PMA Principles Course

8/9/2019 PMA Principles Course

1/73

Strength. Performance. Passion.

© 2013 Holcim Technology Ltd

Principles of Project Management Approach (PMA)

Knowledge Management


2/73


• Objective

To bring potential PMA users to a level where they understand thePMA concept and are able to apply it to their projects

• Product A 2-day seminar where through active learning, participants

experience the challenges and solutions that PMA brings

Course Deliverables

Knowledge Management 2


3/73


Day 1:

• Introduction to “Why”, “What” and “How” of PMA• Definition of the project “Building a RMX plant model” (Phase I)

• Planning of the project (Phase II)

Day 2:

• Realization of the project (Phase III)• Completion of the project (Phase IV)

• Evaluation and transfer of knowledge of the project (Phase V)

• Wrap up, How to get started,

• AAR

Course Contents



4/73


5/73© 2014 Holcim Technology Ltd

Group work

08:00 - 08:30 Introduction to Phase III08:30 - 12:30 Realization of the project

10:00 - 10:30 Review meeting (coffee break included)

11:15 - 11:30 Review meeting with client (presenting status report)

12:30 - 13:30 Lunch

13:30 - 14:30 Phase IV

14:30 - 16:00 Phase V

Plenary

16:00 - 16:30 How to get started, After Action Review of the course

and celebration

Agenda Day 2




It is the application of knowledge, skills, tools and techniques to project

activities to meet defined objectives

What is project management?

What is a project and what are its characteristics?

• Complex and numerous activities• Unique a one-time set of events

• Finite limited resources and budget

• Many people involved, usually across several functional areas of the

organization

• Sequenced activities• Goal-oriented

• End product or service must result

First things first…



7/73



Introduction to the

Project Management Approach (PMA)




Content


What is the approach all about?

How is the approach implemented?

Why Holcim Project Management Approach?


9/73


10/73


Projects have become increasingly complex

The Group is confronted with …

• Increasing amount of projects per plant

• Increasing number of large global projects (Leadership Journey, EBM,Together, Faster)

• Projects becoming more interdisciplinary

(involving sales, production, HR, procurement, logistics, finance)

• Need to respond “faster” to competitive pressure

• Need to get things done “right” the first time

• Fewer resources (personnel, tighter budgets, time) to execute projects

Challenges



11/73


There is an increasing improvement potential within projects

Group-wide

Various projects have problems when delivering the agreed product or service

(deliverables)

• … on time

• ... within the budget, and

• … according to specifications


Cost

Time

Deliverables


12/73


• Speak the same language

• Share knowledge and lessons learned

• Speed up processes

• Avoid the development of multiple

approaches

There is a need of establishing a common language in projects

within the Group

Holcim is standardizing certain key processes in order to:



13/73


Content






14/73


• The PMA defines the generic methodology to be applied on

projects managed by Holcim employees.• The life cycle of a project goes through 5 phases and 25 steps

PMA: Holcim‘s methodology to manage projects


Phase I

Project

Definition

Phase III

Project

Realization

Phase II

Project

Planning

Phase IV

Project

Completion

Phase V

Project

Evaluation& Transfer


15/73


Procedures, templates and review questions support each

of the five phases

Phase I - Steps:

1. Assessment of initial situation

2. Stakeholder analysis

3. Search for lessons learned

4. Definition of product or service

5. Milestone schedule

6. Outline project organization

7. Estimation of project costs8. Risk identification and countermeasures

9. Agreement with the client

Phase V - Steps:

1. After action review

2. Learning summary

3. Knowledge transfer

Phase II

ProjectPlanning

Phase I

ProjectDefinition

Phase III

ProjectRealization

Phase IV

ProjectCompletion

Phase V

ProjectEvaluation &Transfer

Template


http://phase%20i%20templates%20v3.0.xls/http://phase%20i%20templates%20v3.0.xls/


16/73


Each step is supported by

Phase I

Step 1: Assessment of the initial situation

Procedures, templates and review questions

Review questions

• Is the client involved

when the root causes

of the project arearticulated?

• Are the root causes

identified and checked

through analysis of

facts?

• Is the project mission

clearly related to the

objectives on improvingthe client’s business?

Phase III

Project

Realization

Phase IV

Project

Completion

Phase II

Project

Planning

Phase VProjectEvaluation

& Transfer

Phase I

ProjectDefinition

Procedure for use1. Organize a meeting with client to start project

definition

2. Find out root causes of the Client’s decision to start

the project

3. Together with the Client define the Project

Objectives

4. Articulate what mission is assigned to the project

team

5. Capture, review and agree with the client onoutcome and write in template


Th h id t t li itl i t ti


17/73


The approach provides a common structure explicitly integrating

knowledge exchangePhase II

Project Planning

Phase III

Project Realization

Phase IV

Project Completion

Phase V

Project Evaluation & Transfer

Phase I

Project Definition

Phase II

Project Planning

Phase III

Project Realization

Phase IV

Project Completion

Phase V


Phase I

Project Definition

Phase II

Project Planning

Phase III

Project Realization

Phase IV

Project Completion

Phase V


Phase I

Project Definition



18/73


The Project Management Approach holds a vision


To get people

to worksystematically

To useavailable

knowledgerepeatedly

To improve

with everyproject


19/73


Pros of Using PMA

20Knowledge Management

• All relevant stakeholders are explicitly involved

• Project deliverables are precisely defined and accepted by the client

• Relevant risks/opportunities and countermeasures are considered

• Project progress is reviewed regularly to ensure that schedule, budget

and deliverables meet the objectives

• The approach focuses on teamwork and cross-functional communication

• Project communication becomes easier throughout the Holcim Group

• Transfer of lessons learned from one project to others


20/73


Content






21/73


Training on PMA at HTS

On the job training (with a Local Trainer, during the life of a project)

Duration: 2 days,

When: beginning

of the project

Duration: 1/2 day,

When: One month

after beginning of

the project

Duration: 1/2 day,

When: Before the

end of the project

Phase II Phase III

ProjectRealization

Phase IV

ProjectCompletion

Phase V

ProjectEvaluation& Transfer

Phase I

ProjectDefinition

ProjectPlanning

Definition and planningWorkshop

Completion and evaluationWorkshop

RealizationWorkshop

Formal courses

• PMA Users course

• Train the Trainer (for Local Trainers)

• Project Manager Seminar



22/73


23/73



PMA Users Course

Let’s zoom in….



24/73


Phase III

ProjectRealization

Phase IV

ProjectCompletion

Phase II

ProjectPlanning

Phase VProjectEvaluation

& Transfer

Phase I

ProjectDefinition

Clear understanding of Client’s problem & objectives

Explicit consideration of stakeholders’ interests

Incorporation of similar experiences throughout the

Group

Description of what will be delivered

Identification of intermediate results

Definition of the main roles & responsibilities

First calculation of overall costs & benefits

Identify threats/opportunities & define actions

Getting a formal project approval

Phase I - Project definition

To do:

1. Assessment of initial situation :

2. Stakeholder analysis :

3. Search for lessons learned :

4. Definition of product or service :

5. Milestone schedule :

6. Outline project organization :

7. Estimation of project costs &

benefits :

8. Risk identification &countermeasures :

9. Agreement with the client :



25/73


Step 1.1 - Assessment of initial situation

Do we really understand what the Client wants, or do we only

assume what he/she wants?

Template

• Define in detail together with your client:

What are the root causes to start the project

What are the business objectives of the project(SMART)

What is the project mission

(assignment of the team)

• Ask questions to ensure common understanding!




26/73


Consider internal and external persons/organizations who have a personal or

business interest (positive or negative) in the execution or end result of the

project

Step 1.2 - Stakeholder analysis (1)

AFR

ProjectTeam

Ignoring stakeholders’ interests may lead to unsuccessful completion of a

project (additional costs, delays, partial achievement of objectives, etc.)



27/73


Step 1.2 - Stakeholders analysis (2)

Gain support for your project by incorporating the interests of people with high

influence and/or interest on the project

Template

Steps:

• Identify all the stakeholders

• Determine their level of:

Interest: needs and expectations

towards the project

Influence: authority or power to helpor hinder the project

• Prepare a stakeholder map

• Gather interests from important

stakeholders (through interviews,

workshops, questionnaires…)

• Agree on incorporation of their needs to

the project definition

Level of interest

L e v e l o

f i n f l u e n c e

H

M

L

L HM




28/73


To avoid reinventing the wheel, look for similar projects in the Holcim Group

and also somewhere else

There are many resources to search for :

• Internal: other plants, divisions, departments of your

Company, other Holcim Group Companies,

Holcim Portal (iShare)

• External: benchmarking with competitors,

other industries, suppliers

Step 1.3 - Search for lessons learned

Template

Holcim PortalDecide if you are going to incorporate the lessonslearned to the project and how!


http://phase%20i%20templates%20v3.0.xls/https://web.holcim.com/https://web.holcim.com/http://phase%20i%20templates%20v3.0.xls/


29/73


What product or service will the project team deliver to the Client?

Client Technical office Purchase Dept. Supplier

Step 1.4 - Definition of product or service (1)

Template

• Based on your project mission, define the product or service:

Product/service: Major deliverables, project outcome needed by the Client (SMART)

Specifications: characteristics of the deliverables (e.g. conveyor belt capacity 120 t/h,

slope 15°, width 105 cm….)

Exclusions: Specify items that are not part of the scope of the project

Cost/time expectations : Define limitations from the Client’s point of view

Assumptions: factors considered certain for planning purposes

Special conditions: requirements of the project team to be able to

deliver the expected product




30/73


Step 1.4 - Definition of product or service (2)

• We therefore establish the following KPI:

Overall Project Success (OPS)

OPS = Criteria A x Specif ic Weight + Criteria B x SW + Criteria C x SW

Criteria could be: time, cost, results, expectation, stakeholdersappreciation, financial impact, etc…

The Client and project team assign specific weight for each criterion and

decide on how to measure each one

Define project success according to specific criteria that will be

measured at the end of the project

Template




31/73

Step 1.6 - Outline project Organization (1): Roles and


32/73


A clear definition of responsibilities facilitates the coordination amongpeople involved in a project

Always define the main roles and responsibilities including

those of the Client

• There are four people named Everybody, Somebody, Anybody and Nobody.

• There was an important job to be done and Everybody was asked to do it.

Everybody was sure Somebody would do it. Anybody could have done it, but

Nobody did it. Somebody got angry about that because it was Everybody's job.

• Everybody thought Anybody could do it but Nobody realizedthat Everybody wouldn't do it.

• It ended up that Everybody blamed Somebody when Nobody did what Anybody

could have done.

p p j g ( )

Responsibilities

Template




33/73


Step 1.6 - Outline project organization (2)

Team Member Team Member Team Member Team Member

Project Manager

Client

Steering Group

Steering

Group Review

Review Meeting

(Client, if required)


Step 1.6 - Outline project organization (3): Documents and


34/73


Defining the document flow and the meeting schedule during the

project helps define how the project will be managed

Key questions to address:

• Who gets what information?

• How often do we need to distribute a

report or organize a meeting?

Meetings

Template




35/73


An estimation of project costs gives an indication on project feasibility

in relation to costs and benefits

• What is the project cost?(materials, supplies, people, equipment, etc.)

• What is the project benefit? Is it measurable?

(savings, pay-back time, NPV, IRR)

Level of detail

Estimation of project costs

Project budget

I II III IV V

Phases

Step 1.7 - Estimation of project costs & benefits

Template


$



36/73


Identify and evaluate threats and opportunities whichmight influence your project and decide on

countermeasures to reduce the need for emergencyactions

• Achievement of business objectives• Delivery of product as per specifications

• Achievement of agreed milestones

• Completion within agreed budget

• Resources and organization…

Risks may impact:

Step 1.8 - Risk identification and countermeasures

Template

Impact

L i k e l i h o o d

H

M

L

L HM




37/73


• Assure that the Client and the project team have

a common understanding about the end results

of the project (business objectives, time, cost,

deliverables)

• Agree on the key elements of the project• Get the Client's formal approval to launch the

project

Step 1.9 - Agreement with the client

Template

Summarizing the results of the previous steps with the client

(e.g. in a “contract”) helps to:


Ph II P j t l i



38/73


1. Project team set-up : Integrate the project team through a team building process

2. Project schedule : Set tasks for milestones and assign responsibilities

3. Communication plan : Ensure stakeholders receive information at the right time

4. Project budget : Plan costs that will be incurred during the project in detail

5. Kick-off meeting : Ensure understanding and commitment to start realization

Phase I

ProjectDefinition

Phase III

ProjectRealization

Phase II

ProjectPlanning

Phase IV

ProjectCompletion

Phase V

ProjectEvaluation &

Transfer

Phase II - Project planning


St 2 1 P j t t t (1)


39/73


An efficient team not only reduces workload by sharing - it also increases

productivity by …..

Integrate new members during the project planning phase

as needed

• Taking advantage of multi-functionality

• Creating new and innovative solutions

• Learning from each other

• Reducing the risk of major mistakes

• Realizing synergies …..

Step 2.1 - Project team set-up (1)

Template


St 2 1 P j t t t (2)

http://phase%20ii%20templates%20v3.0.xls/http://phase%20ii%20templates%20v3.0.xls/


40/73


RAM (Responsibility Assignment Matrix) is a powerful tool to align your

team work and lead the team without having the formal authority over

the team members

R - Responsible – Who is responsible for the execution of the task? Who will be doingit?

A - Accountable – Who is accountable for the tasks and signs off the work? Who hasthe authority to decide?

C - Consulted – Who are the subject matter experts who to be consulted? Who are thestakeholders?

I - Informed – Who are the people who need to be updated of the progress? Anyonewhose work depends on this task?

Step 2.1 - Project team set-up (2)


Project

Manager

Project

Client

Team

member 1

Team

member 2

Team

member 3

Stake

holder 1

Stake

holder 2

Stake

holder 3 etc

I I

C I I I I I

A I

A C R

R C

Act ivity

PERSON

Collect requirements

Submit change request

Develop training plan

R A

St 2 1 T


41/73


Step 2.1 – Team norms

Steps:

1. Review the checklist of team norms included in the

template

2. Agree on the team norms you wish to keep as a team3. Add any other relevant team norm

Committing to ways of working together early on in the life of a project

decreases misunderstandings, increases productivity and builds strong team

relationships

Template

Discussing norms allows team members to discover values that are

important to one another. All team members share responsibility to

enforce them once agreed.




42/73

Step 2 2 Project schedule (2)


43/73


Accurate, realistic, and workable scheduling is what makes a project tick

To create the schedule ...

1. Define tasks needed to reach agreed milestones

2. Assign a person responsible for each task

3. Estimate duration for each task, and define

interdependencies between tasks

4. Calculate end dates for each task, considering externalfactors such as plant shutdowns, delivery times of

equipment, etc.

5. Determine the critical path by analyzing the sequence of

tasks that indicate the earliest possible end date of the

project

Step 2.2 - Project schedule (2)

Template




44/73

Step 2 4 - Project budget


45/73


A project budget enables the project team to compare actual costs versusplanned costs and take actions if needed

• The project budget aggregates all costs foreach task (bottom-up)

• Based on the project schedule, you can also

establish the expected monthly cash flow of

the project (S-Curve – cost baseline)

• Costs of each task can be broken down intovarious cost components needed to execute

them: equipment, materials, labor, etc.

Level of

detail

Estimation of project cost

Project budget

I II III IV V

Phases

Template

Step 2.4 - Project budget


Step 2 5 – Kick-off meeting



46/73


The kick-off meeting is the official start for the

project realization

• Participants are project team members, Client and/or Steering Group

membersTemplate

• Establishes priorities, tone and energy for the project and helps getcommon understanding on:

Project definition: objectives, product, time and cost constraints, etc.

Project planning: responsibilities & deadlines, budgets, etc.

Step 2.5 – Kick-off meeting


Your project is now defined and planned



47/73


All steps of the project definition and planning have now been completed

(with exception of the “pendings”)

Your project is now defined and planned

Now the project team is ready tocommence wi th the realization

phase !

Phase II

ProjectPlanning

Phase III

ProjectRealization

Phase IV

ProjectCompletion

Phase V

ProjectEvaluation& Transfer

Phase I

Project Definition


Phase III - Project realization


48/73


Phase II

ProjectPlanning

Phase I

ProjectDefinition

Phase IV

ProjectCompletion

Phase V

ProjectEvaluation &

Transfer

Phase III

ProjectRealization

Phase III Project realization

1. Activity list : Detail the task in the project schedule

2. Project review : Evaluate achievements and define actions to address issues

3. Capture knowledge : Describe learning points as part of project review

4. Project status report : Regular project update to Steering Group and Client

5. Steering Group Review : Evaluate overall project and agree on actions as required

To do:


Step 3.1 - Activity list


49/73


Detailed definition of activities and clear assignment to responsible

persons ensures proper coordination and control

Level of

detail

Milestone schedule

Project schedule

Activi ty list

I II III IV V

Phases

Tasks need to be detailed into activities

Example:Milestone 4 : Move in

Task 1 : Decorate the house

Activity 1 : Come up with decorating ideas Activity 2 : Discuss ideas with partner

Activity 3 : Check prices of decoration

Activity x :

Activity xx : Put decoration in place

Step 3.1 Activity list


Step 3.1 - Activity list (time management)


50/73


Directions on the proper use of activity lists

1. Ensure that tasks are clearly defined

2. Define a list of activities required to complete a task

3. Define time needed and time available

4. Insert your activities in your personal planner

5. In case of overload, balance the work within the team

6. In case of overload, define priorities and postpone activities

7. Match new requests and other actions with your activity list

Do not forget to consider reactive time

Step 3 ct ty st (t e a age e t)

Template


Step 3.2 - Project review

http://phase%20iii%20templates%20v3.0.xls/http://phase%20iii%20templates%20v3.0.xls/


51/73


Periodic Project Reviews help to identify performance gaps at an early stage in

order to keep the project on the right track

Examples of discussion topics:

• Review progress and plan activities for coming period

• Tackle issues which may arise• Capture knowledge and share lessons learned

p j


Step 3.2 - Project Review - effective meetings


52/73


Some meetings are ineffective due to ……

No chairman

No listening

Little time management

Lack of visualisation

p j g


Individuals

pushing ideas

Step 3.2 - Project review - effective meetings


53/73


• Follow up on actions

• Identify possible issues

• Prepare the agenda

• Inform attendees

• Collect facts if required

• Distribute action and decisionlog

• Follow up on actions and

provide any support or

coaching

• Verify results of the actions

Proper preparation and follow up are key to the

conduct of effective meetings

• Review progress

• Solve issues

• make decisions

• agree on actions

Effective project reviews meetings can be carried out by...

PREPARATION FOLLOW UP

MEETING

40% 40%20%

p j g

Template


Step 3.2 - Project review - agenda



54/73


• Review and update project schedule (and activity lists): progress of

tasks due for completion and plan for the coming period

• Review project budget, actual and forecasted costs

• Identify and treat issues

• Review changes required and their impact on the project

• Review the agreed communication plan and risk analysis

• Review team dynamics (norms, leadership, influencing , conflicts)

• Capture knowledge

• Review and update Action & Decision log

A typical agenda of a Project Review meeting could be:


Step 3.2 - Project Review - Action & Decision log


55/73


Agree on how to implement solutions chosen for the issues identified

Template


Actions Decisions

Action &

Decision Log

Agree on decisions(What)

Agree on actions

(What, Who, When)

What Who When

Step 3.2 - Project review – change request



56/73


Projects seldom run exactly according to plan. Managing changes formally is

crucial to project success

• Change is triggered by Client, Steering Group, Project team or stakeholders in order to

correct or prevent issues or update content

• Impact of the change in all dimensions (product, cost, time, risk, stakeholders, etc.)

needs to be determined

• If client approves the change, the project is managed against new

targets (baselines)

Template

Change

required

Identify

Impacts

on project

Client

Accept?

Update

baseline(s)

and plans

Implement

change(s)

Document

andcommunicate

No

Yes


Step 3.3 - Capture of knowledge



57/73


Describing knowledge immediately after learning occurs ensures that important

learning elements are captured

• Organize regular After Action Reviews to analyze progress of the project and thereasons for achievements and deviations, agreeing on lessons learned

• Decide on how / when to transfer knowledge; someone you know may immediately

benefit from the lessons learned

Learning

Summary

Capture

of knowledge

I II III IV V

Phases

Level of

detail

Template


Step 4 - Project Status Report



58/73


Short and simple reports on the progress of the project

ensure a clear understanding of the project status

Status reports should include:

• Status of the KPIs (cost, time, quality)

• Achievements of the reporting period

• Plans for the coming period• Key issues tackled

• Support required from Steering Group

Template


Step 3.5 – Client/steering group review



59/73


Regular reviews with the Client/Steering Group

ensure that proper attention is given to the projectenvironment (e.g. risks)

• Client/Steering Group review meeting is used to identify whether changes

are needed to the project definition

• At the end of the realization phase, the Steering Group will decide whether

or not the hand-over can start

Template


Phase IV - Project completion



60/73


To do:

1. Hand-over : Obtain client acceptance of final product or service

2. Final report : Summarize the project and compare it with the originalplan

3. Closing meeting: Formally complete the project

Phase II

ProjectPlanning

Phase III

ProjectRealization

Phase I

ProjectDefinition

Phase V

ProjectEvaluation &

Transfer

Phase IV

ProjectCompletion


Step 4.1 - Hand-over


61/73


The hand-over ensures that the client explicitly accepts

the product or service and that ownership is properly

transferred

• Organize an acceptance test or a review of the product or service with

the client

• Agree with the client on further actions to complete the project

Template


Step 4.2 - Final report

http://phase%20iv%20templates%20v3.0.xls/http://phase%20iv%20templates%20v3.0.xls/


62/73


• Comparison between agreed business objectives and actual results

• Comparison between agreed and delivered product/service

• Comparison between project schedule & actual delivery times

• Comparison between agreed and actual cost

• Hand-over summary

• Learning summary

• Recommendations related to sustainability

Template

The final report is a summary of the project at its end state and serves as a

reference for future projects. It includes:


Step 4.3 – Closing meeting

http://phase%20v%20templates%20v3.0.xls/http://phase%20v%20templates%20v3.0.xls/


63/73


• This meeting takes place when:

All the handover actions have been completed The final report has been completed

• It has an informal character to recognize and celebrate the

successful completion of the project ...

• Before closing, calculate the Overall Project Success (OPS)

Template

Held to formally complete the project and to

officially release the project team from furtherresponsibility to deliver


Phase V - Project evaluation and transfer



64/73


If your organization knew, what you know now...

What have we learned?

Phase 3

ProjectRealization

Phase 1

ProjectDefinition

Phase 4

ProjectCompletion

Phase 2

ProjectPlanning

Phase 5



Phase V - Project evaluation and transfer


65/73


To do:

1.After action review (AAR): Evaluate the project with the team and client

2.Learning summary : Distil and document knowledge gained

3.Knowledge transfer : Select mechanism to transfer lessons

learned

Phase II

ProjectPlanning

Phase III

ProjectRealization

Phase IV

ProjectCompletion

Phase I

ProjectDefinition

Phase V



Step 5.1 – After action review (AAR)

Th j t t h t t it t l f f t j t b l ti


66/73


• Evaluate different aspects of the project (deliverables, milestones,teamwork…), by asking:

What did we set out to do?

What actually happened?

Why did it happen?

What are we going to do next time?(What are the lessons learned?)

Template

The project team has a great opportunity to learn for future projects by evaluating

the recently completed project

A neutral person should facilitate the AAR. It should look for

improvement opportunities rather than placing blame


Step 5.2 - Learning summary



67/73


• Includes both expertise and behavior

• Considers the outcome of the final AAR and

knowledge captured during project

realization

Capture of knowledge

After Act ion

Review

Learning

Summary

I II III IV V

PHASES

LEVEL OF DETAIL

Behavior

Expertise

Continuous Performance

Improvement

Template

Distils lessons learned captured during the project


Step 5.3 – Knowledge transfer

Ensures that knowledge is not only available within the project team



68/73


• Decide with the team the best practical actions to transfer the lessons

learned from the project

• Examples:

Present results to your department

Include lessons learned and/or Final

Report in the Holcim Portal

Write a project summary for the Holcim

news

Contribute to an international or regional

event

Template

Ensures that knowledge is not only available within the project team


Strength Performance Passion



69/73



Now the project is finished and the

project team is released!


Strength Performance Passion


70/73



PMA – Getting Started

Useful tips….


If t t t j t

Getting started


71/73


• If you are to start a project:

Identify the client of the project

Have a meeting to work preliminary on:

Assessment of initial situation,

definition of product or service,

project organization

Identify and invite project team members to a definition and planning

workshop

Decide whether a trainer/facilitator is necessary or not

Start working during the workshops, using the PMA

as a tool!


Th j t l it t i

“Rigid principles, flexible application”


72/73


• Three project complexity categories A high project complexity

B medium project complexity C low project complexity

• Three levels of compliance Full compliance

Partial compliance

Limited compliance

The reference book provides all the help you need to

determine complexity and level of compliance


• A / B / C

• Full

• Partial,

• Limited


73/73