LHG Project Manager Handbook

Loch Harbour Group, Inc.
Project Manager Handbook
TABLE OF CONTENTS
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SECTION 1. INTRODUCTION
1.1
t _
1
1 2
Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 . 1. 1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 0 10 102 Objectives and Goals 0 0 0 0 0 . 0 0 . 0 0 0 0 0 0 0 . 0 . 0 0 0 0 0 . 0 0 0 . Corporate Philosophy . 0 . 0 0

. 000 0 . 000 0 0 0 . 0 0 . 0 0 0
1.2 1.3
2
3
Project Team 0 0 0 0 0 . 0 0 0 0 0 . 0 0 . 0 0 0 0 0 0 0 . 0 0 0 . . .
SECTION 2. PROJECT MANAGEMENT

2 01 2.101
DUTIES
4 4 5 6 6 7 8 9 9 09 10 10
11 11 11 12 13 0
Operational Duties 0 . . 0 0 . . . 0 0 . . . 0 0 . 0 0 0 0 0 0 0 . . . . . 0 0 0 0 0 0 . Project Planning . 0 0 . 0 0 0 0 . 0 0 0 0 0 0 . 0 0 0 0 . 0 . . 0 . . 0 . 0 0 0 . . 2 0 10 1.1 Purpose 0 0 . . . 0 . 0 0 0 0 0 0 0 0 0 0 . 0 0 . . 0 0 . 0 2.1.1.2 Procedures 0 0 0 0 0 0 . 0 0 0 0 0 0 . 0 . 0 0 0 0 0 0 0 0 0 0 . 0 . 201.1.3 Format . 0 0 0 0 0 0 0 0 0 . . 0 0 0 . 0 . 0 0 . .. . 0. 00 . . . 2 .1.2 Total Quality Management . 0 0 0 0 0 0 . 0 0 0 0 . . 0 0 . 0 . 0 . . . 21021 Purpose 0 0 . 0 . 0 0 0 0 0 0 0 0 . 0 0 0 0 . 0 . . . 0 0 0 0 0 201.202 Process 0 . 0 . 0 0 0 0 0 0 0 0 0 . 0 . 0 . . . .. .. 0 . 00. 2.1 .2.3 Procedures 0 0 0 . 0 0 0 0 0 0 . 0 . 0 0 0 . 0 . 0 0 0 . 0 . . . . 20103 Client Support . 0 0 . 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 . 0 . 0 0 . 0 . . 21.31 Liaison . 0 . 0 0 . 0 0 . 0 0 0 0 . . 00 0 0 0 00 00 0 0 0 0 .0 2 0 1. 3 . 1 0 1 Purpose 0 . 0 0 0 0 . 0 0 0 0 0 0 . . . . . . 0 . 0 . 0 0 21 3.1.2 Objective 0 . 0 .0 0 0 0 0 .. . . 0 . . . 0 . 0 0 . 0 2 1. 3 2 Progress Reports . . . 0 . 0 . 0 0 0 0 . 0 0 . 0 . 0 . . 0 0 0 0 2 0 10 3 0 2 0 1 Purpose 0 0 0 0 0 0 . 0 0 0 0 . . 0 0 . . 0 . . 0 . . 0 21.322 Format 0 . 0 0 0 0 0 . 0 0 . 0 0 . 0 . 0 . 0 0 0 . . . 21.303 Deliverables 0 . 0 0 0 . . . . 0 0 0 . .. .0 . 0 0 0 0 0 . . . 21. 3 . 3 . 1 Purpose .. .. 0 0 0 0 . 0 . 0 . 0 0 0 0 0. 0 0 0 . . . 201.3.3.2 TQM Related . 0 0 0 . 0 0 . 0 . 0 . 0 0 . 0 . . . . 0 0 2 1. 3.4 Periodic Reviews . . . 0 00. 0 0 00 0 . 0 . .0. 0 . 0 . 0 2 1 3 0 4. 1 Purpose 0 . 0 . 0 0 0 0 0 0 0 0 0 0 . . . 0. . 0 0 . 0 0 0 201.3.4.2 Procedures . 0 . 0 . 0 0 0 .. . . . 0 . 0 . 0 . 0 0 0
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"This information is rcstnctcd as contid emial and propnct:lry as provtded under lhc Tr"<lc Sccrtts Act"
Advanced Resource Technologies. Inc.
2.1.4
Personnel Management . . . . . . . 2 . 1.4. 1 Policy .... ... . . 2.1.4.2 Disciplinary Actions 2.1.4. 2.1 Purpose . . . 2.1. 4.2.2 Policy .. . . 2.1.4.2.2.1 Verbal Reprimands and/or Informal Meetings ... ... . . 2.1.4 .2.2.2 First Written Warning 2.1.4.2.2.3 Recommendation for Suspension or Termination Financial Management 2.1.5.1 2. 1.5. 2 Responsibilities Planning .
15 16 16 17 17 18 18 19 19 19 20 20 21 21 21 21 22 22 22 23 23
2.1.5
2.2 2.3
Administrative Duties Weekly Activity Reports 2.3.1 Purpose 2.3.2 Format Staff Meeting 2.4. 1 Purpose 2.4.2 Format . Program Review 2.5.1 Purpose 2.5.2 Format . .
2.4
2.5
SECTION 3. CORPORATE RESPONSIBILITIES

3. 1 3. 2 Corporate Responsibilities Business Development . . 3.2.1 Project Manager Responsibilities 3.2.2 Explanation of Terms ... .. 3.2.3 Business Development Process 24 24 24 25
26
27
J
3.3
Proposal Support 3.3.1 Purpose 3.3.2 Process . .
28 29
" T his i nformation is restr icted as confidential and propricUl as provided under the Trade s -crctS ry Act "
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" T his i nformation is restr icted as confidential and propricUl as provided under the Trade s -crctS ry Act "
Loch Harbour Group, Inc.
3.4
Ad Hoc Assistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.4. 1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.4. 2 Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
31 31 31
APPENDIXES
APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX E A GLOSSARY B NIDA VIDEO PROPOSAL C THE "8(a)" CONTRACTING METHOD D WEEKLY ACTIVITY REPORT TEMPLATE SAMPLE PROPOSAL SCHEDULE
"This information is restricted as conlidential and proprietary as provided under the Trade S < .-cr Act" cts
Loch Harbour Group, Inc. iii
"This information is restricted as conlidential and proprietary as provided under the Trade S < .-cr Act" cts
Advanced Resource Technologies, Inc.
SECTION 1 INTRODUCTION
1. 1 Definition
A project manager is responsible for managing his/her contract and diverse other assignments that transcend the project. The project manager knows the environment of the A multifaceted individual , the project people, budget , and time . The A project manager
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client, the company , the team , and the marketplac e.
manager is foremost a manager of resources in several areas:
best approach to the job is to plan your project events; organize time; direct your team; control your costs; and communicate with the client , company , and team.
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participates in other responsibilities external to the project such as Ad"aAe98

i es=:-nc::::{:AR[l)::admieio&fre.to marketing, and ad hoc committees. I R,
1.1.1 Purpose
The purpose of this handbook is to provide a handy reference of topics peculiar to project management . The administration and management of the project should be run as smoothly as a fine-tuned machine . Although your duties exceed the project, rna agement o must be flawless. All project managers report
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to
the
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A project manager must be flexible, adaptable, and unflappable in managing every function. His or her objectives and goals should be to administer and manage the project with smooth execution. The administration of the project is a responsible effort and completely
interweaves intopolicies and procedures by following all appropriate aspects of the laws and regulations of the contracted agency . Management of your project includes accepting responsibilit y and supervising personnel. carrying on tasks, and directing the quality of the
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1
n1is informat ion is restricted as conlidem ial and proprietary as prov1 ded under the T rade SecretS Act"
business affairs of the project.
The
manager 's reports and agreements with the client , in consonance with the finance officer.
The topics in this book serve as direction and guidance to help you manage your projects. Often, additional & r i'o this handbook.
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mate rial (& )aAd documentation will be required to supplement
Still , this handbook contains most of the ingredients of a systematic approach Consider your expectations of yourself and others and push This handbook
to management that should help you succeed in making the right decisions, as well as taking the right actions on your contract. toward a concentrate d , coordinated , and concerted sense of accomplishment. leads to successful management of a project. Show it to your team . Use it.
1.1.2 Objectives and Goals

'[)iC - '.s
goals are to:
Ensure quality growth for corporation and people , Operate more efficiently and effectively than competitor s, Sustain controlled growth for stability , Make contribution back to communit y , and
1.2
Corporate Philosophy
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corporate philosophy encompasses the corporate mission , which represents A:RJ:r
as being dedicated to the following:
Maintaining total quality management and assurance, 2

"This informatio n is restricted :IS contidcnll al and propnct.ary as provided under lhc Trade s -crcts Act"
Project Manager Handbook Advanced Resource Technologies. Inc. Providing clients with life-cycle ervices and products that enhance productivity and facilitate decision making ,
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"This informatio n is restricted :IS contidcnll al and propnct.ary as provided under lhc Trade s -crcts Act"
Combining leading edge technolog ies with pragmatic common sense , and Maintaining unique competencies in selected areas of specializatio n.
1.3
Project Team
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COTR
Project
Officer
Project
Manager
-- - ------------
Team Member
Team Member
Team Member
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"This i n formation is restricted as confid entia l and proprietary as provid ed u nder the T r ade Secrets Act"
SECTION 2 PROJECT MANAGEMENT DUTIES

2.1 Operational Duties
The following sections outline the most often recurring duties that perform. performing your daily , weekly, and monthly functions.
ltitfi project
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managers
Use this information to help organize your project management activities and m
2.1.1 Project Planning

Project planning involves the development and implementation of a project plan. the following : Schedules, Formats, and The
project plan is a living document and is a guide for performance on the contract and contains
Procedure s.
Each project ,G:tr.:ee manage r and leader is responsible for reviewing the contents of their contract and delineating the project plan. Each project plan will be:
Prepared by the project manager ,
Approved by the president , Forwarded to the directOr of finance and administratio n , and
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"This information is restr icted a s contidcmiol and propnetary a s provided under the Trade St-crclS Act"
2.1.1.1
Submitted within two weeks of the contract.
Purpose
The purpose of project planning is to ensure that project managers , team leaders and task leaders can effectively perform the following:
Manage the project team effectively , Carry out the contract requirements efficiently , Achieve the goals of the corporatio n, Meet the contract specifications, and Satisfy the client .
In order to facilitate the most expeditious management of on-going projects, a plan must -c _ ... be established immediately after the project " kick off." This plan allows project managers the opportunity to accomplish the following :
Develop a logical and effective approach to the project. forecasting "peaks" and "valleys," and establishing procedures to avoid problems before they start: Define a set of tasks and activities that will allow the most cost-effective accomplishment of the project 's deliverable schedule within the planned budget Permit corporate management an opportunity to review and comment on the proposed approach and methods; Provide an approved schedule of event s. accomplishment s, and expenditures against which actual progress may be evaluated; and Assure that project managers and other appropriate management apprised of problems before they occur (or g row out of control ). levels are
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-This informmion is rcsmctcd as conti<.lcnual and propnetary as prov1dcd under the Trade s 'Crets Act-
Advanced Resource Technolog ies. Inc .
The project plan should contain information that will provide the project managers and corporate managers with the followin g:

2.1.1.2
The plan for directing the project , Managing and allocating funds , Breaking down tasks, Scheduling task completio n, and Providing deliverables on time.
Procedures
Before each formal project review , the project plan should be carefully reviewed and updated . Building a good project plan will ensure that the project remains on track. The project manager should use the plan to determine any impending problems and to solve them as the principal goal of meeting the client 's requirements.
2.1.1.3
Format
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uses a standard format for project plans, which ensures that the required
information is entered in a logical manner. utilize the information contained therei n.
Thus, corporate management can expeditiously
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"This information ts rcstrtcted as confidential and propnetaty as provtlied under the Trade SecretS Act"
Advanced Resource Technolog ies. Inc .
2.1.2 Total Quality Management
Management Committee was esta ems going outside of ART! fo accuracy, clarity , fonnat and con nt.
irements. Th 11RTI Quality Management Tea all internal maintained . es to ensure that the highest levels
TQM is both the management of quality and quality managemen t. Quality , however, has been defined in many ways. Among the definitions are the degree of excellence that a thing William Deming , the "father " of modem quality
possesses and conforms to requirements.
management , prefers an operational definition of quality that is developed between the customer and the supplier.
TQM incorporates all of these concepts , and emphasizes customer needs. TQM is both a philosophy and a set of principles and practices that provide the basis for a continuously improving organizatio n. It involves everyone in an organization , from the chief executive to the lowest position level , in a systematic, long-term endeavor to develop processes that are custome r-oriented . flexible and responsive , and constantl y improving quality . Each project
manager must build an awareness of TQM philosophy and principles f or themselves and their team membe rs.
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"This infor mation is res l ncled a .s c o n ti d ial and p rop ric1 :1 rya .s provided under the Trade Se-crets Acl" em
Advanced Resource Technologie s, Inc.
2.1.2.1
I
Purpose P1C J
A!iff qYr
goal is to deliver products and services to our clients that are of the highest
quality. In order to obtain this goal, TQM techniques will be applied to all internal and external products and services. projects/contracts of as follows: All outgoing documents, correspondence and reports related to
ore
'1 must represent our best efforts. The principles of the TQM team are
Each statement represents a fact that can be supported by a document, event or action; Each paragraph contains a minimum of two sentences that relate to each other; Communicated ideas will be statements that are thorough, brief and to the point, avoiding rambling thoughts or conjectures; The format will follow A standards of accuracy but will be in the contract agency format tradition as appropriate to regulations, style guides, and policies: Statements included in the document represent commitment from the lrR!H president--think about how he would express and present them; Use one page letters for most correspondenc e--attachments can be used for complex and involved material; Proof and edit all your work to final form and format prior to submitting it to the
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Establish top quality standards with your COTR and support them; and Remember that you are & 1 1 !1and A :J l!Esupports Total Quality. 1 l
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"This informauon is rcstrtctetl as conliuemial and proprietary as provided under the Trade Secrets Act
Advanced Resource Technologies. Inc .
2.1.2.2
Process
2.1.2.3
Procedures
2.1.3 Client Support

The most important commitment that the project manager has to make is to ensure client support. The reason is simple: a satisfied client leads to potential follow-on business and even better - builds our reputation as an organization that delivers top-quality products, support and services could be enhanced. In this regard, it is important that the project manager review , assess, and ensure that the client's needs are met.
When the client is either uncertain about their needs, or does not fully understand the scope (e. g., cost and/or manhours required) of their needs, the project manager must lend assistance to help define the requiremen t. For example, if a fixed-price contract is in effect and TG it turns out that will need twice the manpower or resources originally bid, this could cost the company thousands of dollars.
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Thus, the client 's needs must be identified in order to help
'I provide the best product for the client. It is, therefore, imperative that project managers
become intimately aware of the client's operations, focus and goals. If the client is not sure of or cannot properly articulate their needs, the project manager must work with the client and assist him / her into the path that will lead to the best results.
When discussing the project with your client, be careful not to discuss "proprietary information. ., Proprietary information includes details about
OIC.,.
operation s, finances internal
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-This information is rcstnctcd as c oni"ldcm iaJand proprietary as prov1ded under the Trade Sc'C rctSAct -
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-This information is rcstnctcd as c oni"ldcm iaJand proprietary as prov1ded under the Trade Sc'C rctSAct -
affairs , or personnel that could cause grave damage to the corporation if disclosed.
For
example, if you are having problems accomplishing a task , don ' t say "We are having trouble doing this. ' Instead , tell the client 'We will do everything we can to meet your objectives and work with you to overcome obstacles to our mission. "
2.1.3.1
Liaison
TGT and the client organization; representing
This is where the phrase,
Project managers serve as the link between
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to the client and the client to
corporate management.
is you and you are
" is best illustrated. G
2.1.3.1.1
Purpose
The project manager 's function as a liaison serves a two-fold purpose, as illustrated below :
D10
To represent following:
to the client as a business that is capable of performing the
Providing the best value of service to the client Serving the client in other related areas (e.g., add-on or follow-on contracts ) Serving the client in non-related areas (e.g., other technical areas within
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Teaming on major contract s,a.s !U't 8(a) it4I )TC. To represent the client to A 1l:l1 in accomplishing the following objectives: Updating corporate management (through status reports and program reviews) of the client 's operation s.
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"This i nformation is resmeted as confidential and proprietary as provided under the Trade Se-crets Act
a Provide the m c r. Business Development with corporate intelligence
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"This i nformation is resmeted as confidential and proprietary as provided under the Trade Se-crets Act
Inform other divisions (at Project Manager Meetings) of potential action or follow-on business opportUnities
2.1.3.1.2
Objective
Your objective is to maintain the highest levels of quality for your project and t)TC maintain/increase client opinion of AR!R, while simultaneously contributing to the growth of Ma.' tbusiness .
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base
2.1.3.2
Progress Reports
Typically , they
Progress reports are issued on a schedule determined by your contract. are completed on a monthly basis. important items of information on how
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The progress report must be factual and represent the performs on the contract. The document becomes
an official contract report that can be used during litigation (should that become necessary). It is essential that the report capture the appropriate use of resources such as personnel , money , and time.
2.1.3.2.1
Purpose
The purpose of progress reports is two-fold:
Update COTR on status of the contract and Provide a record for use by
ore-
corporate management and for future audits
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"This information is rcslric!cd as confidemi aJ and propnc1ary as provided under !he Trade SecreiS Ac1"
Advanced Resource Technologi es. Inc.
2.1.3.2.2
Format
The following describes format for progress report s:
1.
Purpose: (In one sentence. describe the purpose of this report. If this is an activities report then the sentence would include the start and end dates of the reporting period . If this is a report on a conference , workshop, or meeting, then the sentence will identify the event and give the purpose, date. and place of the event. ) Participants : (Briefly identify those who participated in the acuvtty being reported . Specifically , identify each individuals organization and position within that organization. For large conferences or workshop s, include a summary here with details in an enclosur e.) Summary of Significant Activities : (Briefly describe the essential activities that occurred . If this is an activities report then each significant activity that occurred during the entire reporting period would be summarized in a very short paragraph. Each activity summarized should be described in terms of purpose, product or result, significance (if any), and who performed it.) Accomplishment s : (Use this section to summarize the major accomplishments for which the activity being described was held. If this is an activities report for a week, the accomplishments may be described in terms of total reports edited, corrected, and submitted; or the total number of deliverables completed; or the total number of meetings attended . If this is a meeting , workshop, or conference report, then include here a statement describing the level of achievement of each of the goals of the meeting, workshop , or conference. ) Issues Raised and Proposed Action : (Summarize each issue raised . each issue raised , a proposed course of action must be provided . For
2.
3.
4.
5. 6.
Proposed Follow-up Actions: (Identify, briefly , each proposed follow-up action and give a suggested completion date . Also identify an individual who should be responsible for the follow-up action.) Recommendation s . (Include a brief summary of each major recommendatio n. There should always be at least one. ) Enclo ures: ( List here any handouts used , agendas followed. etc. and include the items as attachments. )
7. 8.
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-This i n formation is rcsmctcd as conlidcnti:ll and propnet.ary as prov1dcd under tile Trade s -crets Act-
2.1.3.3
Deliverables
A transmittal letter will cover all deliverables addressed to a client and will be signed by the project manager. -A n y := d e f1*abJes rhar .l.!j
a re
pages o
ess should be ubmirrea ta Disoo
..f< ar,F =-i!!!!:!te! 'lt-;l @ a O i g Sr o k
days prior t9 its cdm=aate tO the A iieRt.
2.1.3.3.1
Purpose
They are specified
The purpose of deliverables are to meet the contract requirement s. by contract line item number. as other deliverables.
Any service or product not specified in the contract that is

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requested by a client are considered additional deliverables and must be managed
2.1. 3.3.2
TQM Related
)Y T I
All documents, products and services provided internally or externally to JfR !FJare TQM related. Quality starts and ends with each ';! team member. J (_ }' ,
2.1.3.4
Periodic Reviews
h
Performance evaluations will be conducted annually i i
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er.iod
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mtary 1 tin ough
:ecemQ. 1=faf employees with six months or more of employment with .
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"Th is i nformat ion is restricted as confidential and propneta ry as provided under the Trade S >crcts Act "
Project Manager Handbook All new employees will
receive a performance evaluation after their probationary period of 90 calendar days and, thereafter, on an annual basis.
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"Th is i nformat ion is restricted as confidential and propneta ry as provided under the Trade S >crcts Act "
2.1.3.4.1
Purpose
The annual evaluation is to be used in determining how well an employee is performing and whether there are areas for improvement . The performance evaluation is also a tool meant to be used in conjunction with counseling employees and pointing out positive and negative aspects that occurred during the rated period. The objective is to inform those employees who have made meaningful contributions and to provide guidance on how to improve their performance for those who need to improve their work.
The performance evaluation should provide, as objectively as possible, the project manager 's/superviso r 's opinion of how well the employees are performing their jobs, a review of their accomplishments and shortcomings since the last review, and an appraisal of their potential for greater responsibility. Additionally, no matter how well the employees are performing , this is the time to discuss a suggested development plan that will encourage them to strive for higher levels of performanc e. Further, the performance rating as indicated on the evaluation is to be used as a guide in determining annual pay raises and bonuses.
2.1.3.4.2
Procedures
The following define the procedures which apply to this policy:
Director of human resources will notify the project manager/supervisor at least two weeks in advance of a scheduled performance evaluatio n. The project manager/supervisor will discuss the evaluation with the employee and then rerum the completed evaluatiof\ aiGAg wit& -a reeomm endatiGA for a raise IUld. .
The director of human resources will submit all annua or _?emi,-arru .evaluation . together tO the . f @ ,fiM ilH e e B e lft6 iR iA i8 tF a ti .. a ().A will
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"This information IS res mctt:d ns confid ntia l and proprietary ns provided under the Trade Se-crets Act"
Advanced Resource Technologies.
Inc .
The project manager/supervisor

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will discuss the evaluation with the employ ee.
;= a ;"'S 'a:tftf.fiju&rm8at and tor bORllS a w
The Performance Evaluation Form will be returned to the director of human resources for filing in the employee 's personnel file.
2.1.4 Personnel Management

Project managers to them and must follow
'r
r;sponsible for the performance and conduct of personnel assigned Policies and Procedures in this regard . This becomes even more
important when applied to contact with client personnel.
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Personnel working at the client 's location with
a11
project manager will be under
the daily supervision and control of that project manage r . Project managers at client locations b G l will be fully responsible for appropriate conduct and performance of personnel.
Client 's perceptions of contractors in general and observations of the conduct a n d
. J >7 (_
, in particular. are formed by their with whom they
interact. Right or wrong, this is hw o performance of employees are impeccable.
t r c. .
p erformance of contract personnel is judged .
It is important that the conduct and
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"This information i restricted as conlidcntia l and propnctary as provided under the Trade S L 'C rC tS Act"
Inc .
2.1.4.1
Policy
l> T C -
It is the policy of lfRl1'l that the project manager 's actions are consistent with the guidelines described herein. Following are several things that a project manager can do to
ensure success of their employees at a client 's location.
First and foremost , sel ct the right people. In selecting personnel, preference should be given to employees who have proven themselves and who will represent ..#Q!l well . .D 7(_ Discuss and preferable document the discussion with each employee relative to specific working hours, lunch time, and dress appearance. These expectations should fit within those of the client site. The project managers should periodically visit, unannounced, the location at least three or four times a month. Periodically telephone the site at the start of and the end of the work day . Inquire on what the employee is going to do or has accomplished that day.
1
Frequently discuss with the client how ] > C people are performing including start times and dress standard s. Employees should be apprised at the beginning of the work assignment that input from the client will be solicited and used in completing performance evaluations and pay changes. Employees should also be notified that client dissatisfaction with their conduct and/or performance could be cause for dismissal .
2.1.4.2
Disciplinary Actions
When an employee 's conduct is counte r-productive to company policies and procedures or when the quantity and quality of work being performed falls below the company 's required standards in meeting contractual and other obligations , disciplinary action must be taken and properly documented.
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"This in for mlt ion is restricted 3S co nfident i al 3nd pro priet:lry 3S pro v1 tl cd unde r the Tr3de Secrets A c t
Advanced Resource Technologi es, Inc .
2.1.4.2.1
Purpose
and instructive method of applying corrective
To provide a consistent , constructive,
discipline and to document when the disciplinary action has been taken.
At the same time the employee will be provided written notification guidance of what action must be taken to correct the problem. Depending on the seriousness of the employee 's offense, termination proceedings may be initiated .
All
: P1 c ..
employees must establish and maintain a satisfactory working relationship with Failure to satisfy the requirements of the client could result in
the clients they support.
termination if reassignment within the company is not possible .
2.1.4.2.2
Policy
l>lC that all disciplinary actions will be consistent with the guidelines
It is the policy of
described herein. Disciplinary actions are taken in three progressive stages:
Verbal or written reprimand and/or informal meetings , A written warning , and Written recommendation for suspension or termination.
At the discretion of a manager or superviso r, a second written warning can be issued prior to recommendation for suspension or terminatio n. the process of be ing resolved. Any new problem(s) that arise are treated separate and apart from an existing situation or problem that had been resolved or is in
The prog ressive nature of these steps provides an opportunity and incentive to resolve and correct problems before progressing to the next stage. Disciplinary actions are focused on
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"This i nfor mati on
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restn ct ed as confid e ntial and p ropr ietary as provided u nde r the Trade SecretS Act
Advanced Resource Technologies, Inc .
correction, rather than punishment.
All disciplinary actions taken will be documented m
accordance with the following guidelines.
2.1.4.2.2.1 Verbal Reprimands and/or Informal Meetings

If an employee receives two verbal reprimands and/or panicipates in informal counseling meetings that are conducted by the employee 's immediate supervisor, that is considered a pre personnel action. The immediate supervisor makes a specific statement to the employee that the discussion is a reprimand and what corrective actions must be taken. The immediate supervisor records, in writing , the verbal reprimands and/or informal meetings for future reference in the event that a written warning is subsequently issued or for documenting the employee 's growth and improvement.
2.1.4.2.2.2
First Written Warning
If it becomes necessary to issue a written warning , the warning is prepared and signed by the employee 's supervisor. A formal meeting is held to discuss the problem . During the The tone of the The emphasis is to provide the incentive for the employee If the employee refuses to sign, the The warning meeting , the employee is given the opportunity to explain his/her behavior. meeting is to be sincere and firm.
to carry out actions that show improvemen t. The employee is requested to sign the warning notice to indicate that the meeting had taken place. immediate supervisor indicates on the notice that the employee refuses to sign. notice is then given to the employee, and a copy is forwarded to the Depanment for placement in the employee 's file.
J T
Human Resources
An employee may respond in writing to the warning.
It must be submitted within five
working days from the initial date of the meeting . The employee presents his/her response in writing to his/ her supervisor and also submits a copy to the
JTc.
Human Resources Depanment
for placement in his/her reco rd . (The employee will refer to the Resolution Procedures. )
18
"This i n form3lllln is rescric ed as contid cn cia 30d proprcccay as prov i ded under the Tr3dc Secrecs c J r Ace
2.1.4.2.2.3 Recommendation for Suspension or Termination

Depending upon the seriousness of a problem, an employee can be suspended at the time of the first warning . Both the employee's immediate supervisor and project manager or must concur that the problem is serious enough to wa
& ....a p manager.
tl i
for suspension proceedings are made by the employee 's
The recommendation
is submitted to the director of human resources for review and evaluation before final approval by the president. If a suspension results, the employee is notified by the president.
2.1.5 Financial Management

Managing the money (budget) of a project is the most visible sign of indicating how well the project is being managed . The project manager must stay attuned to the planning for Both immediate and long-term Any questions should be spending , allocating and obligating monies of the contract.
financial planning must be done by the Project Manager on a daily basis. The fluidity of money and how to get the most bang for the buck must be understood. referred to the director of finance and administration.
2.1.5.1
Responsibilities
The
A projection of the labor and other resources is required to execute the project.
Project Manager must develop estimates of the manpower and other direct cost items required to accomplish each subtask . This analysis of resources required at the subtask level is a key factor in the preparation of an effective project plan. Engineering estimates or an event schedule are required for the well-defined and relatively low complexity activities identified in the subtask statements. The expectation is that these events will correspond to specific activities and will be more accurate estimates than more general less well-defined activitie s.
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"Th is i n for m a uon is rcstr ict l'd as con tid c nuaJ a nd propnctary as prov rd ed under the T rade S l'{ ;rC tS Act"
For each subtask, the project manager estimates the labor required by labor class and by time period. e.g. , month. be examined. Names of participating individuals will be included when known so that manpower loading. i . e. , total hours scheduled for each person in each period , can
The project manager must also estimate the "other direct costs" (ODCs), e.g., travel, material, consultants, to be incurred in completing each subtask.
The publications and graphics requirements will be discussed with the director of finance and administration, who will then provide an estimate of the anticipated efforts and costs. The information will be included in the project plan. a spreadsheet. The required information may be entered on
Finally , each project manager must be prepared to present a complete report on the
financial status of their project at the
program review meeting. 8Re dttt!!t, re resemi ng
2.1.5.2
Planning
co ired cost information when the
2.2
Administrative Duties
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"This informat ion is rcsmctcd as contiucmial and propnclllry as prov1ded under the Trade ScocrctsAct "
Advanced Resource Technologies, Inc. Project Manager Handbook The administ. rative s ppo pr vide.9 .. JO the project managers is accomplished in t coordination with
to establish
()-1.
-t.f .
n . Using the project plan and milestone charts
chedules, all deliverables are planned in advance .
20
"This informat ion is rcsmctcd as contiucmial and propnclllry as prov1ded under the Trade ScocrctsAct "
2.3
Weekly Activity Reports

The Weekly Activity Report is a summary of tasks and deliverables completed during a
given week.
It was developed to assist the project manager with planning and prioritizing The report serves as a mechanism for team members to report on It also
required weekly projects.
their activities and to indicate through planning of upcoming activities and deliverables. any upcoming activities.
provides your superiors and other members of management with the status of your project and The information helps them in outlining support for you to meet deadlines on deliverable schedules for those not identified in CLINs.
The Weekly Activity Report should be completed and submitted to your superior by close of business (COB) each Thursday. procedur e. The project manager 's team should follow the same
2.3.1 Purpose
The purpose of the Weekly Activity Report is to provide your supervisor with an account of the tasks you have performed for the week and to assist in planning for the upcoming week.
2.3.2 Format
A blank template can be obtained by logging onto the A iilfe icomputer network # and. within Wm dPerfect, e nterin
1>7C
:em
2.4
Staff Meeting
Staff meetings are held in the ART! conference room the fourth Thursday of the month
at 3: 30p.m.,
unless preempted or rescheduled for some reason . If
a project manager
is unable
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"This informalion is rcmiclcd as contidcm i al and propricLary as provodcd under lhc Trade S c'C rC lSAcl"
to attend , he/she should send an alternate.
The alternate should be briefed by the project
manager on what to expect during a staff meetin g.
2.4.1 Purpose
These meetings are conducted to inform corporate management of contract progres s. They also allow Project Managers to exchange information as well as to ensure that they meet the following goals:
Meet the client 's requirements, Exceed technical requirement s, Meet milestones and scheduled dates, and Stay within the budget.
2.4.2 Format
The agenda for these meetings is published prior to the meeting. Opening comments are given by the president/CEO or his designated representative. then comments from other staff are provided. Project manager reports follow ,
Project Managers should ensure that their statements are concise and relevant to the purpose of the meeting. All comments should be addressed directly to the president/CEO unless a question is offered by another individual.
2.5
Program Review
Program Reviews are conducted on the second Thursday of each month unless otherwise
announced. Each project manager stands. faces the group, and formally briefs the financial data
22
-This information is restr icted as confide ntial and propnetary as provided under the Trade Secrets Act -
Advanced Resource Technologie s. Inc.
and major events of his/her contract. Project managers will display overhead transparencies (see Appendix E) representing the following:
Project Status (text charts) and Actual / Planned Expenditures (graphic chart )
Again. all statements should be concise, relevant , and addressed directly to the Presiden t/ CEO.
2.5.1 Purpose
In addition to the reasons listed in paragraph 2.4. 1 above , the program review allows the following: Review of economic status of projec t, Indication of potential financial problem s, Review of manhour and material expenditure s, and Trend analysi s.
2.5.2 Format
In addition to the procedures listed in paragraph 2.4.2 above. overhead transparencies are displayed a nd discussed . Samples of such graphics appear in Appendix E.
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"This i n formnuon is rc: tricted as conliucnt ial and proprietary ns provided u nd er the Trade s -crctS Act "
SECTION 3 CORPORATE RESPONSIBILITIES 3.1 Corporate Responsibilities

Each project manager will perform duties specific to project management, plus other duties that support the growth and development of the company. activities as marketing , proposal development , and trainin g. Other duties will include such
3.2
Business Development
This subsection contains information of value to Project Managers in understanding and
executing their responsibilities in contributing to ARTI's growth.
ARTI's growth depends upon

All However, Project
keeping and expanding or "growing" existing business as well as obtaining new business.
ART! employees should contribute to business development activities.

employee except corporate officers.
Managers are expected to support ART! business development activities more than any other The three subsections that follow focus on specific Project Manager responsibilities in supporting business development, the explanation of important terms. and an overview of the ART! marketing process.
3.2.1 Project Manager Responsibilities

Project managers development process. have a number of responsibilities in supporting the business
The first and clearly most important is successfully meeting existing
contractual obligations by providing quality products and services on time and within budget. This responsibility is the cornerstone for all other successful business development activities the project manager may undertake. Other responsibilities include rhoslisted below.
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"This inlormation is restricted as conlidcmial and propnct.ary as providct.lunder the Trade St'Crets Act "
Develop a network that can supply information (e.g . budgetary, policy , new projects, competitor performanc e, etc.) on the project manager's current customer 's activities, environment , and situation . Seek potential opportunities to develop expanded scope and dollar value of the existing contract. Identify new business opportunities or 'leads ' whether the leads are for business within or outside the current customer 's agency . Coordinate opportunities with ART! business development personnel to evaluate or "qualify " each lead. Encourage subordinates to use their access. knowledge, and interest to contribute information supporting the ART! business development effort. Develop and implement a plan to guide his/her and team 's business development activities within the current customer 's agency. Periodically review this plan with the Vice President for Operations and the Director , Business Development.
3.2.2 Explanation of Terms

Marketing. The project manager has a role to assist in marketing. Marketing is the
process of identifying, evaluating, and cultivating potential clients who have a need for specific products and /or services. Once a prospective client is identified who needs specific products Selling is the process of reaching closure with Marketing typically involves more interaction and/or services. the process of selling begins. a client to the point of a contractual obligation. with a prospective client than selling .
Selling. Selling focuses primarily on reaching a formal agreement to purchase products and/or services for a particular cost. influencing a specific purchase activity . negotiating contracts. Also, selling includes persuading, promoting , or In the government market place, selling typically
involves responding to requests for proposals (RFPs) and requests for quotations as well as In the commercial market place. selling involves writing commercial terms and conditions covering the exchange of money for specified , products and/or service .
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"Th is i n formauon is rcsmctcd as conlidcnual and propncta ry as provided under the Trad e Sc'C rcts Act "
Advanced Resource Technologies. Inc. Business Development. processes and more.
Business development involves both the marketing and selling Perhaps the most imponant function. The purpose of In fact, through
Advenising activities, strategic business planning , product development ,
and training are imponant business development functions.
however. is active involvement in long-term business activities with a client. or expanding business with each client to the maximum extent possible. new revenue dollars.
these long-term activities is to realize the full business potential of existing clients by "growing" effective business development activities, add-on business should represent the majority of all
Lead.
A lead is a business opponunity with concrete potential.
The opponunity may
be government or commercial business. The degree of potential is viewed in terms of likelihood of reaching mutually agreeable contract terms. The potential is concrete in terms of factors such as does the prospective client have funds, is the prospective client in need of specific ART/ products and / or services, (e.g. requirement) and is the prospective client inclined to deal with ART/ (e.g. is another competitor firmly entrenched with the client?)? only after "qualificatio n " or evaluation by ART!. A lead becomes a lead
3.2.3 Business Development Process

The ART/ business development process is team-oriented and guided by a business plan developed by corporate officers and approved by the President. target planning The process is team-oriented in that marketing visits are made by two members of ART/ . Additionally, lead qualification, and other activities are accomplished in a team environment rather than by The Director Business Development is individuals operating independently . The process is guided by a business plan that is produced annually but reviewed and updated quanerly. responsible for ensuring the business plan is developed and updated . Government and
commercial marketing targets are chosen based on guidance contained in the ART/ business plan. Marketing emphasis is placed on current and previous client s.
26
"This i nformauon
IS
rcst nctcd as con lidemial and propnctary as prov1dcd under the Trade Secrets Act"
Advanced Resource Technologie s, Inc.
Marketing visits are normally made with an ART! technical or marketing perso n. Usually the first marketing visit includes a verbal presentation of ART! corporate capabilities and the delivery of marketing materials. A capabilities presentation is tailored to the requirement of the
agency or firm being visited . Similarl y , marketing materials delivered are frequently tailored to the agency or firm being visited .
Generall y , ART! personnel make marketing visits to an individual in an agency or firm once that individual is qualified as a lead to potential business. On some occasions, however,
a visit may be made as a part of information gathering activities pertaining to an agency or firm . The agency or firm may be an ART/ business target and the individual visited is simply a means to expand networking and data collection activities.
Project manager objective s, be consistent
marketing activities must always be planned to meet ART! corporate with ART/'s products and services and involve some form of
documentation and internal coordination. the prospects are "qualified"
Frequentl y , an actively networking project manager Until As explained earlie r, a lead is
will encounter new information or business prospects that appear to offer some potential. or evaluate d , they are not leads. a business opportunity with concrete potential.
Determining concrete potential may take several
more meeting s , considerable data collection, and certainly internal coordination with key ART! personnel. As a minimum , a new contact is not a lead unless some clear business opportunity is demonstrate d .
3.3
Proposal Support
As ART! develops and fosters new busines s, project managers will be called upon
frequently to support the drafting and development of proposals directed to government agencies (and, on occasion , private/commercial corporation s). Proposals are written in response to
requests for proposals (RFPs) or statements of work ( ow) and must be completed within a specified date and time.
27
"This i nfor ma u on 1 s reslr icled as contid cm ial and propnctary as proVId e - d under lh c T rad e Scc relS Acl
Every project manager will become involved in this regard , either as proposal manager, writer, or critiquer. Proposal support activities may include one or more of the followin g:
Managerial Support Proposal Management 'Red Team' Support
Technical Support Proposal Writing Research (technical /data) Liaison
Editorial Support Logistical Support Resume acquisition Research (personnel/ resource ) Database Management
Other Support as Required
3.3.1 Purpose
The reasons that ART! often utilizes project managers in this regard include (but are not limited to) the following:
To take advantage of the project manager's expertise, and background
unique technical knowledge
To employ the project manager 's writing and editorial style, To use personnel resources that may be known by the project manager, and To utilize informational resources known by the project manager.
The advantages of utilizing project managers in the development of technical proposals include the following:
28
"This i nformation is restricted :J .S confidential and proprietary as provided under the Trade SecretS Act "
Inc.
The project manage r 's input adds to the quality of the proposal. The project manager developmen t, and gains valuable expertise in proposal management and
The project manager gains additional knowledge of the propo al process.
3.3.2 Process
In providing support to ART/'s proposal development activitie s , the project manager
typically follows these steps (allowing for variations indigenous to each specific proposal and diverse situations ):
Review the RFP Meet with directo r, marketing Attend meeting with prime contractor or subcontractor (if teaming ) Attend/schedule planning meeting Develop Proposal Management Plan Meet with directo r , marketing Coordinate team strategy Conduct team meeting (s) Implement plan It is imperative that ART! meet all of the custome r 's requirements. that ART! will not perform work out of scope of the contrac t, and that ART! will not over- or unde r-cost the contract. To ensure that these objectives are met, draft an outline. using the following matrix as appropriate to the customer:
S . O. W . PARAGRAPH NUMBER
WBS NUMBER
PROPOSAL PARAGRAPH NUMBER
CLIN NUMBER
Ex:
C.1.3.2
1310
2.3. 7
OOOAA
Provide support in drafting the technical proposal Research information Write draft (s) Submit to " red team., for review Review edited drafts and final copy
29
"Th is informauon o s res m eted as con tidcm ial and prop newry as prov ided und e r the Trade Sec rets Act
Inc.
29
"Th is informauon o s res m eted as con tidcm ial and prop newry as prov ided und e r the Trade Sec rets Act
Inc.
Coordinate with director, finance and administration Review cost proposal Cross-reference technical proposal Prepare final package "Red Team " Review TQM Review
Use the following guidelines when writing proposals, keeping in mind that specific customer requirements and the distinctiveness of the envirorunent will necessitate changes which should be included on an ad hoc basis:
Answer the question , "Why is this the best technical solution?"; Answer the question , "Why is ART/ the best contractor to provide the technical solution?"; When discussing the relationship between the customer and ART/, always refer to the customer first; Only the Contracting Officer can legally bind the customer (unless he/she has delegated authority to the COTR in writing ); Only the ART/ president and finance officer can legally bind ART/. Verbal and written commitments made by ART/ project managers can result in contract disputes. Therefore, it is best to use good judgement in working with the client and coordinate actions through the corporate officers. Remember that a proposal manager manages a procurement until contract award; Remember that a project manager manages a procurement from contract award through account close-out: Proposals are written in the formal English language since the proposal becomes the contract at contract award (for example, no single-sentence paragraphs and no split infinitives); and Most importantly, remember that all proposals must be written in compliance with the RFP, following the directions provided in RFP Section L.
See Attachment E for an example of the schedule for a proposal.
30
"This informauon
IS
rcslrlctcd as confidcmial and propnemry as provided under the Trade St-crets Act"
3.4
Ad Hoc Assistance
As a small business , ART! may call upon personnel to be multi-faceted to support diverse
business functions or opportunities. business year.
This is especially true for project managers.
Be prepared
to support ART! by assuming and performing additional duties " during certain phases of the
3.4.1 Purpose
Any special group established for short duration
to accomplish an action or make
recommendations to the President , ART! will be considered an ad hoc assistance activity . Ad Hoc assignment may be as an individual or part of a committee established for action on a subject area as needed. For example, an ad hoc individual or committee will serve as or set up criteria for Employee of the Month; Best Suggestio n; and/or Project Team of the Year. committee or planning team for relocatio n. From time to time. project managers may be requested to participate on a proposal team , entertainment
3.4.2 Process
A person will be assigned to be in charge of the ad hoc group and the members of the group will receive guidance and direction from that person. considered the leader and responsible for obtaining result s. The person in charge will be
The ad hoc committee or group may produce a report , schedule an event, or provide recommendation s. or they may become an advisory group. The group must be formed by the president and report to the president or a person designated by the president.
The expectations of the group will be outlined in a memorandum that will also contain the specific tasks to be performed by the group . The group will refer to the memorandum when responding to their tasks in a written format.
31
"This information is restricted as conlidcmial and propnetary as provided under the Trade S L " C r L 'I S Act"
APPENDIX C IN-HOUSE WEEKLY ACTIVITY REPORT SAMPLE
IN-HOUSE WEEKLY ACTIVITY REPORT

for the period of
Name: Supervisor:
A.
1.
THIS WEEK'S SIGNIFICANT ACTIVITIES:

Projec t(s): a. b. Major event (s). Minor event (s).
2.
Marketing : a. b. c. d. Provided lead to agency. Identified business contact. Follow-on opportunity on contract (no less than three months prior to end of contract ). Sales (sold product ).
3.
Other significant activitie s:
B.
1. 2. 3.
NEXT WEEK'S SIGNIFICANT ACTIVITIES:

Project (s). Marketing. Other significant activities.
C.
1.
RESOURCES:
Personnel requirements (consultant s, new personnel. leave , illness, TDY) Financial requirements (equipmen t, travel. documents, mailing s)
2.
C-1
Advanced Resource Technologies, Inc. D.

1. 2.
DELIVERABLES:
DUE OUT (DATE to client ) DUE IN (DUE from subcontracto r , vendor )
E.
PROBLEM AREAS/SUGGESTIONS:
C-2
APPENDIXD PROPOSAL SCHEDULE FORM
PROPOSAL SCHEDULE
Proposal T---------ie -------t - -------l Proposal Manager Start Date Responsibilities
Cost plan Personnel plan Front material Technical approach Management approach Resumes Corporate experience Appendices
Proposal Number Delivery Date ----------Back-up
Person Responsible
Activity/Event
Person Responsible
Due Date
Delivered Date
Issues and key factors meeting Handwritte n draft exhibits to WP Outline(s) Initial personnel plan
2 "d draft personnel plan
Final personnel plan Initial cost plan D-1
2 "d draft cost plan
Final draft co t plan Draft cost prop
D-3
Final cost prop review Final cost prop Final cost prop to President _
D-4
PROPOSAL PRODUCTION SCHEDULE
Proposal Manager ---------Start Date
-Proposal Number Delivery Date
_ _
Activity/Event
Handwritten draft exhibits to WP Resumes to WP
Person Responsible Date
Due
Delivered Date
1st rough draft entire tech prop to WP 1 s t draft tech prop & exhibits from WP to prop mgr
2nd
draft tech prop to WP
2nd
draft tech prop from WP to editor draft tech prop to prop mgr
2nd
y c t draft tech prop to WP
3rd
draft tech prop to prop mgr
Final draft tech prop to WP Final draft tech prop to prop mgr Copies of tech prop to Red Team
D-5
Tech Final
prop changes
Red tech
Team prop to
meeting WP
Paste up graphics Final tech prop to editor for proofing
D-6
Activitv/Event Final tech & cost prop to production Final tech prop to President for signature QA of all prop copies Delivery of prop
Person Responsible
Due Date
Delivered Date
cc:
Proposal Manager , J . Radoll , J . Boulware, D. Fahey , R. Ezell, M . Sharpe, E. Manley , Editor
Estimated number of hours to produce proposal : Writers Word Processing Editing Graphics
Production TOTAL
D-4
APPENDIX E SAMPLE CHARTS
PROGRAM REVIEW PROJECT NAME: CLIENT ORGANIZATIO : N CONTRACT NUMBER: COTR/ PROJECT OFFICER : PERIOD OF REPORT: A. Actions Completed
l.
2.
B. C. D. E. F. G.
On-Going Actions Planned actions for Next Reporting Period Resource Utilization Proposed Resource Uti l ization for Next Period Deliverables Issues
PROJECT STATUS
ACTUAL/PLANNED EXPENDITURES

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Loch Harbour Group, Inc.

Project Manager Handbook

SECTION 2. PROJECT MANAGEMENT

Advanced Resource Technologies. Inc.

Project Manager Handbook

SECTION 3. CORPORATE RESPONSIBILITIES

Proposal Support 3.3.1 Purpose 3.3.2 Process . .

Advanced Resource Technologies. Inc.

Project Manager Handbook

Loch Harbour Group, Inc.

Project Manager Handbook

Ad Hoc Assistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.4. 1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.4. 2 Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Loch Harbour Group, Inc. iii

Project Manager Handbook

Advanced Resource Technologies, Inc.

Project Manager Handbook

client, the company , the team , and the marketplac e.

manager is foremost a manager of resources in several areas:

participates in other responsibilities external to the project such as Ad"aAe98

r""7 !1 't# " : M

Advanced Resource Technologies. Inc.

Project Manager Handbook

business affairs of the project.

mate rial (& )aAd documentation will be required to supplement

1.1.2 Objectives and Goals

corporate philosophy encompasses the corporate mission , which represents A:RJ:r

as being dedicated to the following:

Maintaining total quality management and assurance, 2

Advanced Resource Technologies. Inc.

Project Manager Handbook

j)) t!. ...............

Advanced Resource Technologies. Inc.

Project Manager Handbook

Advanced Resource Technologies. Inc.

Project Manager Handbook

SECTION 2 PROJECT MANAGEMENT DUTIES

2.1.1 Project Planning

Prepared by the project manager ,

Advanced Resource Technologies. Inc.

Project Manager Handbook

Submitted within two weeks of the contract.

Advanced Resource Technolog ies. Inc .

Project Manager Handbook

information is entered in a logical manner. utilize the information contained therei n.

Thus, corporate management can expeditiously

Advanced Resource Technolog ies. Inc .

Project Manager Handbook

2.1.2 Total Quality Management

possesses and conforms to requirements.

Advanced Resource Technologie s, Inc.

Project Manager Handbook

Advanced Resource Technologies. Inc .

Project Manager Handbook

2.1.3 Client Support

Thus, the client 's needs must be identified in order to help

operation s, finances internal

Advanced Resource Technologies. Inc .

Project Manager Handbook

Advanced Resource Technologies, Inc.

Project Manager Handbook

Project managers serve as the link between

to the client and the client to

is you and you are

" is best illustrated. G