Course Title / Code:

Project Management
UFA 2003

Assignment:
Project Management Report Writing

Title:
REPAINTING AN INTERIOR OF A DOUBLE STORY HOUSE

Lecturer:
En. Wan Zamri Wan Hassan
Name of students:
Group 1
NO. NAME MATRIX NO.

1. NORLAILA BINTI ROSLI UFA210159

2. UFA 210134
KARYN @ KALPANA SAMINATHAN
3.
TAN CHUI CHIN UFA 210173
4.
UMAVATHI A/P MUNIYANDY UFA 210174
5.
ARMAN BIN RAMLI UFA 210178
6.
AZRYANA AQASHA BINTI MOHAMAD FAIDZAL UFC 210026
7.
MOHAMAD FARIDZAN BIN CHIN UFA190216

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LIM KO-WIN UFB210023
1. Technical Section
a. Understanding the Problem
i. Needs Identification - Current situation and problem/opportunity
A project can be developed by an organization utilizing a top-down, bottom-up, or
hybrid approach. Upper management generates project ideas using the top-down
approach. With the bottom-up approach, staff members and middle management
come up with project ideas, whereas in the mixed approach, everyone in the
organization contributes project ideas. Different teams are frequently assigned by an
organization to distinct project components. The organization contributes to ensuring
the right allocation of resources to various projects within the organization by putting
into place a needs identification system. To better comprehend each project they
begin, small-business owners should get familiar with a basic glossary of project-
management words.
Identifying the problems - Before a project even begins, possible issues can be
identified, which can save the company a lot of time and money. The corporation
must convey to the team the business needs of the project i.e. the company's long-
term strategic goals, before looking at the functional needs of the project, which is
what the team needs to finish the project.
Objectives and Opportunities - The organization must set aside money to capitalize
the project once it has assessed the needs and determined the objectives. An
organization can start allocating resources to pay for the project once the needs have
been satisfactorily identified. A business must also take into account the project's
potential future cash flow. This enables the company to evaluate potential cost
savings in order to reduce expenses and increase project efficiency.

ii. Project overview statement

An outline of a project that highlights key facts about it is called a project overview.
This is a project summary, that comprises the project name, project manager, and
sponsors, among other basic details. The value of the project, the problem it might
answer, and the objectives the team wants to accomplish are all succinctly described
in the thorough material. Since they offer a synopsis of the project, project overviews
are typically one page or less. To introduce the reader to the subject, project
managers frequently place the project overview at the start of a proposal or project
plan. Before the project starts, project managers develop a project overview to
persuade top management that the project is important. To make sure their staff is
aware of the project's aims and objectives, they might also develop a project
overview. The team has something to refer to as a guiding factor throughout the
project and is kept structured as a result.

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Project name: Taman Connaught Double Story House Interior Paint

Project manager: Norlaila Rosli

Project sponsor: Karyn
Business case: Repainting an interior of a double story house to increase its resale
value.
Problem: The owner of this double story house intended to sell the house to migrate
overseas. Although the house is well renovated with modern fixtures and fittings, due
to lack of maintenance, it looks warn out. Therefore, repainting and cleaning gave the
house a new and clean look.

Goals: Here are some of our main goals with this project:

 Increase the value of the house

 Boost the mood at home
 Protect and prevent damages from weather
 Improve air quality inside the house
 Beautify the interior

Risks or obstacles: Some of the constraints that we might face:

 Picking the correct tone of colours as to the customers satisfaction

 Sources for good quality paints which will be costly

 Having the same painter throughout the project period

 Limited duration of time i.e. work need to be completed within 15 days from
the project start date

b. Proposed approach or solution

What is a project management approach? A project approach is a collection of

guidelines and procedures used in project management. Managers can use it as a
guide so they can make decisions for their project in a methodical way. Teams can
decide how tasks should be completed more easily when there is a defined approach
to project management. Additionally, it decides when to provide deliverables.
Additionally, it enables managers to determine when it is appropriate to evaluate
procedures, interact with stakeholders, and change techniques.

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For this painting project, we will go with the most fundamental but tried-and-true form
of project management, which is the traditional approach. Due to its reliance on a
linear process and rigorous, well-defined processes, this is appropriate for projects
that have few adjustments or revisions throughout execution. Simply said, it seeks to
assist teams in achieving project goals within a predetermined time period and
budget.

The five steps of this method are typically brainstorming, task planning,
implementation, monitoring, and project closure. This should make creating a
timeline for your project easier. The only problematic element about this is that how
meticulous you were in your task planning and brainstorming phases will have a
significant impact on how well your project turns out.

Traditional Approach

Brainstorming Task planning Implementation Monitoring Finished Output

High-quality equipment and paints, along with concern for occupants, can produce
projects that last and look good. The managers of institutional and commercial
facilities rely on paints and coatings to protect the walls and other interior surfaces
while also improving the aesthetics of these surfaces. Similarly, house owners too
lookout for the same kind of effects in painting work. Nevertheless, paints are just
one component of an effective paint-application technique. Painting workers also
need a variety of tools and equipment, such as brushes, ladders, and paint sprayers,
to work as efficiently as possible. Managers will be more successful in planning and
carrying out painting projects that protect interior surfaces while avoiding delays to
facility operations if they cost-effectively specify these kinds of products.

The Stages of Planning - Labour costs account for the majority of paint application
costs. By comparing these elements to their prior knowledge of painting projects or
by consulting the most recent manuals of painting-cost estimates, which break down
labour and material unit costs separately, managers may confirm a project's relative
costs.
Considerations for Applications - Managers should pay close attention to
application methods when using a normal labour-heavy ratio because of the impact
the application method has on labour hours. For instance, using aerial personnel lifts,

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foot-wearable stilts, or roller-handle extensions instead of scaffolding sections is
quicker.

Equipment spotlight - Selecting the right brush size might mean buying brushes,
but it is worth the price when the result is shorter application times.

Setting Goals for Success - Operations disruptions are unpopular among

managers and users. Due to moving furniture, the presence of floor and furniture
covers, and frequently poorer air quality, a room painted is essentially unusable. The
choice of paint and finish can have a significant impact on schedule. Managers
should never prioritize unit cost over material quality since if premium materials can
extend the lifespan of the paint job by a factor of two, the outcome will be half as
many potential interruptions and much happy tenants and managers. Also, it reduces
labour and material expenditures by 50%.
One final glance - Any project involving the application of paint should involve a final
walk-through, so managers should allocate time for it in the timeline. The walk-
through should be conducted by the contractor and the owner's representative if a
contractor is engaged in the project. They should use a copy of the project
specifications and check each area against them to guarantee quality and
completeness. In this project, our color analysis did the walkthrough inspection upon
completion of the project, to ensure that all the paintwork are up to satisfactory before
the project manager, confidently did the handover to the client.

A combination of top-of-the-line materials, high-quality tools, methods that reduce

labour content while maintaining high quality, and proper attention to scheduling with
the customer in mind, can produce high marks for the painting program.

C. Stakeholders
House owner
The property owner is the primary stakeholder for the project. He will be responsible
to allow our workers entering the property, voice up his preferences and ratify the
final results.
Painting workers
The workers are key stakeholders, who are responsible to provide required tools and
materials, self-monitoring to make sure the project will complete timely and without
exceeding the approved budget.
Relevant authorities
The local council may have requirements and policy related to the working hour, use
of the scaffolding or other equipment.

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D. Project Life Cycle
The project life cycle will consist of 4 phases:-
Initiating
The initiating phase involves identifying the need, problem or opportunity. This
includes creating a project charter, which is an informal contract between the
customer and project team that authorized the project manager to proceed with the
project. The project charter develops general understanding between the both
parties.
Planning
The planning phase involves evaluating the scope or the project deliverables,
determining the requirements in order to draft a project plan. A detailed work
breakdown structure (WBS) was created, developed a timeline and produced cost
estimates.
Performing
The performing phase will be the actual painting work based on the plan, which
includes preparing the painting surfaces, applying the base coat and quality paint and
cleaning the work area. During this phase, monitoring and controlling activities will be
performed to track the progress, make necessary adjustments and ensure the project
progress timely.
Closing
The final phase is closing, final inspection will be carried out to confirm on completion
of the work that it satisfies the stated requirements and specifications. Last but not
least, need to finalize the outstanding paperwork and claims.

E. Critical Assumptions, Constraints and Risks

Critical Assumptions
The painting areas are structurally sound and able to withstand the weight of the
scaffolding or ladders required for the painting.
Constraints
The project was completed in a timely manner, with minimal disruption to the house
owner’s daily routine.
The painting contractors were required to apply permission or permit from the
developers management office, before carrying out the painting work because the
house was located in a guarded community.

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Risks
The weather may change unexpectedly that cause delays or damage to the painted
areas i.e. chillness that may cause delay in the coatings to dry up and ready for the
second coating.
The work may require the use of scaffolding or ladders, which could expose the
painting workers to risk of falls or accidents.

1. Management Section
a. Description of work task

i. Work Breakdown Structure (WBS)

As we are aware, the WBS provides a pictorial explanation on the overall project.
From this WBS, we can identify the tasks involved and the person in charge of
overseeing those tasks. A detailed breakdown of tasks, will enable us to
determine an estimated duration to complete the entire project.

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ii. Organization Chart

b. Deliverables
Here are the tasks we hope to complete throughout this project:

 Repaint the interior of the house with quality paint i.e. with low or zero VOCs
(Volatile Organic Compounds) to keep the level of allergens at minimum

 A good paint job to increase the overall value of the house

 Prioritizing bright colour to make the house look more appealing

 To use paints that will seal out moisture from getting into the porous walls

 To give the house a modernize look with a proper tone of colors

 Documentation, Reports

c. Project Schedule

i. Gantt Chart

One of the most common and effective methods of displaying activities (tasks or
events) displayed against time is a Gantt chart, which is frequently used in project
management. A list of the activities is located on the chart's left side, and a suitable
time scale is located along the top. A bar is used to symbolise each activity, and the
position and length of the bar correspond to the activity's beginning, middle, and
finish dates. This enables us to quickly determine the following:

 What each of the activities entails: refers the left side of the diagram below
where every tsks have been indicated

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  When the start and finish of each action: each action or task has a beginning
and ending date, which the team has to follow in order to avoid crashing or
slack that will cause delay in the project completion time.
 How much time is allocated to each activity: duration allocated for each task
has to be feasible with the number of resources allocated as this will
determine the successful completion of the project.
 Where and by how much some activities intersect with other ones: some
activities can only begin when the previous one has ended. For example, in
the diagram below, we can see that the bedrooms are being painted first,
followed by the bathrooms. So, when the previous task is delayed, it will affect
the next task, which again will cause delay in the overall completion of the
task.
 The project's start and finish dates overall: in the below diagram the start date
of the project is 5 Dec 2022 while the end date of the project is 21 Dec 2022.
This gives the stakeholder an overview of what will take place when and if it is
possible to complete the project within the stated and agreed timeframe.

iii. Network Diagram

A network diagram is a graphical representation of a project that uses connected

arrows and boxes to show how the many project activities are related to one another.

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As you can see in the below, the Network Diagram allows us to see the tasks details
i.e. activity, activity number, and the duration of each activity, which gives us an
overview of the overall duration of the entire project. Here, it also indicates the critical
part which is explained clearly in the next section.

Iii. Critical Path

A collection of project activities can be scheduled using the critical path method
(CPM), also known as critical path analysis (CPA), as an algorithm. It frequently goes
hand in hand with the method of programme evaluation and review (PERT).

The following definitions describe the key terms we use while describing the CPM
Method:

 Slack or float refers to the amount of time that a task can be postponed
without causing a project delay.
 Crashing: The project's duration is reduced when it crashes.
 The activity with no floats is referred to as the critical activity.
 Activity: The task-representing activity indicated by the arrow symbol.
 Critical Path: A critical path is the series of crucial tasks that constitute a
continuous route from the beginning of a project to its end.
 Forward Pass: Calculated by moving ahead via the network, the early start
time and early finish time.
 Reverse Pass: By going backward through the network, the latest start time
and latest finish time are determined.
 Float Float: The difference between an activity's earliest start time and latest
start time, or between its earliest finish time and latest finish time.

The critical part for this project as per the Gantt Chart and Network Diagram is as
shown below:

1. Scope of Work i.e., paint work: duration of 15 days

2. Dispose Cover Sheets: 5 days
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3. Clean Dust: 5 days

Each of those tasks has the longest duration within the tasks allocated. We may
visually analyse our network diagram to identify the important path by only identifying
the longest path (of an activity sequence) throughout the network. One thing to keep
in mind is to search for the path that is the longest in terms of the number of days,
not the one with the most boxes or nodes. The forward pass/backward pass
technique, which uses duration timings to find the potential earliest and latest start
and completion periods for each activity, is another method of identifying your key
tasks.

d. Explain on how to manage and control

Project controls are implemented when a project manager uses a project

management information system to track actual progress, compare it to planned
progress, and provide information that enables project managers to make
knowledgeable and prompt decisions that reduce project risk. This system also aids
in separating busy-ness from accomplishment. Without a project control procedure, it
might be challenging to provide meaningful responses to crucial project-related
questions that could affect or exacerbate project success.

In order to exert control members of the project team they are expected to routinely
to be monitored the progress or their task based by provided data on WBS, Network
Diagram, Progress, Schedule, and Cost as well as to keep track of the status of the
tasks they have been allocated. Establish the project baseline before setting up the
monitoring and control procedure. As was already said, this data can be used as a
benchmark for the project's advancement throughout its life cycle. Regular project
review meetings are held in addition to this data in order to further analyse issues
and determine why something occurred. They can also point out any potential
problems, backlogs, or unforeseen events so the project manager can take prompt
action. The project manager must also step in and take initiative, solving issues
before they worsen.It is very important that problems, and even potential problems to
be identify early and action taken beforehand.

2. Cost Section
The definition of project success usually includes completing the work within the
budget. Developing and controlling the project budget that can achieve the project
objectives is an important project management skill. Although customers expect the
work to be completed efficiently, the cost pressure varies from task to task. In some

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projects, the completion or end date of the work is the biggest factor affecting the
quality of the project. In this project estimation budget are base on customer
requirements and expectation.

a. Activity Durations and Resource requirement

Resources
Activity Durations (Days) (Labor)
Planning 4 6
Preparation
s 1 2
Paint Work 8 4
Cleaning 5 3
Inspection 1 1
Handover 1 1

The table includes 6 actions, along with information about their immediate forerunner,
anticipated duration,and available resources. This project has only an estimated
completion time including risks. Therefore, the project manager should constantly
monitor progress and set a minimal amount of time as a completion time goal.

b.Schedule Resources
The method by which businesses efficiently distribute their resources to the activities
or projects they must complete is referred to as resource scheduling. The start and
ending dates for each job or project are also scheduled based on the availability and
capability of the available resources.
Using the time-constrained and resource-constrained scheduling approaches,
resource scheduling involves judgement regarding capacity into the scheduling
process. The crucial variable in time-constrained scheduling is the time factor. On the
other hand, resource-constrained emphasizes tackling capacity overload concerns
and focuses on the restricted capacity of resources.

Based on the schedule shown below, 13 resources needed to finish 6 activities within
20 days.

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The table shows the resources schedule for main task (Painting Work) that started on
the 6th days of overall project timeline.

From the resources schedule above, an overview name of responsible assigned task
with the date of start and completion works in a timely manner within the budget
allocated.

c. Estimate Budget
Managers are always aware of the budget problems that affect their facilities, and
painting projects are no exception. Choosing the wrong paint for the job often leads
to problems far beyond appearance. Cost estimation and cost management are
important parts of project management. In this project the project manager is
responsible for visualizing the project scope by using the work breakdown structure

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(WBS) and cost estimation, and then allocating the cost to each project task, thus
making the most accurate project budget.
The following table lists the estimated total project cost:-

Rough Order of Magnitude Item MYR Estimate

3 bedrooms RM 2573
3 bathrooms RM 2123
Stairway RM 1163
Hall RM 2013
Kitchen RM 1413
Dinning RM 1215

The cost estimation shown in above table are included labors and tools of this
project. Cost estimation highly emphasizes the accuracy of information and the
thoroughness of project cost estimation. In order to achieve this goal, we use
different purchasing methods, such as online search and order website, to obtain
prices from reliable sources and official supplier quotations. In addition, the whole
project sequence should be considered in determining all relevant processes and
tasks that will generate costs in the project life cycle. In this way, the amount of RM
10,500 is determined as the cost of painting of the selected house.

d. Procurement Process
The procurement effort on projects varies greatly, which depending on the type of
works. Customers organizations usually provide procurement services less complex
tasks. In this case, the project team determines the materials, equipment and
supplies needed for the project, and provide product specifications and detailed
delivery plans. The participation of the project will help procurement team a better
understand the specific requirements of the project and the time-sensitive or critical
items of the project schedule. In addition, procurement can helps improve certainty
and quality, costs control and reduce overall project risks.
Procurement management involves four key process:-
 Planning procurement involves a series of steps, which help to determine the
resources needed by the organization to complete the project and within
budget range.
 After the procurement plan is completed, the project procurement manager
evaluates the suppliers’ bids and selects partners according to their project
requirements. Any supplier negotiation usually takes place at this stage of
procurement, and all parties concerned sign an agreed contract. The project
procurement manager may also pay for products and services at this time.
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  Once the contract comes into effect, procurement control and management
become an important part of maintaining the cooperative relationship with
suppliers and ensuring that services and products play their expected
functions in the whole project process.
 Closing a purchase involves all the necessary steps to end a partnership or
contract. This usually involves reviewing the completed work or services,
renegotiating any changes to the original contract terms, and confirming the
payments made and received. The organization can also submit a formal
waiver of liability at the end of the procurement. This contract confirms that
the supplier has fulfilled the terms of the original contract and is no longer
responsible for any additional participation in the project.

e. Contingency

Base cost estimates are reinforced with a contingency reserve to account for the
financial effects of project risks or uncertainties. For each project, a contingency is
created based on the acceptable amount of risk, the level of uncertainty, and the
desired level of confidence in completing the project within budget. A sufficient
contingency fund must be allocated if the project is to remain within its budget.
In our project, contingencies are presented as percentages. The riskiest stages of a
project are usually its early phases, at which time more contingencies are used. But,
as the program progresses, there will be fewer unknowns and a more defined project
path, therefore percentages on contingencies are gradually lowered. In this
methodology, the percentage of contingency for the project is decided by an expert,
or a group of specialists, who have a solid foundation of experience and expertise in
risk management and analysis.

The following phase are generally involved in reducing a contingency during this
project:
 Whole cost estimates during the planning/early stage should contain an
additional premium, such a 10% contingency.
 The cost plan may incorporate a contingency of 5% to 10% of the contract
value.
 A portion of the money owed to the contractor is frequently kept by the project
owner. It is referred to as retention (typically 5%). The retention is used as
insurance to ensure that the contractor completes the project in accordance
with the contract's terms and conditions.

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3. Closing

The closing phase of project management is an important step in any project,

including house painting. This is the time when we wrap up all the loose ends and
ensure that the project is completed to the satisfaction of the client. Here are some
steps that we take during the closing phase of a house painting project:

 Walkthrough: Conduct a final walkthrough of the project to make sure that

everything has been completed to the satisfaction of the client. Address any
issues or concerns that they may have.
 Documentation: Ensure that all the necessary documentation is completed,
including any change orders, invoices, and receipts. This will help to ensure
that you get paid for the work that you have done.
 Clean-up: Ensure that the work area is cleaned up and that all materials and
tools are removed from the site.
 Follow-up: Follow up with the client after a few weeks to ensure that they are
still satisfied with the work that was done. This will help to ensure that you
have a good reputation and that you are able to get repeat business in the
future.
 Celebrate: Finally, take the time to celebrate the completion of the project.
This will help to boost morale and ensure that your team feels appreciated for
their hard work.

By following these steps, it is to ensure that the closing phase of the project is
completed successfully, and that the client is happy with the work that was done.

a. Documentation

The term project documentation refers to the project management document created
in the whole project life cycle. These documents, such as project plan, project
schedule or project budget, define the activities, procedures and guidelines that the
project team should follow. The purpose of documentation is to record and
communicate the project's objectives, processes, and outcomes to stakeholders,
team members, and future users. Here are the several steps in documentation to
ensure the project is successfully completed.

 Officially hand over all deliverables

 Project completion Confirmation

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  Contract and Documentation Reviews
 Release resources
 Conduct post-mortem
 Archived Documentation

b. Hand over

Project handover is the process of transferring the completed project deliverables,

documents and knowledge to the appropriate stakeholders (such as customers or
operation teams), who will be responsible for maintaining and operating the project
results. Handover usually involves the transfer of all relevant project information,
such as project plan, project scope, schedules, technical documents and training
materials, as well as any other deliverables produced during the project’s execution.
The handover process is a key step to ensure that the project results are used and
maintained in the most efficient and effective way. It enables stakeholders to
understand the purpose of deliverables, how they were developed and how they
should be used and maintained, ensuring the project’s long-term success.
In addition, project handover marks the beginning of the closing phase, which include
finalizing and archiving the project documents, conducting post-project evaluation. It
is important to thought out in advance during handover process because hurried
steps increase the likelihood of omitting vital details.

c. Payment

The payment is usually more than a simple percentage of the work that remains to be
completed. Completing the project might involve fixing the most difficult problems that
are disproportionately expensive to solve, so the final payment should be large
enough to motivate the vendor to give the project a high priority so that the project
can be completed on time.
If the supplier has met all the contractual obligations, including fixing problems and
making repairs as noted on a punch list, the project team signs off on the contract
and submits it to the accounting department for final payment. The supplier is notified
that the last payment is final and completes the contractual agreement with the
project.
As part of the bigger process that involves the monitoring and dissemination of
payments to the seller, payment systems is defined as the provision and tracking of
the invoices from the supplier. It is also a system that provides payment for the
products and services rendered by the supplier thus the name.

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The payment systems allow project managers to determine which deliverables have
already been paid for. And since the system needs to be tracked and controlled, all
payments made to all project management processes should be documented in
accordance with the terms stipulated in the contract agreement.
The proper implementation of the payments system, along with the other tools of
control procurement, can lead to different outputs such as change request, work
performance information, and project document updates.
It's also a payment method for the supplier's goods and services

d. Evaluation
During the evaluation process there should be continuous interaction between the
evaluator/evaluation team and all involved stakeholders. The success of the
evaluation depends on the level of cooperation of the involved
stakeholders.Evaluation results can be disseminated and communicated to the
stakeholders not only in writing but also verbally. The final report is only one means
of communication of the results. An evaluation report usually consists of following
parts: executive summary, project description, evaluation methodology, findings and
recommendations.Finally, the evaluation feedback should be communicated to the
whole partnership as an opportunity to improve and strengthen the project’s
performance and profile. In addition, the plans on what to do with the evaluation

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findings should be implemented (communicate the findings to the wider public, use
the findings to develop new projects). It is considered good practice that the key
stakeholders review the report first, to clarify any discrepancies and ensure that they
have a common understanding of the findings.

A completed survey answers a set of questions the team has about the things
it makes.

References
https://www.projectmanagementqualification.com/blog/2019/10/21/project-monitoring-control/
https://asana.com/resources/project-controls
https://instagantt.com/templates/what-is-swot-analysis
https://kissflow.com/project/five-phases-of-project-management/#:~:text=According%20to%20the
%20PMBOK%20Guide,idea%20into%20a%20working%20product.
https://www.workbreakdownstructure.com/
https://www.campbellpropertymanagement.com/blog/2013/06/27/10-steps-to-a-successful-painting-
project
https://paintingpros.com/7-steps-to-plan-your-commercial-buildings-paint-project/
https://www.lucidchart.com/blog/nailing-the-project-management-closure-process

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