VELTECH PMF

SUBJECT NAME: PROJECT MANAGEMENT AND FINANCE CREDITS: 3

SUBJECT CODE: 1150MG101 HOURS: 3

SYLLABUS

UNIT – I: BASICS OF PROJECT MANAGEMENT

Nature- Need for Project Management – types of projects – Project Management Knowledge
areas and processes – Project skills – The role of Project Manager – Project Management
Processes – Impact of Delays in Project Completions – Essential of Project Management
Philosophy – Project Management Principles

UNIT – II: PROJECT FEASIBILITY STUDIES:

Opportunity studies – General opportunity studies – specific opportunity studies – pre-

feasibility studies – functional studies or support studies – feasibility study components of
project feasibility studies – Managing project resources flow – Project Life Cycle - Project
constrains.

UNIT – III: IDENTIFICATION AND FORMATION

Project environment – Identification of investment opportunities – Project screening –

Project selection – Project formulation – Stages in project formulation – Project report
preparation

UNIT – IV: PURCHASING, CONTRACTING, NETWORK MODELS

Introduction – Purchase cycle – Contract Management – Procurement process –

Development of Project Network – Time estimation, Determination of the critical path –
PERT Model – Measures of variability – CPM Model – Network cost system

UNIT – V: PROJECT EVALUATION UNDER CERTINITY

Objectives, essential of a project methodology – Market appraisal – Technical appraisal –

Financial appraisal – Capital budgeting – Capital budgeting process – Techniques of project
appraisal and their applications – NPV – IRR – Pay Back period – Make or buy decisions –
Lease or buy decisions – Socio-economic appraisal – Management appraisal
TEXT:

 R.Paneerselvam and P.Senthilkumar “Project Management” PHI Learning India Pvt Ltd.,
 S.Choudharay “Project Management” TATA McGraw Hill Co.,
 Operations Research – S. Bhaskar

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UNIT – I: BASICS OF PROJECT MANAGEMENT

Nature- Need for Project Management – types of projects – Project Management Knowledge
areas and processes – Project skills – The role of Project Manager – Project Management
Processes – Impact of Delays in Project Completions – Essential of Project Management
Philosophy – Project Management Principles

MEANING: PROJECT:

Project is defined as a planned set of interrelated tasks to be executed over a fixed period
and within certain cost and other limitations.

PROJECT MANAGEMENT:

Project management, then, is the application of knowledge, skills, tools, and

techniques to project activities to meet the project requirements.

Example: The development of software for an improved business process, the construction
of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a
new geographic market — all are projects.

And all must be expertly managed to deliver the on-time, on-budget results, learning and
integration that organizations need.

NATURE AND NEED FOR PROJECT:

A project is temporary in that it has a defined beginning and end in time, and therefore
defined scope and resources.

And a project is unique in that it is not a routine operation, but a specific set of operations
designed to accomplish a singular goal. So a project team often includes people who don’t

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usually work together – sometimes from different organizations and across multiple
geographies.

Integrative is defined as bringing separate things together. Unification could be another

term. Project management is integrative in nature because of the need to bring many
different principles together for it to work. Project management needs to have every aspect
of the project aligned in order for the project to be successful. Each portion or knowledge
area works in harmony with each other. If a knowledge area is out of balance or not
completed as needed, the project could fail.

NEED:

The project environment is very different from that of typical day to day operations or a
regular team that performs similar activities on a day to day basis.

1. Provide vision and direction – the project manager identifies the aims and vision of the
project and gives it purpose and direction. They also provide the point of contact for the
project. They are responsible for all communication between stakeholders, customers and
the project team, which decreases confusion and increases accuracy.

2. Increase efficiency – the project manager works with the project team to define the
tasks which need to be undertaken in order to complete the project, and in what order they
should occur. This ensures that they are completed efficiently.

3. Control scope – The scope of the project is comprised of what has to be delivered (the
project deliverables) and what work has to be done to deliver the project deliverables. The
project manager will continually address scope management throughout the life of the
project by regular monitoring and controlling. This in turn saves effort and cost.

4. Manage costs – Delivering on time and within budget are two constraints of any project.
The project manager controls not only monetary costs but also the people resources, both
internal and external, and the equipment costs as well.

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5. Manage time – time is arguably the biggest challenge of any project. The project
manager must control the project schedule by examining milestones, key dates and the
critical path throughout the project life cycle. These are the needs of project management.

TYPES OF PROJECT:

CLASSIFICATION OF PROJECT
Every Project is different. Projects can be classified on several different points. The
classification of projects in project management varies according to a number of different
factors such as complexity, source of capital, its content, those involved and its purpose.
Projects can be classified on the following factors.

According to complexity:
Easy: A project is classified as easy when the relationships between tasks are basic and
detailed planning or organizations are not required. A small work team and few external
stakeholders and collaborators are common in this case.
Complicated: The project network is broad and complicated. There are many task
interdependencies. With these projects, simplification where possible is everything. Cloud-
based apps such as Sinnaps will immensely help to simplify complicated projects by
automatically calculating the project’s best work path and updating any changes
introduced through its use of different types of project management tools.

According to source of capital:

Public: Financing comes from Governmental institutions.
Private: Financing comes from businesses or private incentives.
Mixed: Financing comes from a mixed source of both public and private funding.

According to project content:

Construction: These are projects that have anything to do with the construction of a civil
or architectural work. Predictive methods are used along with agile techniques which will
be explained later on.

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IT: Any project to do with software development, IT system etc. The types of project
management information systems vary across the board, but in today’s world are very
common.
Business: These projects are involved with the development of a business, management of
a work team, cost management, etc., and usually follow a commercial strategy.
Service or product production: Projects that involve themselves with the development of
an innovative product or service, design of a new product, etc. They are often used in the R
& D department.

According to those involved:

Departmental: When a certain department or area of an organisation is involved.
Internal: When a whole company itself is involved in the project’s development.
Matriarchal: When there is a combination of departments involved.
External: When a company outsources external project manager or teams to execute the
project. This is common in digital transformations, process improvements and strategy
changes.

According to its objective:

Production: Oriented at the production of a product or service taking into consideration a
certain determined objective.
Social: Oriented at the improvement of the quality of life of people.
Educational: Oriented at the education of others.
Community: Oriented at people too, however with their involvement.
Research: Oriented at innovation and the gaining of knowledge.

There are other five different types of projects listed below:

 Construction projects produce artefacts.

 Research projects produce knowledge.
 Reengineering projects produce change.

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 Procurement projects produce business relationships.

 Business implementation projects produce working processes.

Some projects are difficult to classify under this scheme.

National symbolic programmes:

 Putting a man on the moon by the end of the decade.

Large medical programmes:

 Creating an artificial heart.

 Mass inoculation programmes.

Other hybrid or interdisciplinary projects

 Pilot projects
 Moving offices

In most cases, this difficulty arises from an ambiguity about the primary purpose of the
project. Are we doing this pilot for its own sake, or merely as an experiment? Are we doing
this drug trial to benefit current patients, or to create knowledge that will benefit future
patients? What’s the real political agenda? Of course, we must be able to handle hybrid
projects - but we may need to surface the underlying ambiguity.

PROJECT MANAGEMENT KNOWLEDGE AREAS AND PROCESSES:

First let’s start with the Knowledge Areas. There are ten of them. In the order that they
appear in the PMBOK® Guide they are:

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. Project Stakeholder Management.

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Processes of Project Management

The PM Guide defines a process as “a set of interrelated actions and activities performed to
create a pre-specified product, service or result.” It goes on to say that “project
management processes ensure the effective flow of the project throughout its life cycle.”
Processes get things done.

PROJECT SKILLS:

Project management is not an easy job. In fact, it’s several not-easy jobs, including the
initiation, planning, executing, controlling, and closing of a project. Even more difficult, that
project is delegated to a team of your choosing, given specific goals to achieve over a
defined timeline for a determined budget.

Below we’ve collected the top 10 skills every project manager should have. There are
certainly more than just the following 10

1. Leadership
We have to start with the big daddy of them all – leadership. It’s a bit of a slippery skill in
that some believe you’re born with leadership skills and that they can’t be taught. But we
think everyone has the potential to learn how to apply proven leadership skills and
techniques. After all, what’s the alternative? As a project manager you’re responsible not
only for seeing the project through to a successful completion, but you’re leading a team to
achieve that goal. This requires you to motivate and mediate when necessary. Remember
that project leadership comes in different styles, one of which will suit your personality. It’s
more than managing tasks, it’s managing people.

2. Communication
Communications really goes hand-in-glove with leadership. You can’t be an effective leader
if you’re not able to articulate what it is you need your team to do. But you’re not only
going to be communicating with your team, you’ll need to have clear communications
with everyone associated with the project, from vendors and contractors to
stakeholders and customers. Whether that’s through reporting tools or fostering
collaboration with chat, file sharing, and other means to tag discussions at the task level,
you’re going to need both systems in place to facilitate communications. These tools also
help connect people one-to-one and in group settings, such as meetings and presentations.

3. Scheduling
Now we’re starting to get into some of the hard skill sets required of project managers, and
few are as essential as know how to create a project schedule. The only way to achieve the

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goals of the project within the timeframe that has been decided on is to breakdown that
goal into tasks on a timeline. That’s scheduling, and it’s the heart of what a project
manager does: setting up a realistic schedule and then managing the resources to keep on
track so the project can be successfully concluded on time. There are many tools that can
help with this process, chief among them an online Gantt chart, which provides a visual of
the schedule with tasks, durations of those tasks, dependencies, and milestones.

4. Risk Management
Doing anything is a risk. Planning a project, big or small, is inherent with risk. It’s part of
your job to see those issues before they become problems. Therefore, before executing the
project, you have to put in the work to identify, assess, and control risk. The more you
can manage risk, the more likely your project is going to succeed. Of course, you can’t
anticipate everything that might happen over the life cycle of your project. There will be
unanticipated issues that arise, so you need to have a process in place to handle those when
they come up.

5. Cost Management

You can’t do anything without the money to pay for it. You have created a budget. Your first
job is to make sure that budget is realistic and can meet the financial needs of the project,
and, secondly, controlling those costs through the execution of the project. This is easier
said than done. Unless you are lucky and work for an organization with unlimited funds,
you’re going to have certain financial constraints, and more likely, be given a very tight
budget. It takes a great deal of skill to figure out how to squeeze every cent out of those
limited funds.

6. Negotiating
Being good at negotiation is sort of a subset of communications, but it deserves its own
space here. Negotiation isn’t merely haggling for the best price from a vendor or contractor,
though that’s certainly part of it. Leading a project means you’re in constant negotiations.
For example, you’ll likely get demands from stakeholders that can impact the scope of a
project. You’ll have to give them pushback, but diplomatically, so all parties concerned feel
they’re getting what they want. Then there’s the inevitable conflicts that will arise among
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team members or other people involved in the project. If you’ve got strong negotiating
skills you can resolve these disputes before they blow up and threaten the project.

7. Critical Thinking
Project managers aren’t the only ones who could benefit from this skill. Most of us are not
thinking, but reacting and following a series of responses that we’ve either been told or
learned. It’s not such a bad thing. You can sometimes be on autopilot, but you better know
how to switch it off. Critical thinking is simply being as objective as you can in analyzing
and evaluating an issue or situation, so that you can form an unbiased judgement. It
pulls you out of acting on emotions or from received knowledge, and isn’t that what a
project manager must do? You’re faced with problems every day you’re working on a
project, and you want your decisions to be impartial. The only thing guiding your decision
should be what’s best for the project.

8. Task Management
Here’s another one of those technical skills that should be stamped onto the DNA of every
project leader. If scheduling is bedrock to project management, than tasks are mortar
that holds everything together. There are going to be tons of these pesky little jobs for
you to create, assign, and manage – some of which will be dependent on others, meaning
that mismanagement of this process can severely impact the success of your project. You
can look at this as making a super to-do list, which is not entirely wrong, but as you add
complexity you’ll also want to add the tools to help you manage these tasks more
efficiently. You’ll want features in your task management tool that foster collaboration with
your team, help you prioritize and give you instant status updates when tasks have been
completed or are running behind.

9. Quality Management
Most of these skills are obvious, right? Well, they are the top 10 project management skills.
But quality management is one that is often overlooked by project leaders, and it’s one that
needs to get more attention. Quality management is overseeing the activities and tasks that
are required to deliver a product or service at the stated level indicated in the project
paperwork. Sound familiar? It’s basically a part of your job that you might never have given
a name to or worse, you’ve been neglecting in favor of meeting deadlines. Staying on
schedule is important, but that schedule is pointless if it produces something that is subpar.

10. A Sense of Humor

No, really. You don’t have to be a comedian, and certainly there’s a time and a place for
humor, but a sense of humor might be one of the most essential of the skills on our list.
That’s because a sense of humor is really about having a different perspective. It allows you
to see a problem differently. Humor relieves stress for you and your team, and only
when tensions are lifted can smarter actions and ideas show themselves. A sense of
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humor also helps with morale. You’re going to work as hard as your team, but that doesn’t
mean the environment you’re working in should be stifling. You can set or at least influence
the culture of the workplace, and a lighter mood rising all ships.

You can have all the skills in the world, but without the right tools you’ll still be working at
a disadvantage. Luckily, there are tools that enhance your skillset and make you even more
efficient and productive.

THE ROLE OF PROJECT MANAGER:

The Project Manager is responsible for delivering the project, with authority and
responsibility from the Project Board to run the project on a day-to-day basis.

ROLE OF THE PROJECT MANAGER & PROJECT MANAGEMENT TEAM:

Project managers and project management team both play an important role in the success
of the project. If we look at the project management life-cycle, there are many people
and groups involved in designing, developing and delivering a flawless project to the
client.

Listed below are some of the important duties (role) and responsibilities of a project
manager:

Planning

Planning is a key responsibility of a project manager. In this phase, the project manager
defines the project scope and accordingly develops a project plan and schedule. They
have to develop efficient procedures and policies so that the project is delivered to the
customer within specified time and within a given budget. If required the project
managers have to change the plans or design a new backup plan if the situation demands.

Organizing

Organizing is the next phase where project managers focus. In this phase, the project
managers concentrate on organizing project team structure. While organizing, the project
managers also have to take care about the existing structure in the organization. After
this, they have to identify the roles and positions that have to be assigned to the team
members.

Leading

One of the most demanding roles of being a project manager is to lead the project team in
an efficient manner. The project manager has to take the lead right from the word go. The
project manager must coordinate with different levels of the organization in order to
ensure that the project goes smoothly. They have to always motivate team members and
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keep a regular check on the developments and ensure that the project team members
are meeting all the specified deadlines and following the guidelines mentioned in
the project plan.

Control

Project managers have to ensure that the project is heading in the right track and will be
completed by the team members within the time-frame. Project managers use a three-step
controlling process and they are:

 Measure: Keep a strict vigil on the progress of the project

 Evaluate: They have to determine the root causes of deviations
 Correcting: Make appropriate corrections to address the issue of deviation

Communication

One of the important responsibility of the project manager is to communicate with the
senior management and other top tier officials. They have the responsibility to provide
status reports, risk management issues, issues relating to the budget, and also get
approvals of deliverables from the project sponsors and stakeholders.

The role of the project manager encompasses many activities including:

 Planning and Defining Scope
 Activity Planning and Sequencing
 Resource Planning
 Developing Schedules
 Time Estimating
 Cost Estimating
 Developing a Budget
 Documentation
 Creating Charts and Schedules
 Risk Analysis
 Managing Risks and Issues
 Monitoring and Reporting Progress
 Team Leadership
 Strategic Influencing
 Business Partnering
 Working with Vendors
 Scalability, Interoperability and Portability Analysis
 Controlling Quality
 Benefits Realisation
Finally, senior management must give a project manager support and authority if he or she
is going to be successful.

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PROJECT MANAGEMENT PROCESSES:

Most management models identify three

basic management processes that serve to organize the ongoing activity of the enterprise:

• Planning-devising a workable scheme to accomplish an objective

• Executing-carrying out the plan
• Controlling—measuring progress and taking corrective action when necessary
These processes occur at all levels of the enterprise, in many different forms, and under
many different names.
Projects thus include two additional basic management processes:
• Initiating—setting overall project direction and defining project objectives
• Closing—formalizing acceptance of the product of the project and bringing the project
itself to an end
These additional processes also occur at all levels of the project, in many different forms,
and under many different names.
THE FIVE BASIC PROJECT MANAGEMENT PROCESSES ARE AS FOLLOWS:
• Initiating—a description of the product of the project, initial documentation of project
objectives, and assignment of a project manager
• Planning—a documented project plan and documented updates to the plan as the project
progresses
• Executing—verifiably completed project deliverables
• Controlling—periodic measurements of progress vs. plan, corrective action when needed,
and identification of when the project is done
• Closing-documented acceptance of the results of the project
These outcomes provide a direct link between the processes—the output from one
becomes an input to another. Each project management process can then be described
in terms of its:
• Inputs—documents (e.g., a scope statement) or documentable items (e.g., task
dependencies) that will be acted upon

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• Tools and techniques—mechanisms (e.g., earned value computations) applied to the

inputs (e.g., task results) to create the outputs (e.g., a progress report)
• Outputs—documents or documentable items that are the result of the process
In addition, these processes are not discrete, one-time events; they are iterative and
repetitive and occur at varying levels of intensity throughout the project.
DETAILED PROCESS INTERACTIONS:

INITIATING:
This basic process includes only one detail process:
• Concept development—describing the product of the project, documenting initial project
objectives, and assigning a project manager.

PLANNING:
Planning is of major importance on a project—you are doing something unique and you
only get one chance to get it right. As a result, there are relatively more detail processes in
this section. The dependent planning processes include:
• Scope definition-developing a written scope statement that includes the project
justification, the major deliverables, and the project objectives
• Project definition—decomposing the major deliverables into more granular deliverables
to provide better control (the top levels of the Work Breakdown Structure)
• Task definition—identifying the tasks that will be performed in order to produce the
project's deliverables (the lower levels of the WBS)
• Task sequencing—identifying dependencies among tasks
• Duration estimating—estimating the probable duration of individually schedulable tasks
and activities
• Schedule development—determining and documenting specific dates for tasks
• Cost estimating—developing initial estimates of the overall project cost
• Cost budgeting—developing detail estimates of the cost of individual tasks
• Plan integration—creating and documenting a coherent project plan from the outputs of
the other planning processes
Quality planning—determining how to ensure that the project quality objectives will be
met
• Role and responsibility definition—determining the broad outlines of project
responsibilities
• Organization planning—deciding how the project will be organized, establishing
reporting relationships
• Project staffing—deciding who will fill what positions and assume which roles and
responsibilities over time

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• Communications planning—determinng who needs what information, when they will

need it, and how it will be given to them
• Risk identification—determining which risks are likely to affect the project
• Risk assessment—quantifying and evaluating the probability of risk occurrence and risk
impact
• Solution development—defining deflection and mitigation steps for downside risk and
enhancement steps for opportunities
• Procurement planning—deciding what items will be obtained under contract and how
such contracts will be defined and awarded
• Solicitation—identifying possible sources for contractual services and obtaining
responses from them
• Procurement—negotiating and contracting for outside products and services

EXECUTING:
This basic process includes the following detail processes:
• Plan execution—carrying out the project plan by performing the tasks identified therein
and managing the various technical and organizational interfaces
• Contract administration—managing the contractual aspects of the procured products and
services
 Progress measurement and reporting—collecting and disseminating progress
information

CONTROLLING:
• Scope change management—documenting and controlling changes to project scope
• Quality control—measuring project deliverables and activities to assess whether quality
objectives are being met
• Quality improvement—evaluating project performance on a regular basis to determine
how to improve project quality
• Time/schedule control—controlling and responding to schedule changes
• Cost control—controlling and responding to cost changes
• Risk control—responding to changes in risk over the course of the project

CLOSING:
This basic process includes the following detail processes:
• Scope verification-ensuring that the project deliverables have been completed
satisfactorily
• Contract close-out—resolution of any outstanding administrative matters and archiving
of contract documentation
• Project closure—gathering and disseminating information to formalize project
completion
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IMPACT OF DELAYS IN PROJECT COMPLETIONS:

Project Delay is an unplanned and unexpected deferment of a project because of some

event or occurrence that impedes the project’s commencement or continuation. It is the
length of time that extends the project duration and causes a disruption in the delivery of
project goals and objectives.

 Project delays are often caused by circumstances that create barriers to launch and
further implementation of project activities.
 When projects are delayed, contractors, consultants and clients could put their public
reputations at risk
 Disputes can lead to court cases for resolution especially when large penalties are at
stake.
 When project delays are unexpected, they are uncontrollable and have rather a
negative impact on project activities and results.
 An unexpected delay extends the overall duration of project activities and entails an
increase in project costs.
 It generates time-associated cost effects that increase resource consumption and
require more time for reaching project success.
 Delays can instigate negative effects such as increased costs, loss of productivity
and revenue many lawsuits between owners and contractors and contract
termination.

In order to prevent the negative impact of project delays, it is reasonable to establish

delay allowance at the very beginning of a project. Delay allowance is the length of time
included in the project schedule in advance to cover unpredictable contingencies and
expected minor delays. It is a mechanism of increasing project safety through preventing
activity disruptions and creating time buffers.

PREVENTION OF DELAYS:

 Plan/Analyze the requirements in detail.

 Map available resources
 Perform training and knowledge transfer
 Identify risks.
 Estimate and allocate
 Modularize work
 Escalate issues.

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ESSENTIAL OF PROJECT MANAGEMENT PHILOSOPHY (*beliefs):

Dialogue and Cooperation: We emphasize a consultative, inclusive approach to project
implementation. The involvement of counterparts in the design and implementation is
essential to ensure that change management programs are effective and supported.

Ownership and Empowerment: It is important to emphasize the development of local

talent. We are keen on empowering staff based on solid risk management approaches and
motivational strategies. We enjoy coaching project staff and interns in field offices on all
aspects of project management, including human resources, turn around and change
management, donor relations, internal financial control and work planning.

Integrity and Accountability: Especially in difficult environments such as Afghanistan and

many other developing countries, it is important to adhere to the highest standards of
professionalism, integrity, client concern and service.

Internal Financial and Risk Controls: Strong internal risk management systems, such as
those based on the COSO, AS/NZS 460:2004 and ISO 30001 are critically important to the
implementation of programs, especially larger programs.

Quality and Innovation: We try to utilize the latest technology in support of project
implementation. Content Management Systems such as joomla and Drupal are examples of
how free open source software that can be used to manage projects' document repository
and to provide information on the programs to counterparts in different languages.

PROJECT MANAGEMENT PRINCIPLES: SIX PRINCIPLES:

Principle 1: Vision and Mission

In order to be successfully executed, every project or initiative should begin with the end in
mind. This is effectively accomplished by articulating the Vision and Mission of the project
so it is crystal-clear to everyone. Creating a vision and mission for the project helps clarify
the expected outcome or desired state, and how it will be accomplished.

Principle 2: Business Objectives

The next step is to establish two to three goals or objectives for the project. Is it being
implemented to increase sales and profit, customer loyalty, employee productivity and
morale, or product/service quality? Also, it's important to specifically quantify the amount
of improvement that is expected, instead of being vague.

Principle 3: Standards of Engagement

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Simply put, this means establishing who will be part of the project team? What will be the
frequency of meetings? What are the meeting ground rules? Who is the project owner?
Who is designated to take notes, and distribute project meeting minutes and action steps?
This goes along with any other meeting protocol that needs to be clarified.

Principle 4: Intervention and Execution Strategy

This is the meat of the project and includes using a gap analysis process to determine the
most suited intervention (solution) to resolve the issue you are working on. There are
many quality management concepts that can be applied ranging from a comprehensive
"root cause analysis" to simply "5 why’s." Once the best possible intervention has been
identified to resolve the issue, then we must map out our execution strategy for
implementing the intervention. This includes identifying who will do what, when, how, and
why?

Principle 5: Organisational Alignment

To ensure the success and sustainability of the new initiative or process brought on by this
project, everyone it will directly impact must be onboard. To achieve organisational
alignment (or buy-in), ongoing communication must be employed in-person during
team meetings, electronically via email and e-learning (if applicable), and through
training. The message must include the WIIFM "what's in it for me" at every level;
otherwise most stakeholders will not be interested or engaged around the new initiative.

Principle 6: Measurement and Accountability

And last, how will we determine success? Well, a simple project scorecard that is visually
interesting is a great way to keep everyone updated and engaged. A scorecard is an
excellent resource for holding employees, teams, and leaders accountable for the
implementation, refinement, and sustainability of the new initiative or project.
Accountability means that consistently, top performers will be rewarded and recognised;
while those needing improvement will be coached with specific expectations and
consequences clearly outlined.

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