, Good Vibrations, Graham87, Guggenheim, Gunnar Hendrich, HGB, Harald.schaub, Hari, Heron, Houghton, Hu12, Hydrogen Iodide, IceCreamAntisocial, Iggynelix, Ingi.b, Inter, IvR, IvanLanin, JForget, JaGa, Jacopo, Jan Tik, Jaranda, Jd2718, Jeames, JimmyShelter, JoachimFunke, JoeC 4321, Johnkarp, Jon Awbrey, Jose Icaza, Jrmindlesscom, Jtneill, Juanscott, Kazooou, Keilana, KillerChihuahua, Kizor, Kku, Kosebamse, Ksyrie, LaurensvanLieshout, Laxerf, Leestubbs, Letranova, Leuko, Levineps, Liao, LilHelpa, Lord Bane, Lupin, MCrawford, MMSequeira, Majorclanger, Marc Venot, Marek69, Markstrom, Marsbound2024, Marx01, Mattisse, Matty Austwick, Mbonline, McGeddon, Merlion444, Mgret07, Michael Hardy, Michaeldeutch, Mild Bill Hiccup, Moeron, Mr.Z-man, Nesbit, New Thought, Nicearma, Nikolas Stephan, Novum, Oda Mari, Oleg Alexandrov, Ott, Paranomia, ParisianBlade, Pavel Vozenilek, Pedant17, Peter gk, Peterlewis, Philip Trueman, Pickledh, Pilgrim27, Pioneer-12, Possum, Ralphruyters, Rapdetty, RaseaC, Reinyday, Richard001, RichardF, Rick Sidwell, Rjwilmsi, Ronz, Rsrikanth05, Ruud Koot, SLcomp, Saga City, Samhere, Saxifrage, Scoutersig, Sengkang, Sg gower, Shanes, SheldonN, Shimgray, Shoessss, Sidaki, Spalding, Srikeit, Stifle, Stone, Suidafrikaan, Tagishsimon, Tarquin, TexasAndroid, The Evil IP address, TheEgyptian, Theresa knott, Thiseye, ThreePD, Vaughan, VodkaJazz, VoteFair, Whatfg, Wikilibrarian, Wimbojambo, Woohookitty, Yammy Yamathorn, YellowMonkey, Yhkhoo, ZimZalaBim, Ziphon, 254 anonymous edits Resource leveling Source: http://en.wikipedia.org/w/index.php?oldid=365323139 Contributors: Briankennemer, Crawdevil, Crystallina, D6, DmitryOsinovsky, Johndburger, Maria.staicovici, Mindmatrix, Neelix, Planschd, Pmberry, Xp54321, 7 anonymous edits Theory of Constraints Source: http://en.wikipedia.org/w/index.php?oldid=367304334 Contributors: Activplant, Alvestrand, Ampers&Amper&, Ancheta Wis, AndriuZ, Arrievn, Aweinstein, Bdelfield, Bill Levinson, Bob402, Bonadea, Camw, Cbhoov, Celique, Chewie103, ChrisCork, Cngoulimis, Colerichardcole, Craigburke, Dhollm, Diego Moya, Dupdegrove, ESkog, EagleFan, Ecksteing, Elwikipedista, EugeneZelenko, Facius, Gail, Garkbit, Gil mo, Gloucks, GraemeL, GregorB, H005, Henry Delforn, Hrbaptista, HumbertoRB, Ihcoyc, Innerlite, Ironicon, Ironwolf, Iskatel, JSambrook, JVT001, Jackvinson, Jagmore, Jctrabs, Jeffmcneill, Jenny MacKinnon, Jensbn, Jmuenzing, Jonahphile, Joy, Jschwa1, Kankan.paul, Kevinalewis, Khalid, Kuru, LeanImplementor, Lsisson, MJKazin, MarkProffitt, Maurreen, Mausy5043, Mbenna, Metacomet, Meyerkl, Michael Hardy, Mkoval, Mydogategodshat, Nhansencmg, Nickren, Notheruser, Nposs, Nskillen, Ocee, Oleg Alexandrov, OllieFury, Palvarezflores, Pegasus1138, Peterthorby, Philip Marris, Pmeisel, Pwilliams TOCH, RJBurkhart, RJBurkhart3, Rich Farmbrough, Rmptls, RogerR00, Ronhjones, Ronz, Shadowjams, Snowded, Soljaguar, Sonneborn, Sp3, Spalding, Steindl, Stevebushnell, Stumps, Surendra mohnot, Svetovid, Systemica, TOCExpert, Tedd, The Rambling Man, Tj.klaucke, Toddwill, Tresiden, Trevithj, TrojanBUFDriver, Unyoyega, Usually Right, Van der Hoorn, WVhybrid, Wik, William Avery, 351 anonymous edits Agile management Source: http://en.wikipedia.org/w/index.php?oldid=345897086 Contributors: Aamahdys, Aternity, Caerwine, Jeodesic, Joelpt, MCB, Mberteig, Mmpubs, MrOllie, Philip Trueman, Pm master, Psiphiorg, Siddhi, Srinicenthala, SteveLoughran, SueHay, The Evil Spartan, Thebluemanager, 22 anonymous edits Extreme programming Source: http://en.wikipedia.org/w/index.php?oldid=366886956 Contributors: 2004-12-29T22:45Z, 209.239.208.xxx, Aacool, Agentbla, Alfio, AllanBz, Amire80, Anderbubble, Anorthup, Anthony Appleyard, Arvin Schnell, Atreys, AxelBusch, BBB, Beland, BenAveling, Bernd in Japan, Bevo, Bfalese, BigBen212, Bookofjude, Breandandalton, Brownout, Bryan Derksen, CLAES, CYD, Cameltrader, Canderra, CarlManaster, ChrisSteinbach, Chrislk02, Chwu, Closeapple, CometGuru, Conversion script, Cverlinden, Cybercobra, DRogers, DarkseidX, David.alex.lamb, Debresser, Descender, Dharmabum420, Dharris, Di Stroppo, Djgandy, Dodoïste, ESkog, Ed Poor, Edward, ElinneaG, Empiric, Eric B. and Rakim, Ewlyahoocom, Frecklefoot, Gaius Cornelius, Gdavidp, Geni, Gigi fire, Gogo Dodo, Goodrone, Gruber76, Hao2lian, Hede2000, Hirzel, HolgerK, Holizz, Homerjay, Hritcu, Hzhbcl, Ilja Preuß, Introvert, Iterator12n, Jcarroll, Jensgb, Jezmck, Jittat, Jjsladek, Jmabel, JordanSamuels, Juanco, Jvale, Jwbecher, K.Nevelsteen, Kaniabi, Kbdank71, Kent Beck, KerryBuckley, Kgasso, Knutux, Kristof vt, Kurt Jansson, Kuru, Kurykh, LFaraone, LarsHolmberg, Laterality, Lews Therin, LiDaobing, LilHelpa, Littlesal, Looxix, Lumberjake, MCB, Malcohol, Malleus Fatuorum, Marijn, Mark Renier, MarkDilley, Martinig, Mathew Roberson, Mathmo, Matt Crypto, Matusz, MaxSem, Mboverload, McGeddon, Mdd, MementoVivere, Merenta, Mfdavies, Mhartl, Michael Hardy, Michig, Mike1234, MithrandirMage, Miyako, Mkoval, Mmeijeri, Mmpubs, Morphex, Mpeisenbr, MrOllie, Myasuda, N8mills, Neilc, Netsnipe, NigelR, Nightreaver, Nigosh, Ninja247, Ninly, Niteowlneils, Oicumayberight, Olexandr Kravchuk, On5deu, Oni king, Orborde, Oriondown, Osmodiar, Pak21, Patrickdepinguin, Pearle, Peashy, Pengo, Peripitus, Peterl, PhilipR, Piano non troppo, Picaroon, Plasticup, Pm master, PradeepArya1109, Primetime, Pweemeeuw, Quantum7, Quintote, R'n'B, RSaunders, Rajesh1981, Ram.nivas, Ramsyam, Rebroad, Rediahs, Renesis, Retired username, ReyBrujo, Richard R White, Rjwilmsi, Rmp, Rnickel, Ron Richard, Rookkey, Rscottfree, Ruud Koot, S.K., Sarah.cartwright, Sardanaphalus, SeanLegassick, Secretmessages, SensuiShinobu1234, Shannock9, Shepard, Sjc, Srinicenthala, Starwiz, SteveLoughran, Stevertigo, Stormie, Stumps, Susurrus, Sverdrup, Swasical, Taejo, TakuyaMurata, Teryx, TeunSpaans, The Thing That Should Not Be, TigerShark, Timwi, Tlroche, Tobias Bergemann, Tomb, Tree Biting Conspiracy, Tregoweth, Trusilver, Tsilb, Vary, Vincehk, Virgiltrasca, Wangi, Wapcaplet, Wdyoung, Webmaestro, Wesley, Wgiezeman, Whytehorse1413, Wikid77, William Pietri, Xiong Chiamiov, Yaninass2, Zedlik, Zsinj, Zundark, 526 anonymous edits Scrum (development) Source: http://en.wikipedia.org/w/index.php?oldid=367006263 Contributors: 4johnny, Aardvark92, Abhi3385, AbominableBob, Adi4094, Afternoon, Agile blog, Ajm661023, Alansohn, Alex43223, Ali Osmany, Alphachimp, Alphamage, Andreas Kaufmann, Andy Dingley, Annasw, Antialias, Avalon, Avec, Az944racer, Baa, Beland, Bernd in Japan, Bliong, Blueguybur, Bombe, Boomshadow, Brainix, Brevan, BrianWren, Brianski, Brick Thrower, Buddhikaeport, C.deepthi, Can't sleep, clown will eat me, Carlton.northern, Cat Parade, Cerrol, Cheny com, Chi11ken, Chrisc666, Chunkylover199, Clayoquot, Codeengage, CometGuru, CommonsDelinker, ComputerGeezer, ConchangoMaster, Corprew, Craig Stuntz, Cthart, Cybercobra, Daniel.Cardenas, DavidShepherdson, Debhart, Derek.munneke, Derekhuether, Discospinster, Diya batti, Dogaroon, Doroli, Dougluce, Dpcoka, DrBeard, Drunken Pirate, Dspectar, Dude4456dude, Echofloripa, Edddie, Edward, Eirik.midttun, Elecnix, Eliyahu S, EngineerScotty, EweC, Exemplar sententia, Faller, FeralDruid, Ficell, Firien, Fred Bradstadt, Freedomlinux, Garde, Gaurav, Gegonut, Gmathur2k, Guppie, Gwern, Gwernol, Hajatvrc, Heaths, Heron, Hhiroshi, Hondo77, Hooperbloob, Humu, Huygens 25, Hwsd, Hyad, Hydrogen Iodide, Iani, Immunize, Influent1, Ishi Gustaedr, Itairaz, Iterator12n, JaGa, Jamelan, Jared Hunt, Jaysweet, Jdpipe, Jed meyers, Jeff.Mortimer, Jesse Laanti, Jferman, Jhertel, Jmilunsky, Jmundo, Johannes.braunias, Johnchapman4, Jonducrou, Jordo ex, Jorfer, Julesd, Juraj.Kubelka, Jvstein, Jzylstra, Jérôme, KF9129, Kazvorpal, Kenimaru, Kevin Forsyth, Kirrages, Kmouly, Koustubh123, Kragelund, LOL, Lakeworks, Lastorset, Lerkey, Linusdalin, Littlesal, LokiClock, Loreleine1, Lotje, Lprichar, Luc Legay, Marcoshz, Martinig, Mathiastck, Matthew0028, Mckaysalisbury, Mdd, Mdubakov, Mesolimbo, Michael98101, Miranda, Mistercupcake, Moriori, Mottzo, MrOllie, Mrh30, Mutant, Nakon, NickVeys, Nmehta6, Obonicus, Oicumayberight, Oskilian, Ostraaten, PavelCurtis, Peterhundermark, Petritis, Psiphiorg, RJaguar3, Radagast83, [emailprotected], Reach Out to the Truth, Reconsider the static, Rich Farmbrough, Rich257, Rignac, Riki, Riordanmr, Rlliii, Robert.d.macdonald, Robjenssen, Rogerborg, Rubyuser, Runtime, S M Woodall, SAE1962, SDC, SMcCandlish, Saforcer, Salon Essahj, Sardanaphalus, Scbomber, Scottwilleke, Scrum2001, Scrumedge, Scrummaster, Scrumone, Sean D Martin, Shadowcat231, Shinmawa, Sirk390, Sky Diva, SlubGlub, Songrit, Stephanvaningen, Stephenb, Stephiee01, Tech vaibhav, Teckmx5, Tellyaddict, The Thing That Should Not Be, The Wild Falcon, ThomasOwens, Ticaro, Tiddly Tom, Timbertstc, Tjarrett, Tnxman307, Tobias Bergemann, Tobych, Torin the Chosen, Trevorjfitz, Tryevenharder, Tsemii, Tumma72, Unkei, Untruth, Van der Hoorn, Wainstead, Walter Görlitz, Wegra, William Avery, Willowrising, Winterstein, Wizmo, Wperdue, Zorakoid, Zycron, 630 anonymous edits Event chain methodology Source: http://en.wikipedia.org/w/index.php?oldid=327672881 Contributors: Alksub, CZmarlin, Cnbrb, Gail, Kenmckinley, Ketiltrout, Kuru, Mdd, Miller52, RHaworth, RichardVeryard, Skomorokh, 11 anonymous edits Human interaction management Source: http://en.wikipedia.org/w/index.php?oldid=350370821 Contributors: Adoble, Ammalu, Ansell, Bnorrie, Doug Bell, JasonLax, Joel Alcalay, Keith.harrison-broninski, Martin.ashcroft, Michael Hardy, Pgagge, Reinyday, Yandman, Zzuuzz, 16 anonymous edits Process modeling Source: http://en.wikipedia.org/w/index.php?oldid=367822992 Contributors: Ahybler, Alta.van.der.merwe, BPIResearch, Barkeep, Bartonitz, Bnorrie, Certus01, Ceyockey, Clarknova, Deicool, Dekimasu, Diveintobpm, Drrwebber, Ehheh, Fergus Cloughley, Fram, Frap, Goflow6206, Gryszkalis, Hhielscher, Iness it, JDBravo, Jajis, Jamelan, King of Hearts, Lindsey8417, MME, MairAW, Mdd, Michael Hardy, Mjchonoles, MrOllie, Obankston, Radagast83, Renesis, Richard R White, RichardVeryard, Rjwilmsi, S, Sean R Fox, SiobhanHansa, Smoothloader, Teammetz, Tmahfouz, Travis.a.buckingham, 86 anonymous edits Event chain diagram Source: http://en.wikipedia.org/w/index.php?oldid=255080727 Contributors: Atulr, Cnbrb, Kenmckinley, Kuru, Lockley, Mdd, Yapone, 1 anonymous edits Gantt chart Source: http://en.wikipedia.org/w/index.php?oldid=367349718 Contributors: Achalmeena, Agent007bond, Alansohn, Alex-golder, Alexandre Ilha, Andreviens, AndriuZ, Anna Lincoln, Archer3, Arthena, Atropus32, Bandeditor, Beatrice06, Big Bird, BillFlis, Biswalchinmayranjan, Black Butterfly, Bonkling, Bradjamesbrown, Bruno Unna, Buki ben Yogli, C i d, Can't sleep, clown will eat me, Capricorn42, Chandoo.d, Chartex, Chemical Engineer, Chrisirwin, Chuunen Baka, Clust4a, Crazycomputers, CycleTimeChart, Dadude3320, Dan D. Ric, Dead3y3, Den fjättrade ankan, Dhavelin, Don Gis, Drawn Some, Dream out loud, Eclipsed, Economist332, Ehn, Ellywa, Elm-39, Emrekenci, Enriketuned, Epharos, Etz Haim, Flewis, FlyingToaster, Gaius Cornelius, Garrybooker, GentlemanGhost, Georgewilliamherbert, Gilliam, Gimmetrow, Gogo Dodo, GraemeL, Graham87, Graibeard, Gramlin, Grant beest, Grotte, Gwernol, Haham hanuka,

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Article Sources and Contributors Helfrich c, Hephaestos, HeronOfAlex, Horstvonludwig, Hu12, Ijon, Ioanapv, Itai, J.delanoy, JLK7476, Janus999, Jeff3000, Jeffreywherrmann, Jeltz, JidGom, Jmlk17, Johnenew, Jos.jong, Jpbowen, Karnesky, Kenmckinley, Khaled hosny, Kingboyk, Kmccoy, Koranjem, Kotasik, KrakatoaKatie, Kuru, Kzafer, Leesly, Ligulem, Lilmissdaughty, Lizzlizzlizz, Mac Davis, MagnaMopus, Mahjong33, Manfi, Manifredtellew, Manop, Mapperboy, MarkS, Maurreen, Mdd, Mecanismo, Melcombe, Michael Hardy, Mindmapmad, Mkoval, Montblanc2000, Mydogategodshat, Myleslong, Nascar1996, Naudefj, Ndyguy, Nevron, Nihil novi, NinjaOnFire58, Nixdorf, PMDrive1061, PatrickWeaver, Peachris, Pedroserafin, Pinethicket, Piotrus, Pm master, PookeyMaster, Preslethe, Proofreader77, Raindy, RedWolf, Redfirefly, Rememberme123, Renderpeterson, Requestion, Ronhjones, Ronz, Rrburke, Ryan Postlethwaite, S.K., SNIyer12, ST47, Salvio giuliano, Sbisolo, Sergio.ballestrero, Seriema, SimonP, Skybum, Snigbrook, SpaceFlight89, Spangineer, SpeedyGonsales, SusanB99, Susurrus, Svetovid, Tanetris, Tanár, TastyPoutine, Tbone55, Teenage wikian, The Thing That Should Not Be, Thorpe, Tomzi, Train78, Travis99, Tregoweth, Trialsanderrors, Triwbe, UNV, Uucp, VMS Mosaic, Va7sdf, Vipinhari, Wapcaplet, Whpq, Yamamoto Ichiro, Yettie0711, Zachlipton, Çalıştay, 440 anonymous edits PRINCE2 Source: http://en.wikipedia.org/w/index.php?oldid=366563711 Contributors: Akbradford, Alanpc1, Alimozcan, Alynex, Amakuha, Angela, Antidoter, Arnauldvm, Ash, Athirumurthi, BKRathke, Barinder hothi, Bethmanj, Bhadani, Binarygal, Bobrayner, Bonadea, Ccrichte, Chilin, China Crisis, ChrisG, Colonel.jrd, Danus, Database, Deb, Dibbler5, Dowm, Drbreznjev, Dysprosia, Eeekster, Ehheh, Erikko, Ezeu, Face, Fakelvis, Fernandosantucci, Fionaspence, Fish and karate, Freek Verkerk, FreplySpang, Gene Nygaard, Ghettolave, Greyskinnedboy, Guaka, Haham hanuka, Harry Wood, Heesoyuy, Hellfire81, Hughcharlesparker, IILMarketing, Igniz flameheart, 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edits Process- based management Source: http://en.wikipedia.org/w/index.php?oldid=318721712 Contributors: CALR, Dcfleck, Gogo Dodo, Kjkolb, Kku, Loaferman, Radiant!, Rich Farmbrough, RichardF, RichardVeryard, Shajikv, 18 anonymous edits ISO/ IEC 15504 Source: http://en.wikipedia.org/w/index.php?oldid=356370324 Contributors: Aguila, Amayzed, Ash, Blchrist, Bouricot, Brenont, Daniel FR, DanielPenfield, Dblash, Ehheh, GregorB, Guroadrunner, Hanvanloon, Hongooi, IvanLanin, JHorn, Jamelan, Kku, M.e, Matthew Stannard, Mdd, Mitch Ames, Mysid, Next2u, Phil Boswell, Programming Research, Radagast83, Rjwilmsi, Roberto999, Sbowers3, TheoClarke, Versageek, 104 anonymous edits Capability Maturity Model Integration Source: http://en.wikipedia.org/w/index.php?oldid=367838894 Contributors: AHB1982, Aamahdys, Akris, Alcanzar, Amit.hole123, Ash, BenFrantzDale, Bethmanj, Bigpnut, Blchrist, Cander0000, Carlton.northern, Cemophora, Centrx, Chowbok, Chrzastek, Cmmiloveprocess, Conan, Cybercobra, Da Joe, 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http://en.wikipedia.org/w/index.php?oldid=366656540 Contributors: 2D, AmoryHiggins, Ario, Ashchap, BD2412, Bukaj, Cestor, Chendy, Closedmouth, Courcelles is travelling, Coyote-37, Dancter, Danlev, Dduff, Delirium, DerHexer, Discospinster, Donahuepm, E Wing, Easternknight, Ehheh, Elapsed, Epbr123, Escape Orbit, Espoo, FDP1, FelixKaiser, Flowanda, Frecklefoot, Freed Maxick, GJeffery, Gadfium, Gh87, Gonfus, Governor Jerjerrod, Ground Zero, Harryzilber, Hmbr, Hu12, Ianmc, Ike9898, IvanLanin, J.delanoy, JPD, JWithing, JoeSmack, KEK, L Trezise, Lewinzhang, Lysdexia, MER-C, Mac, Malcolma, Malienlaf, Martpol, Materialscientist, Maurice Carbonaro, Maurreen, Mejor Los Indios, Michael Hardy, Mikeo, Mild Bill Hiccup, Mitch Ames, MrOllie, Mrdthree, Mydogategodshat, Naus, NawlinWiki, NewEnglandYankee, Nihil novi, No1lakersfan, Nopetro, Oiws, Oxymoron83, PGWG, Papercutbiology, Parabellum101, PaulHanson, Philip Trueman, Rd232, Rentaferret, Richard001, Robin48gx, Ronz, Rrburke, Ryulong, S h i v a 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Vistadivine.com, Vortexrealm, Wgoetsch, WikiBizness, Yensin, 198 anonymous edits Strategy Source: http://en.wikipedia.org/w/index.php?oldid=363872300 Contributors: Aaron Kauppi, Addshore, Aff123a, Ahoerstemeier, Ailin82, Alansohn, Alberta74, Alexandru Stanoi, Allen Moore, Alynna Kasmira, Ancheta Wis, Andreas Kaufmann, Andrewpmk, AndriuZ, Andrus Kallastu, Antandrus, AntiWhilst, Appicharlask, Aree, Arjuna909, ArkinAardvark, Avalon, Avmanzo, AxelBoldt, Beyond My Ken, Boatearth, Bongwarrior, Borgx, Brick Thrower, Bryan Derksen, CALR, Calane83, Can't sleep, clown will eat me, Chewie, Chris Mason, Chris_mahan, Ckatz, Conversion script, Cretog8, Daniel11, Danielfarber, Darrel Stadlen, Davejblair, Doppelgangland, Dorit, Dreadstar, ElixirofLife, Elkadi, Elkadio1, EnSamulili, Enirac Sum, Exemplar sententia, Exeunt, Extar, Fbooth, Filos96, Firebird2k6, Frecklefoot, Frisco21, GOV, Gaslan2, Gdr, Glenn, Goodoldpolonius2, Greudin, Gökhan, Harvard85zx, Hashar, Hcberkowitz, Hu12, IW.HG, Ian Drysdale, Idegmcsa, Imacosta, Infarom, Ixfd64, Izno, JaGa, Jayantaism, Jayhands, Jaysweet, Jeff3000, Jim62sch, Jkhanfer, Johnwaterman, Joong-gun14, KeithD, Kevyn, Khalid hassani, Kirill Lokshin, Kl4m, Krator, Kuru, Lachambre, Ladii Kiima, LeaveSleaves, Lelapindore, LilHelpa, Loren.wilton, Lotje, MER-C, MacGyverMobile, Macguba, Manscher, Marek69, MartinTurner, Mats 718, Maxim0815, McGeddon, Michael Angelkovich, Mike Cline, Mkoval, Monishasarkar, Monkey Bounce, Mormegil, Mr. Billion, Muchness, Mydogategodshat, Namtiota, NawlinWiki, Nick-D, Old Moonraker, Omegapowers, Ooga Booga, Paradigm68, Passandid, PatrickFlaherty, Pearle, Prof 7, Prupitto69, RHaworth, RN, Ralfipedia, [emailprotected], Richphil, Rinconsoleao, Rockfang, Ronz, Royote, S0crates9, Sandstein, Sjö, Smalltalkman, Smmurphy, Spitfire, Stefano, Stevenwagner, Stevertigo, Stormj, SueHay, SummerWithMorons, Surfdachsie, SvenAERTS, Swaq, Tazmaniacs, The Rambling Man, TheGrza, Thseamon, Tide rolls, Timo Laine, Tobycat, TreasuryTag, Trident13, Truman Burbank, Ulflarsen, Van helsing, Veinor, Versageek, VictorAnyakin, Vivek.raja22, West81, William Avery, Wortafad, WpZurp, Yerpo, Zhenqinli, Zyaar, Александър, 264 anonymous edits Project manager Source: http://en.wikipedia.org/w/index.php?oldid=367294623 Contributors: Aff123a, Akalanaki, Alexolson, Antandrus, Bhalchandratk, Blair Sutton, BrainyBabe, Chowbok, Chris Roy, Cleduc, Cloud10pm, Co1Spain, Dandriani, Deville, Digitric, Dineshasewwandi, Discospinster, Dlohcierekim, Dogears, Eeekster, Ehheh, Enviroboy, Ff1959, Ft1, Globalprofessor, Graeme Bartlett, Haikon, Heron, Hgfernan, Hoof Hearted, Hubertus, Huffry94, IMsupersmith, Iridescent, Jagra, Jazzy Diva, Jcampsall, JensenDied, Karmona, Keith Biglin, Keith Richards UK, KimBecker, LeonMichaelSmith, Luna Santin, MQuinn, Mdd, Mentifisto, Mfo321, Michelle2mmb, Mkoval, MrOllie, Mtcedar, Muazen, Nankivel, Nazmanager, Od Mishehu, Oicumayberight, Ojophoyimbo, Piano non troppo, PingPongBoy, Ploum's, Pm master, RJFJR, Richi, Richieman, Rillian, Rundquist, S.K., Saber girl08, Sean Whitaker, Shanes, Sisalto, Stevenmitchell, Synique, The Thing That Should Not Be, Thebluemanager, Travis99, Vavilen, Vincehk, Voldemortuet, Wdyoung, Wik, Wiktoria, Wndola, Wtmitchell, Zigger, 156 anonymous edits Project management triangle Source: http://en.wikipedia.org/w/index.php?oldid=358070889 Contributors: Bahnemann, ChildofMidnight, EdHubertson, Gsmgm, Intgr, Mdd, Mr pand, 4 anonymous edits Work breakdown structure Source: http://en.wikipedia.org/w/index.php?oldid=366254295 Contributors: 0.39, A bit iffy, Addshore, Aeon1006, Agatlin, Ahoerstemeier, Ap, Art Carlson, Axxgreazz, Belovedfreak, Bluesguy, Bonadea, ChristopheS, Ciphers, ComputerGeezer, Conversion script, D, D6, Dekisugi, Dr PDG, Equendil, Erkan Yilmaz, Ewlyahoocom, Fld300b, GABaker, Garrybooker, Ghaag, Graham87, Greenmind, Greyskinnedboy, Hmains, Ixfd64, JCarlos, Jazzy Diva, Killiondude, Kku, Limejello, LizardWizard, Lotje, Lova Falk, Luftikusss, Lycurgus, Madvenu, Mario777Zelda, Mastercko, Mauriciojxs, Maurreen, Mbarker, Mdd, Michael Hardy, Mkoval, Mm2720, Mogsie, Monkey Bounce, Mydogategodshat, NathanBeach, Naudefj, Neelix, Nixdorf, Nixón, Plrk, Pm master, R'n'B, RTC, Rafael Pi, Reconsider the static, Rjwilmsi, Robomanx, RossPatterson, Rwflammang, Salvatore Ingala, Sarahbei, Seb az86556, Semperf, SimonP, SmartGuy, Spandrawn, Svick, Technoparkcorp, Thebluemanager, Thopper, Tojulius, Ukexpat, Verne Equinox, Viky m, Vincehk, Volphy, Woohookitty, Yamamoto Ichiro, 208 anonymous edits Contract Source: http://en.wikipedia.org/w/index.php?oldid=367353351 Contributors: 1sunflower, Acroterion, Adam Brink, Aesopos, Aitias, Aksingh11, Alansohn, Alex756, Alsee, Altenmann, An, Andres, Andrewttm, AndyJones, Andycjp, Angela, Angr, Antonielly, Anwar saadat, Appleboy, Arbeit Sockenpuppe, Arc Force, Aripap, Astronweb, Atosecond, Austenba, Australian law academic, B4hand, BD2412, Babadong, Baby Jenga, Bachrach44, Bamkin, Barek, Bbtommy, Bejnar, Bencherlite, Bernburgerin, Bhuston, BigHairRef, Bjslaws, Bkell, BlueGroup, Bluemoose, BobKeim, Bonadea, Bubbli 341, Bundas, Buzz-tardis, CRGreathouse, Cactus.man, Cadking3, Caltas, Can't sleep, clown will eat me, CanadianLinuxUser, CapitalR, CaseyPenk, Causa sui, Cburnett, Cdogsimmons, Centrx, Cgiakmoz, CharlotteWebb, Chart123, Chicken Wing, Chrisglew, Closedmouth, Complex01, Computer97, Conversion script, Coolcaesar, CrashingWave, Cretog8, Csamuels, Culverin, Cutler, CyborgTosser, DUBJAY04, DaGizza, Dale Arnett, Danamania7, Dantheman531, Darth Panda, David Newton, David91, Deror avi, Dgies, Discospinster, Dostal, Dreamword, Drilnoth, Dstebbins, Duffman, Dying, EECavazos, EagleFan, Earth, Eastlaw, Ed Fitzgerald, Ed g2s, Edcolins, Edward, Eep², EinB567, El C, El Zoof, Elliotreed, Enochlau, Espoo, Evilgeniusinblack, Fairview2008, Flewis, Fogster, Foofighter20x, Fortheloveofgob, Franamax, Francis Davey, Frans Fowler, Freechild, Funandtrvl, Funda62, Gaius Cornelius, Galestar, Gilliam, Gly, Gogo Dodo, GraemeL, Gragggtyh, GreenReaper, Greensburger, Guanaco, Gurch, Hairy Dude, Half japanese half french, Hraefen, Hu12, Hydrogen Iodide, Iainscott, Iamthenewno2, Ianwashere, Icarus3, Ichor trust, Ihope127, Imnotminkus, ImperfectlyInformed, Insanity Incarnate, Iridescent, Irish goat, IvanLanin, J.delanoy, JEG, JHMM13, JHVVax, JLMadrigal, JPG-GR, Jagged 85, Jeff3000, Jessica1994, Jfeckstein, Jhooversnyder, Jigordon, Jinnai, Jkcpop, Jklamo, JohnI, Jonathanstray, Josh.anders, Juliancolton, Jum-interw, Jusjih, Jwestland, Kara sutton, Katr67, KeithD, KickahaOta, Kms, L33th4x0rguy, LEENA23, Laganuk, Lambiam, Lawcatalog, Lawdroid, Lawlisaliu, Legis, Leuko, Levineps, LeyteWolfer, Lion for truth, Lisatwo, Lostinalaska, Lupin, MBisanz, Mac, Mallocks, Mandarax, Manu bcn, Marc Venot, Marcinjeske, Mark Ryan, Martynas Patasius, Matt Fitzpatrick, Matthew Proctor, Mayder529, Mcdennis13, Meegs, Meelar, Mentifisto, Mharki16, Michael Hardy, Michael Okolo, MichaelSchoenitzer, Minerva WM, Mladifilozof, Mmmbeer, Morshem, Mrdthree, Mrpex, Musiphil, Naddy, Nagyve, Naudefj, Nbarth, Netesq, Neutrality, NewEnglandYankee, Nibuod, Nichetas, Nick Levine, Nickofall, Nilmerg, Non Curat Lex, Nopetro, Nuance13x, NuclearWinner, Nudecline, Ocee, Ohnoitsjamie, Ojl, Olegwiki, Omicronpersei8, Otolemur crassicaudatus, OwenX, Patrick, Paul foord, Persian Poet Gal, PhJ, PhilKnight, Philstarkweather, Piano non troppo, Potet, Psycho Kirby, PullUpYourSocks, QuantumEngineer, R'n'B, RainbowOfLight, Rama, Rconnell, Rfc1394, Rfc26, Rich Farmbrough, Rjwilmsi, Rlsheehan, Roadrunner, Robb0082, Ron Ritzman, Rtiact, RussBlau, Ruth Baillie, Ryan, SWAdair, Sam Hocevar, Sardanaphalus, Sauve.d, Scarian, Scatchel, Scientizzle, Seba5618, Semigoth101, Shadowjams, Shanerobins, Simetrical, SiobhanHansa, Sjö, Sligocki, Smallman12q, Snaxorb, Snoyes, Speedoflight, SpeedyGonsales, Sroone89, Stephen G. Brown, Stronger03, Stwalkerster, SueHay, SuedInfo, Suto, TallMagic, Talltim2, Taxman, Thatdog, The Thing That Should Not Be, TheShadow94, Thunderbolt16, Tom, Tom harrison, Toytoy, Tragic Baboon, Trainra, Trotter, Txwikinger, Ukexpat, Unyoyega, Vald, Vanakaris, Vapier, Varbas, Velho, Vincent Vecera, WalterWolli, West Brom 4ever, Wiki-Man, Wikidea, Wikieditor1988, Wikirocks123321, Wknight94, Wmahan, Woer$, Woohookitty, XQx, Yedhulaprakash, Yeu Ninje, YusrSehl, ZachPruckowski, Zannah, Zorro CX, Île flottante, 631 anonymous edits

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Article Sources and Contributors United States Department of Veterans Affairs Source: http://en.wikipedia.org/w/index.php?oldid=361917232 Contributors: AEMoreira042281, Adam Chlipala, Ageekgal, Akulo, AlbertHall, Aleenf1, Andy Marchbanks, Armadillot, Assed206, Avdo, Avram, Awg1010, Bdcheung, Bkonrad, Blehfu, Brainyiscool, Brandon39, Briaboru, Cander0000, CanyonChaser, CapitalR, Capricorn42, Chief of Staff, Chromatikoma, Closedsaturday, Closetfire, Coemgenus, Computerjoe, CoolGuy, CoolKid1993, Coolcaesar, Cvieg, Cybercobra, D6, DHeyward, DRosenbach, Dancter, Danlohaus, Davemcarlson, DavidLevinson, Diltsgd, Discospinster, Dmosher825, DragonflySixtyseven, Eastlaw, Echo927, Edivorce, Epolk, Evrik, Fanra, Fintler, Flewis, Flyguy33, Fraker, GearedBull, Glloq, Ground Zero, Gzuckier, HJ Mitchell, Hcheney, Hltarr01, Hoshie, Hughey, Hugo999, IPAddressConflict, JNW, Jaan513, Jen1026, Jengod, Jeronimo, Jfknrh, Jfruh, Jiang, Jmrider350, Johnron007, Js2081, Jsum, Jwyndelts, Kevlar67, Khoikhoi, Kingpin13, Kkmd, Knacksac, KristoferM, Levineps, Lightmouse, Looper5920, Lukobe, Markles, Minesweeper, Mkamensek, Motthoangwehuong, MrKIA11, MrOllie, Mt91403, NawlinWiki, Necrothesp, Neutrality, Nobunaga24, Ohconfucius, Parsecboy, Pearle, Perspectoff, Postdlf, Redthoreau, Rentaferret, Retanollo, Rich Farmbrough, Richard75, Rigadoun, Rlquall, Rougher07, RxS, Sardanaphalus, Shanes, Sidonuke, Sjrsimac, Slo-mo, Smking1, Smug Irony, Stephan Leeds, Steven Weston, SusanLesch, Symon Perriman, TCY, Tb, Template namespace initialisation script, Tggf1944, Thewinchester, Tim1965, TommyBoy, Tschow, VegasScorpion, Vet58, Wafulz, Wang65, WatchAndObserve, Wikibofh, Wikipelli, William Avery, Ybbor, Yellowdesk, Zereshk, 218 anonymous edits A Guide to the Project Management Body of Knowledge Source: http://en.wikipedia.org/w/index.php?oldid=354310241 Contributors: Akbradford, Amorymeltzer, AxelBoldt, Baser5nature, Bobo192, CALR, Chowbok, Cleancleaner, ComputerGeezer, Creaturosis, DSP-user, Darehauf, Davidjosparcom, Dichter, DoriSmith, Elainelazar, Elen of the Roads, Elena1234, Elwikipedista, Emadmust, Fredrick day, FreplySpang, Gloy, Goethean, Gpdemarco, Greyskinnedboy, Gunnala, Hady79, Ilee, Jc3, Jimiadegbite, JohnGardnerCMC, Jtblakely, Kaisersoze1, Karthikeyaans, Kcone, Ketiltrout, Khalid hassani, Kstarsinic, Kuru, MCB, Makingprogress19, Mbesaiso, Mdd, Mkoval, Mmpubs, Mr.microwave.omelette, MrOllie, Mydogategodshat, Ninadelis, Niteowlneils, Nunquam Dormio, OS2Warp, Oberobic, Oblomoff, Orangemike, Pink Bull, Pm master, Polyextremophile, Rabit gti, Randomtime, RedWolf, Rich Farmbrough, Richman9, Rjackchapman, Rugops, Rule 42 of the code, Sbullman, Sketch051, Skomorokh, Slant, SmartGuy, Solarapex, Spalding, Speck-Made, Tekkes, The Epopt, Toddwill, Weregerbil, Wspencer11, Y, 105 anonymous edits Capability Maturity Model Source: http://en.wikipedia.org/w/index.php?oldid=367467111 Contributors: 1yesfan, 209.239.198.xxx, AMackenzie, Adashiel, AlexAnglin, Altanevni, Ancheta Wis, AndriuZ, Anirudhjain22, Anshuman singh, Anthony Appleyard, Ap, Arthur Rubin, Ash, AutumnSnow, Beasposadas, Beetstra, Beland, Benandorsqueaks, BertK, Billcurtis33, Bjelleklang, Bjmurph, Bobbis, Bobo192, Boing! said Zebedee, Cander0000, Canterbury Tail, Charles T. Betz, Cherfr, ChrisGriswold, Colin Marquardt, Conan, Conversion script, Coolie 15, Cpl Syx, CuddlySteve, David Biddulph, Dcooper, Delldot, Dgies, Diberri, Djdaedalus, Dmccreary, E. Ripley, Ed Poor, Eigenwijze mustang, Espoo, Evil Monkey, Evkeel, Excirial, Favonian, Flamurai, Fuzheado, Gaius Cornelius, Ghorbanalibeik, Goltz20707, Gregbard, Greyskinnedboy, Gurch, Harald Hansen, Hardyplants, Hari, Hbachus, Hephaestos, Herbee, HiEv, Iain99, IainB, Intray, It afzal, IvanLanin, Jclemens, Jdlh, Jeff3000, Jeroen94704, JethroElfman, Jim McKeeth, JimYuill, John a s, JonnyJD, Jose Icaza, Joyous!, Jpbowen, Jsub, Keesiewonder, Kelemendani, KentAaronJohnson, Kernel.package, Khalid hassani, Kuru, Kurykh, Kwsn, Lcawiki, LeadSongDog, Ligulem, Losat, Loshsu, M.e, Madhero88, MarkMascolino, Matias.Reccius, MaxHund, Mcsboulder, Mdd, Merlion444, Michael Hardy, Michig, Mila.cridlig, Mipzter, Mkoval, Mondo, My7dream2002, Myanw, Nlu, OS2Warp, Overix, OwenX, Palica, Pangloss, Pearle, PhilHibbs, Pmtoolbox, PradeepArya1109, Pratheepps, Pwforaker, RainbowOfLight, Ralberts, Ray Van De Walker, Reedy, Rjwilmsi, Rodparkes, Ron Richard, Root1984, Rufus210, Ruud Koot, Ryjaz, S2000magician, SEI Publications, Sam Hocevar, Sandyshrum, Shryane, Sj, Smalljim, Snakeeee, SomeStranger, Station1, Struway, StuffOfInterest, TBrianJ, THEN WHO WAS PHONE?, Tagishsimon, Teryx, Texture, Tobias Bergemann, Tom.k, Truthanado, Tvarnoe, Twhoffman, TwoSeven, Unixxx, Unyoyega, VARies, VMS Mosaic, Vald, Vasanthdiggs, Vikraman23, Vishal1873, Walter Görlitz, Widgetkid, WikHead, Wikid77, WillMcKnight, Wugwug, Xodarap00, Xsmith, Zbeckman, Ziggurat, Zzuuzz, 792 anonymous edits ISO 9000 Source: http://en.wikipedia.org/w/index.php?oldid=367770314 Contributors: 199, 9000store, A D Monroe III, A12n, A8UDI, AEMoreira042281, AbsolutDan, Achromatic, Adamrush, Ahoerstemeier, Aitias, Ajb, Ajfoley, Al Silonov, Alansohn, Aledeniz, Alkazzi, Alm810, Andre Engels, Andrewpmk, Arauzo, Arendedwinter, Ashley Y, Ashwellthorpe, Atif.t2, Avs5221, BBird, Beefy SAFC, Beland, Bevo, Bill, Bletch, Bobo192, Bradjamesbrown, C'est moi, Cabmille, CatherineMunro, Cbuckley, Charles Matthews, ChinaUpdater, Chris 73, ChrisMorgan, Chrishomingtang, Closedmouth, Cometstyles, Cparis3, Createaccounttostartnewarticle, CreativeThinker, Crossmr, D6, Da monster under your bed, Dalric, Darrylv, David Gerard, David Humphreys, DavidSturt, Davidmack, Dbaabaa, DeadEyeArrow, Deed02392, Delldot, Deltaker, Dennisthe2, DetlevSchm, Discordian, DocWatson42, Dotx3, Doulos Christos, E-pen, E-shoq, ESkog, Ed Poor, Ehusman, Elwikipedista, Eraserhead1, Eric-Wester, Excirial, Explicit, Faithlessthewonderboy, FiggyBee, Fish and karate, Fuhghettaboutit, Fæ, Gail, Gcman105, Gejigeji, Geoff NoNick, Gerbrant, GermFree, Golan77, Gorman, Gpermant, GregorB, Gregzeng, Gurch, HBowie, Haeleth, HaiyaTheWin, Harish431, HerbFirestone, Hereticam, Hoponpop69, Hughch, Hultgreen, I already forgot, ILike2BeAnonymous, Ich, Inwind, Iridescent, J. Spencer, J.delanoy, J04n, JHunterJ, JIP, JNW, JRDarby, JaGa, JamesAM, Janebirk, JavierMC, Jaxad0127, Jayen466, Jeffmcneill, Jeffrey Sharkey, Jenny Wong, Jim Wade, Jj137, JmbYx13, JoanneB, John of Reading, Johnwalz, Jonysebastin, Juliamnaneeh, K-car, Kaihsu, Kale Weathers, Kjetil r, Kocio, Koochekhalvat, Kribbeh, Krsinghal, Kuru, Kvorakir, La Pianista, Lewis C Conquer, Lewis Conquer, Lockoom, Luckiesdaidai, Madir, MapsMan, Marc T Smith, Markhurd, Markus Kuhn, Martarius, Matt Whyndham, MaxHund, Mditto, Mean as custard, Meetjcm, Mehtalk, MementoVivere, MiNombreDeGuerra, Michael Hardy, Mike Schwartz, Mindzai, Mjpieters, Monkey Bounce, MosheMoshe, MrDrBob, MrOllie, Mxn, Mydogategodshat, Müslimix, Nasa-verve, Nchamcham, Neggiem01, Neilc, Newone, Ninly, Nixdorf, No1lakersfan, Noliver, Olivier, Oneiros, Orlady, PJLHowell, Paulius.sky, Paulthegadget, Paxsimius, Petya357, Phil Boswell, PhilKnight, Philip Trueman, PhilippeAntras, Phyzome, Piano non troppo, Piercetheorganist, Ploum's, Polkdots, Pps, Prainog, Qualitytimes, Qxz, R Ramamurthy, RJASE1, RTC, RadiantRay, Radon210, Rajendra p, Ratarsed, Reach Out to the Truth, RhondaCH, Rich Farmbrough, Rillian, Rjwilmsi, Rlsheehan, RobbWiki, Robfenn, Roderick A Munro, Ron Richard, Ronhjones, RoyBoy, Rrburke, Rror, Sabory, Salam32, Scarian, Skarebo, Smyth, Snydale, Spangineer, Species8473, Spitfire, Ssqmi, Stan J Klimas, Stevage, Stifle, Tbhotch, Tew, The wub, Thequality, Thirdgen, Thryduulf, Tide rolls, Tim Parenti, Tobias Conradi, Tordek ar, Tree99, Trenwith, Univer, UnneededAplomb, Vermooten, Warnborough, Wickifrank, Wiki alf, Wissons, Wtshymanski, Wuhwuzdat, Wwwwolf, Xkcd, Zatoichi26, Zaui, Zfr, 799 anonymous edits ISO 10006 Source: http://en.wikipedia.org/w/index.php?oldid=346832036 Contributors: A. B., BonsaiViking, Drbreznjev, Kate, Koochekhalvat, Meeples, Mkoval, Mxn, Nasa-verve, Oblomoff, Phil Boswell, RedWolf, Sam Korn, Tobias Conradi, Zundark, 15 anonymous edits Total cost management Source: http://en.wikipedia.org/w/index.php?oldid=350893770 Contributors: Jkhcanoe, Mdd, Pichpich, 2 anonymous edits The International Association of Project and Program Management Source: http://en.wikipedia.org/w/index.php?oldid=362893853 Contributors: Addere, Barticus88, Bobjeffbob, Dekisugi, [emailprotected], JIP, Jaypc6711, Rich Farmbrough, Widefox, 9 anonymous edits V- Model Source: http://en.wikipedia.org/w/index.php?oldid=361565746 Contributors: Abdull, Absentmindedprof, Andreas Kaufmann, Ben Standeven, Berny, Chilin, ComputerGeezer, Cybercobra, Download, Edliversidge, Ejs-80, Elwikipedista, Erkan Yilmaz, Farquaadhnchmn, Faught, Fordmadoxfraud, Frankie816, Gnusbiz, Greghc, Grenavitar, Guts0glory, Homebythesea, IMattUK, J04n, Jamelan, Joelm, Joyous!, Kevin1390, LilHelpa, Loren Architzel, M ajith, Maxberger, Mdd, Michig, Optimale, Radiant!, ShashClp, Slashme, Svick, Volphy, Vwm, Zash2k500, 61 anonymous edits Project portfolio management Source: http://en.wikipedia.org/w/index.php?oldid=363006156 Contributors: 1400degrees, Allan McInnes, Appraiser, Arunram, BinaryTed, Brad101, Clarkdd, Cliff2311, David.cote, Demiane, DivineAlpha, Dpm64, Edcolins, Edolee, Etackabery, Fbossuyt, Florent1024, Forestsmith, Franz D'Amato, Fuhghettaboutit, Gaius Cornelius, Haig, Hede2000, Hjassad, Hu12, Hubbardaie, Isismarketing, J.delanoy, JNW, Jaypc6711, Jpbowen, Kinu, Kuru, Lika2know, Mdd, Michael Hardy, MrOllie, Pearle, Pm master, Polyextremophile, Price666, Psmcguin, Rich Farmbrough, RichardDenney, Rinconsoleao, Rlolsen, Sandymok, Serein (renamed because of SUL), SurfAndSwim, Thadius856AWB, The Anome, Thesquire, Tilleyg, Welsh, Wrjbrown, Ylebihan, 47 anonymous edits Glossary of project management Source: http://en.wikipedia.org/w/index.php?oldid=356062915 Contributors: Alan Liefting, Chowbok, Edward, Grafen, J04n, JaGa, Jevansen, Mdd, Mild Bill Hiccup, Saighe, Sarich Bes, Whitelilacs, Woohookitty, Yendor1958, 9 anonymous edits List of project management topics Source: http://en.wikipedia.org/w/index.php?oldid=366048192 Contributors: 0.39, Alpha0, AndrewStellman, Aranel, Barticus88, Benaventeperezcarlos, Bonadea, Christopherlin, Cmprince, ComputerGeezer, DSP-user, Docu, Elementsoftware, Ernst.schnell, GFLewis, Garrybooker, Greyskinnedboy, Gsaup, Heirpixel, Hipocrite, [emailprotected], Ironwolf, James pj, JeffW, JesseW, John Richard Parker, Johnbibby, JonHarder, Jrugordon, Just Another Dan, Karl-Henner, Kenmckinley, Khentiamentiu, Kundankishor, Kuru, Lanoitarus, Manop, Markbassett, Mdd, Meelar, Mkoval, Mplemmons, Mugunth Kumar, Mydogategodshat, Neparis, Nikai, Niteowlneils, Nixdorf, NuclearWarfare, O18, Proliance, Quiddity, Raghunathan.george, RedWolf, Renebach, Retired username, Rossinglish, Rwil02, Saighe, Scjnsn, Semera, Siddhi, Simon South, SimonP, SmartWorks, Smartaccord, Stevenwmccrary58, The Transhumanist, TheRealFennShysa, Tirkfl, 60 anonymous edits Comparison of project management software Source: http://en.wikipedia.org/w/index.php?oldid=366977405 Contributors: 3thirdsawake, Aalbersberg, Abware, Activefocus, Adammetz, Aferistas, Agencius, Agerskov, Agujero Negro, Ahmerzaidi, Airtodo, Akisora33, Alexpb, Aliasd, Aliby, Almerica, Alpha0, Alphamu57, Als12171, Altenmann, Altonbr, AnandKumria, Anas2048, Andy.goryachev, AngellpPezzullo, Anon2, Anshu Banchhor, Antonmind, Antonyslumbers, Apotvin, Aqeeliz, Argey, Arkaydo, Arsm2, Artem Karimov, Asa1212, Asadabutarif, Ashiro, Ashleych, Assistancetubby, Astadev, Athani, Az944racer, Babynus, Balajikannan, Balkbalk, Barconati, Bathizte, Batsonjay, Beedub81, Biljana123, Bill Conner, Bjackal, Bkeech, Bkormoski, Blacksqr, Blanchardb, BlindzeroMUC, Bluesmangp, Bmcmichael, Bmg916, Bmwzpower, Bonadea, BorgQueen, Bphenry, Brewsterfl, Bruce aylward, Brucecarley, Bsanders246, Bsjut, Buraks78, Bvelasquez, CAkira, CSOWind, Calebgu, Captone, Caseydk, Cdamian, Celoxis, Cftopper, Chemuturi, Chillidemon, ChrisCork, Christopher Kraus, Ckkung, Clemparreira, Compulink, Corvus cornix, Cpetty-wiki, Craiggolby, Csh74, CyberSkull, Cyberguild, Cygnuz, D.scain.farenzena, Damir Zakiev, Dancter, Danielhegglin, Danielsten, Danmackey, Danroa, Darrelljon, Darth NormaN, Daxfdr, Deb4mail, Denistorres, Dheerajsingh9, Diaa Sami, Digitallattice, Digiteanalytics, Dinohung, Disarea, Dkg, Dneades, Doriancollier, Doroli, Dos2windows, Dougdclark, Drbreznjev, Dreadpal, Drilnoth, Drunisine, DuLithgow, Dvansant, E-cuellar, EasyProjectPlan, Edolee, Ejay2524, El C, Elementsoftware, Emar2410, Endeavour-mgmt, Enricolinder, Epimienta, Etackabery, FAdolfsson, Fgodbout, Filipe1976, Firien, Fj marcin, Flindgren1, Fplant333, Fraber, Francesco69, Fred Bradstadt, Freewind999, Ftiercel, Fvw, GabrielToader, GastonPowered, Gavin White, Geniusinside, Geometrixx, Geovanim, Gerardvschip, German.lutoff, Geschichte, Gheorghiu alex, Gil.shabtai, Gk07, Gkarapet8, Gmesaric, Goodespeler, Goran.radulovic, GraemeL, Greenman, Greenworldisbetter, Gtilley, Gulli, Guyjohnston, Haakon, HarveyKandola, Hatter87, Havlatm, Hchampoux, Heavy66, HeronOfAlex, Hhielscher, Hidachi, Hm2k, Hmwith, Hu12, IT249, Ian13, Ibroom, Ihreborn, Ilipner, Im nessie, Indon, Inightmare, Intersect, Invererth, Ioeth, Irishguy, IsmaelLuceno, Ivansanchez, JForget, JLBSD, Jack Merridew,

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Mhankiny, Michael tf, Michelle118, Michelle2mmb, Michelnass, Michokest, Midnightxp, Mikelito510, Millinet, Minghong, Mironcaius, Misterbojangles2, Mjolnir747, Mjstanton, Mkoval, Mlibby, Mmelchiorre, Mniinioj, Moa3333, MockSoul, MonicaRMiller, Moogsoftware, Mpearson65, MrOllie, Mreithinger, [emailprotected], Mtrompeta, MuffledThud, Myideaoforder, NachoCheez, Nakon, Natalija Trajchevska, Natalija123, Natebowler, Natekontny, Navendu shirali, NawlinWiki, Nbahi15, Nbcruz, Neustradamus, NevilleT, New Thought, Ngenialabs, Ngoult, Nilssondaniel77, Nima1981, Nothando25, Notopia, Oberiko, OdileB, Ojw, Omicronpersei8, On5deu, One2010, Openproj, Oscarguindzberg, Osorin, P4k, P6Manager, PAO33, PAStheLoD, PEZ, PIrish, Painter60, Pappu687, Paragliding2000, Paul M Weiss, Paul W, Paulkaye, Pavel Vozenilek, PepperPM, Perfecto, Peterg300, Peterpvw, Phaethousa, PhilKnight, Philipp-de, Pkchan, Plateforme Xerox, Pm expert, Pm master, Pmjones, Pmlive, Pmtoolbox, Ppmstudio, Ppolsinelli, Ppp extr, Prabhatfunny, Pradeeper, Premiero, Premil, Primasoftware, Priyanky, Projectinsight, Projistics, Proliance, Punklogic, Quelg, RAM WM, RANBerkeley, RHaworth, Rachnzl, Rafdua, Rahulzankar1, Rainerki, Rareview, Ravichandra thalluri, Rblakeney, Rchizzle, Rcrossvs, Renesis, Resurgent insurgent, Revelation8, Rgagne71, Rguillou, Rhallums, Rhayden, Ricky1981, Riverock, Rob Hinks, Roccasaurus, Roger.denton, Rohitsmallya, RossPatterson, Rossinglish, Rostrevor, Rudolf6, Rudrakshvyas, Rundquist, Ruudp, Rwil02, S.K., SOFTPUB, Saighe, Sam1064, Samnorman3, Sandrodc, Sbugs, SchuminWeb, Scjnsn, Scottb1978, Scoutwest, Seanbrokenshire, See7tee, Sequeller, Serge Toper, SharpeSoft, Shnout, Simway, Sir Nicholas de Mimsy-Porpington, Slant, Slapxdiho, Sleepyhead81, Smoldee, Snailshoes, Sndpl, Socrates.Vicente, Sokrates sf, SpaceFlight89, Spartaz, Splash, Stanberka, Standpipe, Starwiz, Sterotz, Stevewest9, Subbu, Suebe, Suhashpatil, Superzidanefighter, Sureshgidugu, SurfAndSwim, Surfinrhino, Suruena, SusanB99, Syedmquader, TC Black Belt, Tarake, Targetprocess, Targetskills, TaskPortal, Taskland, TastyPoutine, TeamDynamixHE, Terence.Hooi, Tfas, TheFlowerKing, TheMile, Thomas.R.Jaeger, Tierra, Tilleyg, TimSheehan, TimmyTreeFriends, Tinygnomesquilt, Tlow57, Tnorth, Tobiden, Tonyonetony, Toobsred, Toppmi, Tracysurf, Trans642, Travelrose, Travis99, Tripter, Truthbro, Tswelch, Tuyen.truong, Tysonb, Utsica, Utuado, VCSonline, Vachdane, ValerieSini, Valerieana, Valleyspeakinc, Vectro, Vikerbandt, Viking67, Viralcraig, Vklimko, WarthogDemon, Wassenama, Watcher in the Clouds, Wdevauld, Wernight, Wga22, Wiki bubble1973, Woodwardjames1, Wpidalamar, Xan2, XenLogic, Xzav, Ybbor, Yesveekey, Yitzle, Yitznewton, Ylebihan, Zacmaninc, Zamees, Zann13, Zannixen, Zeiden, Zeroverse, Zhadina, Zpeed, Zulllus, Zywxa, 856 anonymous edits Timeline of project management Source: http://en.wikipedia.org/w/index.php?oldid=324912687 Contributors: DavidLevinson, DavidWBrooks, Docu, JeffW, Mdd, Mkoval, ProductBox, Tony1, Welsh, Zigger, 8 anonymous edits Portfolio management Source: http://en.wikipedia.org/w/index.php?oldid=355378996 Contributors: Aayushmail007, Az1568, Boleyn3, Carlossuarez46, Centrx, Chocolatecoffee, DDerby, DocendoDiscimus, Escape Orbit, Jyhliang, LeonardoWeiss, Rishsk, Salliesatt, Shawnc, 6 anonymous edits Systems engineering Source: http://en.wikipedia.org/w/index.php?oldid=367162987 Contributors: 0, 208.187.134.xxx, AlephGamma, Alex.muller, Allan McInnes, AndrewHowse, Anger22, Atlasgemini, Attilios, Awotta, Beatrix25, BenBaker, Biblbroks, Bongwarrior, Brianga, Brighterorange, Bwefler, Canadian-Bacon, Cask05, CatherineMunro, Chowbok, Ciphers, CoderGnome, Commander Keane, ComputerGeezer, Conversion script, Ctlucca, DavidLevinson, DerHexer, DiegoTamburini, Digitalmoron, Dlohcierekim, DocWatson42, DwayneP, E.Keegstra, ERcheck, El C, Eleusis, Erkan Yilmaz, Escandeph, Espoo, Evans1982, EverGreg, Famiddleton, Fram, Freedomlinux, Gail, Gaius Cornelius, Giraffedata, Gnusbiz, GôTô, Haakon, Hannes Hirzel, Harzem, Hede2000, Hollnagel, Hongooi, I7s, IPSOS, Imecs, Imjustmatthew, Inbamkumar86, Iterator12n, J04n, Jdpipe, Jeff3000, Jfliu, JoseREMY, Jpbowen, Juren, Kalawsky, Ke4djt, Kelemendani, Kendrick Hang, Kevin.cohen, Kingpin13, Kjenks, Kuru, LarRan, LaughingOutLoudICON, Lexor, LightAnkh, Lightmouse, Louemon, Lttlalb277, LuMorehead, MDSL2005, MME, Mange01, Mark Renier, Mathiastck, Mathmanta, Maurizio.Cattaneo, MaxHund, Mdd, Mecanismo, Mfmoore, Michael Hardy, Mild Bill Hiccup, Mirwin, Misza13, Mjchonoles, Mr.Z-man, Myleslong, NOKESS, Neelix, Nick, Noisy, Normxxx, Patiwat, PaulHanson, Pjvpjv, Plasticup, RJBurkhart, Ravichandar84, Rhoeg, Rich Farmbrough, Rjwilmsi, Rmhermen, Ryan Roos, SE SME, SJP, Sbs9, Scarian, Scottchu, Seaneparker, Selket, Sheard, SlackerMom, Slipperyweasel, SoftwareDeveloper, Sterry2607, SunSw0rd, Super Mario, Susanmacphee, Svick, Sweerek, Swpb, Tarfu92, The Anome, Tintenfischlein, Tobias Hoevekamp, Tonyfaull, Truthanado, Unara, VARies, Veleros, Vincehk, WRK, Weblocutor, Whaa?, Wyatts, 280 anonymous edits Portfolio manager Source: http://en.wikipedia.org/w/index.php?oldid=362110981 Contributors: Cander0000, DanielRigal, Evans1982, Shawnc, Woohookitty, 9 anonymous edits IT portfolio management Source: http://en.wikipedia.org/w/index.php?oldid=365843858 Contributors: 1400degrees, Arpabr, Athaenara, Barrylb, Cbcurran, Charles T. Betz, Cireshoe, Corn Neck, DeadlyAssassin, Dnstrom, Dwbrockway, Edcolins, Forestsmith, Gurch, Haakon, Hervegirod, Hu12, Jainvinay04, Jkaplan143, Jmlk17, Jowanner, Jpbowen, Kukini, Kuru, LOL, Madhava 1947, Malcolma, Mdd, Mgillett, Mnbaqir, MrOllie, Nickmalik, Notinasnaid, Plrk, Pmollins, Poweroid, Reedy, Richard R White, Rlasky, Ronz, Salliesatt, Shajela, Sstaunb, Tedder, Titusmars, TreasuryTag, Yanksox, 62 anonymous edits Human factors Source: http://en.wikipedia.org/w/index.php?oldid=366556776 Contributors: Adam M. Gadomski, Adyar, Aelyan, Alainr345, Alfpooh, Altenmann, Ammalu, Arthurrohan, Benlisquare, BillFlis, Black Pullet, Ciphers, Cnj, Cswrye, DCDuring, DavidLevinson, Dkoya, DoctorW, Dominus, Dreamyshade, Dysprosia, Eagle1711, Eastlaw, Edward, Eptin, Ergolight, Eshaver, Frecklefoot, Fuhghettaboutit, Gary King, Gene Hobbs, Gepwiki, Gulshan12, HFiCS, Harald.schaub, Heimstern, Hugh McLoone, Jamelan, Jaroslavleff, Jj137, Jlstemp, Jomackiewicz, JteB, Just plain Bill, Jwphara, KJie.Neo, KMcGrane, KnockItOff, Kroede, Letranova, Levine2112, Mahanga, Martinevans123, Masoudsa, Mdd, Mel Etitis, Michshin387, Minglex, Motherh, Mtjs0, Myleslong, Nakon, NielsenGW, Nightscream, Nroubal, Oicumayberight, Oo64eva, Optakeover, PatGallacher, Paulmallon, Pavel Vozenilek, Peter Budnick, PetterEkhem, Pmjones, Pnikneja, Pzavon, RJBurkhart, Rani Lueder, Rdmoore, Rikipedia8, Rjwilmsi, Robinsuz, Ronz, RoodyAlien, Royalbroil, SaRSUK, Sandrouille, Saric, SeanGustafson, Sidna, Spalding, Spawnkie, StefanoC, Stephenb, Suilline, Swpb, Teratornis, Themoonisgreen, Thisisbossi, Thorkil9, Tiddly Tom, Tkalley, Tntdj, Tscud, Umeshghosh, Von Mario, Wfu, WhatamIdoing, Winslow Peck, Yamamoto Ichiro, Zian, 174 anonymous edits Earned value management Source: http://en.wikipedia.org/w/index.php?oldid=365771160 Contributors: 4johnny, AbsolutDan, Akerbeltz, Akwaku, Alphamu57, Anderix, Ap, Balloonguy, Beland, BoAman, Bone1213, Busy Stubber, Callophylla, Chowbok, Ckelloug, ComputerGeezer, Conversion script, Deltavictor, Dr PDG, Elwikipedista, Erik.van.ginneken, Espoo, Evolve75, Flowerpotman, Galleman, Garrybooker, Greyskinnedboy, Guilherme.ssilva, Hu12, Iterator12n, Jack4875, JackSchmidt, Jc3, Jluismarin, Jnankivel, Kakyeampong, Ketiltrout, Kundu.anupam, Kuru, Kurykh, LotR, MarshallRAM, Martinig, Matt Whyndham, Maurreen, Mdorohovich, Mindmatrix, Mkoval, Msmitchel, Mydogategodshat, Ojigiri, Owain.wilson, PMDrive1061, PabloStraub, PaulHanson, PerfectStorm, PhilKnight, Pisanond, Pm master, Pmtoolbox, Projectdoctor, RHaworth, Rakesh Poddar, Rami R, Rellis1067, Rfredian, Rjackchapman, S2000magician, Sarah, Sarahbei, Scjnsn, ScottWAmbler, SebastianHelm, Shanemcd, Solarapex, Solution2010, SusanB99, The Epopt, Thopper, Urhixidur, Vincehk, Vsabio, Waninge, WikiPedant, Wildtornado, Yendor1958, Zachpresnall, Zath42, ZeroOne, 159 anonymous edits Project governance Source: http://en.wikipedia.org/w/index.php?oldid=366602922 Contributors: Akihabara, BenTremblay, EurekaLott, GardmanVS, Gsaup, Jauerback, Joekor, Jujutacular, Khalid hassani, Krakfly, Ktlonergan, Kuru, Lumos3, Malke 2010, Mapador, Mmiriam, MrOllie, Pleclech, Projectsponsor, R'n'B, RichardVeryard, Schopi, Scrivener Scribe, Simple Bob, Tassedethe, 18 anonymous edits Virtual project management Source: http://en.wikipedia.org/w/index.php?oldid=326819104 Contributors: Eastlaw, Kltownsend, Kuru, Mdd, Spartikus411 Software development process Source: http://en.wikipedia.org/w/index.php?oldid=367931079 Contributors: 123admin, 146.227.71.xxx, AFFAN HASAN, AGK, Ab762, Acockrum, Adrian.walker, Ahoerstemeier, Alansohn, Aleenf1, AlephGamma, Alex.key, Allan McInnes, Amalas, Ancheta Wis, Andy1618, Angr, Ansell, Ap, Aront54, Ash zz, Axd, Ayonbd2000, Az1568, Bassbonerocks, Baygun, Beland, Belinrahs, BenAveling, Bensel, Biasoli, Boing! said Zebedee, Brighterorange, BryceHarrington, Bstpierre, Canderra, Capricorn42, CatWikiEdit, CattleGirl, Cburnett, Chairboy, Chanti naresh, Charles Sturm, Chiranthan, Choggo, Cholmes75, Chowbok, ChrisLoosley, ChrisSteinbach, Christian75, Closedmouth, Cmmiloveprocess, Conversion script, Cory Donnelly, Cpl Syx, Crickel, DRogers, DXBari, Darth Panda, David.alex.lamb, DavidBailey, Dawidl, Degger, Delimata, Demiane, Devilgate, Dfrg.msc, Discospinster, Dpbsmith, Dybdahl, Dysprosia, EatMyShortz, Ebde, Edward, Egbsystem, Ehheh, Elkman, Elockid, Ency, Ennetws, Epbr123, Eric B. and Rakim, Erkan Yilmaz, Frecklefoot, Freedomlinux, Furrykef, Gdavidp, Glenn4pr, Graham87, Guppie, Gökhan, Harald Hansen, Hdante, He Who Is, Hede2000, HienTau, Hsorbu, Hu12, Hzhbcl, IRP, Ian Bailey, Ilario, Intodevel, Isaacdealey, IvanLanin, J00tel, J04n, JLaTondre, Jaiquois, Jamestochter, Jaydec, John Broughton, Jojhutton, Jpbowen, Juliancolton, K.Nevelsteen, Kazvorpal, Kbdank71, Kchampcal, Keilana, Kenny sh, Kesla, Khalid hassani, Khsdrummer2001, KnightRider, Knownot, Kuru, Larry_Sanger, Leafyplant, Leebo, Leibniz, Leif, Leolaursen, Limbo socrates, M ajith, M.e, MER-C, Majkiw, Malcolm Farmer, Mannojshukla, Mark Renier, Martin451, MaxHund, Mboverload, Mcorazao, Mdd, Michig, Midoladido, Mild Bill Hiccup, Mk*, Mos3ab, MrOllie, Mrdempsey, Mrh30, Myasuda, Natkeeran, NatusRoma, Nefuchs, Neokilly, Nigosh, Niteowlneils, Nixdorf, OMouse, Octahedron80, Ohnoitsjamie, Oicumayberight, Paviagrawal, Petra.hegarty, Phil webster, Philip Trueman, Pmtoolbox, Psb777, Pstraton, Pvazteixeira, RekishiEJ, Richard R White, Ripogenus77, RonLichty, Rursus, Rwgreen1173, Safemariner, Sagaciousuk, Sardanaphalus, Shirik, SimonMorgan, SiobhanHansa, Skarebo, SkyWalker, Slayemin, Softtest123, Sourcejedi, Spinality, Stephen Gilbert, Stephen e nelson, SunSw0rd, Supersteve04038, Suruena, Tasc, Teryx, The Thing That Should Not Be, Theleftorium, Thowa, Tide rolls, Timneu22, Tobias Bergemann, Tommy2010, Tonyshan, Toothmarks1111, Turkishbob, Tvarnoe, Ukexpat, Ulric1313, Umapathy, Valafar, VanDingo, Vary, Versageek, Vicenarian, VoteLibertarian, Voyagerfan5761, Waggers, Walter Görlitz, WalterGR, Whitepaw, WikiNC, WikipedianYknOK, William Avery, Wykis, Yngvarr, Yop83, Ywarnier, Ziphon, Zondor, ZooFari, ‫ןרע‬, 611 anonymous edits Process architecture Source: http://en.wikipedia.org/w/index.php?oldid=326027728 Contributors: Creacon, J04n, JHunterJ, Rp Project Source: http://en.wikipedia.org/w/index.php?oldid=365653844 Contributors: 1141 me, 16@r, 3K3D, Actuarial disco boy, Ahoerstemeier, Aitambong, Aitias, Alisabzevari, AllyUnion, Alphamu57, Anca, AndriuZ, Ap, Astudent, Badgernet, BenFrantzDale, Blathnaid, Bomac, Brentwills, Brian0918, Bwefler, Catgut, Centrx, Chowbok, Chuanyong, Ckatz, Coffee, Corpx, Corti, DVD R W, Dagdu, Discospinster, Dmn, Dream land2080, Duck to swan, Eekerz, Egil, Ehheh, Electronic Community, Elkman, Eric4720, Fredrik, Freuga, Gabz80, Galoubet, Garrybooker,

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Article Sources and Contributors Garyrendall, Geschichte, Glenn, Gogo Dodo, Gor, Gsaup, Gwernol, Hetar, Hu12, ICAPTCHA, Iordanis 777, J.delanoy, J04n, JForget, JWSchmidt, Jay Litman, Jayjg, Jeffrey Mall, John, Jojhutton, Jongrover, Jpbowen, Jéské Couriano, Keds0, Kierenj, Killerrabbitsontheloose, Kolotelo, Krakfly, Kuru, La goutte de pluie, Levineps, Lightmouse, Likeicecr3am, Lumos3, MER-C, Magog the Ogre, MarySpencer10, Mav, Mdd, Menchi, Mendaliv, Mercury McKinnon, Millstream3, Mkoval, MrOllie, Mrzaius, Mvtechies, Mydogategodshat, Nankivel, Nivix, Nixdorf, Nmyers, Obli, Ojigiri, OlEnglish, Orderinchaos, Paddles, PamD, Pedant17, Peterbud, Pharaoh of the Wizards, Philip Trueman, Phydeaux, Piano non troppo, Pmtoolbox, Polluxian, PsychoCola, Quarl, RHaworth, RainbowOfLight, Raymundsy, Remshad, S.K., SMC, Screw you, Shanes, Sionus, Sjö, Slash, SoWhy, SpikeToronto, StaticVision, Stephenb, SuperHamster, Suresh82, Swpb, Tarnas, The wub, Thebluemanager, Tivedshambo, Topory, Travis99, Uncle Dick, Unioneagle, VMS Mosaic, Vanakaris, Vdudau, Versageek, Versus22, Vincehk, Viridae, Wanderingatlarge, Wgoetsch, Wiccagav, Winston365, Wknight94, Wlievens, Zenlax, Zzuuzz, 221 anonymous edits Critical path method Source: http://en.wikipedia.org/w/index.php?oldid=366786784 Contributors: Achalmeena, Amarvk, Amgunite, Amientan, BBar, BlinderBomber, Blueboy96, CPMTutor, CTZMSC3, CallmeDrNo, Carolfrog, Chachrist, Cheese Sandwich, Cnbrb, Corpx, Darguz Parsilvan, Delaszk, Donreed, Dragmas, Elkinsra, Eubulides, Firien, G2opdtsl, George100, Graibeard, Harda, Hekerui, Hu12, Inwind, IrishInNY, Ivolution, Jamelan, Jbarmash, Jeltz, Kaihsu, Kenmckinley, Khoshino, Kuru, Kwhitten, Lindsay658, Lordkyl, MER-C, Mausy5043, Mdd, Michael Hardy, Mod.torrentrealm, Mr. Shoeless, NCurse, Nascar fan mx, NcSchu, Newman9997, Nixdorf, Nuggetkiwi, Oxymoron83, PatrickWeaver, PigFlu Oink, Pingveno, Pm master, Ppntori, Quuxplusone, RHaworth, SNIyer12, Shlomke, Sin-man, SkipHuffman, Stevenwmccrary58, Thesydneyknowitall, Theuniversalcynic, Tijuana Brass, Vincehk, Vincnet, Vvkvaranasi, Woood, Wrduncan3, Wsmith202, 96 anonymous edits Agile software development Source: http://en.wikipedia.org/w/index.php?oldid=367913764 Contributors: A Train, ABV, Aamahdys, Aardvark92, Aaronbrick, Abukhader, Aditya2k, Aeuoah, Agile blog, Agiledev, Aguanno, Alansohn, Aliaghatabar, Alienus, Allan McInnes, Amit Singh, Ancheta Wis, AndrasSzilard, Andreas Kaufmann, Android79, Anonymous Dissident, Ans, Apjordan, Ash, Aternity, Auderobinson, AutumnSnow, Badgettrg, BaldPark, BartVB, [emailprotected], Beetstra, Beland, Benjamin.booth, Bevo, Bmcmichael, Boing! said Zebedee, Bosef1, Boson, Bovineone, Brendanoconnor, Brick Thrower, Brighterorange, Bunchofgrapes, CL, Capricorn42, Carewolf, CatWikiEdit, Catgut, Cawel, Ceyockey, Chicken Wing, Chmod007, Chonglongchoo, ChristianEdwardGruber, Chunkylover199, Ciotog, Cliffu, Cochiloco, Cpm, Cruccone, Ctobola, Cybercobra, D'n, Daen, Damitchellvbcoach, Damon Poole, Dandv, Daniel.Cardenas, Danr7, DarkseidX, Davelane103, David Biddulph, David Newton, David Waters, David.alex.lamb, Davidparker9, Dbenson, Deathphoenix, Demiane, Designatevoid, Dethomas, Dingsoyr, Dirk Riehle, Dlazerka, Dogcow, Dordal, DouglasGreen, Download, Dprust, Draicone, Ed Poor, Edward, Ejvyas, Elf, Emvee, Eric B. and Rakim, Ericholmstrom, Erpingham, EuroPride, Euryalus, Exir Kamalabadi, Explicit, Ezani, Fail, Fastily, FatalError, Feigling, First.thesecond, FrancoGG, Frecklefoot, Fred Bradstadt, Friday, Furrykef, G5reynol, GADFLY46, Gary a mason, Gazpacho, GeorgeBills, Ggiavelli, Gogo Dodo, Graham Jones, Greyskinnedboy, Gronky, Gruffi, Gurubrahma, H10130, HalJor, Halmir, Harry4000, Hede2000, Heirpixel, HelloAnnyong, Hmains, Hooperbloob, Hu, Hu12, Hzhbcl, Ianneub, Iterator12n, J.delanoy, JPalonus, Jafet, JamesShore, Jdpipe, Jeffreydca, Jerzy, Jferman, Jjdawson7, Jmabel, Jmilunsky, Jon.strickler, Jonathan Drain, Jonkpa, Josh Parris, JoshRyan, Joshb, Joshkuo, Jovial Air, Jtowler, Julesd, Juliancolton, Jusdafax, Jóna Þórunn, Kazvorpal, Kbdank71, Kbh3rd, Kelovy, Kenyon, KerryBuckley, Ketiltrout, Kevinevans, Kgasso, Khalid hassani, Klazorik, Klemen Kocjancic, Knutux, Koavf, Kswaters, Kundu.anupam, Kuru, Laterality, Latha P Nair, Laughing Man, Lefty, Leonus, Leopedia2, Liao, Lightmouse, Ligulem, Littlesal, Liujiang, LizardWizard, Ljhenshall, Lsisson, Lumberjake, Lumos3, MER-C, Mario777Zelda, Markwaldin, Martin Hampl, Martinig, MartinsB, Mathmo, Matiasp, MaxGuernseyIII, MaxSem, Mbroooks, Mcsee, Mdd, Merenta, Michael Hardy, Michael Slone, Michig, Mike Field, Mindmatrix, Mmainguy, Mmpubs, Morendil, Mr Stephen, MrOllie, NathanLee, Natl1, NawlinWiki, Nearly Human, Neufusion, Niteowlneils, Nixeagle, Nnivi, Obiomap1, Oicumayberight, Okipage8p, Okivekas, Orangeumbrella, PCock, Papeschr, Patrickegan, Patsw, Pauli133, Peashy, Penneys79, Petri Krohn, Pgr94, Phansen, Pinar, Porao, Possum, Postdlf, Pratheepraj, Prestonpdx, PseudoSudo, Qst, RG2, RHaworth, Raand, Ramsyam, Rawler, Rddill, Rebroad, Renffeh, Rentaferret, Riana, Rich Farmbrough, Rich257, Richwil, Rickjpelleg, RobertoComoEsta, Rockpocket, Rodney Boyd, Rogermw, Ron Richard, Rothley, Rursus, SQGibbon, SamJohnston, Sampi, Samwilson, Sardanaphalus, Sarefo, ScottWAmbler, Sean Whitton, SebastianBreier, Semperf, Sgroupace, Shepard, Shinmawa, Shirik, Shoessss, Silvonen, Sir Nicholas de Mimsy-Porpington, Skarebo, Smalljim, SolBasic, SouthLake, SpaceFlight89, Specter01010, Spellmaster, Srayhan, Sri2001, Srinicenthala, SteveLoughran, Stevegallery, Stickee, Strazhce, Stumps, Sulfis, Swguy, Swillcox, Swtechwr, Tagishsimon, TakuyaMurata, Tarinth, Tarjei Knapstad, Teckmx5, Teknobo, Tempshill, Tgwizard, The Thing That Should Not Be, TheCoffee, Thejoshwolfe, Themfromspace, Themshow, Thingg, Thinkpod, Tiago simoes, Ticaro, Tisni, Tomb, Tommy2010, Tony Sidaway, Tsilb, UdayanBanerjee, Umofomia, Urrameu, Vald, Van der Hoorn, Vasemwant, Vyyjpkmi, WDavis1911, WTF-tech, Walter Görlitz, Wiki3 1415, William Pietri, Windowsvista2007, Wiretse, Wjbean, Xyad, Yath, YoavShapira, ZAD-Man, Zane McFate, Zenofile, Zigger, 981 anonymous edits Program Evaluation and Review Technique Source: http://en.wikipedia.org/w/index.php?oldid=366183476 Contributors: A Magician, Achalmeena, Alvinjmartinez, Amarvk, Avishek Barua, Benwu, Bhadani, Bjdehut, Cagnol, CanadianLinuxUser, Catgut, Cgs, Chachrist, Cvanhasselt, Cybersteel8, Dbsheajr, Delaszk, Djanke, E. Ripley, Enderminh, Former user, Gavin White, Georgia guy, Gilliam, Graham87, Graibeard, Guy Siedes, Harryboyles, Harsh.humtum.eng, Hooperbloob, Ironwolf, JEBBAH, JavierMC, Jeff G., Jeremykemp, JorgeGG, Karada, Kate, Kaushalarchana, Ketiltrout, Kstarsinic, Kuru, LaurensvanLieshout, Ligulem, Lindsay658, Maclir2001, MagnusA, Manofradio, Markhurd, Maurreen, MaxPont, Mdd, Minesweeper, Mkoval, Mydogategodshat, Niravsdesai, Nixdorf, Olaf2, Oubiwann, PatrickWeaver, Piano non troppo, Pm master, Pmtoolbox, RedWolf, RichardF, Rui Covelo, Saurabh13686, SeanDuggan, Secretmessages, SkipHuffman, Smjg, Sspecter, Stovl, Swpb, Tifoo, Tim Pritlove, Tomjenkins52, Tommy2010, Truthraj, TutterMouse, Wikisteff, 175 anonymous edits Computer software Source: http://en.wikipedia.org/w/index.php?oldid=367863873 Contributors: 12dstring, 16@r, 194.237.150.xxx, A Stop at Willoughby, A.K.R., ABF, AFriedman, ALargeElk, Aatayyab, Abby, Abufaisal65, Acroterion, Addshore, Ademsaykin, AdjustShift, Ah2190, Ahadrt, Ahoerstemeier, AlMac, Alan012, Alansohn, Alasdair, Aleemqureshi, Ali K, AlisonW, AlistairMcMillan, Allen4names, Alphachimp, Amalhotra124, Anabus, Andre Engels, Andrea105, Andrejj, Andrewspencer, Angela, Angela 2502, Antandrus, Aoratos, Ap, Aqeelbilal, ArchonMagnus, Arkrishna, Artem Karimov, Ashawley, Asiananimal, AuburnPilot, AussieLegend, Autocratique, Avono, Aweiredguy, Backslash Forwardslash, Bact, BalderV, Barek, Bean2thousand, Bearly541, Ben-Zin, Betterusername, Bevo, Big Bird, Big milsy, BigDunc, Binary TSO, Blarrrgy, Bobo192, Bonadea, Bongwarrior, Booyabazooka, Boriszex, Boxplot, Brat32, Brent Gulanowski, Brinnington, Brucevdk, Brusegadi, Bryan Derksen, Bubba73, Burnisk, Butros, CIreland, Can't sleep, clown will eat me, CanadianLinuxUser, Canaima, Canterbury Tail, Cargils02, Carl007, Casperdog2227, Cassandra 73, Catgut, Causa sui, Cburress, Centrx, Christian List, Chun-hian, Chuunen Baka, Chzz, Citypanther, CommonsDelinker, Conan, Conversion script, CoolD, Coolcaesar, Cpl Syx, Crazykr, Crossmr, Cst17, Cunya, Cyberstrike3000X, Cyrius, DBHunter, DJ Clayworth, DSP-user, Damian Yerrick, Dan Fuhry, Dan100, Danakil, Daniel5127, DanielEng, Darkevilfairy, Darrendeng, Darth Panda, Dave6, Davennmarr, Daveydweeb, DavidWBrooks, Davie4125, Dayewalker, Dbstommy, DeadEyeArrow, Deggalega, Delirium, Denny, DerHexer, Derek farn, Dethme0w, Dibcom, Dina, Discospinster, Dispenser, DivineAlpha, Dj stone, DmitTrix, Dominator09, Donald Duck, Dougofborg, Drawnman247, Dreamatalana, Drewster1829, Drmies, Dugmn, Dycedarg, E. Sn0 =31337=, EdBever, Edcolins, Edivorce, Edlin, Eeekster, Egbsystem, Ehheh, ElBenevolente, Ellenaz, Emana, Emvn, Epbr123, Equendil, Erdal Ronahi, Esoteric Rogue, Everyking, Excirial, Ezubaric, FJPB, Fang Aili, Favonian, Fazilati, Fctk, Feedmecereal, Felyza, Fenice, Fern80, Flarn2006, Flash man999, Flipjargendy, Flubeca, FlyingToaster, Frap, Fratrep, Fred Bradstadt, Fredrik, Fredtheflyingfrog, Freeeeeesoft, Friday, Frip1000, Frosted14, Fubar Obfusco, Funnysens, Fyyer, GDallimore, GSCC, GTBacchus, Gabecuevas, Gadfium, Gaius Cornelius, Galoubet, Gardar Rurak, Gary King, Gazpacho, Geneb1955, Georgia guy, Giftlite, GilbertoSilvaFan, Gilliam, Ginsengbomb, Gogo Dodo, Gordmoo, Greenrd, GregorB, Gronky, Gtg204y, Guanaco, Gueldenberg, Guppy, Gurch, Gwernol, Hadal, Harvester, Hauberk, Haunting The Better, Hayabusa future, Hectorthebat, Hello32020, Hellosandimas, HenryLi, Hmains, Hmcnally, Hno3, Howdoesthiswo, Howling wolf of the jungle, Hu12, Hutcher, Hydrogen Iodide, Iknowyourider, Imnotminkus, Imroy, IngerAlHaosului, Instinct, Intelligentsium, Into The Fray, Iridescent, Ishara665g, Itsmine, Ixfd64, J Di, J. Spencer, J.delanoy, JLaTondre, JMetzler, Jaan513, Jackaranga, Jacob.jose, Jacqueline7894y, Jam2k, Jamesiemiller, Japonca, Jarda-wien, Jay, Jcuadros, Jcw69, Jeff G., Jehochman, Jeremy Visser, JeremyA, JesseW, Jester7777, Jh51681, Jiang, Jiddisch, Jiy, Jmabel, JoanneB, Johan1298, JohnCD, JonHarder, Jonnabuz, Jop, Joy, Jpbowen, Jpgordon, Jreferee, Jsheadixon, Jtalledo, Jtbatalla, Jusdafax, Jusjih, Justin Eiler, Jóna Þórunn, K.Nevelsteen, K.lee, KFP, Kajasudhakarababu, Karol Langner, Kathmandu2007, Kc03, Keilana, Kelldall, Kelly Martin, Kenny sh, KevinCuddeback, Kingpin13, Kinneyboy90, Knownot, Knucmo2, Kornxi, Kostisl, Kozuch, KrakatoaKatie, Krawi, Ktanzer, Kuldeep06march, Kumioko, Kurowoofwoof111, Kuru, La Pianista, Lagalag, LaggedOnUser, Lajpatdhingra, Landroo, Lareina3656y, LauriO, Leandrod, LeoNomis, Liao, Liberty Miller, Liftarn, Ligulem, LinDrug, Lindberg G Williams Jr, Listlist, LittleOldMe, Livajo, Lookingchris, Lucianob, Luna Santin, Lunaumbrax, Luntrasul, Lupo, MC10, MD66, MER-C, Macy, Majorbrainy, Malcolm Farmer, Malcolma, Mandarax, Manik762007, Manionc, Maralia, Marek69, Markaci, Martarius, Master&Expert, Matt Britt, Matusz, Mav, Maximaximax, Maximus Rex, Mcdonald.ross5, Mdd, Mdebets, MeekSaffron, Meelar, Mendalus, Mentifisto, Mermaid from the Baltic Sea, Message From Xenu, Mgrand, Michael Drüing, Michael Hardy, Michal Jurosz, Miguel.mateo, Mild Bill Hiccup, Mindspillage, Minesweeper, Minghong, Mini-Geek, Miquonranger03, MithrandirAgain, Mjchonoles, Mkdw, Monobi, Mpete510, Mr Barndoor, MrDolomite, MrOllie, Muffhen, Murray Langton, Mwanner, Mwilso24, Mxn, Myanw, N n abc123, Nabeth, Naik5abhi, Nanshu, Narayana vvss, Nathanielrichards, Navstar, NawlinWiki, Nbarth, Neil916, Neurophyre, Nharipra, Nickels360, Nikai, Nike8, NinjaCross, Nixdorf, Nixeagle, Nk, Nmrd, Normxxx, Nosferatus2007, Nourybouraqadi, Nsaa, NuclearWarfare, Nunquam Dormio, NurAzije, Nurg, Oda Mari, Ohnoitsjamie, Oicumayberight, Old Moonraker, Oldwes, Oleg Alexandrov, Oliver Lineham, Omicronpersei8, One more night, OrgasGirl, Oxymoron83, P99am, PEH2, PIrish, Page Up, Paranoid, Park3r, Party, Passargea, Paul August, Paul Niquette, PeaceAnywhere, Perkinsleslie, Peruvianllama, Peter Winnberg, Pgk, Phatom87, PhilHibbs, PhilKnight, Philip Howard, Philip Trueman, Phillip Ca, Piano non troppo, Pilotguy, Pip2andahalf, Poccil, Pohatu771, Pohta ce-am pohtit, Pointillist, Poo1000, Pooryorick, Priyadarshi.pratyush, Programmer13, Prohlep, Psantora, Public Menace, Puchiko, Puneet1507, Purgatory Fubar, Pyfan, Quinobi, Quinsareth, QuintusQuill, R. 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Wells, Timhowardriley, Timothy Neilen, Tommy2010, Topbanana, Torc2, Torinor, Traroth, Trevor MacInnis, Triona, Triwbe, True Genius, Trueshow111, Trusilver, Turlo Lomon, Tuxide, Twsx, Uncle Milty, Unyoyega, Uriyan, Vbigdeli, Versageek, Versus22, Virtualsfera, Viskonsas, W Nowicki, WLU, Wavelength, Wayward, Werdna, Weregerbil, Wernher, Wexhammer, Weyes, Whitew123, Wiki alf, Wikicrazier2011, Wikidudeman, Wikieditor06, Wimt, Wireless friend, Wm, WojPob, Wshun, Wysprgr2005, Xdenizen, Xevious, Yamamoto Ichiro, Yidisheryid, Yoooder, Yworo, Zarkos, Zedlik, ZeroOne, Zerokewl, ZimZalaBim, Zybez, Александър, Евгени Симеонов, Петър Петров, 1498 anonymous edits

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Article Sources and Contributors Software engineering Source: http://en.wikipedia.org/w/index.php?oldid=367614718 Contributors: -Barry-, 144.132.75.xxx, 152.98.195.xxx, 15lsoucy, 208.11.34.xxx, 212.153.190.xxx, 2xj, 3Nigma, 3S-consortium (defrag your mind), AKMask, APH, AVRS, AadaamS, Abrech, Abrio82, Academic Challenger, Adashiel, Addshore, AdjustShift, Adrian.benko, Adrius42, Adw2000, Ahmadmashhour, Ahoerstemeier, Aimaz, Aitias, Alansohn, Alex.muller, Alexf, Alhoori, Alisha0512, AllCalledByGod, Allan McInnes, Allstarecho, Ancheta Wis, Andre Engels, Andrei Stroe, Android79, Andycjp, Angela, AnthonyQBachler, Apanait, Apantomimehorse, ArielGold, Art LaPella, Arvindn, Avb, Axtools, B.dubbu, BFD1, Babirox, Bact, Baristarim, Bastun, Bcourchaine, Beetstra, BenjaminTsai, Bernd in Japan, Bevo, Bishonen, Blehfu, Bluemask, Bobo192, Boson, Bovlb, BrainyBroad, Bruce Esrig, Bryan Derksen, Bug, BurntSky, CIreland, CUSENZA Mario, Cabalamat, Can't sleep, clown will eat me, Canterbury Tail, Cavebear42, Cdaylin, Cdc, CesarB, Chancemill, Charles Matthews, CharlesC, Charlesverdon, Chendy, Chris Roy, Chris j wood, ChrisLoosley, Claygate, Clivehayward, CobaltBlue, Commander Keane, Coneslayer, Constantinescu, Conversion script, Corvus cornix, Craigwb, Crazynas, CryptoDerk, Cwalrad, DJ Clayworth, Da404lewzer, Damian Yerrick, Damithrajapakse, Danhicks, Dannypassusone, DarkSaber2k, Dave.killion, David Biddulph, DavidCBryant, DavidHOzAu, Davidlongstreet, Dcclark, Dcooper, DeadEyeArrow, Deliyurek, Demerzel, Dendodge, Denny, DeweyQ, Diggernet, Digitalme, Discospinster, Djmckee1, Dmaftei, Dominic, Doradus, Dori, Dougofborg, Dpbsmith, Dysprosia, EWS23, Earle Martin, Ed Poor, Ehheh, El C, Elm-39, Eloquence, Emmjoyit, EncMstr, Entgroupzd, Erkan Yilmaz, Esap, Esfdsfvfbfd, Esurnir, Evahala, Exert, Exit2DOS2000, Fadesga, Faethon387, Falcon9x5, Fatman002, Ferkelparade, Filippowiki, Freakofnurture, Frecklefoot, Furrykef, Fuzheado, Fvw, Gaius Cornelius, Galoubet, Gdr, Gencay, GenericBob, Ghaag, Giftlite, Gimboid13, Gin, Glane23, Glen, Gogo Dodo, GoldenTorc, Graham87, GreedyCapitalist, Gremlinn, Guehene, Guppie, Guybrush1979, Gwalla, Gwernol, Ham Pastrami, HamburgerRadio, HarisM, Harriv, He Who Is, Hemanshu, HenryJLaw, Heron, Hirzel, Hu, Hu12, Husond, Hyad, Icairns, Ikana, Imecs, Imroy, Ino5hiro, Instinct, Intangir, Intray, Iridescent, Isam, Islander, Iterator12n, Ivan Štambuk, Ivanivanovich, J.delanoy, JWBito, Jaberwocky6669, Jackol, JakeVortex, Jane023, JeLuF, Jeronimo, Jerryobject, JesseGarrett, Jfliu, Jim McKeeth, Jimgawn, JoanneB, Joe Jarzombek, John254, Johndci, Joshmatthews, JoshuaKuo, Jpbowen, Jpenix, Jrdioko, Julesd, Just Another Dan, Jóna Þórunn, K.Nevelsteen, Kanonkas, Katr67, Kbdank71, Ke4roh, Kemorgan, Kendrick Hang, Kenny sh, Kephnosanagennao, Keramida, KerryBuckley, Kevin, Kevins, Kingpin13, Kjetil r, Klelith, KnowledgeOfSelf, Kououken, Krallja, Kuru, L33th4x0rguy, La Pianista, Latiligence, Lawrancj, Lee Daniel Crocker, Leibniz, LightAnkh, LilHelpa, 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2010-06-14 1300 Project Management Broad Spectrum Overview Wikibook - PDFCOFFEE.COM (2024)

References