Project Management Companion Handbook

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Project Management Companion CER1projectmanagement

CER1projectmanagement Pty Ltd Project Management Companion Page | 1

Project

ManagementCompanion

By

CER1projectmanagement

Version: 1.5 Date: 18th

of January 2012


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Table of Contents

1. INTRODUCTION .................................................................................................. 42. PROJECT DELIVERY STEPS ............................................................................. 5

2.1. Scope the Project................................................................................................................... 52.2. Develop the Project Plan ....................................................................................................... 52.3. Socialize the Plan .................................................................................................................. 62.4. Implementation Phase ........................................................................................................... 62.5. Project Acceptance and Closure Phase ................................................................................ 6

3. WORK BREAKDOWN STRUCTURE................................................................... 74. PROJECT SCHEDULES ...................................................................................... 9

4.1. ASA 5580 Service Firewall Upgrade Project Overview......................................................... 94.2. ASA 5580 Service Firewall Upgrade Project Tasks.............................................................. 94.3. ASA 5580 Service Firewall Upgrade Project Schedule....................................................... 104.4. Asymmetric Routing Remediation Project Overview........................................................... 124.5. Asymmetric Routing Remediation Project Tasks................................................................ 124.6. Asymmetric Routing Remediation Project Schedule........................................................... 134.7. B2B Site Relocation Project Overview................................................................................. 144.8. B2B Site Relocation Project Schedule................................................................................. 144.9. Disaster Recovery Site Swap Project Overview.................................................................. 164.10. Disaster Recovery Site Swap Project Schedule.................................................................. 164.11. Multi Site Data Centre Build Project Overview.................................................................... 194.12. Multi Site Data Centre Build Project Schedule.................................................................... 194.13. Sample Call Manager Upgrade Project Overview............................................................... 274.14. Sample Call Manager Upgrade Project Approach............................................................... 274.15. Sample Call Manager Upgrade Project Schedule............................................................... 284.16. Server Farm Upgrade Project Overview.............................................................................. 304.17. Server Farm Upgrade Project Schedule.............................................................................. 304.18. Site X Edge Stack Implementation Project Overview.......................................................... 324.19. Site X Edge Stack Implementation Project Schedule.......................................................... 324.20. Site X LAN Refresh Project Overview................................................................................. 374.21. Site X LAN Refresh Project Tasks....................................................................................... 374.22. Site X LAN Refresh Project Schedule................................................................................. 384.23. Telepresence Implementation Project Overview................................................................. 404.24. Telepresence Implementation Project Schedule................................................................. 404.25. Test Lab and Production Project Overview......................................................................... 424.26. Test Lab and Production Project Schedule......................................................................... 424.27. VPN Solution Project Overview........................................................................................... 444.28. VPN Solution Project Schedule........................................................................................... 44

5. CONCLUSION .................................................................................................... 46


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APPENDIX A - REVISION LIST ............................................................................... 47APPENDIX B PROJECT MANAGEMENT COMPANION SOFTWARE

AGREEMENT OF USE ....................................................................................... 48


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1. Introduction

There is an assumption from the team at CER1projectmanagement that the readers of this companionare working as and have a fundamental understanding of Project Management and know how to usethe available tools to develop schedules.

Project Management is a discipline that looks at the nature of projects and offers ways to control theirprogress. Project Management attempts to organize and systematize the procedures in a project tominimize the number of surprises you encounter.

Project Management and project managers concern themselves with certain key areas;

Scheduling

Budgeting

Managing resources

Tracking and reporting progress

To manage these aspects of projects, certain tools have evolved over years. Some of these areconceptual, like the critical path; others involve specific formats for charting progress, like Gantt charts.The Project Management Companion is to provide project managers with the key information to assistwith the existing concepts and tools.

This Project Management Companion contains real world successfully completed Project Schedulesand task lists. The contents of the Gantt Charts found within this document are to assist you whendeveloping your projects and to provide each Project Manager an indicative understanding of thetasks, their duration and work effort while planning.

There are approximately 12 different types of projects represented within the Project ManagementCompanion, which cover the broad spectrum of infrastructure and application related projects, fromLAN Refresh Projects to Data Centre Builds and most projects in-between. Not all of the projectscovered have a task list associated with it, the task lists may change dependant on your project and

are to be used as guides when developing the project schedule.The PM Companion also covers the necessary project life cycle delivery steps, this is to provide theProject Manager with a broad understanding of the steps involved when working on a project, and arecomplementary to CER1projectmanagement Templates.

Often as Project Managers we are requested to deliver or work on projects which are foreign to us,and finding a starting point can be a task of its own, the intention of the PM Companion is to assist youwith your starting point, cover the required project tasks and assist you with delivering your projectsuccessfully.

Most projects will have their own specific requirements which can be added to the broad tasksprovided by the PM Companion. These are not templates but actual Gantt Charts of many varied andcomplex projects completed by the CER1projectmanagement Team over many years in the practice,who understand that time on projects is precious and any assistance of this nature is invaluable.

The team at CER1projectmanagement wish you all the very best in delivering your projects to scope,on time, without conflict and within budget, and believe the PM Companion can help you get there.


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2. Project Delivery Steps

There are approximately 5 stages in all during a projects life cycle made up of the following;

2.1. Scope the Project

NOTE: this is essentially meeting with the customer and discussing with a view of finalising theprojects deliverable, the scope of the project. During any major project this is more than likely tochange (scope creep), dont be afraid this is common, just make sure you have a record of it (achecklist is good to maintain from the start of the project I find you can use this at the start as asummary of what is being delivered, and then use at the end of the project to match what hasactually been delivered. If the Scope is not accurate from the beginning then you will have adifficult time in delivering the project to your customers expectation, so be extra careful here, dontbe afraid to include your customer in every step during this processdont assume anything.

Produce a Statement of Work (SOW) outlining the following;

o Project Overview and scope General Summary of Project

The discussed/considered solution options

o The Projects deliverables

The Proposed Solution

Deliverables

Each teams Responsibilities

High Level Project Milestones

Dependencies

High Level Risks and Mitigation

Assumption of parties involved includes any third parties

Exclusions

o

High Level Project Costso SOW acceptance

o Project Acceptance Criteria

o Bill of Materials if one is required

o High level design if one is required.

Establish Budget

2.2. Develop the Project Plan

NOTE:Depending on the size of the project you may not need to create a Gantt Chart unlessspecifically asked by the customer, normally simple projects, of an amount less than $10,000.00

may not need the same stringent process as a project of over $50,000.00, this is entirely up toyou, and your comfort zone, and the requirement of your customer.

o Outline the steps/activities of the project (via Gantt Chart or Spreadsheet)

NOTE: This is normally an evolvingdocument, but best to lock down as best you can, the more

complex the project the harder it will be to lock down.

o The Work Breakdown Structure (WBS) will be generated from your Gantt chart which

will assist with which task your resources are spending their time on. This will be of

great benefit when billing the customer. Ensure accurate records are kept.

o Develop a Project Management Plan


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o It will contain the detail from the SOW

o Resource Roles and Responsibilities

o Set out the frequency of meetings with the customer and Steering Committee

meetings

o Establish the Communication Plano Any third party involvement

o Engage the appropriate Resources

o Commence the Detailed Design if required.

o Identify and keep a risks and issues register, which includes their respective mitigation.

2.3. Socialize the Plan

o Involves all parties participating in the projects delivery

o Cover expectations of each teams involved

o Finalise the Project Plan

o Obtain customer acceptance of the Project Plan

o Commence weekly meetings (depending on the project, may require more)o Review the Detailed Design both internally and with customer

o Rework Detailed Design if required.

o Conduct Proof Of Concept (POC) of the solution

o Obtain results of the POC and socialise with the customer, and with any third party

involved in the project.

o Once approved/accepted by all parties then move onto implementation phase

2.4. Implementation Phase

o Document the Implementation Plan

o Establish Reporting tools.

o Internal Reporting to your managemento Reporting for the customer

o Track costs/budgets

o Ensure Change Control is in place

o Meet with teams as frequently as required

o Advise customer on progress (weekly meetings, or more as required)

o Track implementation to plan (if not, then advise the customer immediately)

o Revisit plan

NOTE: Normally at this time is when scope creep occurs

o Cover implementation with project acceptance criteria and if customer is satisfied

move onto the project closure phase

2.5. Project Acceptance and Closure Phase

o Receive Customer Acceptance

o Provide completed Project Documentation

o Complete post implementation checklist

o Issue final project report

o Celebrate


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3. Work Breakdown Structure

The Work Breakdown Structure is a hierarchical description of the work that must be done to complete

the project as defined in the Statement of Work or Project Charter. The Work Breakdown Structure isessentially a series of tasks which in turn are broken into sub tasks. While the process of identifyingthe tasks required for a project is conceptually simple, it is a vital step in the process since it providesthe basis for bottom-up estimation and developing a detailed project schedule. Breaking down workinto hierarchy of activities, tasks, and work packages is called decomposition. It allows the estimationof the projects duration, determine the required resources, and schedule the work. The completedecomposition is a criteria whose activities at the lowest levels of decomposition will possess knownproperties that allow us to meet planning and scheduling needs.

There are approximately four uses for the Work Breakdown Structure that I am aware of, they are;

Thought process tool, this means that it allows the project manager and the project team tovisualise exactly how the work of the project can be defined and managed effectively.

Architectural design tool, this is a picture of the work of the project and how the items of work

are related to one another.

Planning tool, this gives the project team a detailed representation of the project as acollection of activities that must be completed in order for the project to be completed.

Project status reporting tool, as work is completed, activities will be completed and hence theability to report on its status to interested stakeholders.

It is the project manager who will decide on the architecture of the Work Breakdown Structure and thelevel of detail required. This is important because the project manager is accountable for the successof the project. The Work Breakdown Structure must be defined so that the project manager canmanage the project. That means that the approach and detail in the Work Breakdown Structure mightnot be the way others would have approached it. Apart from any senior management requirements forreporting or organizational requirements for documentation or process, the project manager is free todevelop the WBS according to his or her needs and those of management. Because of this

requirement, the WBS is not unique. That should not bother you because all that is required is a WBSthat defines the project work so that you, at the project manager, can manage it.

The best way to generate the WBS is as part of the project planning session, which outline the tasksas clearly cut activities with time duration estimates and the resources responsible for the tasksdelivery. Developing the WBS is the most critical part of the planning session, if done correctly thenthe rest is relatively easy. There are six characteristics are as follows;

Status/completion is measurable

Start/end events are clearly defined

Activity has a deliverable.

Time/cost is easily estimated

Activity duration is within acceptable limits

Work assignments are independent.

If the activity does not possess these six characteristics, decompose the activity and ask the questionsagain. As soon as an activity possesses the six characteristics, there is no need to further decomposeit. As soon as every activity in the WBS possesses these six characteristics, the WBS is defined ascomplete.

There are so many ways to build a Work Breakdown Structure, use an approach which best utilisesyour strength, whatever the approach used; the WBS can be generically represented. The goal


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statement represents the reason for doing the project. The process of Work Breakdown or task listingis essential for estimation because it ensures that the team understands what work has to be done.One of the most common causes of poor estimation is simple failure to list all tasks required.


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4. Project Schedules

The following project Gantt Charts are to provide you with an understanding of the different

types of projects, their related tasks and durations. They are the actual steps required toperform, implement and complete the project.

NOTE:Most projects will have their own specific requirements which can be added to thebroad tasks provided by the PM Companion; these are not templates but actual Gantt Chartsof successfully completed projects.

4.1. ASA 5580 Service Firewall Upgrade Project Overview

Customer is requiring a design and implementation effort to install four new Cisco ASA5585Firewalls into their Site 1 and Site 2 Data Centres.

Firewall work to be done at Site 1:

Replace existing Production Firewall Pair 2 with new ASA5585 Firewall Pair

Re-use pulled out ASA5580 Firewall Pair as dedicated Site 1 Legacy InterconnectCampus Firewall Pair in the Enterprise Perimeter

Re-use pulled out ASA5580 Firewall from Site 2 and install as redundant DR/NPFirewall Pair

Firewall work to be done at Site 2 Data Centre:

Replace existing Production Firewall Pair 2 with new ASA5585 Firewall Pair

Re-use pulled out ASA5580 Firewall and install as redundant DR/NP Firewall Pair 2

4.2. ASA 5580 Service Firewall Upgrade Project Tasks

Type Hours Description

Design 16 BH Site Inspections and Audit

Design 48 BH Site information workshops and information gathering (2

resources)

Note: Six workshops.

Design 120 BH High Level Designs / As Built Documentation

Design /

Implementation

100 BH Site 2 Network Implementation & Planning (multiple

resources)

Design 12 BH Site 2 Change Requests

Implementation 80 AH Site 2 Firewall Migrations (2 onsite resources)

Implementation 40 BH Post Implementation Support

Note: One week (Optional)

Design /Implementation

100 BH Site 1 Network Implementation & Planning (multipleresources)


Implementation 80 AH Site 1 Firewall Migrations (2 onsite resources)



Implementation 40 BH Hand-over - Project Presentation preparation.


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Implementation 4 BH Hand-over - Project Presentation to Support Staff.

Note: 2 x 2 HR sessions

ProjectManagement 25 BH General Project Management.

4.3. ASA 5580 Service Firewall Upgrade Project Schedule


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4.4. Asymmetric Routing Remediation Project Overview

The solution is to shutdown and disconnects the physically and logically separate managementinterfaces on all Cisco ASA Firewalls, VPN Concentrators and Load Balancers. Hence allmanagement functions of these devices will now be performed in band. This includes all physical

devices and their associated logical or virtual contexts employed within the Data Centre solution. Thisalso includes any design rework on either Enterprise or Internet Perimeters where the Admin contexthas been utilised to extend the Management Zone outside to the north bound network devices. Scopewill need to include alterations to the Internal Element Management systems including, but not limitedto CSM, ACS and ANM. Hence seed documents and all required management ACLs are included.The update to existing as built documentation must be provided.

4.5. Asymmetric Routing Remediation Project Tasks


Design 16 BH Firewall and Load Balancer Audit

Design 96 BH Site information workshops and information gathering (2resources)

Note: Twelve workshops.

Design 160 BH Detailed Design / As Built Documentation

Design /

Implementation

120 BH Site 2 Network Implementation & Planning (multiple

resources)


Implementation 192 AH Site 2 Remediation Change Windows (2 remote resources)




120 BH Site 1 Network Implementation & Planning (multipleresources)


Implementation 204 AH Site 1 Remediation Change Windows (2 remote resources)



Implementation 40 BH Hand-over - Project Presentation preparation.

Implementation 4 BH Hand-over - Project Presentation to Support Staff.

Note: 2 x 2 HR sessions

Project Management 25 BH General Project Management.


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4.6. Asymmetric Routing Remediation Project Schedule


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4.7. B2B Site Relocation Project Overview

The required task for this project is the relocation of an Organisations B2B environment from one siteto another. This would include the following;

Relocation of B2B requirements from Site 1 to Site 2

Decommissioning Site 1.

4.8. B2B Site Relocation Project Schedule


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4.9. Disaster Recovery Site Swap Project Overview

The objective of this project is to provide to perform the site swap between Site 3 Data Centre andSite1 Site Office. That is, making Site 1 the primary site and Site 3 the Disaster Recovery site.

This project will deal with the final stage of Disaster Recovery Stage 3 and involves the relocation ofmedium to high impact production servers, DMZ silos and associated network services from Site 3 toSite 1.

4.10. Disaster Recovery Site Swap Project Schedule


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4.11. Multi Site Data Centre Build Project Overview

This project relates to the design and build of two next generation data centre networks at Site 1 andSite 2. The Customer has taken the opportunity to leverage the latest in data centre networkingtechnologies to build a high performance and fully virtualised data centre infrastructure capable of

supporting the current and future (next 5 years) hosting requirements of the business. The project hasbeen split into the following 3 phases:

Phase 1:Data Centre network High Level Design (HLD) for Data Centres at Site 1 and Site 2

Phase 2:Data Centre network Low Level Design (LLD) for Data Centres at Site 1 and Site 2

Phase 3:Staging, Implementation and Testing of Data Centre networks at Site 1 and Site 2

4.12. Multi Site Data Centre Build Project Schedule


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4.13. Sample Call Manager Upgrade Project Overview

This project covered the upgrade of a Call Manager and IPCC environments from v4 to v6.

4.14. Sample Call Manager Upgrade Project Approach

At a high level, the milestones for this project are as follows:

Initiation

1. Deliver PMP

2. Confirm funding

3. Engage resources

Planning

1. POC testing in the test lab of the new software versions

2. Creation of the Detailed Design3. POC testing to confirm Detailed Design.

1. Customer will conduct Phase 1 User Acceptance Testing in the Test Lab

4. Develop High Level Implementation Plan

5. Develop Detailed Implementation Plans

Execution:

1. Customer completes all site and environmental works as specified in the DetailedDesign.

2. Raise Change Management records as per Implementation Plan

3. Backup the current production environment for fall-back purposes if required

4. Upgrade desktop Client software versions

Note: Sociability testing of the new IPCC desktop software will beundertaken by the Customer against the existing desktop builds

5. Implementation of version upgrade

6. UAT

7. Monitoring of production performance.

8. Handover to support

Closure

1. Update and deliver project documentation deliverables

2. Project Finalization Report

3. Project Finalization Approval


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4.15. Sample Call Manager Upgrade Project Schedule


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4.16. Server Farm Upgrade Project Overview

This project covers the requirement to deploy Server Farm in Site 2 and accommodate the DisasterRecovery Virtualisation requirements. Once the Server Farm in Site 1 is retrofitted with the 10Gmodules, there will be redeployment of 4 x 10/100/1000 port cards in the Server Farm Chassis' in Site

2. Server Farm in Site 2 will be similar to the implementation of Server Farm in Site 1 with the 10Gcards.

4.17. Server Farm Upgrade Project Schedule


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4.18. Site X Edge Stack Implementation Project Overview

This project deals with the installation of Cisco Edge switches into Multi Level risers, similar to hotelswith connection back to the core switch.

4.19. Site X Edge Stack Implementation Project Schedule


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4.20. Site X LAN Refresh Project Overview

This project dealt with the LAN Refresh Project which was implemented in seven major stages:

Workshops and Meetings

Detailed Design Review Staging of Equipment

Initial Implementation

Integration with the existing network

Migration of services to the new network

Training and Handover

4.21. Site X LAN Refresh Project Tasks


Design 32 BH Network and Security Technical workshops (2 onsiteresources).

- Hours based on 4 BH per week onsite workshops over 4

weeks

Design 8 BH Network and Security Weekly Governance meetings (2offsite resources).

- Hours based on 1 BH per week conference calls over 4weeks

Design 80 BH Network Detailed Design Review (2 resources).

Design 80 BH Security Detailed Design Review (2 resources).

Implementation 160 BH

and

200 BH

Network Staging (4+ offsite resources).

- Hours based on 160 Hours on test devices and 1 Hour perother device

Implementation 44 BH Security Staging (2 offsite resources).

- Hours based on 4 BH per device

Implementation 454 BH Network Initial Implementation Changes Part I - EquipmentInstallation and Basic Testing (4+ onsite resources).

- Hours based on 20 BH for Nexus 7Ks, 2 BH per other

device

Implementation 22 BH Security Initial Implementation Changes Part I - Equipment

Installation and Basic Testing (2 onsite resources).

- Hours based on 2 BH per device

Implementation 80 BH Network Initial Implementation Changes Part II - NRFUTesting (1 onsite resources).

- Hours based on one dry run and one with customer

Implementation 80 BH Security Initial Implementation Changes Part II - NRFU

Testing (1 onsite resource).

- Hours based on one dry run and one with customer

Implementation 16 BH / 64 AH

and

40 BH

Network Migration Changes (1 offsite resource).

- Hours based on 20 x 4 HR change window with 20/80

BH/AH split

- and 2 BH pre-configuration build per communications room

Implementation 16 BH / 64 AH

and

40 BH

Security Migration Changes (1 offsite resource).

- Hours based on 20 x 4 HR change window with 20/80BH/AH split


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- and 2 BH pre-configuration build per communications room

Implementation 8 BH-OC Network Post Implementation Support - On-call Engineer.

(Optional)

Implementation 8 BH-OC Security Post Implementation Support - On-call Engineer.

(Optional)

Design 40 BH As-Built Network Documentation Update (1 resource).

Design 24 BH As-Built Security Documentation Update (1 resource).

Design 80 BH Hand-over - Network Training Material. (2 resources)

Design 60 BH Hand-over - Security Training Material. (2 resources)


24 BH Hand-over - Project Network As-Built Presentation toSupport Staff (1 resource).

- Hours based on 3 days of presentation/training (phased)


16 BH Hand-over - Project Security As-Built Presentation toSupport Staff (2 resource).

- Hours based on 2 days of presentation/training (phased)Project

Management65 BH General - Project Management.

4.22. Site X LAN Refresh Project Schedule


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4.23. Telepresence Implementation Project Overview

This project covered the expansion of an existing customers Telepresence environment by installing aCTS 1300 system. The outcome was to enable Teleconferencing between an overseas destinationwhich would be able to connect with the CTS systems in Site 1 and Site 3 either with or without a

multipoint CTS conferencing facility.

4.24. Telepresence Implementation Project Schedule


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4.25. Test Lab and Production Project Overview

This project is similar to the Test Lab Project, but also includes the production environment for furthertesting of live applications.

4.26. Test Lab and Production Project Schedule


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4.27. VPN Solution Project Overview

This project assisted the Customer to develop and implement new LAN networks and infrastructure asrequired by the demerging of the company. As part of this project there is a request by the Customerto design and implement a new SSL VPN gateway that will:

Consolidate all current EGP incarnations of remote access with a single manageable, flexible, highlyavailable, scalable and secure business remote access facility; provide the underlying technology toinvest in future initiatives such as Virtual Desktop Infrastructure (VDI) and other new technologies; anddeliver a more robust remote access solution for vendors to fulfil their agreed Service LevelAgreements (SLA).

4.28. VPN Solution Project Schedule


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5. Conclusion

The Project Management Companion encompasses many varied and complex projects conducted by

the CER1projectmanagment team, it is meant to aid but not replace project managers with the tasks,duration and work effort required to finalise the schedule for projects ranging from;

Firewall Implementations

Data Centre Builds

Site relocation

Server Farm builds

LAN Refresh

Application implementations

And Many More.

The use of the PM Companion is to help you get started by using real world complex and successfullydelivered projects. Although you will have to refine the project schedule with your own specificinformation the broad outline is covered within the tasks found in the PM Companion. The PMCompanion will assist you to create the schedule with providing;

Individual task names

Task durations

Task dependencies

To allocate and track costs on those tasks, you add certain information about resources including

Resources and their costs for both standard and overtime hours

Resources assignments to specific tasks

To track a project over its lifetime, you need to enter the following information:

Progress on tasks

Changes in task timing or dependencies

Changes in resources, that is, resources that are added to or removed from the project

Changes in resources time commitments and costs.

As mentioned previously, the team at CER1projectmanagement wish you all the very best in delivering

your projects to scope, on time, without conflict and within budget, and believe the PM Companion canhelp you get there.


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Appendix A - Revision List

Ver. DateReleased

Modifications Author(s) andDepartment

Reviewer(s)andDepartment

1.4 17/01/2012 Updated Document Body CER1projectmanagement

All

1.5 18/01/2012 Update to Introduction and Conclusion CER1projectmanagment

All


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Appendix B Project Management Companion Software Agreement of Use

THE Project Management Companion, HEREIN CALLED THE "SOFTWARE", IS OWNED

BY CER1projectmanagement Pty Ltd, herein called CER1projectmangementUpon your agreement to and compliance with the Terms of This License agreement,

CER1projectmanagement grants you, herein called the Licensee the following non-transferrable,

non-exclusive rights of use.

CER1projectmangement has the right to terminate this agreement if the Licensee fails to comply

with any term or condition of this agreement, no title to the intellectual property.

In the Software is transferred to you. The Licensee does not acquire any rights to the Software

except as expressly set forth in this license. Grant of license regarding the generic program,

CER1projectmanagement grants the Licensee the following rights regarding the use of the

Software.

1. Use of the Software for the Licensees personal or business purposes.

2. Copying the Software the Licensee may not make copies of the Software to the hard disk

of any computer or network or computers, belonging to the Licensee

3. Copies of the Project Management Companion completed by the Licensee may be copied

and/or saved to the hard disk of any computer, or network of computers belonging to the

Licensee.

Restrictions regarding the generic program, the Licensee may not distribute, sublicense, lease, sell,

rent or otherwise transfer the software or any modification or derivative thereof, to any other

individual or group for any reason.

Limitations of liability and disclaimer of warranty.

There is no warranty rights granted to you, the Licensee, regarding the Software. The Software

and accompanying written materials are supplied to the Licensee As is without warranty of any

kind.

CER1projectmanagement does guarantee, warrant, or make any representations, either expressed orimplied, regarding the use or the results of the use of the Software or the generic written materials

with regards to reliability, how current, accuracy, correctness, or otherwise.

The Licensee assumes the entire risk as to the results and performance of the Software.

CER1projectmangement shall not be liable under any circumstances for any damages whatsoever

arising out of the use, or the inability to use the Software even if CER1projectmangement has been

advised of the possibility of such damages.

Documents

Project Management Companion Handbook