Project Budget Optimization: Strategies and S-Curve Insights

1 Curve Budget, Project budget/Schedule tradeoffs, Project Budget Optimization, Contingency Planning, Project Baseline and Change Control Maryam Ejaz, Kris J. Girvan, Bridget N. Hart, Scott Hetrick, Eric J. Hilliard, Matthew S. Ignacek Embry-Riddle Aeronautical University PMGT 391: Project Planning 1

2 Curve Budget A curve budget, also known as a flexible budget or variable budget, is a budgeting approach that adjusts to changes in business activity levels. This type of budgeting is particularly useful for companies that experience frequent changes in activity levels, such as seasonal businesses or those affected by economic fluctuations. When it comes to controlling a project’s performance, a project manager needs to be able to track whether the project is on budget and on-schedule and can predict how it will continue to perform. The knowledge will direct the project manager to communicate with stakeholders, reallocate resources, speed up timelines, delay tasks, or prepare for budget overruns. One tool that can assist with this responsibility is the S-curve chart. An S-curve chart plots the progress of specified variables over a period as well as cumulatively over a project's lifecycle. The chart will track planned value, earned value, and actual cost which can then be easily compared to determine how the project is performing (Project Management Institute, 2017). Progress-based S-curves can track cost, time, and progress. This allows the project manager to evaluate the percentage of activities completed based on the assigned budget (planned value) and compare it to what was spent to complete the activities (actual cost), as well as what the value of the work is that was conducted (earned value). The chart often takes on the shape of an inverted “S”, hence the name (Barraza & Bueno, 2007).

3 Annotated Bibliography Academic resources: Barraza, G. A., Back, W. E., & Mata, F. (2004). Probabilistic Forecasting of Project Performance Using Stochastic S Curves. Journal of Construction Engineering and Management, 130(1), 25–32. https://doi.org/10.1061/(ASCE)0733-9364(2004)130:1(25) The authors of this article presented an alternative to deterministic S curves, the stochastic S curve. The stochastic S (SS) curve uses simulations to create possible progress-based S curves, allowing the project manager to see all values of cost and duration. The authors used a computer simulation program called Stochastic Performance Control with Integrated SS curves (SPECIESS) that can be used in Microsoft excel. Takeaway: When it comes to controlling a project’s performance, it is important to monitor any cost and time variances for the actual project progress as well as can forecast project performance at completion. Criticism: The authors only used data from one construction project, which may not be an accurate representation. Barraza, G. A., & Bueno, R. A. (2007). Probabilistic Control of Project Performance Using Control Limit Curves. Journal of Construction Engineering and Management, 133(12), 957–965. https://doi.org/10.1061/(ASCE)0733-9364(2007)133:12(957) In this article, the authors introduce a probabilistic project control concept to assure acceptable project performance forecasts. Their concept implements performance control limit curves and the Stochastic S curve.

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4 Takeaways: The control process can be broken down into three different subfunctions: monitoring performance, evaluating performance, and correcting performance. Criticism: No criticism noted. The authors were thorough in explaining their concept and showing why they stated their concept is more accurate than deterministic methods. Konior, J., & Szóstak, M. (2020). The S-Curve as a Tool for Planning and Controlling of Construction Process—Case Study. Applied Sciences, 10(6), 2071–. https://doi.org/10.3390/app10062071 In the article, the authors investigate why sample constructions projects did not meet the planned deadline and budget. They utilized the S-curve that measures the utilization of the financial outlays by presenting the planned financial flow on a timeline. Takeaways: S-curve charts show the investment progress of a project from start to finish. The chart takes on the shape of the letter “S,” hence the name. Criticism: The authors only reviewed one construction project, which may not be an accurate representation. Practitioners References: Gray, C. F., & Larson, E. W. (2020). Project Management: The Managerial Process . McGraw- Hill Education. In this book, the authors briefly discuss the S-curve under managing risks and probability analysis. They discuss the various techniques a project manager can use to aid them in assessing risks including using the correlation between past projects’ cash flow and S- curves to assess project cash flow risks.

5 Takeaway: An S-curve chart shows the cumulative project cost curve over a project's life. While it is a tool that can be used to monitor and control costs, it also aids in assessing various cash flow risks. Criticism: The book does not touch on the S-curve outside of a brief definition. Lu, W., Peng, Y., Chen, X., Skitmore, M., & Zhang, X. (2016). The S-curve for forecasting waste generation in construction projects. Waste Management (Elmsford), 56, 23–34. https://doi.org/10.1016/j.wasman.2016.07.039 In this article, the authors discuss using an S-curve model to track and forecast waste generation over a project’s lifecycle. The proposed model can forecast overall waste generation prior to the project starting as well as monito a baseline of waste generation throughout the project. Takeaway: To aid in decision making, it is desirable to have a model that can forecast the required information, in this case waste generation. Criticism: Although this was an interesting application of an S-curve chart, the article had nothing to do with budget. Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute. Under the control costs section of the PMBOK guide, the guide discusses the S-curve. The S-curve can be used when tracking whether a project is over budget or behind schedule. The S-curve chart tracks the planned value, earned value and actual cost over period basis as well as cumulative basis.

6 Takeaway: Using the S-curve, a project manager can develop a forecast for the estimate at completion and see if it will differ from the budget at completion and plan accordingly. Criticism: This guide did not go into much detail about the S-curve chart.

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7 Project budget/Schedule trade-offs There are three constraints that bind every project: accomplishment, also referred to as performance or scope, cost, and time. According to the PMBOK (Project Management Body of Knowledge) guide, one of the primary functions of any effective project manager is to manage and balance these project constraints (Project Management Institute, 2017). To effectively manage trade-offs, a project manager must first define and prioritize these constraints. One technique used is the priority matrix. In the priority matrix, each of the three criteria (scope, cost, and time) are subsequently labeled as either accept, enhance, or constrain. Accept means it is tolerable to allow this criterion to not meet the original parameter, such as reducing scope, going over budget or allowing the schedule to slip to the right. Enhance means optimizing a constraint, such as reducing costs, shortening the schedule, or adding value. Constrain means the criterion is fixed and cannot budge, as in the completion date must be met, the budget must be adhered to, and all specifications must be accomplished (Gray & Larson, 2020). Establishing these priorities at the start of a project will create a shared understanding between the customer, stakeholders, and project manager and give the project manager decision- making data when setbacks are encountered. Ultimately, project managers must carefully consider the impact of scheduling tradeoffs on the project's success and use a range of techniques to manage them effectively. By balancing the competing demands on a project's timeline, project managers can ensure that the project is completed successfully, on time, within budget, and to the desired quality.

8 Annotated Bibliography Academic Sources: Dillon, R. L., Pate-Cornell, M. E., & Guikema, S. D. (2005). Optimal use of budget reserves to minimize technical and management failure risks during complex project development. IEEE Transactions on Engineering Management, 52(3), 382–395. https://doi.org/10.1109/TEM.2005.850733 The authors of this article discuss a decision support model called Dynamic Advanced Probabilistic Risk Analysis Model. This model is used to support the need for an adequate resource reserve by examining the tradeoffs among various risks and their implications for resource allocations. Takeaway: Research has found having resource reserves is an important success factor in projects, especially those involving new technologies. Criticism: Although thorough, the article was difficult to read. The focus of it was also how to calculate the optimal resource reserve for a project, rather than focusing on tradeoffs between the budget and schedule. Kumar, S., & Mehany, M. S. H. M. (2020). Optimizing the cost, LEED credits, and time trade- offs using a genetic algorithmic model. Canadian Journal of Civil Engineering, 47(5), 596–608. https://doi.org/10.1139/cjce-2018-0774 The authors of this article focused on the trade-off between cost, time, and sustainability in construction projects. Using a genetic algorithm, users will prioritize factors (cost,

9 time, and sustainability) and create an optimized solution that minimizes cost and time while maximizing sustainability points. Takeaway: The construction industry has dealt with various trade-offs throughout the decades, to include time and cost; time, cost, and quality; quality and sustainability; and time, cost, and environmental impacts. Leading causes of cost overruns include scope changes, project duration changes, and exogenous delays. Criticism: This article focused solely on construction projects and the trade-offs between cost, time, and sustainability, which may not be transferable to other types of projects. Smith-Daniels, D. E., & Smith-Daniels, V. L. (2008). Trade-Offs, Biases, and Uncertainty in Project Planning and Execution: A Problem-Based Simulation Exercise. Decision Sciences Journal of Innovative Education, 6(2), 313–341. https://doi.org/10.1111/j.1540- 4609.2008.00177.x In this article, the authors discuss taking a balanced approach to the time-cost-performance triangle. Projects are defined as unique endeavors that must meet a duration objective, a resource and cost objective, and a performance objective. Time, cost, and performance are all constraints of a project which must be balanced. The authors discuss methods that can be adopted to teach this concept to project management students. Takeaway: Project success was once defined as completing acceptable project deliverables on time and within budget. As project management continues to change and improve, success is looked at differently. Sponsoring organizations now not only want acceptable project deliverables, but they also want objectives maximized rather than just met.

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10 Criticism: While this article discussed how project managers must balance cost, time, and scope, it mainly focused on how to teach these concepts to project management students. Practitioner Sources: Gray, C. F., & Larson, E. W. (2020). Project Management: The Managerial Process . McGraw- Hill Education. In this book, the authors go into detail about the project manager's responsibility to manage trade-offs. They stress the importance of defining and prioritizing the three project constraints, cost, time, and performance. This is a necessary step that creates shared expectations and equips the project manager with the knowledge of where they can adjust when one of the constraints is inevitably jeopardized. Takeaway: The ultimate success of a project is traditionally defined as meeting the customers' expectations in terms of time, performance, and cost. The criteria have an interrelationship, which means trade-offs sometimes must occur. Criticism: No criticism is noted. The textbook was extremely thorough in explaining trade-offs as well as providing several examples. Kerzner, H. (2009). Project management a systems approach to planning, scheduling, and controlling (10th ed.). Wiley. In this book, the author discusses trade-off analysis. In trade off analysis, the project manager will recognize the reasons for project conflicts, such as human errors or unexpected cash flow problems, review project objectives, analyze the project

11 environment, identify any alternative courses of action, select the best alternate, and revise the project plan. Takeaway: Project managers should recognize that even the slightest change in one system (time, cost, or performance) could have an impact on all the systems. Criticism: No criticism is noted in this section. The author was very thorough and created a step-by-step guide on trade-off analysis. Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute. In the PMBOK guide, trade-offs are not explicitly discussed. Under project manager responsibilities, they define the need for a project manager to manage and balance the influence of constraints such as scope, schedule, quality, cost, and resources. Additionally, they discuss trade-offs during cost estimates, specifically the cost and risk trade-offs of making versus buying. Takeaway: A project manager must balance the influence of constraints on a project, as in knowing that increasing the scope may also increase the time or cost. Criticism: The guide explains basic project management concepts but offers very little information on trade-offs.

12 Project Budget Optimization What is Project Budget Optimization? Is it optimizing the budget or is it managing resources in a way that leads to an improved budget? Project Budget Optimization is defined as an advertisement campaign that helps exposure of the product to a targeted audience rather than people who would not pursue or purchase the product. With this method of advertising sales are ensured, which then guarantees a more profitable future for the product. Budget Optimization can also be making sure unnecessary resources are not part of the list. By examining the critical path and prioritizing these tasks, the Project Manager can set a target for the Project Budget and making sure that it is fulfilled. When optimizing the budget, the key point is to organize all the resources, eliminating unnecessary addition of the resources and then finalizing the list of resources. Communicating this finalized list of resources to the stakeholders ensures that they are aligned with the projects objectives. After this is done, it is essential to ensure an advertisement is made and shown to a target audience. The targeted audience would include only the future consumers who are interested in the product. This level of optimization will ensure that the resources are professionally managed, and the revenue is generated for the future. All the work that goes into budget optimization ensures that the resources are well-distributed appropriately and efficiently and that the product reaches the people who are willing to buy the product.

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13 Annotated Bibliography Academic references: Bogomolova, A., Balk, I., Ivachenko, N., & Terlyga, A. (2018). Budget optimization modelling for sustainable development of the university research: the example of Russia. Journal of Physics: Conference Series , 1117 , 012012. https://doi.org/10.1088/1742- 6596/1117/1/012012 The authors of this article targeted the resource aspect of budget optimization and how an improvement in resource management can be considered as Budget Optimization. Resource management helps with proper allocation of the funds and thus helps with budget optimization. Takeaway: Sufficient results and a certain aspect of resource management can be linked to optimized budget and this article supports the idea. Criticism: This article provides limited data on what budget optimization is. Minnery, M., Mathabela, N., Shubber, Z., Mabuza, K., Gorgens, M., Cheikh, N., Wilson, D. P., & Kelly, S. L. (2020). Opportunities for improved HIV prevention and treatment through budget optimization in Eswatini. PLOS ONE , 15 (7), e0235664. https://doi.org/10.1371/journal.pone.0235664 The authors of this article have accumulated sufficient data on what project budget optimization is. The article goes into detail about how optimizing budget can generate better results or a higher yield of results. Takeaway: The key gist of the article is to see the application of Budget Optimization and how it is key to making improvement to the project and its goal. The authors of the article provide data that supports their work.

14 Criticism: This article, however meticulous, is limited to one aspect of budget optimization as regards HIV prevention and thus lacks other aspects of the topic. Swain, M., Zimon, D., Singh, R., Hashmi, M. F., Rashid, M., & Hakak, S. (2021). LoRa-LBO: An Experimental Analysis of LoRa Link Budget Optimization in Custom Build IoT Test Bed for Agriculture 4.0. Agronomy , 11 (5), 820. https://doi.org/10.3390/agronomy11050820 The article provides ample data to illustrate the concept of Budget optimization and how it can be used in agriculture. Takeaway: The article gives detailed information on how budget optimization can lead to improved budget management and resource management. Criticism: This article provides data that is too technical for everyone to understand and thus is only useful to certain groups of people. Practitioner references: Project Management Institute PMI. (2022). Process Groups: A Practice Guide . Project Management Institute. The guide helps with understanding how optimization is used in Project management and resourcing. The guide gives information on what budget and optimization is and its utilization. Takeaway: This guide gives quick information on projects, budget, and optimization individually. Criticism: Little to no data on either topic or collective topic is provided. This practice guide was not helpful in providing concrete data or examples.

15 Project Management Institute. (2017). Guide to the project management body of knowledge (PMBOK® guide) (6th edition) . Project Management Institute. This guide has a collection of data that provides quick introduction to Project budgeting, alteration in resourcing which can be considered as budget optimization. Takeaway: The guide provides quick concise and independent introduction on each topic and has multiple examples of Project budget management and optimization. Criticism: This guide provides information on resourcing, budgeting, optimization in relation to performance and the result of the project and thus provides indirect data. Individual introductions are offered instead of providing information on what project budget optimization really is and how it can be used. Project Management Institute. (2021). Guide to the project management body of knowledge. (7th ed.). Project Management Institute. The seventh edition guide has data gathered in a more direct way and can define each topic briefly. The guide also provides data with examples and helps explain the topic even more. Takeaway: The guide gives quick introductions and jumps straight into examples that help with explanation and understanding of each topic and how they can go together. Criticism: Besides more examples on the topic there really is not anything this guide did not provide.

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16 Contingency Planning While the project management community agrees that contingency funds should not be included during initial work package estimates, Gray and Larson concur that “top management needs to create an extra fund for contingencies that can be used to cover unforeseen events” (2020, p. 139). However, contingency planning is not just a financial matter but one that also includes plans that will minimize the overall negative impact on the project because of a risk event. Project managers make every effort with their team(s) to plan for risks and will develop strategies to combat those risks, but sometimes “a contingency plan can be developed for implementation if the selected strategy turns out not to be fully effective” (Project Management Institute, 2017, p. 439). This may sound like a risk response but where the two differ is that risk responses are considered proactive while contingency plans are considered reactive. Contingency planning is a useful tool in project management, but it can come with some additional costs. For example, in the manufacturing industry companies may have contingency plans with backup suppliers in the event their primary supplier fails to deliver but studies from Zsidisin et al. have shown that “when contingency suppliers have been utilized, total product costs rose substantially” (2000). Even with the increase to cost or time, contingency plans should be a part of any project as they can help mitigate panic when a risk event occurs. Without them, it is possible that remedies to the risk event will be delayed or could worsen the impact of the event.

17 Annotated Bibliography Academic Sources: Li, Z., & Chunling, L. (2011). CBR Oil Spill Contingency Plan Inference System. Energy Procedia, 11, 3863–3867. https://doi.org/10.1016/j.egypro.2011.10.770 This article speaks to how oil companies develop contingency plans utilizing the Case- Based Reasoning methodology. Given the variance of the ocean and the difficulty in predicting where oil slicks will develop following an oil spill, companies have compiled data in a knowledge-based system from previous spills and solutions to remedy them. They then utilize various artificial intelligence applications to compile that data and organize it in a manner that identifies patterns and commonalities between the solutions. This data is compared to the outcome of the solutions, and it allows companies to solve unfamiliar problems that they have not yet encountered. Takeaway: When developing contingency plans, relying on past historical data and experience can be a valuable tool during the development of said plans. Having a system that compiles all the data from lessons learned while allowing simulated scenarios to develop where decisions are measured against the outcome can ensure the fallback plan has the intended effect. Criticism: Other than the fact that this article was written about the subject of oil spills, it makes a valid claim about the usefulness of the Case-Based Reasoning methodology. Westergaard, J. M. (2008). Contingency Planning: Preparation of Contingency Plans: Contingency Planning. Zoonoses and Public Health, 55(1), 42–49. https://doi.org/10.1111/j.1863-2378.2007.01088.x

18 This article examines the European Union’s mandate that all member states have a contingency plan in place in case of an epidemic. Their concern is the introduction of highly contagious diseases into the Union and what would happen if they escaped outside the borders of its member states. Their contingency planning process was geared towards mitigating panic in the event of a disease outbreak and ensuring that rational decisions were being made without allowing emotions to impact them. Part of their overarching contingency plan included things like ensuring each member state had access to all the needed facilities, equipment, and personnel to combat an outbreak. Takeaway: Contingency planning is important because it minimizes the delay of a well- thought-out decision and ensures that irrational decisions are not being made that could make the situation worse. Contingency plans should be as defined and detailed as possible to reduce the likelihood of questions that could cause delays. Criticism: This article is extremely specific in nature in that it only speaks to infectious diseases and the epidemics that could ensue if they went beyond the border of a country. It is not a resource that a project manager would probably turn to in a typical project planning scenario. Zsidisin, G. A., Panelli, A., & Upton, R. (2000). Purchasing organization involvement in risk assessments, contingency plans, and risk management: an exploratory study. Supply Chain Management, 5(4), 187–198. https://doi.org/10.1108/13598540010347307 This article investigates the application of risk management techniques that are utilized in organizations whose primary business is purchasing. The authors conducted nine interviews with purchasing professionals in the manufacturing industry and examined their

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19 documentation that revealed how each organization assesses supply risks and what actions they would take to mitigate those risks. The commonality amongst all nine companies was that each assesses risk based on how critical certain products are to their profitability. Some used a grading scale to measure the need for risk management while others looked at the feasibility of acquiring their supplies and if they were outsourced or something created organically. Takeaway: Contingency planning is not always a well-organized, thought-out event but can also be a shoot-from-the-hip scenario. Some organizations do not prioritize contingency plans like others do and sometimes it may be the supplier to the organization who comes up with the backup plan. Criticism: The article focuses solely on material suppliers to manufacturers so while it could be useful to a project manager during their resource planning, it is not as effective for other parts of the project planning process. Practitioner Sources: Gray, C. F., & Larson, E. W. (2020). Project Management: The Managerial Process . McGraw- Hill Education. Gray and Larsen discuss contingency planning and define it as a reactive measure and not an initiative-taking measure. They explain that if the implemented risk management process fails and the risk becomes a reality, the contingency plan should be put into action. They explain the importance of communicating the plan so that all team members are aware, and that surprise and resistance are minimized. They also dive into the varying types of risk and what a contingency plan may look like for each risk that could occur.

20 They also stress the need for a risk response matrix so that everyone is aware of the mitigation response, the contingency plan, what condition would warrant the execution of that contingency plan, and who is responsible for it. Takeaway: Contingency plans are not a one-size fits all solution to a risk event. There are different types of risk, and it needs to be understood that what may work for one risk event will not work for another. Communication is extremely important and having a plan in place with all aware can reduce chaos. Criticism: No real criticism was noted, as the authors do a good job of breaking down the contingency plans into sequential steps and then organizing it into a risk response matrix. Heimann, J. F. (2000). Contingency planning as a necessity. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. The author stresses the importance of the project team’s dedication to risk management and focusing their efforts on the beginning stages of the process towards identifying and how they plan to mitigate them. It goes through this process step by step starting with risk identification, then on to risk prioritization, discussing which risks pose the biggest threat, and finally into risk response development. It is in this last step that the author discusses the strategies of mitigation and contingency. The author very clearly defines the differences between the two, describing how one is preventative (mitigation) and the other is reactive (contingency) after the preventative measure has failed.

21 Takeaway: When planning for risks, it is important to have more than one plan in place and to ensure that those two plans are relatable to each risk. Preventing the risk from becoming an event should always be the goal, but if that does not happen, contingency plans should be implemented when a defined measure has been exceeded. Criticism: No criticism was noted. The author broke down the risk management process, made it understandable, and utilized a real-world scenario while progressing through the article. This enabled the reader to understand the applicability of both the mitigation and contingency plans and when they would be appropriate or inappropriate. Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute. The guide discusses contingency plans and how they should only be used in certain situations when it is justified. It explains that these justifications are predetermined triggers that are laid out in the risk management plan and communicated so that the team is aware of when it is appropriate to implement them. It breaks down the varying risks of an overall project and discusses ways to mitigate those risks whether they are positive or negative. It suggests several techniques, like crashing, to keep a project on schedule and talks about when it is appropriate to utilize contingency reserves that have been set aside for such a scenario. Takeaway: Contingency plans do not just cover the individual project but the bigger picture of the overall project. Sometimes it is appropriate to influence the number of resources of a project when a specific risk threshold has been crossed.

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22 Criticism: The guide does not go into as much detail as the textbook when it comes to breaking down the contingency plan. It only speaks to it as a part of the bigger risk management plan. Project Baseline and Change Control

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23 A Project Baseline is a set reference point against which the Project Manager compares the actual performance of a project to. Baseline refers to a line or starting point and it is used for assessment purposes. A project baseline is the first plan created and presented to stakeholders. This plan will include costs, timeline of the project, scope, and deliverables. Project Baseline also helps determine risk and helps with risk management. Over time the project baseline will change due to variations in what the stakeholders want, an increase in costs, an inevitable delay etc. Now let us investigate what Change Control is. Change control is a method and the process of managing changes to the set baseline. This change is requested and may help with organizing tasks. The change takes place in a very controlled method. In the management world, change control helps with determining what change can benefit the project. Change control helps determine what needs to be included in the project, what is the deadline, what is the goal and how to accomplish it. This is how Project baseline and change control go hand in hand. As soon as the project baseline is initiated change control is used to help determine what tasks to keep and which ones to discard. Effectively setting a Project Baseline and implemented Change Control are critical to the success of a project. They enable Project Managers to track and manage project performance effectively, identify issues early, and take corrective action to keep the project on track, resulting in minimizing the impact of changes and staying within budget and scope.

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24 Academic References APM (Association for Project Management). (2019, September 13). What is change control? | APM . Www.apm.org.uk . https://www.apm.org.uk/resources/what-is-project- management/what-is-change-control/ This article gives a quick and concise introduction to change control and explains the relationship between Project baseline and change control. A thorough but brief introduction to change control is provided. Takeaway: This article is a quick read and helps determine the relationship between change control and project baseline. Criticism: This article does deviate from the topic and provides limited information. Change Control . (n.d.). Rams.fad.harvard.edu. https://rmas.fad.harvard.edu/pages/change- control This article goes into describing the definition of change control and sufficient expertise is given on the topic. The authors of this article have gathered data and provided examples on change control and how it is used in management. Takeaway: This article gave quality information and was easy to understand. Criticism: This article does not provide more than one example and thus provides limited applicable data. Etterson, J. R., Franks, S. J., Mazer, S. J., Shaw, R. G., Gorden, N. L. S., Schneider, H. E., Weber, J. J., Winkler, K. J., & Weis, A. E. (2016). Project Baseline: An unprecedented

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25 resource to study plant evolution across space and time. American Journal of Botany, 103(1), 164–173. https://doi.org/10.3732/ajb.1500313 The authors of this article have gathered data on what project baseline is and provide examples implemented in real life. This article focuses on the botanical study of plants and if project baseline is used how it helps with gathering data on plant evolution. Takeaway: This article provides examples of the use of project baseline and the implementation of project baseline in addition to providing a quick introduction to the topic. Criticism: The article deviates from the topic and provides examples related to one specific concept implementation. Practitioners References Project Management Institute PMI (Project Management Institute). (2022). Process Groups: A Practice Guide . Project Management Institute. The guide helps with understanding how change control is used in Project management. The guide gives information on what the project baseline is. Takeaway: This guide gives quick information on change control and project baseline individually. Criticism: Little to no data on either topic or collective topic is provided. This practice guide was not helpful in providing concrete data or examples. Project Management Institute. (2017). Guide to the project management body of knowledge (PMBOK® guide) (6th edition) . Project Management Institute.

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26 This guide has a collection of data that provides quick introduction to Project baseline, change control and their relationship. Takeaway: The guide provides quick concise and independent introduction on the topics and has multiple examples of each topic. Criticism: This guide provides information on change control in relation to performance integration and thus indirect data is provided. Individual introductions are offered instead of providing information on how project baseline and change control go hand in hand. Project Management Institute. (2021). Guide to the project management body of knowledge. (7th ed.). Project Management Institute. The seventh edition guide has data gathered more directly and can define each topic briefly. The guide also provides data with examples and helps explain the topic even more. Takeaway: The guide gives quick introductions and jumps straight into examples that help with explanation and understanding of each topic and their relationship. Criticism: Besides more examples on the topic there really is not anything this guide did not provide.

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