TMAE 315 INTERNATIONAL PROJECT MANAGEMENT Phạm Thị Mai Khanh (Ph.D.) phamthimaikhanh.cs2@ftu.edu.vn 1 References 1. Meredith J., Mantel S. and Shafer S. (2017), Project Management A managerial approach, 10th edition, John Wiley & Sons, Inc. 2. Lientz B. and Rea K. (2003), International project management, Academic Press 3. Project Management Institute (2016), A Guide to the project management body of knowledge, 6th edition. 4. JISC Project Management Toolkit, https://www.jisc.ac.uk/guides/project-management# 5. CDC Project Management Templates: https://www2a.cdc.gov/cdcup/library/templates/default.htm 2 1 Chapter 1: Overview of International Project Management Unit Name: International Project Management Main Contents 1. Interna3onal Project: concepts, characteris3cs and life cycle 2. Interna3onal Project Management: concepts, evolvement and content 3. Stakeholder Management 2 1. PROJECT 5 1.1. What is a project? • Projects are unique, transient endeavours undertaken to achieve a desired outcome. [Association for Project Management, 2004] • A unique set of coordinated activities, with definite starting and finishing points, undertaken by an individual or organisation to meet specific performance objectives with defined schedule, cost and performance parameters. [British Standard 6079, 2000] • A management environment that is created for the purpose of delivering one or more business products according to a specified business case. [Prince2, 2009] • A temporary organisation that is needed to produce a unique and predefined outcome or result at a given time using predetermined resources. [Prince2, 2009] • A project refers to a value creation undertaking based on a specific mission, which is completed in a given or agreed timeframe and under constraints, including resources and external circumstances. [Project Management Association of Japan, 2005] 3 Project - Definition In the broadest sense, a project is a specific, finite task to be accomplished. (Meredith and Mantel, 2009, p. 9) A project is a temporary endeavour undertaken to create a unique product or service. (PMBOK 2016) To solve a problem??? hLps://www.youtube.com/watch?v=rBSCvPYGnTc&t=10s 7 A project is... ‘…an endeavor in which human material and financial resources are organized in a novel way to deliver a unique scope of work of given specifica3on oWen within constraints of cost and Cme to achieve beneficial changes defined by quan3ta3ve and qualita3ve objec3ves.’ (UK Associa3on for Project Management - APM) … a progressive elaboraCon to achieve specific objec3ves within budget and 3me constraints (Lientz and Rea, 2003) … a human acCvity that achieves a clear objec3ve against a 3me scale. (Reiss, 2007) 8 4 9 Theme • Unique – Or aspects of uniqueness (management by exception!) • Temporary (one-time occurrence) – Organisation, finances • Focused – Delivering a defined result (product or service) • Emergence – High level benefits known – Exact objective and means to achieve them evolve after a certain amount of work has been done • Uncertainty – The future is unpredictable – Unknowns : achievable objective, costs, durations 5 Theme • Change – Any new system (deliverable) will impact on the way people work • Social construction – People and systems of people have complex and dynamic interactions • Integration – People (staff and end users; training and media coverage), systems, technology, knowledge • Constraints – PCTS (Performance – Cost – Time and Scope) Project Characteristics Project Constraints - PCTS The fourth indent for project success: the client satisfaction 12 6 PROJECT VS. PROCESS 13 Project vs. Process Projects Functional Work (Processes) • Human activities • Resource-limited • 3 main phases: planning, execution, control and monitoring • Unique and temporary Once the end-point is reach, the project is over (one-time events) • Routine • Tasks that are performed over and over again 14 7 Project vs. Process Projects Functional Work (Processes) • Human activities • Resource-limited • 3 main phases: planning, execution, control and monitoring • Unique and temporary Once the end-point is reach, the project is over (one-time events) • Routine • Tasks that are performed over and over again Source: Maylor 2010, p. 11 15 Phân biệt dự án và hoạt động STT Mô tả 1 Xây dựng nhà máy sản xuất ô tô 2 Vận hành hoạt động của nhà máy sản xuất ô tô 3 Thiết kế một mẫu xe mới 4 Chiến dịch marketing để quảng cáo một mẫu xe mới 5 Thiết kế một phần mềm để quản lý thông tin khách hàng 6 Sử dụng phần mềm để quản lý thông tin khách hàng 7 Xây dựng một nhà máy điện 8 Vận hành một nhà máy điện 9 Lắp đặt thêm một tổ máy mới cho nhà máy điện 10 Sửa chữa, bảo dưỡng các tổ máy đang hoạt động DA HĐ 16 8 Project vs. Process Projects Functional Work (Processes) • Human activities • Resource-limited • 3 main phases: planning, execution, control and monitoring • Unique and temporary Once the end-point is reach, the project is over (one-time events) • Routine • Tasks that are performed over and over again Source: Maylor 2010, p. 12 17 Project vs. Process Projects Functional Work (Processes) • Human activities • Resource-limited • 3 main phases: planning, execution, control and monitoring • Unique and temporary Once the end-point is reach, the project is over (one-time events) • Routine • Tasks that are performed over and over again Source: Maylor 2010, p. 8 18 9 Volume and Characteris3cs Variety Other related terms • Program (encompasses a group of similar projects oriented toward a specific goals) – Sub-project – Project – Tasks – Work Packages • PorJolio • InternaConal Investment Project 20 10 A project is a temporary endeavour undertaken to create a unique product or service. (PMBOK 2004) It is • performed by people • constrained by limited resources • planned, executed and controlled 1.2. The Life Cycle of Projects • All organisms have a life cycle, they are born, grow, wane, and die – So do projects • Some projects follow an S-shaped curve – They start slowly, develop momentum, and then finish slowly • Other project follow a J-shaped curve – They start slowly , proceed slowly, and then finish rapidly 11 The Project Life Cycle Figure 1-2 An Alternate Project Life Cycle Figure 1-3 12 Project Life Cycle 1. Conception 1. Initiation 2. Planning 2. Execution 3. Termination 3. Execution, Control and Monitoring 4. Termination 1. Conception 2. Planning 3. Execution 4. Control and Monitoring 5. Termination 25 Project Life Cycle 26 13 Project Life Cycle Cost and Staffing level Intermediate Phases (one or more) Initial Phase Final Phase Time Finish Start Milestones : • defined state of the project • decision point Potential for chages vs. cost of change in a Project Life Cycle Pham Thi Mai Khanh-Foreign Trade University Concept Design Implement Comm Operation Level of influence Potential to add values Cost of change Concept Design Implement Commission Cost of change -i IT $1 $10 $100 $1000 14 4-D Project Cycle Maylor (2010), Project Management, Prentice Hall, p. 32 29 4-D Project Cycle E.g. Supply of a Information Management System to a Hospital Maylor (2010), Project Management, Prentice Hall 30 15 4-D Project Cycle E.g. Supply of a Information Management System to a Hospital Maylor (2010), Project Management, Prentice Hall 31 Projects vs. Enterprises (A) (C) (B) (D) Enterprise/Firm Project 16 Projects and Organiza3onal Strategy Strategic management – the science of formulating, implementing and evaluating cross-functional decisions that enable an organization to achieve its objectives. Consists of: – Developing vision and mission statements – Formulating, implementing, and evaluating – Making cross-functional decisions – Achieving objectives Copyright ©2016 Pearson Education, Inc. 2-5 OrganiSATIONAL STRATEGY PROCESS 2-34 Copyright ©2016 Pearson Education, Inc. 17 Project and Organiza3on strategy Maylor, 2010 2-35 Copyright ©2016 Pearson Education, Inc. Projects Reflect Strategy (Table 2.1) 2-6 Copyright ©2016 Pearson Education, Inc. 18 TOWS matrix (Figure 2.2) 2-7 TRADITIONAL VS. STRATEGIC APPROACHES Maylor, 2010 2-38 Copyright ©2016 Pearson Education, Inc. 19 2. Project Management What is project management? Project Management-Concepts (1) • …. a combina3on of management and planning and the management of change. (Reiss, 1993 ) • … to plan, co-ordinate and control the complex and diverse ac3vi3es of modern industrial and commercial projects (Lock, 1994) • …a specialised management technique, to plan and control projects under a strong single point of responsibility. (Burke, 1993) 40 20 Project Management – Concept (2) • … the applica3on of a collec3on of tools and techniques (such as the CPM and matrix organisa3on) to direct the use of diverse resources toward the accomplishment of a unique, complex, one-Cme task within Cme, cost and quality constraints. Each task requires a par3cular mix of theses tools and techniques structured to fit the task environment and life cycle (from concep3on to comple3on) of the task. (Oisen, 1971 – reflected the 1950’s view) • … the planning, organisa3on, monitoring and control of all aspects of a project and the mo3va3on of all involved to achieve the project objec3ves safely and within agreed 3me, cost and performance criteria. The project manager is the single point of responsibility for achieving this. (UK APM) • … the applica3on of knowledge, skills, tools, and techniques to project ac3vi3es to meet the project requirements. (PMI) 41 Project Management – Concept (3) Project management is the art and science of converting vision into reality. (Turner, 1996) 42 21 Project Management – concept (4) “The applicaCon of knowledge, skills, tools, and techniques to meet project requirements.” Project Management Ins3tute, 2013 Project Management-Concept (5) The applica3on of Knowledge Skills Tools Techniques to Planning Organiza3on/Coordina3on Monitoring and Control to achieve project objec3ves Time Cost Required Performance Efficiency Ancillary Objec3ves 44 22 45 Project Management Philosophy • The “Golden Rule” of Project Management is three words: – Plan – Organize – Control 23 Why the Emphasis on Project Management? • Many tasks do not fit neatly into business-asusual • Organiza3ons need to assign responsibility and authority for the achievement of their goals Importance of successful project management to an organisation Figure 1.4 Innovation and maintenance activities in project and line management 24 Comparison of Project Management and General Management Table 1-1 Why Project Management? -Forces The characteris3cs of our contemporary society demand the development of new methods of management: (1) the exponen3al expansion of human knowledge; (2) the growing demand for a broad range of complex, sophis3cated, customized goods and services; and (3) the evolu3on of worldwide compe33ve markets for the produc3on and consump3on of goods and services. All three forces combine to mandate the use of teams to solve problems that used to be solvable by individuals. These three forces combine to increase greatly the complexity of goods and services produced plus the complexity of the processes used to produce them. This, in turn, leads to the need for more sophisCcated systems to control both outcomes and processes. 1-50 25 Why Project Management? - efficiency • The main purpose for initiating a project is to accomplish some goal • Project management increases the likelihood of accomplishing that goal • Project management gives us someone (the project manager) to spearhead the project and to hold accountable for its completion 1-51 Negative Side to Project Management • Greater organizational complexity • Higher probability organizational policy will be violated • Says managers cannot accomplish the desired outcome • Conflict 1-52 26 The Evolution of Project Management • Historical projects – Tower of Babel – Egyptian pyramids – Great Wall of China • The Manhattan Project • Modern credit for the development of project management goes to the military – Navy’s Polaris program – NASA’s Apollo space program – Development of “smart bombs” and “missiles” 1-53 The evolution of PM • The grandfather of management science– Frederick Winslow Taylor (an American engineer) – end of 19th century – beginning of 20th century. • The grandfathers of PM: beginning of 20th century – Henry Gantt (US): Gantt Chart (1910). – Henri Fayol (French): the introduction of the 5 functions of project management. • Widely used during 1950 – 1960: PERT – Program Evaluation and Review Technique) and CPM – Critical Path Method) 54 27 The Evolution of Project Management • 1969: The formation of Project Management Institution (PMI) in the USA, grew from 7,500 members in 1990 to over 440,000 in 190 countries by mid-2013 • 1981: PMI published “A Guide to the Project Management Body of Knowledge” (PMBOK® Guide) , which is recognized throughout the world as a standard for managing projects in today’s marketplace. The PMBOK® Guide is approved as an American National Standard (ANS) by the American National Standards Institute (ANSI). • Other organizations – Association for Project Management (APM – UK) – International Project Management Association (IPMA) 1-55 The Evolution of Project Management • Since 1990s, project management has found wide acceptance in industry • It has many applications outside of construction – Managing legal cases – Managing new product releases 1-56 28 Project management past and present Historical development of project management 3. Knowledge Areas of PM 58 29 Knowledge Areas of PM 1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Management 10.Stakeholders’ Management 59 PM 5 Process Groups and 9 Knowledge Management Areas Stakeholders’ Management 60 30 OVERVIEW OF THE PMI’S PMBOK KNOWLEDGE AREAS 1-30 31 PM and other areas of knowlege Management Professional Knowledge Project Management Complement Knowledge 63 The 7 S of Project Management 32 4. STAKEHOLDER MANAGEMENT Stakeholder Analysis • Stakeholders are individuals, work groups and organizations that are actively involved in the project, or whose interests can be positively or negatively affected as the result of project execution or project completion. • Stakeholder analysis serves two purposes: – to determine the information needs of the various stakeholders. – to devise a communication strategy that will best serve the project. 33 Typical Roles and Responsibilities of Stakeholders • Project Sponsor – the one with the money • Senior Management – e.g. priorities between projects, project charter • Team – Does Planning and Execution • Functional Manager: – “owns” resources (IT, marketing, etc.) • Project Manager – The individual responsible for the project • Other Stakeholders – Customer, external experts, … 34 STAKEHOLDER MANAGEMENT PROCESSES 1. 2. 3. 4. Iden3fy stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement 4.1. IDENTIFY STAKEHOLDERS • • The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success. Key benefit: it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders. 35 The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change—or new ones identified—throughout the life cycle of the project. 72 36 Stakeholder Analysis Stakeholders Stake in PotenCal the project Impact on/ Interest in the Project ExpectaCons Perceived AOtude Stakeholder Management Strategy Responsibility Supporter /Neutral /Resister 73 Iden3fy Stakeholders • Stakeholder engagement levels – Unaware: unaware of the project and its poten3al impacts on them – Resistant: aware of the project yet resistant to change – Neutral: aware of the project yet neither suppor3ve nor resistant – Suppor3ve: aware of the project and suppor3ve of change – Leading: aware of the project and its potential impacts and actively engaged in helping it succeed 37 Stakeholder Management Strategy Grid 75 Stakeholder Analysis Stakeholders Stake in PotenCal the project Impact on/ Interest in the Project H/L H/H L/H L/L ExpectaCons Perceived AOtude Stakeholder Management Strategy Responsibility Supporter Keep Sa3sfied /Neutral Managed Closely /Resister Keep informed Monitor 76 38 4.2. PLAN STAKEHOLDER MANAGEMENT • The process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. • Key benefit: it provides a clear, actionable plan to interact with project stakeholders to support the project’s interests 39 Plan Stakeholder Management • AWer iden3fying and analyzing stakeholders, project teams should develop a plan for management them – May be formal or informal, based on the needs of the project • The stakeholder management plan can include: – – – – – Current and desired engagement levels Interrela3onships between stakeholders Communica3on requirements Poten3al management strategies for each stakeholders Methods for upda3ng the stakeholder management plan Plan Stakeholder Management • Because a stakeholder management plan oWen includes sensi3ve informa3on, it should not be part of the official project documents, which are normally available for all stakeholders to review – In many cases, only project managers and a few other team members should prepare the stakeholder management plan – Parts of the stakeholder management plan are not wriLen down, and if they are, distribu3on is strictly limited 40 4.3. MANAGE STAKEHOLER ENGAGEMENT • The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle. • Key benefit: it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success 41 Communica3on Management Plan Provides guidance and informa3on on managing stakeholder expecta3ons, a communica3on management plan includes (but is not limited to): • Stakeholder communica3ons requirements; • Informa3on to be communicated, including language, format, content, and level of detail; • Reason for distribu3on of informa3on; • Person or groups who will receive informa3on; and • Escala3on process. Stakeholder Communica3on Plan Stakeholders Interest/Power Mgt Strategy Key Interests/ Issues Desired Impact/ Roles Message Needed AcCons Desired CommunicaCon Vehicles/Channel 84 42 Manage Stakeholder Engagement • Project success is oWen measured in terms of customer/sponsor sa3sfac3on – Project sponsors oWen rank scope, 3me, and cost goals in order of importance and provide guidelines on how to balance the triple constraint • This ranking can be shown in an expecta3ons management matrix to help clarify expecta3ons e. Manage Stakeholder Engagement • Understanding the stakeholders’ expecta3ons can help in managing issues – Issues should be documented in an issue log, a tool used to document, monitor, and track issues that need resolu3on – Unresolved issues can be a major source of conflict and result in stakeholder expecta3ons not being met – Issue logs can address other knowledge areas as well Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 43 Manage Stakeholder Engagement Issue # DescripCon Impact Date Reported Reported By Assigned to Priority (H/ M/L) Due Date Status Comments 1 Need requirements categorized as mandatory and op3onal Cannot do much without it Feb. 4 Ryan Stephen H Feb. 8 Closed Requirements clearly labeled 2 Need shorter list of poten3al suppliers —no more than 10 Will delay evalua3on without it Feb. 6 Debra Ryan H Feb. 12 Open Almost finished; needed requirements categorized first Etc. Table 13-4 Sample issue log 4.4. CONTROL STAKEHOLDER ENGAGEMENT • The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. • Key benefit: it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. 44 Khởi công dự án lọc hóa dầu lớn nhất Việt Nam Với tổng vốn đầu tư hơn 9 tỷ USD, dự án lọc hóa dầu Nghi Sơn là một trong những dự án đầu tư nước ngoài lớn nhất Việt Nam hiện nay. Sau khi đi vào hoạt động, nhà máy sẽ đáp ứng khoảng 40% nhu cầu xăng dầu toàn quốc. Sáng 23/10, Tập đoàn Dầu khí Quốc gia Việt Nam (PetroVietnam) cùng các đối tác liên doanh đã tổ chức khởi công tổ hợp lọc hoá dầu Nghi Sơn. Với tổng vốn đầu tư trên 9 tỷ USD, đây là một trong những dự án đầu tư nước ngoài lớn nhất hiện nay. Nhà máy có tổng công suất giai đoạn 1 là 10 triệu tấn dầu thô một năm và sẽ nâng công suất giai đoạn 2 lên 20 triệu tấn. Theo kế hoạch, công trình sẽ hoàn thành đầu tư xây dựng giai đoạn một và vận hành thương mại vào quý I/2017. Sau khi đi vào hoạt động, dự án không những góp phần bảo đảm an ninh năng lượng quốc gia, phục vụ sự nghiệp công nghiệp hóa, hiện đại hóa đất nước mà còn có sức lan tỏa và tạo bước đột phá mới cho thu hút đầu tư, phát triển Khu kinh tế Nghi Sơn và vùng phụ cận. Chủ đầu tư của dự án là Công ty TNHH Lọc hóa dầu Nghi Sơn (NSRP) được thành lập, góp vốn bởi Tập đoàn Dầu khí Quốc gia Việt Nam (25,1%), Công ty Dầu khí Quốc tế Kuwait (KPI/KPE - 35,1%) Công ty Idemitsu Kosan Nhật (IKC 35,1%) và Công ty Hoá chất Mitsui Nhật Bản (MCI - 4,7%). Dự án được giới thiệu là tổ hợp hóa dầu chế biến sâu tầm cỡ thế giới, sử dụng công nghệ tiên tiến, cho ra các sản phẩm bao gồm khí hóa lỏng LPG, xăng (RON 92, 95), dầu diesel (cao cấp, thường), dầu hoả/nhiên liệu phản lực, nhựa Polypropylene, Para-xylene, Benzene... Phát biểu tại lễ khởi công, Thủ tướng Nguyễn Tấn Dũng đánh giá cao nỗ lực của Tập đoàn Dầu khí Việt Nam, các nhà đầu tư nước ngoài, Công ty Lọc hóa dầu Nghi Sơn, các nhà tài trợ vốn và các nhà thầu EPC trong một thời gian ngắn đã hoàn thành khối lượng lớn các công việc, thu xếp nguồn vốn và hoàn tất thủ tục đầu tư để hôm nay chúng ta có đủ điều kiện khởi công dự án. Người đứng đấu Chính phủ cũng nhấn mạnh việc khởi công xây dựng hợp đồng EPC hôm nay mới chỉ là bước khởi đầu, khối lượng công việc phía trước còn rất lớn với nhiều khó khăn, thách thức. Lê Hoàng http://kinhdoanh.vnexpress.net/tin-tuc/doanh-nghiep/khoi-cong-du-an-loc-hoa-dau-lon-nhat-vietnam-2899665.html 90 45 • • • Chủ đầu tư của dự án là Công ty TNHH Lọc hóa dầu Nghi Sơn (NSRP) được thành lập theo Hợp đồng liên doanh ký ngày 7/4/2008 và Giấy chứng nhận đầu tư cấp ngày 14/4/2008. Nhà thầu EPC của dự án gồm: Liên danh nhà thầu do Công ty JGC Corporation (Nhật Bản) đứng đầu và các nhà thầu: Chiyoda Corporation (Nhật Bản), GS Engineering & Construction Corporation (Hàn Quốc); SK Engineering & Construction Co., Ltd (Hàn Quốc); Technip France (Pháp) và Technip Geoproduction (Malaysia). http://baodientu.chinhphu.vn/Tin-noi-bat/Thu-tuong-phat-lenh-khoi-cong-Lien-hop-Loc-hoa-dauNghi-Son/183678.vgp Phạm vi công việc của Nhà thầu EPC bao gồm toàn bộ công việc thiết kế, mua sắm, xây lắp và hỗ trợ chạy thử cho toàn bộ nhà máy, ngoại trừ công tác nạo nét ban đầu và san lấp mặt bằng được thực hiện bởi các đơn vị thành viên của Tập đoàn Dầu khí Việt Nam. Liên hợp Lọc hóa dầu Nghi Sơn là tổ hợp lọc hóa dầu chế biến sâu, tầm cỡ thế giới ở công suất, nguyên liệu và sản phẩm. Ông Hussain Esmaiel, Chủ tịch KPI kiêm Chủ tịch Hội đồng Thành viên Công ty TNHH Lọc hóa dầu Nghi Sơn cho biết: Liên hợp Lọc hóa dầu Nghi Sơn có sông suất 200 nghìn thùng/ngày, tương đương 10 triệu tấn dầu thô/năm; sẽ cung cấp các sản phẩm lọc, hóa dầu đảm bảo an ninh năng lượng cho Việt Nam trong thời gian tới. Dự án có tổng mức đầu tư 9 tỉ USD, gồm có 3 cổ đông chính: Tập đoàn Dầu khí Việt Nam (25,1%); Công ty Dầu khí Quốc tế Kuwait (KPI/KPE) 35,1%; Công ty Idemitsu Kosan Nhật Bản (IKC) 35,1%. Các cổ đông chính sẽ đóng góp số vốn khoảng 4 tỉ USD, 5 tỉ USD còn lại sẽ ký với các liên doanh, ngân hàng, tổ chức tài chính quốc tế. http://www.pvcfc.com.vn/article-detail.aspx?id=77 91 Bài tập về nhà – Bài 1 • Tìm thông tin thêm về một dự án đầu tư thực tế tại Việt Nam trên các khía cạnh sau: – – – – – – – – – – Tên dự án (vấn đề mà dự án giải quyết) Mục tiêu dự án Tổng vốn đầu tư và nguồn vốn (nhà tài trợ) Thời gian tiến hành Các bên có liên quan đến dự án, yêu cầu, mong đợi của các bên liên quan Các hoạt động cơ bản của dự án, trình tự các hoạt động Các công cụ được sử dụng để thiết kế và quản trị dự án (tuỳ chọn) Cơ cấu tổ chức của dự án (tuỳ chọn) Cơ chế báo cáo, kiểm soát, quản trị rủi ro của dự án (tuỳ chọn) Tình trạng dự án cho tới nay? Các tiêu chí đánh giá thành công của dự án trên thực tế? 92 46