URP520 - Development Processes Assessment 1

URP520 - Development Processes Assessment

Name

Course

Date
 URP520 - Development Processes Assessment 2

The development processes will consider the case study of the Orion expansion project.

The analysis will occur based on project management best practice. The case study involves the

construction of the Orion shopping center. This assessment paper seeks to detail the events that

occurred using the R and S model. It considers both the variables in support and those

responsible for the project. In this regard, the R and S model is a tool for the identification of

roles and responsibilities in the project. Delegation is an important part of the project. It is a role

played by the project manager to ensure the success of the project1. The R and S model is

essential to understanding the project and the strategies to be applied by the project manager to

ensure successful completion. It will detail the expectations of all the personnel involved in the

project. Projects involve many individuals who play a variety of roles. It is important to prevent

people from struggling with each other about a given task. Furthermore, it is also difficult in

managing a context where individuals avoid making decisions or taking ownership. In this

regard, the model allows all personnel involved to determine whether they need to make

decisions based on personal judgment or involving the project manager. The model makes it

easier to establish the responsibilities and roles of all individual involved. It will avoid confusion

among all the stakeholders involved.

Strategic planning framework

Strategic planning framework is a strategy to ascertain the development potential of the

shopping center expansion. In the early days of the organization, it was engaged in establishing

itself to become a viable business. The activities during this stage would entail fine-tuning its

offering to ensure it is profitable2. It is often seen as the first strategic plan, and would be

1
Gray, Clifford F., and Erik W. Larson. 2008. Project management: the managerial process. 1st. New York: McGraw-
Hill/Irwin, 108-145.
2
Heldman, Kim. 2011. Project management jumpstart. Wiley: Hoboken, NJ, 211-215.
 URP520 - Development Processes Assessment 3

documented by the business. In this regard, the project team can establish the goals to achieve.

The strategic planning framework will consider these components. The first is the Hoshin Kanri.

It is a framework that involves the management of long-term goals. It allows the project

managers to set directions for the project, in this regard the expansion plan. The framework

supports a method for continuous improvements of the companys projects and processes. It

entails consideration of the Hoshin management strategies. These involve monitoring, deploying,

setting and diagnosing the project goals. Furthermore, to guarantee the success of the project,

the divisions and departments are expected to go through a similar cycling process3. It leads to

the establishment of lower-level strategies that rely on both the goals of the corporate strategy

and the needs of the business.

It is essential that the organization understands the current situation. It involves both the

external environment and the resources available. It is a variable that would play a role in the

strategic decision-making process. Once a vision has been determined, the particular aspects of

the project have to be identified to ensure that the components of the vision will be achieved.

Breakthrough activities also occur that aim to achieve the attain improvements in the

performance of operations. These activities seek to resolve issues in the project. The decisions

will also consider project portfolio management and risk management. They are integrated into

the strategy-formulation process to assist in setting goals4. Concurrently, plans will be created to

improve the success of the project. The last entail both project support plans and risk mitigation.

Processes should also be determined that would support the ongoing, normal operations. The

3
Nicholas, John M, and Herman Steyn. 2008. Project management for business, engineering, and technology:
principles and practice. 3rd. Amsterdam; Boston: Elsevier Butterworth-Heinemann. 67-98.
4
Barker, Stephen, and Rob Cole. 2012. Brilliant project management: what the best project managers know, do
and say. Harlow, England: Pearson, 57-60.
 URP520 - Development Processes Assessment 4

development potential would also be ascertained through reviews. It occurs after the

implementation of the plans and is conducted on a monthly, weekly and quarterly basis. It

allows corrective measures to ensure that the project is not at risk of failure. It would prevent

reactive management strategies and encourage mitigation of risks. The final step would entail a

review of the strategies, leading to an improvement in the recommendations. It would also lead

to improving in the processes.

The project managers will work according to a strategic plan. The plan may not be

apparent or immediate, but it is of importance to the execution of the project. The operational

manager should be aware of the project plan and it goals, and how the purpose of the project will

affect the plan. In this regard, if the project follows a path that is not part of the strategic plan,

either during the implementation or during the planning phase, then the higher authority (clients)

should be aware of these developments. Alternatively, instance, the strategic plan might have

changed, and the information has not been shared with the rest of the stakeholders. On the other

hand, the plan might have led to a different direction that was not intended by the project

managers5. The context of the plan should guide the project at all stages. Variations in the

project should also be based on the plan.

Project evaluation

Project evaluation is an important component of the strategic plan. It guarantees that the

method of presentation and evaluation follow the analytical and format of the framework already

identified in the strategic plan. If a framework is not in existence, then the project manager is

obligated to inform clients on the need for such a framework. The project evaluation involves a

5
Besma, Aoulmi. 2014. "Strategic Human Resource Management and its Impact on Organizational Performance."
Valahian Journal of Economic Studies 5 (1): 95-102.
 URP520 - Development Processes Assessment 5

design project strategy (PDS). It details why certain decisions have been made. It also provides

for alternative sub-strategies and the context that would initiate these alternatives. Many people

who read the document later may not be aware of the factors or through a process that occurred

during the development of the strategic plan. In this regard, the PDS provides an insight into the

thoughts that led to the implementation scenario and made it easier to determine if the original

planner would have under varying circumstances6. It should be in the form of a narrative

description.

Work breakdown structure

The work breakdown structure acts as a guide to the logical thought of the process. It

means that the project is broken down into rational parts for easier implementation. It allows the

planner to move the components around and classify them accord to the responsibility of the

team members. It is achieved through the activity or responsibility matrix. They can then

incorporate them into their contracts for supply, implementation or management of objectives. It

relies on the activity in question, and the project manager can then assign costs for various

elements. While for instance, it seems possible to classify a car based on engine, chassis,

bodywork and other components, and to come up with sub-components, many projects cannot

follow this simplistic theme7. Despite this, it is essential to come up with the WBS for many

projects and obscure classifications may be made simple through the logical framework chart.

This base makes it possible to derive an analysis. It is based on the levels of output and input,

with the central issues occurring at the purpose level. In one analogy, the purpose can be

6
Wasson, Charles S. 2015. System engineering analysis, design, and development: concepts, principles, and
practices. Hoboken, New Jersey: John Wiley & Sons Inc, 304
7
Gray, Clifford F., and Erik W. Larson. 2008. Project management: the managerial process. 1st. New York: McGraw-
Hill/Irwin, 108-145.
 URP520 - Development Processes Assessment 6

equated to the goal or vehicle, which can then be combined with a fleet of vehicles. Furthermore,

a series of vehicles or purpose develops into the fleet or goal. Alternatively, it can be considered

that the program is at the top of the line of the WBS. It is followed by the projects that consist of

the program on the second level. Below them is the third level comprised of outputs, and the

fourth level is characterized by inputs. The inputs can further be broken down into activities or

tasks. These are the actions of the project managers or the employees.

Statutory development controls

The statutory development controls play a role in the planning process. The planning

system involves an overarching state strategy. It also entails a centralized statutory regional

planning process and a planning scheme that is local. The planning functions are divided

between the state government, planning minister and the planning commission. The commission

is involved in making development decisions while the department is involved in the provision

of professional support. The planning regulations involve three levels. The minister dealing with

planning reviews the local and regional schemes, and oversees the planning agencies8. The

commission administers regional planning schemes and determines the development

applications. They also made recommendations to the minister. The local government is involved

in coming up and administering local planning strategies and schemes. They also determine the

planning decisions under their control.

The planning controls include a hierarchy of state, regional and local instruments. The

state planning instruments involve the state planning strategy. It is a comprehensive document

that details the strategies and decisions for actions. There is also the development control and

8
Besma, Aoulmi. 2014. "Strategic Human Resource Management and its Impact on Organizational Performance."
Valahian Journal of Economic Studies 5 (1): 95-102.
 URP520 - Development Processes Assessment 7

planning policy that establishes a way of dealing with issues in a particular way. The regional

planning schemes act as a statutory mechanism for control the provision of major infrastructure

and allocate areas for regional open space. For instance, the statutory agreement needs

developers to contribute towards land reservation, especially during the process of land

subdivision. The regional planning schemes have brand land use zone designating the areas to

different uses such as industrial, central city and urban.

The development plan is an expression that entails the statutory planning policies from

the local authorities. The policies are contained in three main documents. The first is the local

plan. It is produced but the city or district councils. It emerges as the local development

document or framework. The second is the structural plan. The non-metropolitan countries or

regions produce it. The third document is the unitary development plan. It is produced by the

metropolitan districts that have no county tier. In some cases, the local planning authority can

introduce supplementary guidance for planning9. It is applicable in making decisions on

applications that are not part of the local framework or plan. The policy should also supplement

the plan, and it will not replace it.

Planning schemes

The town planning schemes tend to delineate zones, development control requirements,

and permissible land uses. The local planning schemes are involved in the delineation of zones,

development control requirements and permissible land uses. It is also involved in setting out the

overall rationale that applies in the planning approach. It also considers the direction taken by

9
Heldman, Kim. 2011. Project management jumpstart. Wiley: Hoboken, NJ, 211-215.
 URP520 - Development Processes Assessment 8

the authority and is among the initial part of the selection process10. This development also

controls detail the basis for the adopted provisions and policies. The local councils comprise the

main consent authority. They are involved in issuing permits, assessing land use and developing

applications. The council officers through delegation also approve the planning permits. The full

council or a council committee decides issues that would rise about the project. Furthermore, an

additional 60-day period is used in assessing the applications before the applicant can make an

application about a refusal. If no objections are raised, then a planning permit is provided

directly. Despite this, when an objection is made to the proposal that the Council has decided to

approve, then there would be a notice of the decision to grant a permit that means that the

development has the permission to proceed. It would also detail the conditions that form the

basis of approval. Individuals who object to the activities have three weeks to lodge a complaint

that would be reviewed by the board. The statutory organization will also have independent

advisory committee and planning panels for assessment inquiries. The planning panels are

involved in conceding the amendments for the planning schemes, and to make reviews of the

planning applications.

The development assessment committees are independent statutory bodies that determine

projects that are of metropolitan significance. They are in regards to specific activity areas in the

metropolitan region. It involves areas that are defined based on their accessibility to

concentration and transport, commercial concentration and other activities. The assessment

development committee is comprised of six members with an independent chair, with two

10
Wasson, Charles S. 2015. System engineering analysis, design, and development: concepts, principles, and
practices. Hoboken, New Jersey: John Wiley & Sons Inc, 307.
 URP520 - Development Processes Assessment 9

members being nominated by the local council and minister for planning11.

Vision and design concept

The vision of the project is essential to guarantee that very step of the project goes

according to plan. The vision and design concept try to achieve the expansion efforts as required

by the project. The site will contain the new Target, event cinemas, and Coles at the center. It

will also have over 80 additional retailers that comprise of restaurants, fashion, cafes, and tavern.

The central public areas will have an enhanced landscaping art installations and water features.

There will also be pedestrian links to the Robelle Domain, University and Southern Queensland

and Springfield train station. The project is expected to be completed in December 2016. The

design concept also looks at the costs involved. The cost often arises from employing people to

support the project such as employees, vendor costs, consultant fees and organizations that have

been contracted by the project managers12. Additional costs will arise from the materials used in

the construction such as heavy equipment, cement, and computers. In his regard, the underlying

principle involves the successful completion of the project, and that it is within the cost

requirements. Furthermore, the needs of the different stakeholders will have to be met by the

project.

Process of undertaking development

The process of undertaking the development will involve looking at the needs of the new

tenants. In this regard, they will be supplied with titles that would guarantee them of a place in

the establishment once the project is completed. It is essential since it would mean that the

11
Barker, Stephen, and Rob Cole. 2012. Brilliant project management: what the best project managers know, do
and say. Harlow, England: Pearson, 57-60.
12
Kutsch, Elmar. 2011. "Performers, trackers, lemmings and the lost: sustained false optimism in forecasting
project outcomes evidence from a quasi-experiment." International Journal of Project Management 29 (8): 1070-
1081.
 URP520 - Development Processes Assessment 10

expansion efforts would be fruitful13. The project requires the provision of various utilities to the

development. The issuing of titles and provision of utilities is based on an outsourcing

agreement. In this regard, there should be a continued provision of the services, including

support and maintenance of the systems in the development. Outsourcing will prove beneficial

as organizations that have the experience with the installations will be utilized. They will also

play a role in the maintenance of the utilities. The utilities include water mains, drainage

connections and gas pipeline for the shopping center. The process will involve bidding by all

potential clients involved in the utilities. It will ensure that the costs of the project are kept to a

minimum. Private companies that are regulated by the government provide the utilities. The

utility providers are responsible for the infrastructure that supported them and ensured that these

utilities are available upon the completion of the project.

Project communications management

It has been the norm for the project managers to consider the communication of issues

internally. It is essential for the achievement of the project goals. Indeed, every department will

often view the information as privileged. They would not be willing to share the information

with other departments. In this regard, the implementation team was able to consider the

challenges that arise in this context. Specifically, it is easier to share and learn experiences with

individuals that are outside the organization in comparing to those within the project

management team. It means that the organization should use consultants. They will add value to

the organization through discussion of requirements and frequent meeting to be updated on the

current developments. It meant that they would avoid conflicts and add value to the project.

13
Heldman, Kim. 2011. Project management jumpstart. Wiley: Hoboken, NJ, 211-215.
 URP520 - Development Processes Assessment 11

They are essential in project management14. However, it is sometimes limited by the lack of

technical knowledge or experience among consultancy organizations.

In the organization, there was an initial core-team business representative with experience

in system implementation. A lot of work will be carried out in project preparation phase. It was

an opportunity to educate team members of the background on the project requirements. It also

details the issues they might face and the communication channels that were used in making

decisions. They have to follow a quick learning curve, with only a few months on the project. It

was determined in the company that the project would require careful monitoring and attention.

In the context studies, it was essential to hire an additional person to form a local PR company.

The individual would be involved in the communication between employees and the project

team. Negotiations also occurred in regards to changes in job specifications this was to be done

through attention and care of all the aspects of the project. The PR consultant also made

publications in internal magazines. It was involved in the communication of project news and

updates. The publication also shares information in respect to important milestones. The

information would prove useful in ensuring that all stakeholders are aware of the progress of the

project15. It also provides information on progress reports towards the achievement of targets. It

acts as a way to meet the needs of employees not in the organization in an attractive method.

The project team also gets an introduction to the future trainees. In this regard, when the period

for training arrives, the established personal relationships would encourage participation.

In the organization, the communication among the stream leads is good, even though the

communication among the core team is often uneven. It is often dependent on the willingness of

14
Heldman, Kim. 2011. Project management jumpstart. Wiley: Hoboken, NJ, 211-215.
15
Nicholas, John M., and Herman Steyn. 2012. Project Management for Engineering, Business, and Technology.
1st. New York: Routledge, 33-54
 URP520 - Development Processes Assessment 12

the individuals involved instead of the pre-defined strategies. Furthermore, some incidents

emerged among the individuals of the normal team and those of the core team. The normal team

showed the understanding among the core team is often insufficient. In this case, a logistics

officer will play a role in the implementation. It will ensure that the project team is elevated to a

recognized authority and status among the local employees. Furthermore, an easy line of

communication exists between the manager and team workers. Specifically, the strength of the

projects leadership is crucial to the encouragement and support of the project team in regards to

the implementation of the core team16.

Project development staging

The project development staging considers the implementation phase as an important

aspect of the project. The project often fails when the companies are unable to consider the

technological necessities and how they apply to the project needs. Lack of knowledge on the

scope of the project could lead to conflict between the logic of the project and the system. In

many projects like the current context, it is essential to have an initial analysis of the strategies to

be applied in differing items. In the current project, the global template is based on best practice.

Essentially, the options and parameters that were available in the implementation phase were not

an issue based on target options, but rather the choices available in the context of best practice.

The staging environment occurs before the final stage of the project. It occurs after the

development phase. The staging environment is essential as it validates whether the project will

be a success17. It is an opportunity to evaluate that the project has the necessary resources for

16
Gurran, Nicole. 2011. Australian urban land use planning: Principles, systems, and practice. Sydney: Sydney
University Press, 57-63
17
Heldman, Kim. 2011. Project management jumpstart. Wiley: Hoboken, NJ, 211-215.
 URP520 - Development Processes Assessment 13

completion. The staging environment makes it possible to establish what could go wrong, and

how the project managers can deal with difficulties that arise. Staging can occur in two ways. It

can be either adaptive or linear18. All long-term and large projects often develop in stages. The

project has many unique features that need more refinements in comparison to typical projects.

Essentially, it is an expansion effort, and staging is applicable in this case. The refinement is

achieved through the two approaches to staging. They both have stages with processes that are

divided into smaller units. The adaptive and linear approaches can be present at the same time.

For instance, an adaptively staged activity, the small tasks are carried out in a linear manner19.

On the other hand, any unexpected developments can influence the project to evolve in ways that

have not been considered at the start of the linear staged project.

In adaptive staging, the activities are divided into phases. The goal of the adaptive staging

is important as it ensures that the project is successful. The staging process begins with a

reference framework. It can also be changed when new information emerges. Decision points

are also available that mark the transition between the stages of the project. Furthermore, the

implementer analyzes the information obtained and the risks. On this regard, the information is

used to determine the optimal path for the project. The subsequent stages can also be determined

based on the outcomes of the prior stages. Essentially, more than one path is considered as in

need of changes to ensure the success of the project. Furthermore, it is flexible and allows of the

adaptation of changes when need be. The approach considers learning as an important aspect of

18
Kutsch, Elmar. 2011. "Performers, trackers, lemmings and the lost: sustained false optimism in forecasting
project outcomes evidence from a quasi-experiment." International Journal of Project Management 29 (8): 1070-
1081.
19
Leal, James. 2014. Project Management Guide to Writing a Powerful Project Initiation Document. 1st. New York:
Createspace Independent Pub., 98-102.
 URP520 - Development Processes Assessment 14

the development process20. Essentially, integration of knowledge is common throughout the

program. Furthermore, it makes it easier for the project to adapt to changes, and integrate new

information. The stages also guarantee program developments until the achievement of project

objectives. For instance, the criteria to detail program improvement include cost-effectiveness,

increase in safety and social acceptance. The linear stage is a process that is characterized by a

single known path to a selected and defined end21. The stages have several milestones to detail

the progress of the program, the schedules and costs. The endpoints and path are then re-

evaluated in case that new information and other issues require it. Specifically, the linear staging

seeks to preserve the required end-point and how to reach it.

Projects success

The success of the project relies on many variables. It involves its achievement of vision

and design principles. The assessment of the project success will consider all the stakeholders

involved in the project. Before the project begins, all the stakeholders should be ready that a

change is about to occur. The expansion effort is considered a change as it leads to new

developments. In this regard, the vision of the project would be achieved by communicating the

value of the project. The staff and project managers should understand the direction of the

project. The project has a compelling and clear vision from the start. It is important to the

success of the expansion project. The vision was able to ensure the workforce and project

managers. In this regard, the vision was memorable and clear among all the stakeholders

invoked. It made it easier to ensure everyone to work together toward the achievement of the

20
Nicholas, John M., and Herman Steyn. 2012. Project Management for Engineering, Business, and Technology.
1st. New York: Routledge, 33-54
21
Snyder, Cynthia. 2013. A project manager's book of forms: a Companion to the PMBOK Guide, Fifth Edition.
Wiley: Hoboken, N.J., 202.
 URP520 - Development Processes Assessment 15

project goals. The vision for the project is to ensure that the expansion efforts occur as expected.

The quality cost and time management are essential aspects of the vision22. The project was

costly, requiring about $154 million. It also required the support of many employees, and this

meant that all individuals involved would meet the goal of the project. A lack of vision or

deviating from the vision can be disadvantageous to the project. It would mean that the goals

would not be met, out the outcomes would be unexpected, leading to project failure.

The projects success can also be analyzed based on the sustained support from all the

stakeholders involved. In this regard, it meant that the necessary authorities would support the

project during the entire duration. The project is a large program, and would require top-level

support to ensure that it is successful. It involves establishing and sustaining the program

operators from outside and inside the organization23. The project managers should create an

effective working relationship with all the individuals involved. The project managers made

constant updates so that the important stakeholders such as financers are aware of the progress of

the project, and the issues faced. It ensures that the financiers and other stakeholders make the

necessary inputs guarantee the success of the project.

The design principles were also met by a strong management and leadership. The

involves expansion of the shopping center, adding over 31,000sqm to the original retail center.

Essentially, meeting the design principles means that the project would ensure that all the

requirements have been met such as additional retailers, event cinemas, restaurants, cafes among

others. The strong leadership would ensure that the technical staffs, who are involved in the

22
Gurran, Nicole. 2011. Australian urban land use planning: Principles, systems, and practice. Sydney: Sydney
University Press, 57-63
23
Leal, James. 2014. Project Management Guide to Writing a Powerful Project Initiation Document. 1st. New York:
Createspace Independent Pub., 98-102.
 URP520 - Development Processes Assessment 16

construction, meet the demands of the project. There should be a clear line of authority. It would

ensure that all personnel involved are accountable to the project. The project also implemented

sound project management practice. It followed the required standards of the project. In this

regard, the project ensured that it hired skilled personnel to be invoked in the design and

construction of additional space24. It allows the project managers to focus on the program as a

whole, ensuring that all employees work towards the achievement of a similar goal. It is

important to solve all the safety and technical issues before the onset of the project. It will allow

the project to avoid any issues towards the achievement of its goals. The managers should

behave in an ethical behavior. Team members will avoid a leader who is not ethical. In this

regard, the leader was ethical, and all stakeholders followed the decisions, ensuring the success

of the project.

The project also utilized wide-open communication. It is essential for the success of the

project. Issues arising in the project were often communicated upwards. It meant that all

stakeholders are aware of the issues facing the project, and how to resolve them. All the

employees are encouraged to share information about the project and offer solutions that could

be implemented. Many organizations often repeat and overlearn strategies that would lead to

success. It can lead to issues as the project management would be unable to deal with emerging

problems. In this regard, the project managers consider the importance of flexibility. It means

that all the stakeholders can deal with changes and issues that arise. It would ensure that the

project will advance towards its goals, and acts as a way to ascertain that the project will fully

24
Nicholas, John M, and Herman Steyn. 2008. Project management for business, engineering, and technology:
principles and practice. 3rd. Amsterdam; Boston: Elsevier Butterworth-Heinemann. 67-98.
 URP520 - Development Processes Assessment 17

meet its vision25. Determining whether the project has achieved is a vision and design will entail

looking at the portfolio. As the project matures from one stage to the next or is terminated due to

lack of support in the project, it provides a means to determine if it has attained its vision and

design.

In conclusion, the development process involves an expansion effort of Orion shopping

center. Project management is a complex process. It would be imperative that all stakeholders

involved ensuring the completion of the project. A strategic planning framework is essential for

the success of the project. It details what the project is about, and the essential components that

would ensure its success. This assessment is based on the R and S model. It also details the work

breakdown structure that would prove beneficial to the success of the project. Many stakeholders

are involved in ensuring the completion of the project. It is essential that they play their roles to

ensure that the project is completed promptly. Specifically, the project has been a success as it

has achieved its vision and design principles.

25
Simerson, Byron K. 2011. Strategic planning: a practical guide to strategy formulation and execution. Praeger:
Santa Barbara, Calif., 22-34.
 URP520 - Development Processes Assessment 18

Bibliography

Barker, Stephen, and Rob Cole. 2012. Brilliant project management: what the best project

managers know, do and say. Harlow, England: Pearson.

Besma, Aoulmi. 2014. "Strategic Human Resource Management and its Impact on

Organizational Performance." Valahian Journal of Economic Studies 5 (1): 95-102.

Gray, Clifford F., and Erik W. Larson. 2008. Project management: the managerial process. 1st.

New York: McGraw-Hill/Irwin.

Gurran, Nicole. 2011. Australian urban land use planning: Principles, systems, and practice.

Sydney: Sydney University Press.

Heldman, Kim. 2011. Project management jumpstart. Wiley: Hoboken, NJ.

Kutsch, Elmar. 2011. "Performers, trackers, lemmings and the lost: sustained false optimism in

forecasting project outcomes evidence from a quasi-experiment." International Journal

of Project Management 29 (8): 1070-1081.

Leal, James. 2014. Project Management Guide to Writing a Powerful Project Initiation

Document. 1st. New York: Createspace Independent Pub.

Nicholas, John M, and Herman Steyn. 2008. Project management for business, engineering, and

technology: principles and practice. 3rd. Amsterdam; Boston: Elsevier Butterworth-

Heinemann.

Nicholas, John M., and Herman Steyn. 2012. Project Management for Engineering, Business,

and Technology. 1st. New York: Routledge.

 URP520 - Development Processes Assessment 19

Simerson, Byron K. 2011. Strategic planning: a practical guide to strategy formulation and

execution. Praeger: Santa Barbara, Calif.

Snyder, Cynthia. 2013. A project manager's book of forms: a Companion to the PMBOK Guide,

Fifth Edition. Wiley: Hoboken, N.J.

Wasson, Charles S. 2015. System engineering analysis, design, and development: concepts,

principles, and practices. Hoboken, New Jersey: John Wiley & Sons Inc.