{"id":350,"date":"2022-08-15T09:39:40","date_gmt":"2022-08-15T09:39:40","guid":{"rendered":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/chapter\/11-5-ms-project-tutorial\/"},"modified":"2024-12-29T02:15:58","modified_gmt":"2024-12-29T02:15:58","slug":"11-5-ms-project-tutorial","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/chapter\/11-5-ms-project-tutorial\/","title":{"rendered":"11.5 MS Project Tutorial"},"content":{"raw":"This MS Project tutorial will elaborate on how to conduct an EVM analysis. Table 11.5.1 provides a project with 15 activities.\r\n

Table 11.5.1: Project Activities<\/strong><\/p>\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n
Activity<\/strong><\/td>\r\nDuration (weeks)<\/strong><\/td>\r\nPredecessors<\/strong><\/td>\r\n<\/tr>\r\n
A<\/td>\r\n2<\/td>\r\n--<\/td>\r\n<\/tr>\r\n
B<\/td>\r\n3<\/td>\r\n--<\/td>\r\n<\/tr>\r\n
C<\/td>\r\n1<\/td>\r\nA, B<\/td>\r\n<\/tr>\r\n
D<\/td>\r\n3<\/td>\r\nC<\/td>\r\n<\/tr>\r\n
E<\/td>\r\n2<\/td>\r\nC<\/td>\r\n<\/tr>\r\n
F<\/td>\r\n2<\/td>\r\nD, E<\/td>\r\n<\/tr>\r\n
G<\/td>\r\n3<\/td>\r\nE<\/td>\r\n<\/tr>\r\n
H<\/td>\r\n4<\/td>\r\nF, G<\/td>\r\n<\/tr>\r\n
I<\/td>\r\n2<\/td>\r\nH<\/td>\r\n<\/tr>\r\n
J<\/td>\r\n6<\/td>\r\nI<\/td>\r\n<\/tr>\r\n
K<\/td>\r\n4<\/td>\r\nJ<\/td>\r\n<\/tr>\r\n
L<\/td>\r\n3<\/td>\r\nJ<\/td>\r\n<\/tr>\r\n
M<\/td>\r\n2<\/td>\r\nJ<\/td>\r\n<\/tr>\r\n
N<\/td>\r\n2<\/td>\r\nK, L, M<\/td>\r\n<\/tr>\r\n
O<\/td>\r\n1<\/td>\r\nN<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n \r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"626\"]\"The Figure 11.5.1: WBS, Schedule, and the Gantt Chart[\/caption]\r\n\r\nIn this project, the resources assigned to each activity are given in Table 11.5.2. All the resources are \"Work\" type resources, meaning they are either people or equipment.\r\n

Table 11.5.2: Resources and Costs<\/strong><\/p>\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n
Resource Name<\/strong><\/td>\r\nStandard Rate<\/strong><\/td>\r\nActivities\u00a0<\/strong><\/td>\r\n<\/tr>\r\n
a<\/td>\r\n$20.00\/hr<\/td>\r\nA<\/td>\r\n<\/tr>\r\n
b<\/td>\r\n$40.00\/hr<\/td>\r\nB<\/td>\r\n<\/tr>\r\n
c<\/td>\r\n$30.00\/hr<\/td>\r\nC<\/td>\r\n<\/tr>\r\n
d<\/td>\r\n$15.00\/hr<\/td>\r\nD<\/td>\r\n<\/tr>\r\n
e<\/td>\r\n$35.00\/hr<\/td>\r\nE<\/td>\r\n<\/tr>\r\n
f<\/td>\r\n$50.00\/hr<\/td>\r\nF<\/td>\r\n<\/tr>\r\n
g<\/td>\r\n$30.00\/hr<\/td>\r\nG<\/td>\r\n<\/tr>\r\n
h<\/td>\r\n$25.00\/hr<\/td>\r\nH<\/td>\r\n<\/tr>\r\n
i<\/td>\r\n$40.00\/hr<\/td>\r\nI<\/td>\r\n<\/tr>\r\n
j<\/td>\r\n$40.00\/hr<\/td>\r\nJ<\/td>\r\n<\/tr>\r\n
k<\/td>\r\n$25.00\/hr<\/td>\r\nK<\/td>\r\n<\/tr>\r\n
l<\/td>\r\n$25.00\/hr<\/td>\r\nL<\/td>\r\n<\/tr>\r\n
m<\/td>\r\n$20.00\/hr<\/td>\r\nM<\/td>\r\n<\/tr>\r\n
n<\/td>\r\n$35.00\/hr<\/td>\r\nN<\/td>\r\n<\/tr>\r\n
o<\/td>\r\n$50.00\/hr<\/td>\r\nO<\/td>\r\n<\/tr>\r\n
Additional Cost 1<\/td>\r\n$35.00\/hr<\/td>\r\nC<\/td>\r\n<\/tr>\r\n
Additional Cost 2<\/td>\r\n$25.00\/hr<\/td>\r\nF<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n
<\/div>\r\nUnder the View tab, we click the \u201cResource Sheet.\u201d Then, we can type the resource names and costs, as seen in Table 11.5.2. The Resource Sheet on MS Project is given in Figure 11.5.2.\r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"529\"]\"Resource Figure 11.5.2: Resource Sheet[\/caption]\r\n\r\nLet\u2019s select all the resources except additional costs from the drop-down menu for each resource on the Gantt Chart view. Besides, we add a new column \u201cCost\u201d to the left of \u201cResource Names\u201d. As shown in Figure 11.5.3, the project's total estimated cost is $52,400. This figure would also be our BAC (Budget at Completion).\r\n\r\n \r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"506\"]\"Microsoft Figure 11.5.3: Gantt Chart View with the Resources Selected[\/caption]\r\n\r\nUnder the \u201cTask\u201d tab, we can select \u201cTracking Gantt\u201d from the drop-down menu (Figure 11.5.4).\r\n\r\n \r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"285\"]\"Selecting Figure 11.5.4: Selecting Tracking Gantt View[\/caption]\r\n\r\nWe must create a baseline by clicking \u201cSet Baseline\u201d under the \u201cProject\u201d tab to create schedule and cost baselines. We can click OK, as shown in Figure 11.5.5.\r\n\r\n \r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"209\"]\"Microsoft Figure 11.5.5: Set Baseline Window[\/caption]\r\n\r\nThe Tracking Gantt Chart is shown in Figure 11.5.6. As we haven\u2019t indicated any progress, all the progress percentages are zero percent. Each bar is now composed of two horizontal parts. The lower part, which is darker, displays the baseline.\r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"626\"]\"Bars Figure 11.5.6: Tracking Gantt Chart[\/caption]\r\n\r\nThe project started on June 6, 2022. The estimated completion date is December 30, 2022. Let\u2019s assume that some time has passed in the project. Let\u2019s make the current date September 18, 2022. Under the \u201cProject\u201d tab, click \u201cProject Information\u201d. Changing the current date won\u2019t suffice (Figure 11.5.7). It will help us to see the date on the Gantt Chart. Rather, we need to change the status date to create a scenario as of September 18, 2022.\r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"473\"]\"Microsoft Figure 11.5.7: Project Information Window[\/caption]\r\n\r\nNow, we can change the completion percentages for each activity and add \u201cAdditional Resources\u201d to create the impression that we made some progress on activities and spent more money on some of the activities. Table 11.5.2 indicates additional costs are added to activities C and F (Figure 11.5.8). The project cost changed to $55,800 with the additional costs from its cost baseline of $52,400.\r\n\r\n \r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"527\"]\"Microsoft Figure 11.5.8: Additional Costs added to activities C and F[\/caption]\r\n\r\nAs shown in Table 11.5.3, we will also change the completion percentages for each activity.\r\n

Table 11.5.3: Completion Percentages for the Activities<\/strong><\/p>\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n
Activity<\/strong><\/td>\r\nCompletion Percentage<\/strong><\/td>\r\n<\/tr>\r\n
A<\/td>\r\n100<\/td>\r\n<\/tr>\r\n
B<\/td>\r\n100<\/td>\r\n<\/tr>\r\n
C<\/td>\r\n100<\/td>\r\n<\/tr>\r\n
D<\/td>\r\n100<\/td>\r\n<\/tr>\r\n
E<\/td>\r\n100<\/td>\r\n<\/tr>\r\n
F<\/td>\r\n100<\/td>\r\n<\/tr>\r\n
G<\/td>\r\n100<\/td>\r\n<\/tr>\r\n
H<\/td>\r\n50<\/td>\r\n<\/tr>\r\n
I<\/td>\r\n0<\/td>\r\n<\/tr>\r\n
J<\/td>\r\n0<\/td>\r\n<\/tr>\r\n
K<\/td>\r\n0<\/td>\r\n<\/tr>\r\n
L<\/td>\r\n0<\/td>\r\n<\/tr>\r\n
M<\/td>\r\n0<\/td>\r\n<\/tr>\r\n
N<\/td>\r\n0<\/td>\r\n<\/tr>\r\n
O<\/td>\r\n0<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\nWe can use the shortcuts for completion percentages (0%, 25%, 50%, 75%, 100%). Or double-clicking a task opens the \u201cTask Information\u201d window. We can type any percentage from the \u201cPercent complete\u201d on this window (Figure 11.5.9).\r\n

\"ShortcutsFigure 11.5.9: Shortcuts for Completion Percentages<\/span><\/p>\r\nAfter we mark the completion percentages for each task, we can see the percentages to the left of each bar on the Gantt Chart (Figure 11.5.10). Besides, the upper horizontal section of each bar will get darker for 100% completion, and the \u201cIndicators\u201d column will place ticks for these activities. Activity H has a 50% completion. Therefore, the upper horizontal section for half of the activity turned darker red. Remember that weekends are considered holidays on Microsoft Project (default setting). Therefore, the coverage area may not necessarily display a 50% area on a bar.\r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"626\"]\"Microsoft Figure 11.5.10: The Percentages marked to the right of each bar on the Gantt Chart[\/caption]\r\n\r\nSo, our scenario dictates that we finished 100% of activities A, B, C, D, E, F, and G, and 50% of activity H. Besides, we spent more money on activities C and F.\r\n\r\nNow, we can open the EVM table. In the View tab, we click Tables and select More Tables. In the new menu window, we choose Earned Value. In the new sheet, we should insert SPI as a new column to the right of the existing \"SV\" column and CPI as a new column to the right of the existing \u201cCV\u201d column. Figure 11.5.11 displays the Earned Value table view as of September 18, 2022. An SPI value of 0.92 indicates that our project is behind schedule. A CPI value of 0.88 indicates that our project has an overrun budget issue. Microsoft Project provides EAC, BAC, and VAC values (Figure 11.5.11). Our cost baseline was $52,400. If we assume that the CPI value of 0.88 doesn\u2019t change during the rest of the project, we can estimate to pay $59,761 (EAC \u2013 Estimate at Completion) by the end of the project, which is $7,361 (VAC \u2013 Variation at Completion) more than our cost baseline.\r\n\r\n[caption id=\"attachment_349\" align=\"aligncenter\" width=\"586\"]\"Earned Figure 11.5.11: Earned Value Table View[\/caption]\r\n\r\nOur schedule baseline was 30 weeks (Figure 11.5.1). SPI is 0.92 as of September 18, 2022. If we cannot improve this SPI and it remains the same during the rest of the project, there may be a delay of 2.6 weeks [1 \u2013 (30 weeks \/ 0.92)].","rendered":"

This MS Project tutorial will elaborate on how to conduct an EVM analysis. Table 11.5.1 provides a project with 15 activities.<\/p>\n

Table 11.5.1: Project Activities<\/strong><\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Activity<\/strong><\/td>\nDuration (weeks)<\/strong><\/td>\nPredecessors<\/strong><\/td>\n<\/tr>\n
A<\/td>\n2<\/td>\n—<\/td>\n<\/tr>\n
B<\/td>\n3<\/td>\n—<\/td>\n<\/tr>\n
C<\/td>\n1<\/td>\nA, B<\/td>\n<\/tr>\n
D<\/td>\n3<\/td>\nC<\/td>\n<\/tr>\n
E<\/td>\n2<\/td>\nC<\/td>\n<\/tr>\n
F<\/td>\n2<\/td>\nD, E<\/td>\n<\/tr>\n
G<\/td>\n3<\/td>\nE<\/td>\n<\/tr>\n
H<\/td>\n4<\/td>\nF, G<\/td>\n<\/tr>\n
I<\/td>\n2<\/td>\nH<\/td>\n<\/tr>\n
J<\/td>\n6<\/td>\nI<\/td>\n<\/tr>\n
K<\/td>\n4<\/td>\nJ<\/td>\n<\/tr>\n
L<\/td>\n3<\/td>\nJ<\/td>\n<\/tr>\n
M<\/td>\n2<\/td>\nJ<\/td>\n<\/tr>\n
N<\/td>\n2<\/td>\nK, L, M<\/td>\n<\/tr>\n
O<\/td>\n1<\/td>\nN<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

 <\/p>\n

\"The
Figure 11.5.1: WBS, Schedule, and the Gantt Chart<\/figcaption><\/figure>\n

In this project, the resources assigned to each activity are given in Table 11.5.2. All the resources are “Work” type resources, meaning they are either people or equipment.<\/p>\n

Table 11.5.2: Resources and Costs<\/strong><\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Resource Name<\/strong><\/td>\nStandard Rate<\/strong><\/td>\nActivities\u00a0<\/strong><\/td>\n<\/tr>\n
a<\/td>\n$20.00\/hr<\/td>\nA<\/td>\n<\/tr>\n
b<\/td>\n$40.00\/hr<\/td>\nB<\/td>\n<\/tr>\n
c<\/td>\n$30.00\/hr<\/td>\nC<\/td>\n<\/tr>\n
d<\/td>\n$15.00\/hr<\/td>\nD<\/td>\n<\/tr>\n
e<\/td>\n$35.00\/hr<\/td>\nE<\/td>\n<\/tr>\n
f<\/td>\n$50.00\/hr<\/td>\nF<\/td>\n<\/tr>\n
g<\/td>\n$30.00\/hr<\/td>\nG<\/td>\n<\/tr>\n
h<\/td>\n$25.00\/hr<\/td>\nH<\/td>\n<\/tr>\n
i<\/td>\n$40.00\/hr<\/td>\nI<\/td>\n<\/tr>\n
j<\/td>\n$40.00\/hr<\/td>\nJ<\/td>\n<\/tr>\n
k<\/td>\n$25.00\/hr<\/td>\nK<\/td>\n<\/tr>\n
l<\/td>\n$25.00\/hr<\/td>\nL<\/td>\n<\/tr>\n
m<\/td>\n$20.00\/hr<\/td>\nM<\/td>\n<\/tr>\n
n<\/td>\n$35.00\/hr<\/td>\nN<\/td>\n<\/tr>\n
o<\/td>\n$50.00\/hr<\/td>\nO<\/td>\n<\/tr>\n
Additional Cost 1<\/td>\n$35.00\/hr<\/td>\nC<\/td>\n<\/tr>\n
Additional Cost 2<\/td>\n$25.00\/hr<\/td>\nF<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
<\/div>\n

Under the View tab, we click the \u201cResource Sheet.\u201d Then, we can type the resource names and costs, as seen in Table 11.5.2. The Resource Sheet on MS Project is given in Figure 11.5.2.<\/p>\n

\"Resource
Figure 11.5.2: Resource Sheet<\/figcaption><\/figure>\n

Let\u2019s select all the resources except additional costs from the drop-down menu for each resource on the Gantt Chart view. Besides, we add a new column \u201cCost\u201d to the left of \u201cResource Names\u201d. As shown in Figure 11.5.3, the project’s total estimated cost is $52,400. This figure would also be our BAC (Budget at Completion).<\/p>\n

 <\/p>\n

\"Microsoft
Figure 11.5.3: Gantt Chart View with the Resources Selected<\/figcaption><\/figure>\n

Under the \u201cTask\u201d tab, we can select \u201cTracking Gantt\u201d from the drop-down menu (Figure 11.5.4).<\/p>\n

 <\/p>\n

\"Selecting
Figure 11.5.4: Selecting Tracking Gantt View<\/figcaption><\/figure>\n

We must create a baseline by clicking \u201cSet Baseline\u201d under the \u201cProject\u201d tab to create schedule and cost baselines. We can click OK, as shown in Figure 11.5.5.<\/p>\n

 <\/p>\n

\"Microsoft
Figure 11.5.5: Set Baseline Window<\/figcaption><\/figure>\n

The Tracking Gantt Chart is shown in Figure 11.5.6. As we haven\u2019t indicated any progress, all the progress percentages are zero percent. Each bar is now composed of two horizontal parts. The lower part, which is darker, displays the baseline.<\/p>\n

\"Bars
Figure 11.5.6: Tracking Gantt Chart<\/figcaption><\/figure>\n

The project started on June 6, 2022. The estimated completion date is December 30, 2022. Let\u2019s assume that some time has passed in the project. Let\u2019s make the current date September 18, 2022. Under the \u201cProject\u201d tab, click \u201cProject Information\u201d. Changing the current date won\u2019t suffice (Figure 11.5.7). It will help us to see the date on the Gantt Chart. Rather, we need to change the status date to create a scenario as of September 18, 2022.<\/p>\n

\"Microsoft
Figure 11.5.7: Project Information Window<\/figcaption><\/figure>\n

Now, we can change the completion percentages for each activity and add \u201cAdditional Resources\u201d to create the impression that we made some progress on activities and spent more money on some of the activities. Table 11.5.2 indicates additional costs are added to activities C and F (Figure 11.5.8). The project cost changed to $55,800 with the additional costs from its cost baseline of $52,400.<\/p>\n

 <\/p>\n

\"Microsoft
Figure 11.5.8: Additional Costs added to activities C and F<\/figcaption><\/figure>\n

As shown in Table 11.5.3, we will also change the completion percentages for each activity.<\/p>\n

Table 11.5.3: Completion Percentages for the Activities<\/strong><\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Activity<\/strong><\/td>\nCompletion Percentage<\/strong><\/td>\n<\/tr>\n
A<\/td>\n100<\/td>\n<\/tr>\n
B<\/td>\n100<\/td>\n<\/tr>\n
C<\/td>\n100<\/td>\n<\/tr>\n
D<\/td>\n100<\/td>\n<\/tr>\n
E<\/td>\n100<\/td>\n<\/tr>\n
F<\/td>\n100<\/td>\n<\/tr>\n
G<\/td>\n100<\/td>\n<\/tr>\n
H<\/td>\n50<\/td>\n<\/tr>\n
I<\/td>\n0<\/td>\n<\/tr>\n
J<\/td>\n0<\/td>\n<\/tr>\n
K<\/td>\n0<\/td>\n<\/tr>\n
L<\/td>\n0<\/td>\n<\/tr>\n
M<\/td>\n0<\/td>\n<\/tr>\n
N<\/td>\n0<\/td>\n<\/tr>\n
O<\/td>\n0<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

We can use the shortcuts for completion percentages (0%, 25%, 50%, 75%, 100%). Or double-clicking a task opens the \u201cTask Information\u201d window. We can type any percentage from the \u201cPercent complete\u201d on this window (Figure 11.5.9).<\/p>\n

\"ShortcutsFigure 11.5.9: Shortcuts for Completion Percentages<\/span><\/p>\n

After we mark the completion percentages for each task, we can see the percentages to the left of each bar on the Gantt Chart (Figure 11.5.10). Besides, the upper horizontal section of each bar will get darker for 100% completion, and the \u201cIndicators\u201d column will place ticks for these activities. Activity H has a 50% completion. Therefore, the upper horizontal section for half of the activity turned darker red. Remember that weekends are considered holidays on Microsoft Project (default setting). Therefore, the coverage area may not necessarily display a 50% area on a bar.<\/p>\n

\"Microsoft
Figure 11.5.10: The Percentages marked to the right of each bar on the Gantt Chart<\/figcaption><\/figure>\n

So, our scenario dictates that we finished 100% of activities A, B, C, D, E, F, and G, and 50% of activity H. Besides, we spent more money on activities C and F.<\/p>\n

Now, we can open the EVM table. In the View tab, we click Tables and select More Tables. In the new menu window, we choose Earned Value. In the new sheet, we should insert SPI as a new column to the right of the existing “SV” column and CPI as a new column to the right of the existing \u201cCV\u201d column. Figure 11.5.11 displays the Earned Value table view as of September 18, 2022. An SPI value of 0.92 indicates that our project is behind schedule. A CPI value of 0.88 indicates that our project has an overrun budget issue. Microsoft Project provides EAC, BAC, and VAC values (Figure 11.5.11). Our cost baseline was $52,400. If we assume that the CPI value of 0.88 doesn\u2019t change during the rest of the project, we can estimate to pay $59,761 (EAC \u2013 Estimate at Completion) by the end of the project, which is $7,361 (VAC \u2013 Variation at Completion) more than our cost baseline.<\/p>\n

\"Earned
Figure 11.5.11: Earned Value Table View<\/figcaption><\/figure>\n

Our schedule baseline was 30 weeks (Figure 11.5.1). SPI is 0.92 as of September 18, 2022. If we cannot improve this SPI and it remains the same during the rest of the project, there may be a delay of 2.6 weeks [1 \u2013 (30 weeks \/ 0.92)].<\/p>\n","protected":false},"author":3,"menu_order":6,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-350","chapter","type-chapter","status-publish","hentry"],"part":325,"_links":{"self":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters\/350","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/users\/3"}],"version-history":[{"count":6,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters\/350\/revisions"}],"predecessor-version":[{"id":900,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters\/350\/revisions\/900"}],"part":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/parts\/325"}],"metadata":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters\/350\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/media?parent=350"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapter-type?post=350"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/contributor?post=350"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/license?post=350"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}