JOMO KENYATTA UNIVERSITY OF

AGRICULTURE AND TECHNOLOGY

3.2 BSC SUPPLY CHAIN MANAGEMENT

PROJECT MANAGEMENT GROUP ASSIGNMENT (HBC 2301)

GROUP 6 (G)

GROUP NAMES

Ian Kinyua Njoki- HDE223-1209/2020

Anne Nyaguthii Gikonyo- HDE223-1205/2020

Mark Anthony Kariuki- HDE223-1221/2020

Purity Mukai Stephen- HDE223- 1262/2020

Ian Bright Onyango Othiambo- HDE223-1233/2020

Petronila Akoth- HDE223-1134/2016

David Chaura- HDE223-1207/2020

Kamau Jane Wairimu- HDE223-1183/2020

Reagan Ngare - HDE223-1212/2020

Philomena Kuria- HDE223-1224/2020

Faith Rebecca Mbithe- HDE223-1230/2020

SUBMITTED FOR EXAMINATION TO

Ms. Hilda Muturi

JULY, 2022
 TABLE OF CONTENTS
DEFINITION OF TERMS..........................................................................................................ii

ABSTRACT....................................................................................................................................v

PROJECT IMPLEMENTATION...............................................................................................1

Definition.........................................................................................................................................1

ESSENTIAL ELEMENTS OF PROJECT IMPLEMENTATION..........................................2

Project Implementation Plan............................................................................................................2

Project Activation............................................................................................................................5

Project Operation.............................................................................................................................6

STAGES OF PROJECT IMPLEMENTATION........................................................................6

APPROACHES TO PROJECT IMPLEMENTATION............................................................8

Factors Leading to the Success of Project Implementation.............................................................8

Factors/ Problems that Lead to the Failure of Project Implementation...........................................9

REFERENCES............................................................................................................................11

i
 DEFINITION OF TERMS
Authority and responsibility: Authority is the legal right to command attached to a
position, and can be delegated under a top bottom structural system, while responsibility is
the obligation to perform tasks assigned by superiors (Derukhshan, Turner & Mancini, 2019).
Control: Control is the aspect of verifying plans, executed and adopted plans, defining the
dynamic utilization of resources and measuring the proximity of actual performance from set
standard performance (Derukhshan et al., 2019).
Inputs and deliverable output: Inputs are the main development intervention elements
identified to deliver the expected result while the deliverable outputs are the resulted
development relevant to achievement of goals and objectives (Fischer, Jacobs & Rice 2019).
Directing: Directing is the act of instructing, guiding and overseeing the performance of
workers towards the integration of non-human resources and efforts to achieving the
predetermined goals and objectives (Derukhshan et al., 2019).
Initiation: Project initiation is the first stage of every project where initial planning and
preparation for the project has to be done. The purpose of this stage is providing help in the
approval for the project proposal, appointment of staff, project manager, estimation of budget
among others (Attunel, 2018).
Monitoring and evaluation: Monitoring and evaluation is the systematic process of keeping
a close eye on the entire project management life cycle and ensuring objective assessment on
the project activities are on the right track (Hopmere et al., 2020).
Goals and objective: A goals are high-level statements that provides the overall context for
what the project is to achieve while the objective is the lower-level statement describing the
overall context of how the desired result should be (Derukhshan, Turner & Mancini, 2019).
Organization structure: An organizational structure is the group of rules, roles, hierarchy
levels, relationships and responsibilities that outline how your company’s activities are
directed to meet its goals (Turner & Mancini, 2019).
Planning: Planning is the establishment of opearional, tactical and strategic premises for
formulation of objectives, deriverables, derivatives, schedule, follow-ups and cooperative
risk and contingency alternatives (Derukhshan et al., 2019).
Procurement: Procurement is the acquisition and the art of bringing the right item in the
right price, quality, time and place (Kivila, Martinsuo & Vuoeinen, 2017).

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Project activation: Project activation is the phase where arrangements are made for the
project implementation i.e., making arrangements to start the project and it involves the
coordination and allocation of resources to make the project operational (Attunel, 2017).
Project appraisal: A project appraisal a process of reviewing a given project and evaluating
its content to approve or reject this project, through analyzing the problem, generating
alternatives for solving the problem, selecting the most feasible option, conducting a analysis
of that option, and identifying all people and organizations concerned with or affected by the
project and its expected outcomes (Attunel, 2017).
Project blueprint: A project blue print is the framework and vault that contains all the
knowledge for delivery of a project or service (Attunel, 2017).
Project implementation plan: A project implementation plan is a strategic way of giving a
detailed description of the project objectives, deliverables and activities to be carried out to
accomplish the project. It lists the steps required to implement all tasks and, by that
extension, the entire project, driving it to completion (Lock, 2018).
Project Implementation: Project implementation refers to the execution of a project i.e.,
converting the inputs into outputs. It involves a series of activities which need to be planned,
operated and controlled for the utilization of resources (Calibey, 2021).
Project operation: Project operation is the actual management of a project in practical
terms. This is the level when the project inputs are transformed into outputs via the project
activities following the laid down work plan (Attunel, 2017).
Project proposal: A project proposal is a document that outlines your plan for your project
idea, including the initial framework to get it started, aims and objectives, as well as plans for
achieving those objectives in regard to the project dimensions that is time, budget and scope
(Attunel, 2017).
Quality: Quality is a dynamic state associated with the degree of conformance and standard
associated with products, services, people and processes within the project so as to meet its
goals and objectives (Hopmere et al., 2020).
Risk: A risk is the probability of an unwanted outcome happening that translates into losses
once the likelihood of a given event occurs (Hopmere, Crawford & Harre, 2020).

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Staffing: Staffing is manner in which the roles, power, authority, and responsibilities are
assigned and governed, and depicts how information flows between the different levels of
hierarchy in an organization (Turner & Mancini, 2019).
Stakeholders: A stakeholder is any person, group or organizations whose interests maybe
positively or negatively perceived by the project and or can exert positive or negative
influence over the project (Azarora, 2018).
Sustainability: Sustainability is the ability to harmonize all project dimensions, goals and
objectives to having a continued utilization of its results that can be assured after the
completion of the project (Kivila et al., 2017).
Impact: Impact is the positive and negative, primary and secondary long-term effects
produced by a transformation development of inputs to outputs, directly or indirectly,
intended or unintended (Fischer et al., 2019).
Outcomes: Outcomes are the likely or achieved short-term and medium-term effects of the
transformation development of inputs to outputs (Fischer et al., 2019).
Activities: Activities are the actions take or work performed through which inputs are
mobilized and transformed to outputs resulting to the desired result (Fischer et al., 2019).
Project manager: A project manager directs, controls, monitors and runs the project
activities and ensures that the transformation development defines the work plan and project
dimensions, and the project deliverables are of the required quality (Derukhshan et al., 2019).

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 ABSTRACT
After careful project planning, the project manager can start the project implementation phase
which is the third phase of the project management life cycle (Attunel, 2017). The
implementation phase involves putting the project plan into action. The project implementation
plan by Lock (2018), details the description of strategic practices related to project
implementation. It’s here that the project manager will coordinate and direct project resources to
meet the objectives of the project plan (Calibey, 2021; Nyanchoka & Kimutai, 2018). As the
project unfolds, it’s the project manager’s job to direct and manage each activity, every step of
the way.
The implementation phase ensures that the transformation development defines the work plan
and project dimensions, and the project deliverables are of the required predetermined goal and
objective. Project activation and project operation intervenes this development in regard to
allocating and utilizing all human and non-human resources (Attunel, 2017). The project
implementation approached as enumerated by Kashitsyna, Sultanova and Petrov (2021), as top-
down, bottom-up and collaborative participatory approaches define who is responsible for the
project implementation within or without the project’s community. Lastly, Nyanchoka and
Kimutai (2018), clearly gather factors that lead to the success and failure of project
implementation.

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 PROJECT IMPLEMENTATION
Definition
According to Calibey (2021), project implementation refers to the execution of a project i.e.,
converting the inputs into deliverable outputs. It involves a series of activities which need to be
planned, operated and controlled for the utilization of resources. The management of these
activities is fundamental to a supervisor or monitor or project manager, so that the project can be
completed on time and at cost consistent with the project plan (Nyanchoka & Kimutai, 2018). A
project proposal is a document that outlines your plan for your project idea, including the initial
framework to get it started, aims and objectives, as well as plans for achieving those objectives in
regard to the project dimensions that is time, budget and scope (Attunel, 2017).
Attunel (2017), further stated that it is the first line of formal communication between you and
the stakeholders about the project and aims to onboard and communicate your vision in the most
systematic way possible. After preparing the project proposal, it is presented to the probable
financier; funding agency where project appraisal, selection, negotiation steps and finally
approval follows.
Project appraisal as defined by Attunel (2017), is a process of reviewing a given project and
evaluating its content to approve or reject this project, through analyzing the problem or need to
be addressed by the project, generating solutions or alternatives for solving the problem,
selecting the most feasible option, conducting a feasibility analysis of that option, creating the
solution statement, and identifying all people and organizations concerned with or affected by
the project and its expected outcomes.
According to Nyanchoka and Kimutai (2018), approval means that the funding agency has
accepted in principle to finance the project, and it is at this level, the financial agreements are
concluded and project implementation begins thereafter looking at:
 Putting in action the activities of the project.
 Putting into practice what was proposed in the project document i.e., transforming the
project proposal into the actual project.
 Management of the project or executing the project intentions.
 Carrying out the implementation following the already laid down timetable or work plan.
These leads to the realization of project outputs and immediate objectives and goals
(Derukhshan, Turner & Mancini, 2019). According to Derukhshan et al., (2019), goals are high-

1
level statements that provides the overall context for what the project is to achieve while the
objective is the lower-level statement describing the overall context of how the desired result
should be.
In addition, Nyanchoka and Kimutai (2018), stated that project implementation is generally done
by the implementing agency. Implementing agency is that institution that initially prepared the
project and received funding for it. The implementing agency sets up a project implementation
unit, which carries out the implementation on behalf of the stakeholders (Kimutai & Nyanchoka,
2018). Other organizations that participate in the implementation of the project by way of
collaboration e.g., according good working relationship, extending some technical advice or
seconding their staff to the project, are referred to as co-operating agencies (Azarora, 2017).

ESSENTIAL ELEMENTS OF PROJECT IMPLEMENTATION

Project implementation has three essential elements i.e., project implementation plan, project
activation and project operation.

Project Implementation Plan

A project implementation plan is a strategic way of giving a detailed description of the project
objectives, deliverables and activities to be carried out to accomplish the project. It lists the steps
required to implement all tasks and, by that extension, the entire project, driving it to completion
(Lock, 2018). According to Lock (2018), project implementation plan entails practices to do
with:

a) The Project Implementation Schedule. It involves a set of questions:

 What activities will be undertaken to produce the expected project outputs?
 What is the sequence of these activities?
 What is the time frame for these activities?
 Who will be responsible for carrying out each activity?
Consequently, Lock (2018), further added the following methods may be used to answer the
above questions:

 The Gantt Chart. It is also referred to as the progress chart. It is a chart showing the
timing of project activities using horizontal bars. It is one of the techniques of project
scheduling, which depicts the frequency of activities and determines the period of time
for implementation.

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 How to determine a Gantt chart: Determine the implementation phases of the project and
the sequence in which the associated activities shall be carried out. Then estimate the
amount of time required for each activity. List the activities that can be carried out at the
same time and identify those to be carried out sequentially.
 The Critical Path Method (CPM). It is a project plan tool that denotes the task network
analysis showing the start and completion of a task, while identifying the critical tasks
and shortest time for the project completion.
 Simple formats such as the precedence table that lists all the tasks and gives a description
of the task. It also gives the preceding task and the duration taken.
b) Stakeholder management. A stakeholder is any person, group or organizations whose
interests maybe positively or negatively perceived by the project and or can exert positive or
negative influence over the project (Azarora, 2018). Identifying the stakeholders so as to
define who the key stakeholders and highlighting the level of influence, modelling the scope
of the project implementation using the responsible, accountable, consulted and informed
matrix, and formulating an engagement and collaboration plan to disseminate all project
implementation processes (Lock, 2018).

c) Organizational structure and staffing. Here, how is the project going to be structured for
purposes of management? What are the required qualifications and skills for the staff? What
are the job descriptions and specifications for the staff? In case there is no local qualified
staff has technical assistance been provided for? Questions are asked (Lock, 2018). An
organizational structure is the group of rules, roles, hierarchy levels, relationships and
responsibilities that outline how your company’s activities are directed to meet its goals,
while staffing is manner in which the roles, power, authority, and responsibilities are
assigned and governed, and depicts how information flows between the different levels of
hierarchy in an organization (Turner & Mancini, 2019).
d) Resource management. Outlining all resources required in the project. Both human and non-
human resources; labor, equipment, machine, money, time, material, facility etc. The
intermediate control of allocation and utilization of these resources during the
implementation process is crucial
e) Procurement management. Identifying the products to be sourced from suppliers for proper
alignment of implementation approaches, steps and schedules (Lock, 2018). Procurement is

3
 the acquisition and the art of bringing the right item in the right price, quality, time and place
(Kivila, Martinsuo & Vuoeinen, 2017).
f) Financial management. Lock (2018), presented questions on how are the project funds to be
managed? E.g., finance committee. What is going to be the accounting period? E.g.,
1stJanuary to 31stDecember. What basic financial reports and statements will be made? E.g.,
quarterly reports, income statement, balance sheet, audit reports etc. How often will they be
made? E.g., monthly, quarterly, annually etc. Reporting System and who will be reporting to
whom and how often?
g) Risk management. A risk is the probability of an unwanted outcome happening that translates
into losses once the likelihood of a given event occurs (Hopmere, Crawford & Harre, 2020).
As stated by Lock (2018), risk management highlights the potential risks and threats to the
implementation of the project. The process outlines the causes and effects of the thereat/risk
and suggests measures of action to minimize the risk.
h) Quality management. The inputs include project management plan, quality control
measurements, quality metrics documents etc. The tools and techniques to managing quality
include, data gathering, data analysis, multi criteria decision analysis and data representation.
The outputs are change requests, project management plan and document updates (Lock,
2018. Quality is a dynamic state associated with the degree of conformance and standard
associated with products, services, people and processes within the project so as to meet its
goals and objectives (Hopmere et al., 2020).
i) Sustainability. The concept of sustainability is based on the belief that project
implementation should result in benefits that have a lasting effect and as such the project
should be sustained beyond and the life of the funding especially if it is a grant (Lock, 2018).
Sustainability is the ability to harmonize all project dimensions, goals and objectives to
having a continued utilization of its results that can be assured after the completion of the
project (Kivila et al., 2017). According to Kivila, Martinsuo and Vuoeinen (2017), a project
is said to be sustainable if:
 Its products or services meet the needs of the local community.
 It generates some income and becomes self-reliant financially.
 It protects the environment.
 It uses locally available resources and appropriate technology.

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  It meets the needs of the present without jeopardizing the ability of future generations
to meet their needs.
j) Time value and corrective action element. According to Lock (2018), project implementation
time deals with setting and start, duration and end phases of a project implementation
process. These three characteristics have got special values individually and collectively.
There are events and activities in project implementation that must either start or take a
certain specific duration or end on certain dates. The time frame developed thus is known as
the critical path. Any operations outside this critical path will lead to possibilities of poor
quality, extra costs, delays and losses. This element relates with each other in this way: Time
related delays in project implementation would be controlled by, planning and setting targets,
choosing the right work plan or program, monitoring and evaluating progress in a timely
manner and making immediate corrective action (Lock, 2018).
k) Communication management. All activities and implementation plan information must be
transferred across all personnel and individuals involved in the project implementation
(Lock, 2018).
l) Follow up. According to Lock (2018), monitoring, appraising and report writing all the
advancements in the project implementation process from the start to the end is crucial.
Monitoring and evaluation is a systematic process of keeping a close eye on the entire project
management life cycle and ensuring objective assessment on the project activities are on the
right track (Hopmere et al., 2020).

Project Activation
Project activation is the phase where arrangements are made for the project implementation i.e.,
making arrangements to start the project and it involves the coordination and allocation of
resources to make the project operational (Attunel, 2017). It simply means making arrangements
to have the project started. It is the preliminary or foundation stage of project implementation
and it involves the coordination and allocation of resources (funds, labor and materials) to make
the project operational. According to Attunel (2017), the following activities are undertaken
during project activation:

 Establishment of Project Implementation Units (project office that has made special
staffing arrangements to implement the project effectively).
 Recruitment of project manager and other staff.

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  Tendering and procurement of machines, equipment and other suppliers.
 Preparation of contingency plans.
 Designation of the internal project authorities for decision making and establishment
of communication channels.
 Putting in place staff training and development programs and code of conduct.
 Setting up linkages with the target group.
 Location and negotiation of sites.

Project Operation
It is also referred to as the development and normal life period of the project. Project operation is
the actual management of a project in practical terms. This is the level when the project inputs
are transformed into outputs via the project activities following the laid down work plan
(Attunel, 2017). This leads to the attainment of immediate objectives. It involves the
coordinating, monitoring and control of the performance of the various project groups and the
use of project resources in such a way that the project activities are completed in an orderly and
optimal fashion within the constraint of time and resources available (Derukhshan, Turner &
Mancini, 2019).

In order to attain value from the project and get maximum returns on the investment, the
district/municipality or the beneficiaries organize for the facility to be used properly and
maintained regularly by formulating an operation and maintenance manual prepared by the
contractor/project manager (Derukhshan et al., 2019).

STAGES OF PROJECT IMPLEMENTATION

 Project initiation. It is the first stage of every project. In this stage initial planning and
preparation for the project has to be done. The purpose of this stage is providing help in the
approval for the project proposal, appointment of staff, project manager, estimation of budget
among others (Attunel, 2018).
 Project blueprint. Attunel (2018) defined a project blue print is the framework and vault that
contains all the knowledge for delivery of a project or service. The purpose of this stage is to
achieve a common understanding of how the organization intends to un its project within the
system (Attunel, 2018). Generally, it involves projecting the details of the work and decision
are taken on the tasks to be done and by whom and when they are to be done.

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 Authority and responsibility. According to Nyanchoka and Kimutai (2018), some of the key
points in this regard include: Taking decision as to who is responsible for ensuring that the
work gets done, delegating authority among the project team and the existing organizational
units and establishing formal lines of communication. Authority is the legal right to
command attached to a position, and can be delegated under a top bottom structural system,
while responsibility is the obligation to perform tasks assigned by superiors (Derukhshan,
Turner & Mancini, 2019).
 Estimating and arrangement of resources. This step involves estimation and arrangement of
various inputs human and non-human resources such as man power, machines, material,
money and time for performing the project interrelated activities in regard to the
transformation development of activities that will result to the outputs, impact and outcomes
(Attunel, 2018). Fischer, Jacobs and Rice (2019), defined impact, input, output deliverables
and outcomes as follows: Impact is the positive and negative, primary and secondary long-
term effects produced by a transformation development of inputs to outputs, directly or
indirectly, intended or unintended. Inputs are the main development intervention elements
identified to deliver the expected result while the deliverable outputs are the resulted
development relevant to achievement of goals and objectives. Outcomes are the likely or
achieved short-term and medium-term effects of the transformation development of inputs to
outputs.
 Directing and controlling. This stage involves the activities like motivating the project staff,
execution of project activities and taking corrective measure if there are any differences
between the set standards and the actual performance (Kivila, Martinsuo & Vuoeinen, 2017).
Control is the aspect of verifying plans, executed and adopted plans, defining the dynamic
utilization of resources and measuring the proximity of actual performance from set standard
performance (Derukhshan et al., 2019). Directing is the act of instructing, guiding and
overseeing the performance of workers towards the integration of non-human resources and
efforts to achieving the predetermined goals and objectives (Derukhshan et al., 2019).
 Estimation of proper control system. Establishment of control system involves determining
what information is required for the project control, identifying what information is required
for the project control, identifying source of such information and setting up reporting
systems for the project (Kivila et al., 2017).

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 Go, live and support. According to Attunel (2017) It is the last stage of the project
implementation. It is also called termination of the project. In this stage, the project manager
will hand over the responsibility to the existing staff and prepare the final report. It is a time
to move from a project-oriented and pre-production environment to a live production
operational environment.

APPROACHES TO PROJECT IMPLEMENTATION

Calibey (2021), as cited by Kashitsyna, Sultanova and Petrov (2021), stated that there are three
approaches to project implementation namely top-down, bottom-up and collaborative
participatory approaches.

 Top-Down Approach. Kashitsyna et al., (2021), stated that in this approach, the
implementation is mainly done by agencies from outside the community with limited
involvement by the beneficiaries. These agencies come with their own staff and workers.
They may include Government departments or ministries, international development
agencies. Kashitsyna et al., (2021), finalized by arguing that this approach is good for
projects that require quick results like relief projects, as there is limited time to involve the
target group. The disadvantage with this approach is that it may result into passivity, hostility
and resistance by the beneficiaries. When it succeeds, it makes the beneficiaries develop a
dependence syndrome and lack of capacity building of the human resources and
sustainability of the project.
 Bottom-Up Approach. Kashitsyna et al., (2021), stated that in this approach the beneficiaries
implement the project. The outside agencies may provide the financial resources and possibly
technical assistance. In addition, the advantages with this approach are that: Capacity is built
within the community, the project is readily acceptable, there is increased use of local
resources including labor and the beneficiaries learn to be self-reliant leading to project
sustainability (Kashitsyna, Sultanova & Petrov, 2021).
 Collaborative Participatory Approach. Petrov (2021), purposively argued that this approach
is when the aspects of both top-down and bottom-up approaches to project implementation
are applied in the implementation process. It is advantageous since it is a hybrid system
approach that incorporate all benefits of both top-down and bottom-up approaches (Petrov,
2021).

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Factors Leading to the Success of Project Implementation
Nyanchoka and Kimutai (2018), complemented to the factors that lead to the success of project
implementation as follows:

 Proper planning and preparation. Successful project implementation greatly depends upon its
proper and careful planning and preparation. Projects need to be implemented after they have
been carefully prepared.
 Simplicity of design. Projects that have well defined objectives and which are simple to
understand along with appropriate technologies, have better chances of being implemented
successfully.
 Political Commitment. Political or government commitment is the continuing interest and
active support of those agencies and individuals who are in a position to influence the
attainment of the project’s objectives, whether through the allocation of human and financial
resources or through the working of the administrative and political apparatus. For the
success of any project, sustained commitment by the government to the projects is a pre-
requisite.
 Good management. Successfully implemented projects are associated with good managers
and as such sound project management is a key to project success. The influence of the
quality of management on project performance is always visible. Many projects in serious
difficulty during implementation have been turned around by the appointment of a competent
manager, just as performance in others has noticeably declined when a good manager has
departed.

Factors/ Problems that Lead to the Failure of Project Implementation

Consequently, Nyanchoka and Kimutai (2018), argued the factors that lead to the failure of
project implementation as follows

 Financial constraints. Finance plays a major role in the success of projects. Before
implementation of a project, the manager has to assure ample resources for generating the
funds. Financial constraints include: increasing cost due to increased prices of raw material
and wage levels, increasing rate of interest on capital, increasing foreign exchange rates,
taxes etc.

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 Technical constraints. They include lack of technology, low quality material and machinery,
technical defects in installation of machines and other equipment, lack of specialized
technical advice or consultants etc.
 Management inefficiency. Competency in the management system influences the success of
the project. Managerial or institutional problems are usually the root cause of implementation
delays and cost overruns. A competent manager looks at difficulties as stepping stones and
with his qualities, turn the difficulties into opportunities.
 Institutional constraints. These are the main causes of implementation delays and cost
overruns in a project. Institutional constraints may include: inadequate information
management system, interference of bureaucracy in the project’s administration, lack of
proper training and development facilities, high personnel turnovers etc.
 Political/government constraints. When government decides to not support the project
implementation, or the commitment of the government is weak, or political attacks on the
implementation, makes the project execution almost impossible and difficult.
 Ineffective monitoring system. Weakness of controlling mechanism in the project
implementations often leads to the project incompletion within the budgeted resources and
scheduled time.
 Faulty procedure and unclear objectives. Without developing proper procedures and clear
objectives, most project personnel remain engage in unnecessary tasks and motion. These
procedures and objectives should be clearly stated in the initiation stage.
 More emphasis on technology ignoring the managerial aspect. This creates a big problem
where the planning team always concentrates to dealing with short-term issues and ignoring
the long-term managerial issues.
 Lack of proper resource planning. The quality and quantity of human and non-human
resources greatly affect project implementation.
 Lack of identity on person involved in the participation of the project implementation
developing low staff morale resulting into poor management.
 Lack of proper follow-up of the project etc.

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Azarovа, I. (2018). Identification of project stakeholders based on system analysis. Transport

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Calibey, S. (2021). Project Plan, Implementation & Management. Retrieved July, 2022 from:
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Derakhshan, R., Turner, R., & Mancini, M. (2019). Project governance and stakeholders: a
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Fischer, B., Jacobs, H., & Rice, J. (2019). Planning Project Dimensions. A Digital Project
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Hopmere, M., Crawford, L., & Harré, M. (2020). Proactively Monitoring Large Project
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Kashitsyna, T., Sultanova, A., & Petrov, I. (2021). Formation of a Mechanism for the
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Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through
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Lock, D. (2018). Applied Project Management: Best Practices on Implementation. International

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