“Today. our fellow citizens. our manner of life. our really freedom came under onslaught in a series of deliberate and deathly terrorist attacks…This is a twenty-four hours when all Americans from every walk of life unite in our resoluteness for justness and peace. America has stood down enemies before. and we will make so this clip. None of us will of all time bury this twenty-four hours. Yet. we go frontward to support freedom and all that is good and merely in our universe. ” President George W. Bush spoke these and other words to the United States of America and the universe instantly after the terrorist onslaughts on September 11. 2001. Roughly one twelvemonth after this dismaying onslaught the Homeland Security Act of 2002 established the Department of Homeland Security ( DHS ) . conveying together 22 separate federal bureaus. chiefly to forestall terrorist onslaughts within the United States ( About. 2012 ) .
Over the about 10 old ages since the origin of the DHS. the Department has grown well. using over 240. 000 citizens. making and implementing undertakings across a wide-range of responsibilities to maintain America safe ( About. 2012 ) . Efficiency is a cardinal to doing any organisation successful. In this twenty-four hours and age of drastically reduced authorities disbursement. it is imperative that the DHS develop a solid Portfolio Management Plan to guarantee its primary ends are fulfilled to guarantee their vision and missions are so met. Strategic Plan
From the Department of Homeland Security’s Strategic Plan for Fiscal Old ages 2012-2016. the vision of the DHS is to hold “A fatherland that is safe. secure. and resilient against terrorist act and other jeopardies. ” The overall mission of the DHS is to take attempts to accomplish a safe. secure. and resilient fatherland through the undermentioned sub-missions: ( 1 ) prevent terrorist act and enhance security. ( 2 ) secure and pull off our boundary lines. ( 3 ) enforce and administrate our in-migration Torahs. ( 4 ) precaution and unafraid internet. and ( 5 ) guarantee resiliency to catastrophes ( Department of Homeland Security. 2011 ) . Each of these sub-missions or ends includes a list of chief methods for achieving these ends for the DHS.
Terrorism shall be prevented and security enhanced by forestalling terrorist onslaught. forestalling unauthorised acquisition or usage of chemical. biological. radiological. and atomic stuffs and capablenesss. and pull offing hazards to critical substructures. cardinal leaders. and events ( Department of Homeland Security. 2011 ) . Procuring and pull offing United States boundary lines includes air. land. and sea boundary lines every bit good as safeguarding lawful trade and travel every bit good as disrupting and leveling multinational condemnable organisations ( Department of Homeland Security. 2011 ) . Enforcement and disposal of in-migration Torahs is supported by beef uping and efficaciously administrating the in-migration system and forestalling improper in-migration ( Department of Homeland Security. 2011 ) .
Internet is to be safeguarded and secured by making a safe. secure. and resilient cyber environment and advancing cyber security cognition and invention ( Department of Homeland Security. 2011 ) . Finally. resilience to catastrophes will be ensured by extenuating jeopardies. heightening national readiness through a whole community attack to exigency direction. supplying effectual exigency response. and quickly retrieving from ruinous events ( Department of Homeland Security. 2011 ) . All of these sub-missions. in concurrence with supplying indispensable support to national and economic security while maturating and beef uping DHS and the endeavor of fatherland security are expected to run into the end of accomplishing a safe. secure. and resilient fatherland ( Department of Homeland Security. 2011 ) . Strategic Capacity Plan
The Department of Homeland Security uses an Integrated Investment Life Cycle Model to successfully put to death the planning. scheduling. budgeting. and executing rhythm. This theoretical account. shown in Figure 1 below. when combined with three short-run precedence ends. makes up the strategic capacity program for the DHS.
These precedence ends mentioned by the DHS involve beef uping air power security counterterrorism capablenesss. bettering the efficiency of the procedure to confine and take condemnable illegal immigrants. and guaranting resilience to catastrophes ( Department of Homeland Security. 2011 ) . As these are the precedence ends for the DHS. undertakings affecting these three mission sets should hold resources matched to them prior to being affixed to other undertakings. As undertakings and portfolios are proposed and developed. the DHS plants through their Integrated Investment Life Cycle Model to make. allocate. and match undertakings and resources suitably to guarantee their missions will be met. This theoretical account includes guaranting the mission demands are being met. tradeoffs and options are assessed. and affordability and appropriate timing are being considered prior to apportioning resources ( Department of Homeland Security. 2011 ) . Portfolio Management Process
Undertaking Portfolio Management ( PPM ) is an enterprise-wide procedure. affecting a broad scope of participants. PPM is besides an highly seeable and sensitive procedure. How good this procedure is executed will hold the greatest possible impact on the viability and success of DHS. for an drawn-out clip. Degree of Engagement
PPM does non merely hold a broad comprehensiveness across DHS. necessitating a broad scope of engagement. but it besides has a big deepness throughout the hierarchy. At the upper terminal. the leading and way must come from the really highest degrees of the endeavor. Titles such as Chief Executive Officer ( CEO ) . Chief Operating Officer ( COO ) . Chief Fiscal Officer ( CFO ) . and the Chief Information Officer ( CIO ) are common. The cardinal factor here is to place the parts of the organisation that have major stakeholder duty and do certain that their leaders are portion of the PPM leading ( Chertoff. 2007 ) . The PPM Governance Council
One of the hindrances to holding a PPM procedure is that most of the people mentioned above each have their specific districts to supervise. They typically are non motivated to concentrate peculiarly on PPM. or to hold the specific accomplishments. patterns. and tools to take part to the full in this of import map. So while this senior direction group must transport full duty for PPM and O.K. all major determinations. the procedure can be centered merely below this degree. This would be. for deficiency of a better name. the PPM Governance Council. The Governance Council can dwell of any of the senior places noted above or high-ranking designated representatives of these officer-level forces. It is the PPM Governance Council that is charged with the duty for the cardinal determinations that affect the undertaking portfolio ( Chertoff. 2007 ) . The senior officers. in following a PPM procedure. must supply the overall leading of the procedure. In this respect. the CEO. with the support and engagement of other cardinal functionaries. will denote the execution of the PPM procedure. A PPM charter declaration will be issued. explicating the demand for. and intent of. the PPM procedure. the functions of all participants. and the make-up of the initial Governance Council. The PPM charter declaration will besides spell out the specific duties of the Governance Council and note when the Governance Council must promote issues and determinations to upper direction ( Chertoff. 2007 ) .
The PPM Governance Council will run into and pass on on a regular basis. working with the Project Management Office ( PMO ) . to guarantee that the information needed to choose undertakings and pull off the grapevine is available and that determinations are made based on this information. PPM is a procedure that brings together the undertakings and the operations sides of the DHS. The operations side. consisting of the general concern sections. plus the fiscal. strategic. and tactical planning maps. is represented by the PPM Governance Council. The undertakings side is represented by the PMO ( Chertoff. 2007 ) . The PMO is responsible for the inadvertence of all undertakings. This includes monitoring undertaking achievements against established standards and reding the Governance Council of position and issues that would impact the planned benefits of any undertaking. The arrangement of any undertaking in the portfolio was based on a set of outlooks of the value of the undertaking. the possible part of the undertaking to the public assistance of DHS. and the expected impact on. and usage of. DHS’s resources.
Whenever any of these outlooks are compromised. due either to hapless agenda or cost public presentation. proficient hindrances. decreased proficient public presentation. etc. . the PMO will fix a study and recommendations for consideration by the Governance Council ( Chertoff. 2007 ) . The Governance Council. organizing with the PMO. will necessitate to re-evaluate the consequence of the state of affairs on grosss and hard currency flow. every bit good as reappraisal hazard issues. undertaking precedence. and support for strategic enterprises. It is the Governance Council that so has the duty to make up one’s mind if the affected undertaking should be terminated. delayed. or continued under a revised set of outlooks ( Chertoff. 2007 ) . Integration
PPM is a manner of easing the integrating of several critical endeavor maps. Without PPM. the concern of pull offing undertakings is conducted with the sense that the ultimate aim is to accomplish undertaking success. That is if the agenda. cost. proficient. range. and choice aims of a undertaking have been met so it is assumed that the undertaking was of value. Yet. early implementers of PPM often found that many undertakings were approved and allocated scarce resources. but didn’t fit really good with the strategic aims of the house. make non lend ( every bit good as other undertakings ) to the hard currency flow. or do non stand for the best usage of resources ( Merkhofer. 2002 ) . The undertaking portfolio represents portion of the tactical planning that is implemented to back up the strategic program. Therefore. the Governance Council. in choosing undertakings for the portfolio and in pull offing what stays in the portfolio. is. in fact. an built-in portion of the strategic and tactical planning procedure. The undertakings that comprise the undertaking portfolio have a important impact on the fiscal status of the house. Most undertakings incur costs during their executing and generate gross ( or cut down costs ) upon completion.
In making so. undertakings impact the hard currency flow and the projection of the fiscal status. Today’s regulative atmosphere demands that fiscal studies represent a current and true image of the plus value of undertakings ( Merkhofer. 2002 ) . Traditionally. undertaking describing focal points on costs. and merely costs. Therefore. the PMO will hold to incorporate with the fiscal map to update gross and hard currency flow informations based on undertaking position and public presentation. Decisions on the make-up of the undertaking portfolio should take into consideration non merely the undertakings at manus. but besides prospective undertakings. The latter may be represented by marketing enterprises or as a consequence of top-down enterprises coming out of the strategic program. Forecasting. based on informations coming out of the strategic planning commission and the chances direction system. should be integrated with the PPM procedure. Figures 2-6 below diagrammatically depict the full PPM procedure ( Project Management Process Guidelines Flowchart. 2012 ) .
Undertaking Selection Criteria
The rating of assorted demands or chances and so make up one’s minding which of these should travel frontward as a undertaking to be implemented is what undertaking choice is all about. They can be both quantitative and qualitative. To increase the opportunity of doing the best determination that will ensue in the greatest overall benefits. DHS ensures that they have a well-understood rating procedure and a all-around rating and choice commission ( Department of Homeland Security. 2011 ) . In order to acquire assorted point of views. it is of import to hold several persons involved in the rating and choice determination commission. Each individual on the commission should hold different backgrounds and experiences to convey to the determination devising procedure. The commission may be made up of persons from different sections such as selling. who knows consumer penchant ; person from finance. who knows cost and the company’s fiscal status ; person from production. who understands what procedure and equipment alterations may be needed ; person from research and development. who can supply expertness on how much extra engineering development may be required ; and person from human resources to stand for any impact on the work force or the community.
Although the concluding determination may be the duty of the section caput. the undertaking choice will still be based on a combination of qualitative factors. Having a good understood rating and choice procedure and a all-around commission will increase the opportunities of doing the best determination ensuing in the greatest overall benefits ( Gido & A ; Clements. 2008 ) . The stairss in undertaking choice standards include developing a set of standards against which the chance will be evaluated ; garnering informations and information about each chance ; listing premises about each chance ; and measuring each chance against the standards. Sometimes the chances and demands may non all be similar. they could be really different and all compete for a company’s resources. 1. ) Develop set standards against which the chance will be evaluated. These standards will likely include both quantitative and qualitative factors. Each chance might be evaluated against the undermentioned standards: 1. 1 ) Alliance with departmental end
1. 2 ) Investing required and expected clip frame
1. 3 ) Human resources impact
2. ) Gather information and information for each chance to assist guarantee an intelligent determination sing undertaking choice. In add-on to garnering informations. it may besides be necessary to obtain other information sing each chance ; this could include acquiring information from assorted stakeholders who would be affected by the chance. Methods of garnering this information could include studies. focal point groups. interviews. or analysis of available studies. 3. ) List premises that will be used as the footing for each chance. 4. ) Evaluate each chance against the standards. Once all the informations and information has been collected. analyzed and summarized for each chance. it should be given to all persons who are responsible for executing the rating ( Gido & A ; Clements. 2008 ) . The following measure after the determination has been made sing which chance or chances to prosecute is to fix a petition for proposal if it is expected that a contractor or adviser will be hired to execute the undertaking ( Gido & A ; Clements. 2008 ) . Program Management Plan
A plan is defined as a group of related undertakings managed in a co-ordinated manner to obtain benefits and control non available from pull offing them separately. Programs may include elements of related work outside the range of the distinct undertakings in the plan. This Program Management Plan unites the Department’s attempts behind five cardinal missions: to procure our state from terrorist menaces and enhances security ; procure our boundary lines ; implement our Nation’s in-migration Torahs ; procure internet ; and construct resiliency to catastrophes. This program besides outlines a complementary attempt to aline DHS’s programmatic activities and organisational construction to better function those missions and ends. The Plan besides continues the Department’s attempts to prioritise frontline operations while maximising the effectivity and efficiency of every taxpayer dollar we receive ( Department of Homeland Security. 2011 ) . Program direction. is a relentless strategic determination direction procedure. rich in alteration and aimed at the effectivity of solutions ( Morris & A ; Pinto. 2007 ) . Quality
This undertaking direction program is most concerned with the allotment. use and way of both human and proficient resources in conformity with the Program Management Office and the counsel of higher governments within the Department of Homeland Security. It is the Program Manager’s duty to guarantee that the work attempt archives the result outlined in the corporate schemes. This will affect scene and reexamining aims organizing activities across undertakings and supervising the integrating and usage of other governmental assets. Scope
The plan direction program will possess two of import features that will be the most suited attack to guarantee successful application of schemes. First. plan direction is a cyclic procedure which will enable regular appraisal of undertakings and evaluates emergent chances of schemes. Second. mutualities of the undertakings will guarantee strategic alliance and bringing of strategic benefits. Agenda
Plan directors will mensurate the success of this program as a cumulative attempt of the undertakings with in their prospective plans. This program will be used as an incorporate representation of planned activities and the consequences of their single undertaking success. The plans covered by this program are ongoing or long-run and are subjected to both uncertainness and ambiguity. They require a strategic determination direction theoretical account. taking into history a strategic position. organisational effectivity. a systems position. and a learning attack. Based on the changeless changing environments we are faced with in the sweep of security our plan must be flexible besides. leting for speedy version of new paradigms and fleet reaction to menaces. In a plan direction context. scheme is basically the organization’s response to external or internal force per unit areas to alter ( Morris & A ; Pinto. 2007 ) .
This plan direction program will fall abruptly as a strategic determination direction procedure if this organisation implements plans without taking into history the different facets of the undertakings it governs and the people executing the mission. if it does non adequately quantify expected benefits or associate them to project deliverables. or if there is a loss of focal point of stakeholder outlooks over clip. It is incumbent upon the plan director to maintain all stakeholders updated and keep a changeless inflow of information from the field ( Morris & A ; Pinto. 2007 ) . Plan to Identify and Resolve Problems
Conflict in undertaking direction is inevitable. The cause of struggle in squad undertakings can be related to differences in values. attitudes. demands. outlooks. perceptual experiences. resources. and personalities. Proper skills in covering with struggle can help undertaking directors and other organisation members to manage and efficaciously decide struggles which can take to a more productive organisation as a whole. Avoiding stakeholder struggle
By looking over a few illustrations of where struggles between different stakeholders can happen. it can be seen that for many concerns. how they handle these struggles is an of import portion of their concern. Get it right and the concern is able to come on and turn. Get it incorrect and it could spell jobs for the concern. Because of this. active stakeholder engagement is of import. Peoples are non really good at specifying. peculiarly in item. what they want. However. people are reasonably good at bespeaking what they think they want and so. when an option is presented to them. what they like and don’t like about it. In other words. we need to work with our stakeholders to place what they think they want. bring forth something which reflects that understanding. acquire feedback from them. and so update our solution to reflect our improved apprehension. The deduction is we need to work in a more evolutionary and collaborative mode if we’re to supply solutions which reflect our stakeholders existent demands. and to make that we must work closely and on a regular basis with stakeholders ( Ambler. 2010 ) . Avoiding squad struggle
For any organisation to be effectual and efficient in accomplishing its ends. the people in the organisation demand to hold a shared vision of what they are endeavoring to accomplish. every bit good as clear aims for each squad. section. and single. It’s besides of import to hold ways of acknowledging and deciding struggle amongst people so that struggle does non go so serious that cooperation is impossible ( Townsley. 2011 ) . All members of any organisation demand to hold ways of maintaining struggle to a minimal and of work outing jobs caused by struggle before struggle becomes a major obstruction to your work. This could go on to any organisation. If the squad lacks good basis for what it’s making. its members will non be able to organize their work. Three countries of import while pull offing struggle are people resources. cost overproductions. and agendas. Peoples Resources
If the squad does non hold adequate resources to make the occupation. it is inevitable that some will transport excessively heavy a burden. Resentment. frequently unsaid. may construct. so it is important that squad leaders guarantee equal resources. Cost overproductions
Frequently inevitable. cost overruns become a job when proper steps are non taken. The whole squad should cognize early on when cost becomes a job so extra support can be sought by the squad. This manner the job can be resolved before it grows into a job for direction. Agendas
The agenda is extremely eventful to the team’s undertaking and should be extremely seeable. All members should be willing to work together to assist each other run into their deadlines ( Conflict Management. 2010 ) . Conflict in undertaking direction is non needfully unfavourable when decently managed. Several advantages have been identified such as increasing personal growing and morale. heightening communicating. and bring forthing better undertaking results. However. struggle can be the diminution of an organisation if it is non efficaciously managed. The challenge for organisational leaders and undertaking directors is to seek to keep the right balance and strength of struggle in undertaking direction. By using undertaking direction rules. understanding the kineticss of struggle. and larning attacks to conflict declaration. directors will be able to set up an environment in which creativeness and invention is encouraged and project ends are accomplished. Change Management Plan
The Change Management Plan paperss and tracks the necessary information required to efficaciously pull off undertaking alteration from undertaking origin to bringing. The Change Management Plan should be created during the Planning Phase of the undertaking. Its intended audience is the undertaking director. undertaking squad. undertaking patron and any senior leaders whose support is needed to transport out the program. All alterations in the alteration procedure must be value-based. This signifies that. because the program’s specific aims and actions are really likely to be modified as it progresses. emergent chances and menaces are to be evaluated on a regular footing. every bit good as the capacity and capableness of the plan organisation to react to them ( Morris & A ; Pinto. 2007 ) . Procedure
The Change Management procedure establishes an orderly and effectual process for tracking the entry. coordination. reappraisal. rating. classification. and blessing for release of all alterations to the project’s baselines. Approved alteration petitions are scheduled for execution by the undertaking squad. Approved alteration petitions are the documented. authorized alterations to spread out or cut down undertaking range. Approved alteration petitions may necessitate execution of preventative or disciplinary actions ( Project Management Institute. 2008 ) . Change Request Process Flow Requirements
The Change Request Process Flow. depicted in Figure 7 will be an of import portion of the Program direction procedure. All alterations should be value motivated. The submittal of the petition should bespeak the job. the solution and reply the inquiry how it will impact the undertaking. as in the undermentioned procedure: A submitter will finish a Change Request ( CR ) Form ( Appendix A ) and direct a transcript to the assigned alteration director ( Centers for Disease Control and Prevention. 2012 ) . Where no alteration director is assigned the undertaking director will treat the CR. The alteration director enters the CR into a Change petition log. A alteration log is ( Appendix B ) used to document alterations that occur during a undertaking ( Project Management Institute. 2008 ) . This signifier will be used to track and update the position of the alteration throughout the procedure. The alteration director will advise all stakeholders. undertaking director and necessary squad members to measure and supply an estimated degree of attempt to procedure and develop a solution for the suggested alteration. The alteration director will so subject the procedure to the alteration reappraisal board that approves or disapproves the alteration. If approved the undertaking director makes the necessary accommodations to transport out the alteration and pass on the CR position to stakeholders.
Evaluating and Authorizing Change Request
In order to measure and prioritise a alteration petition the precedence and type of alteration will be taken into consideration. Change petition will be evaluated utilizing the undermentioned precedence standards: Priority| Description|
High| Changes that significantly affects success of the undertaking along with clip cost and range within a 10 % divergence from baseline. | Med| Changes that consequence clip. cost and range within 5 % divergence from baseline. | Low| Changes that don’t affect baseline but improves choice procedure. | Basic| Any other alterations that can be approved by the undertaking director on the topographic point but still must be reported and monitored. |
Change Control Board
A alteration control board is responsible for meeting and reexamining the alteration petitions and O.K.ing or rejecting those alteration petitions. The functions and duties of these boards are clearly defined and are agreed upon by appropriate stakeholders. All alteration control board determinations are documented and communicated to the stakeholders for information and follow-up actions ( Project Management Institute. 2008 ) . Capable affair experts may be used to measure the cogency of the alteration and supply input to its result. Unless otherwise noted. alterations will be approved. rejected. or parked within 15 yearss of entry to the alteration determination shaper. The determination shaper may besides bespeak farther rating. Integration
If a alteration petition is deemed executable but outside the undertaking range. its blessing requires a baseline alteration. If the alteration petition is non deemed executable. the alteration petition will be rejected or sent back to the petitioner for extra information ( Project Management Institute. 2008 ) . The alteration director will update undertaking certification for important alterations merely. A running sum-up of alterations will be posted to the undertaking alteration log. Change petitions are processed harmonizing to the alteration control system by the undertaking director or by an assigned squad member. Approved alteration petitions will be implemented by the alteration director. The position of all alterations approved or non. will be updated in the alteration petition log as portion of the undertaking papers updates ( Project Management Institute. 2008 ) . Communication
The undertaking squad will be notified of alterations through an established communications program as all alterations are approved during the following undertaking squad meeting. Other stakeholders will be notified of alterations in the monthly undertaking position study. Resource Utilization Plan
A Resource Utilization Plan summarizes the degree of resources needed to finish a undertaking. A decently documented Resource Plan will stipulate the exact measures of labour. equipment and stuffs needed to finish the undertaking. This Resource Utilization Plan besides helps you gain blessing from the patron. guaranting their buy-in. It is created during the resource be aftering stage of the undertaking. Anyone responsible for undertaking resource direction will necessitate to make a comprehensive resource program to guarantee that all of the resources needed to finish the undertaking are identified. Resource planning patterns besides helps with budgeting and prediction undertaking outgo. Employees are considered the most valuable assets of an organisation. The ability to deploy employees efficaciously against undertakings enables organisations to use and maximise employee productiveness. For this. undertaking directors need an efficient system to put the appropriate employees in the right squads at the right clip. Resource use programs identify all of the resources required to finish a undertaking successfully. enabling the designation of the measure of labour. equipment and stuffs needed to present the undertaking.
A resource agenda is so needed. enabling the planning of ingestion of each type of resource. guaranting adequate resources to finish the undertaking. Some other benefits of resource use program are increased profitableness by optimising use and minimising bench clip. bring forthing good will and trueness among staff that translates to competitory advantages in recruiting and retaining the best endowment. increased truth of resource planning and prediction. saved clip delegating resources to undertakings. and making a elaborate resource use agenda.
To guarantee that resource use activities are performed. there are some stairss the undertaking director needs to take. because the aim is non merely to see that activities are completed but besides to guarantee that they are completed within the allocated clip. functionality is wholly achieved and the end product is defect-free. Therefore. it is necessary to follow up the work being performed by the human resources sporadically and supply necessary counsel to guarantee that work is performed diligently. Some of the stairss include: ( 1 ) Ensure that the resources are trained for the work allocated to them. ( 2 ) Provide quality confidence for the completed work on clip. ( 3 ) Provide the right tools and techniques that assist the squad members in finishing their allocated work rapidly and without defects. ( 4 ) Give clear instructions. accomplishable marks. and supply adept aid. when necessary. Drumhead
An effectual Portfolio Management Plan. as depicted in this paper. is indispensable to carry throughing the Department of Homeland Security’s mission and finally accomplishing its vision of “A fatherland that is safe. secure. and resilient against terrorist act and other hazards” ( Department of Homeland Security. 2011 ) . The portfolio direction procedure is imperative in developing a re-usable theoretical account for running everything while undertaking choice standards give plan directors a starting point for more easy choosing desirable undertakings to run into company ends. Having a solid plan direction program is yet another repeating procedure that helps travel undertakings along in a predictable. efficient mode. Conflict can rapidly level an otherwise good undertaking. doing the designation and declaration of struggle a invaluable factor of portfolio direction. Like struggle. or another immense beginning of struggle. alteration in an organisation can stultify undertakings. doing the direction of alteration a necessary consideration. Finally. utilizing resources decently across undertakings ensures the highest degree of benefits and value is achieved with available resources. Without the proper usage of all of these factors essential to this Portfolio Management Plan. mission and finally vision success would be limited. Through the usage and application of what is suggested in this paper. America can be safe. secure. and resilient against terrorist act and other jeopardies.
Conflict Management. ( 2010 ) . Retrieved from hypertext transfer protocol: //www. etu. org. za/toolbox/docs/building/conflict. html Department of Homeland Security. ( 2011 ) . Retrieved from Department of Homeland Security Strategic Plan Fiscal Year 2012-2016:
hypertext transfer protocol: //www. dhs. gov/xlibrary/assets/dhs-strategic-plan-fy-2012-2016. pdf About. ( 2012. March 12 ) . Retrieved from Department of Homeland Security: hypertext transfer protocol: //ww. dhs. gov/xabout/ Centers for Disease Control and Prevention. ( 2012. August 17 ) . Retrieved from CDC Change Management Plan Template: hypertext transfer protocol: //www. Center for Disease Control and Prevention. gov/ Project Management Process Guidelines Flowchart. ( 2012 ) . Retrieved from Virginia Polytechnic Institute and State University: hypertext transfer protocol: //www. itplanning. org. vt. edu/pm/processflow. html Resource Plan. ( 2012. August 15 ) . Retrieved from Method 1 2 3: Empowering Directors to Succeed: hypertext transfer protocol: //www. method123. com/resource-plan. php Ambler. S. W. ( 2010 ) . Active stakeholder engagement: An agile best pattern. Retrieved from hypertext transfer protocol: //www. agilemodeling. com/essays/activeStakeholderParticipation. htm Chertoff. M. ( 2007. March 15 ) . Department of Homeland Security: Management Directives System. Retrieved from Acquisition Community Connection: hypertext transfer protocol: //acc. dau. mil/adl/en-US/252012/file/39917/MD_0007. 1. pdf Gido. J. . & A ; Clements. J. P. ( 2008 ) . Successful Project Management. Western Educational Publishing. McDonough. M. ( 2010. June 13 ) . Use Activities in Project Management. Retrieved from Bright Hub Project Management: hypertext transfer protocol: //www. brighthubpm. com/resource-management/19356-utilization-activities-in-project-management/ Merkhofer. L. ( 2002 ) . Best-practice Project Portfolio Management. Retrieved from Priority System: hypertext transfer protocol: //www. prioritysystem. com/reasons6b. html Morris. P. W. . & A ; Pinto. J. K. ( 2007 ) . The Wiley Guide to Project. Program. and Portfolio Management. Hoboken: John Wiley & A ; Sons. Project Management Institute. ( 2008 ) . A Guide to the Project Management Body of Knowledge. 4th Edition. Newtown Square: Project Management Institute. Inc. Townsley. C. A. ( 2011 ) . Deciding struggle in work squads. Retrieved from hypertext transfer protocol: //www. innovatieteambuilding. co. uk/pages/articles/conflicts. htm Appendix Angstrom