Project Management Companion Handbook

Project Management Companion CER1projectmanagement
CER1projectmanagement Pty Ltd Project Management Companion Page | 1

Project
Management
Companion
By
CER1projectmanagement

Version: 1.5 Date: 18
th
of January 2012



Table of Contents
1. INTRODUCTION .................................................................................................. 4
2. PROJECT DELIVERY STEPS ............................................................................. 5
2.1. Scope the Project ................................................................................................................... 5
2.2. Develop the Project Plan ....................................................................................................... 5
2.3. Socialize the Plan .................................................................................................................. 6
2.4. Implementation Phase ........................................................................................................... 6
2.5. Project Acceptance and Closure Phase ................................................................................ 6
3. WORK BREAKDOWN STRUCTURE ................................................................... 7
4. PROJECT SCHEDULES ...................................................................................... 9
4.1. ASA 5580 Service Firewall Upgrade Project Overview ......................................................... 9
4.2. ASA 5580 Service Firewall Upgrade Project Tasks .............................................................. 9
4.3. ASA 5580 Service Firewall Upgrade Project Schedule ....................................................... 10
4.4. Asymmetric Routing Remediation Project Overview ........................................................... 12
4.5. Asymmetric Routing Remediation Project Tasks ................................................................ 12
4.6. Asymmetric Routing Remediation Project Schedule ........................................................... 13
4.7. B2B Site Relocation Project Overview................................................................................. 14
4.8. B2B Site Relocation Project Schedule................................................................................. 14
4.9. Disaster Recovery Site Swap Project Overview .................................................................. 16
4.10. Disaster Recovery Site Swap Project Schedule .................................................................. 16
4.11. Multi Site Data Centre Build Project Overview .................................................................... 19
4.12. Multi Site Data Centre Build Project Schedule .................................................................... 19
4.13. Sample Call Manager Upgrade Project Overview ............................................................... 27
4.14. Sample Call Manager Upgrade Project Approach ............................................................... 27
4.15. Sample Call Manager Upgrade Project Schedule ............................................................... 28
4.16. Server Farm Upgrade Project Overview .............................................................................. 30
4.17. Server Farm Upgrade Project Schedule .............................................................................. 30
4.18. Site X Edge Stack Implementation Project Overview .......................................................... 32
4.19. Site X Edge Stack Implementation Project Schedule .......................................................... 32
4.20. Site X LAN Refresh Project Overview ................................................................................. 37
4.21. Site X LAN Refresh Project Tasks ....................................................................................... 37
4.22. Site X LAN Refresh Project Schedule ................................................................................. 38
4.23. Telepresence Implementation Project Overview ................................................................. 40
4.24. Telepresence Implementation Project Schedule ................................................................. 40
4.25. Test Lab and Production Project Overview ......................................................................... 42
4.26. Test Lab and Production Project Schedule ......................................................................... 42
4.27. VPN Solution Project Overview ........................................................................................... 44
4.28. VPN Solution Project Schedule ........................................................................................... 44
5. CONCLUSION .................................................................................................... 46


APPENDIX A - REVISION LIST ............................................................................... 47
APPENDIX B PROJECT MANAGEMENT COMPANION SOFTWARE
AGREEMENT OF USE ....................................................................................... 48


1. Introduction

There is an assumption from the team at CER1projectmanagement that the readers of this companion
are working as and have a fundamental understanding of Project Management and know how to use
the available tools to develop schedules.
Project Management is a discipline that looks at the nature of projects and offers ways to control their
progress. Project Management attempts to organize and systematize the procedures in a project to
minimize the number of surprises you encounter.
Project Management and project managers concern themselves with certain key areas;
Scheduling
Budgeting
Managing resources
Tracking and reporting progress
To manage these aspects of projects, certain tools have evolved over years. Some of these are
conceptual, like the critical path; others involve specific formats for charting progress, like Gantt charts.
The Project Management Companion is to provide project managers with the key information to assist
with the existing concepts and tools.
This Project Management Companion contains real world successfully completed Project Schedules
and task lists. The contents of the Gantt Charts found within this document are to assist you when
developing your projects and to provide each Project Manager an indicative understanding of the
tasks, their duration and work effort while planning.
There are approximately 12 different types of projects represented within the Project Management
Companion, which cover the broad spectrum of infrastructure and application related projects, from
LAN Refresh Projects to Data Centre Builds and most projects in-between. Not all of the projects
covered have a task list associated with it, the task lists may change dependant on your project and
are to be used as guides when developing the project schedule.
The PM Companion also covers the necessary project life cycle delivery steps, this is to provide the
Project Manager with a broad understanding of the steps involved when working on a project, and are
complementary to CER1projectmanagement Templates.
Often as Project Managers we are requested to deliver or work on projects which are foreign to us,
and finding a starting point can be a task of its own, the intention of the PM Companion is to assist you
with your starting point, cover the required project tasks and assist you with delivering your project
successfully.
Most projects will have their own specific requirements which can be added to the broad tasks
provided by the PM Companion. These are not templates but actual Gantt Charts of many varied and
complex projects completed by the CER1projectmanagement Team over many years in the practice,
who understand that time on projects is precious and any assistance of this nature is invaluable.
The team at CER1projectmanagement wish you all the very best in delivering your projects to scope,
on time, without conflict and within budget, and believe the PM Companion can help you get there.


2. Project Delivery Steps
There are approximately 5 stages in all during a projects life cycle made up of the following;

2.1. Scope the Project
NOTE: this is essentially meeting with the customer and discussing with a view of finalising the
projects deliverable, the scope of the project. During any major project this is more than likely to
change (scope creep), dont be afraid this is common, just make sure you have a record of it (a
checklist is good to maintain from the start of the project I find you can use this at the start as a
summary of what is being delivered, and then use at the end of the project to match what has
actually been delivered. If the Scope is not accurate from the beginning then you will have a
difficult time in delivering the project to your customers expectation, so be extra careful here, dont
be afraid to include your customer in every step during this processdont assume anything.
Produce a Statement of Work (SOW) outlining the following;
o Project Overview and scope
General Summary of Project
The discussed/considered solution options
o The Projects deliverables
The Proposed Solution
Deliverables
Each teams Responsibilities
High Level Project Milestones
Dependencies
High Level Risks and Mitigation
Assumption of parties involved includes any third parties
Exclusions
o High Level Project Costs
o SOW acceptance
o Project Acceptance Criteria
o Bill of Materials if one is required
o High level design if one is required.
Establish Budget

2.2. Develop the Project Plan
NOTE: Depending on the size of the project you may not need to create a Gantt Chart unless
specifically asked by the customer, normally simple projects, of an amount less than $10,000.00
may not need the same stringent process as a project of over $50,000.00, this is entirely up to
you, and your comfort zone, and the requirement of your customer.
o Outline the steps/activities of the project (via Gantt Chart or Spreadsheet)
NOTE: This is normally an evolving document, but best to lock down as best you can, the more
complex the project the harder it will be to lock down.
o The Work Breakdown Structure (WBS) will be generated from your Gantt chart which
will assist with which task your resources are spending their time on. This will be of
great benefit when billing the customer. Ensure accurate records are kept.
o Develop a Project Management Plan


o It will contain the detail from the SOW
o Resource Roles and Responsibilities
o Set out the frequency of meetings with the customer and Steering Committee
meetings
o Establish the Communication Plan
o Any third party involvement
o Engage the appropriate Resources
o Commence the Detailed Design if required.
o Identify and keep a risks and issues register, which includes their respective mitigation.
2.3. Socialize the Plan
o Involves all parties participating in the projects delivery
o Cover expectations of each teams involved
o Finalise the Project Plan
o Obtain customer acceptance of the Project Plan
o Commence weekly meetings (depending on the project, may require more)
o Review the Detailed Design both internally and with customer
o Rework Detailed Design if required.
o Conduct Proof Of Concept (POC) of the solution
o Obtain results of the POC and socialise with the customer, and with any third party
involved in the project.
o Once approved/accepted by all parties then move onto implementation phase
2.4. Implementation Phase
o Document the Implementation Plan
o Establish Reporting tools.
o Internal Reporting to your management
o Reporting for the customer
o Track costs/budgets
o Ensure Change Control is in place
o Meet with teams as frequently as required
o Advise customer on progress (weekly meetings, or more as required)
o Track implementation to plan (if not, then advise the customer immediately)
o Revisit plan
NOTE: Normally at this time is when scope creep occurs
o Cover implementation with project acceptance criteria and if customer is satisfied
move onto the project closure phase

2.5. Project Acceptance and Closure Phase
o Receive Customer Acceptance
o Provide completed Project Documentation
o Complete post implementation checklist
o Issue final project report
o Celebrate


3. Work Breakdown Structure
The Work Breakdown Structure is a hierarchical description of the work that must be done to complete
the project as defined in the Statement of Work or Project Charter. The Work Breakdown Structure is
essentially a series of tasks which in turn are broken into sub tasks. While the process of identifying
the tasks required for a project is conceptually simple, it is a vital step in the process since it provides
the basis for bottom-up estimation and developing a detailed project schedule. Breaking down work
into hierarchy of activities, tasks, and work packages is called decomposition. It allows the estimation
of the projects duration, determine the required resources, and schedule the work. The complete
decomposition is a criteria whose activities at the lowest levels of decomposition will possess known
properties that allow us to meet planning and scheduling needs.
There are approximately four uses for the Work Breakdown Structure that I am aware of, they are;
Thought process tool, this means that it allows the project manager and the project team to
visualise exactly how the work of the project can be defined and managed effectively.
Architectural design tool, this is a picture of the work of the project and how the items of work
are related to one another.
Planning tool, this gives the project team a detailed representation of the project as a
collection of activities that must be completed in order for the project to be completed.
Project status reporting tool, as work is completed, activities will be completed and hence the
ability to report on its status to interested stakeholders.
It is the project manager who will decide on the architecture of the Work Breakdown Structure and the
level of detail required. This is important because the project manager is accountable for the success
of the project. The Work Breakdown Structure must be defined so that the project manager can
manage the project. That means that the approach and detail in the Work Breakdown Structure might
not be the way others would have approached it. Apart from any senior management requirements for
reporting or organizational requirements for documentation or process, the project manager is free to
develop the WBS according to his or her needs and those of management. Because of this
requirement, the WBS is not unique. That should not bother you because all that is required is a WBS
that defines the project work so that you, at the project manager, can manage it.
The best way to generate the WBS is as part of the project planning session, which outline the tasks
as clearly cut activities with time duration estimates and the resources responsible for the tasks
delivery. Developing the WBS is the most critical part of the planning session, if done correctly then
the rest is relatively easy. There are six characteristics are as follows;
Status/completion is measurable
Start/end events are clearly defined
Activity has a deliverable.
Time/cost is easily estimated
Activity duration is within acceptable limits
Work assignments are independent.
If the activity does not possess these six characteristics, decompose the activity and ask the questions
again. As soon as an activity possesses the six characteristics, there is no need to further decompose
it. As soon as every activity in the WBS possesses these six characteristics, the WBS is defined as
complete.
There are so many ways to build a Work Breakdown Structure, use an approach which best utilises
your strength, whatever the approach used; the WBS can be generically represented. The goal


statement represents the reason for doing the project. The process of Work Breakdown or task listing
is essential for estimation because it ensures that the team understands what work has to be done.
One of the most common causes of poor estimation is simple failure to list all tasks required.



4. Project Schedules
The following project Gantt Charts are to provide you with an understanding of the different
types of projects, their related tasks and durations. They are the actual steps required to
perform, implement and complete the project.
NOTE: Most projects will have their own specific requirements which can be added to the
broad tasks provided by the PM Companion; these are not templates but actual Gantt Charts
of successfully completed projects.
4.1. ASA 5580 Service Firewall Upgrade Project Overview
Customer is requiring a design and implementation effort to install four new Cisco ASA5585
Firewalls into their Site 1 and Site 2 Data Centres.
Firewall work to be done at Site 1:
Replace existing Production Firewall Pair 2 with new ASA5585 Firewall Pair
Re-use pulled out ASA5580 Firewall Pair as dedicated Site 1 Legacy Interconnect
Campus Firewall Pair in the Enterprise Perimeter
Re-use pulled out ASA5580 Firewall from Site 2 and install as redundant DR/NP
Firewall Pair
Firewall work to be done at Site 2 Data Centre:
Replace existing Production Firewall Pair 2 with new ASA5585 Firewall Pair
Re-use pulled out ASA5580 Firewall and install as redundant DR/NP Firewall Pair 2

4.2. ASA 5580 Service Firewall Upgrade Project Tasks

Type Hours Description
Design 16 BH Site Inspections and Audit
Design 48 BH Site information workshops and information gathering (2
resources)
Note: Six workshops.
Design 120 BH High Level Designs / As Built Documentation
Design /
Implementation
100 BH

Site 2 Network Implementation & Planning (multiple
resources)
Design 12 BH Site 2 Change Requests
Implementation 80 AH Site 2 Firewall Migrations (2 onsite resources)
Implementation 40 BH Post Implementation Support
Note: One week (Optional)
Design /
Implementation
100 BH

resources)
Implementation 80 AH Site 1 Firewall Migrations (2 onsite resources)
Implementation 40 BH Hand-over - Project Presentation preparation.


Implementation 4 BH Hand-over - Project Presentation to Support Staff.
Note: 2 x 2 HR sessions
Project
Management
25 BH General Project Management.

4.3. ASA 5580 Service Firewall Upgrade Project Schedule





4.4. Asymmetric Routing Remediation Project Overview
The solution is to shutdown and disconnects the physically and logically separate management
interfaces on all Cisco ASA Firewalls, VPN Concentrators and Load Balancers. Hence all
management functions of these devices will now be performed in band. This includes all physical
devices and their associated logical or virtual contexts employed within the Data Centre solution. This
also includes any design rework on either Enterprise or Internet Perimeters where the Admin context
has been utilised to extend the Management Zone outside to the north bound network devices. Scope
will need to include alterations to the Internal Element Management systems including, but not limited
to CSM, ACS and ANM. Hence seed documents and all required management ACLs are included.
The update to existing as built documentation must be provided.
4.5. Asymmetric Routing Remediation Project Tasks
Design 16 BH Firewall and Load Balancer Audit
Design 96 BH Site information workshops and information gathering (2
resources)
Note: Twelve workshops.
Design 160 BH Detailed Design / As Built Documentation
Design /
Implementation
120 BH

resources)
Implementation 192 AH Site 2 Remediation Change Windows (2 remote resources)
Design /
Implementation
120 BH Site 1 Network Implementation & Planning (multiple
resources)
Implementation 204 AH Site 1 Remediation Change Windows (2 remote resources)
Implementation 40 BH Hand-over - Project Presentation preparation.
Implementation 4 BH Hand-over - Project Presentation to Support Staff.
Note: 2 x 2 HR sessions
Project Management 25 BH General Project Management.



4.6. Asymmetric Routing Remediation Project Schedule



4.7. B2B Site Relocation Project Overview
The required task for this project is the relocation of an Organisations B2B environment from one site
to another. This would include the following;
Relocation of B2B requirements from Site 1 to Site 2
Decommissioning Site 1.
4.8. B2B Site Relocation Project Schedule





4.9. Disaster Recovery Site Swap Project Overview
The objective of this project is to provide to perform the site swap between Site 3 Data Centre and
Site1 Site Office. That is, making Site 1 the primary site and Site 3 the Disaster Recovery site.
This project will deal with the final stage of Disaster Recovery Stage 3 and involves the relocation of
medium to high impact production servers, DMZ silos and associated network services from Site 3 to
Site 1.
4.10. Disaster Recovery Site Swap Project Schedule







4.11. Multi Site Data Centre Build Project Overview
This project relates to the design and build of two next generation data centre networks at Site 1 and
Site 2. The Customer has taken the opportunity to leverage the latest in data centre networking
technologies to build a high performance and fully virtualised data centre infrastructure capable of
supporting the current and future (next 5 years) hosting requirements of the business. The project has
been split into the following 3 phases:
Phase 1: Data Centre network High Level Design (HLD) for Data Centres at Site 1 and Site 2
Phase 2: Data Centre network Low Level Design (LLD) for Data Centres at Site 1 and Site 2
Phase 3: Staging, Implementation and Testing of Data Centre networks at Site 1 and Site 2

4.12. Multi Site Data Centre Build Project Schedule

















4.13. Sample Call Manager Upgrade Project Overview
This project covered the upgrade of a Call Manager and IPCC environments from v4 to v6.
4.14. Sample Call Manager Upgrade Project Approach
At a high level, the milestones for this project are as follows:
Initiation
1. Deliver PMP
2. Confirm funding
3. Engage resources
Planning
1. POC testing in the test lab of the new software versions
2. Creation of the Detailed Design
3. POC testing to confirm Detailed Design.
1. Customer will conduct Phase 1 User Acceptance Testing in the Test Lab
4. Develop High Level Implementation Plan
5. Develop Detailed Implementation Plans
Execution:
1. Customer completes all site and environmental works as specified in the Detailed
Design.
2. Raise Change Management records as per Implementation Plan
3. Backup the current production environment for fall-back purposes if required
4. Upgrade desktop Client software versions
Note: Sociability testing of the new IPCC desktop software will be
undertaken by the Customer against the existing desktop builds
5. Implementation of version upgrade
6. UAT
7. Monitoring of production performance.
8. Handover to support
Closure
1. Update and deliver project documentation deliverables
2. Project Finalization Report
3. Project Finalization Approval


4.15. Sample Call Manager Upgrade Project Schedule





4.16. Server Farm Upgrade Project Overview
This project covers the requirement to deploy Server Farm in Site 2 and accommodate the Disaster
Recovery Virtualisation requirements. Once the Server Farm in Site 1 is retrofitted with the 10G
modules, there will be redeployment of 4 x 10/100/1000 port cards in the Server Farm Chassis' in Site
2. Server Farm in Site 2 will be similar to the implementation of Server Farm in Site 1 with the 10G
cards.
4.17. Server Farm Upgrade Project Schedule





4.18. Site X Edge Stack Implementation Project Overview
This project deals with the installation of Cisco Edge switches into Multi Level risers, similar to hotels
with connection back to the core switch.
4.19. Site X Edge Stack Implementation Project Schedule











4.20. Site X LAN Refresh Project Overview
This project dealt with the LAN Refresh Project which was implemented in seven major stages:
Workshops and Meetings
Detailed Design Review
Staging of Equipment
Initial Implementation
Integration with the existing network
Migration of services to the new network
Training and Handover
4.21. Site X LAN Refresh Project Tasks
Design 32 BH Network and Security Technical workshops (2 onsite
resources).
- Hours based on 4 BH per week onsite workshops over 4
weeks
Design 8 BH Network and Security Weekly Governance meetings (2
offsite resources).
- Hours based on 1 BH per week conference calls over 4
weeks
Design 80 BH Network Detailed Design Review (2 resources).
Design 80 BH Security Detailed Design Review (2 resources).
Implementation 160 BH
and
200 BH
Network Staging (4+ offsite resources).
- Hours based on 160 Hours on test devices and 1 Hour per
other device
Implementation 44 BH Security Staging (2 offsite resources).
- Hours based on 4 BH per device
Implementation 454 BH Network Initial Implementation Changes Part I - Equipment
Installation and Basic Testing (4+ onsite resources).
- Hours based on 20 BH for Nexus 7Ks, 2 BH per other
device
Implementation 22 BH Security Initial Implementation Changes Part I - Equipment
Installation and Basic Testing (2 onsite resources).
- Hours based on 2 BH per device
Implementation 80 BH Network Initial Implementation Changes Part II - NRFU
Testing (1 onsite resources).
- Hours based on one dry run and one with customer
Implementation 80 BH Security Initial Implementation Changes Part II - NRFU
Testing (1 onsite resource).
- Hours based on one dry run and one with customer
Implementation 16 BH / 64 AH
and
40 BH
Network Migration Changes (1 offsite resource).
- Hours based on 20 x 4 HR change window with 20/80
BH/AH split
- and 2 BH pre-configuration build per communications room
Implementation 16 BH / 64 AH
and
40 BH
Security Migration Changes (1 offsite resource).
- Hours based on 20 x 4 HR change window with 20/80
BH/AH split


- and 2 BH pre-configuration build per communications room
Implementation 8 BH-OC Network Post Implementation Support - On-call Engineer.
(Optional)
Implementation 8 BH-OC Security Post Implementation Support - On-call Engineer.
(Optional)
Design 40 BH As-Built Network Documentation Update (1 resource).
Design 24 BH As-Built Security Documentation Update (1 resource).
Design 80 BH Hand-over - Network Training Material. (2 resources)
Design 60 BH Hand-over - Security Training Material. (2 resources)
Design /
Implementation
24 BH Hand-over - Project Network As-Built Presentation to
Support Staff (1 resource).
- Hours based on 3 days of presentation/training (phased)
Design /
Implementation
16 BH Hand-over - Project Security As-Built Presentation to
Support Staff (2 resource).
- Hours based on 2 days of presentation/training (phased)
Project
Management
65 BH General - Project Management.

4.22. Site X LAN Refresh Project Schedule





4.23. Telepresence Implementation Project Overview
This project covered the expansion of an existing customers Telepresence environment by installing a
CTS 1300 system. The outcome was to enable Teleconferencing between an overseas destination
which would be able to connect with the CTS systems in Site 1 and Site 3 either with or without a
multipoint CTS conferencing facility.
4.24. Telepresence Implementation Project Schedule





4.25. Test Lab and Production Project Overview
This project is similar to the Test Lab Project, but also includes the production environment for further
testing of live applications.
4.26. Test Lab and Production Project Schedule





4.27. VPN Solution Project Overview
This project assisted the Customer to develop and implement new LAN networks and infrastructure as
required by the demerging of the company. As part of this project there is a request by the Customer
to design and implement a new SSL VPN gateway that will:
Consolidate all current EGP incarnations of remote access with a single manageable, flexible, highly
available, scalable and secure business remote access facility; provide the underlying technology to
invest in future initiatives such as Virtual Desktop Infrastructure (VDI) and other new technologies; and
deliver a more robust remote access solution for vendors to fulfil their agreed Service Level
Agreements (SLA).
4.28. VPN Solution Project Schedule





5. Conclusion
The Project Management Companion encompasses many varied and complex projects conducted by
the CER1projectmanagment team, it is meant to aid but not replace project managers with the tasks,
duration and work effort required to finalise the schedule for projects ranging from;
Firewall Implementations
Data Centre Builds
Site relocation
Server Farm builds
LAN Refresh
Application implementations
And Many More.

The use of the PM Companion is to help you get started by using real world complex and successfully
delivered projects. Although you will have to refine the project schedule with your own specific
information the broad outline is covered within the tasks found in the PM Companion. The PM
Companion will assist you to create the schedule with providing;
Individual task names
Task durations
Task dependencies

To allocate and track costs on those tasks, you add certain information about resources including
Resources and their costs for both standard and overtime hours
Resources assignments to specific tasks

To track a project over its lifetime, you need to enter the following information:
Progress on tasks
Changes in task timing or dependencies
Changes in resources, that is, resources that are added to or removed from the project
Changes in resources time commitments and costs.

As mentioned previously, the team at CER1projectmanagement wish you all the very best in delivering
your projects to scope, on time, without conflict and within budget, and believe the PM Companion can
help you get there.



Appendix A - Revision List
Ver. Date
Released
Modifications Author(s) and
Department
Reviewer(s)
and
Department
1.4 17/01/2012 Updated Document Body CER1projectma
nagement
All
1.5 18/01/2012 Update to Introduction and Conclusion CER1projectma
nagment
All



Appendix B Project Management Companion Software Agreement of Use

THE Project Management Companion, HEREIN CALLED THE "SOFTWARE", IS OWNED
BY CER1projectmanagement Pty Ltd, herein called CER1projectmangement
Upon your agreement to and compliance with the Terms of This License agreement,
CER1projectmanagement grants you, herein called the Licensee the following non-transferrable,
non-exclusive rights of use.
CER1projectmangement has the right to terminate this agreement if the Licensee fails to comply
with any term or condition of this agreement, no title to the intellectual property.
In the Software is transferred to you. The Licensee does not acquire any rights to the Software
except as expressly set forth in this license. Grant of license regarding the generic program,
CER1projectmanagement grants the Licensee the following rights regarding the use of the
Software.
1. Use of the Software for the Licensees personal or business purposes.
2. Copying the Software the Licensee may not make copies of the Software to the hard disk
of any computer or network or computers, belonging to the Licensee
3. Copies of the Project Management Companion completed by the Licensee may be copied
and/or saved to the hard disk of any computer, or network of computers belonging to the
Licensee.
Restrictions regarding the generic program, the Licensee may not distribute, sublicense, lease, sell,
rent or otherwise transfer the software or any modification or derivative thereof, to any other
individual or group for any reason.
Limitations of liability and disclaimer of warranty.
There is no warranty rights granted to you, the Licensee, regarding the Software. The Software
and accompanying written materials are supplied to the Licensee As is without warranty of any
kind.
CER1projectmanagement does guarantee, warrant, or make any representations, either expressed or
implied, regarding the use or the results of the use of the Software or the generic written materials
with regards to reliability, how current, accuracy, correctness, or otherwise.
The Licensee assumes the entire risk as to the results and performance of the Software.
CER1projectmangement shall not be liable under any circumstances for any damages whatsoever
arising out of the use, or the inability to use the Software even if CER1projectmangement has been
advised of the possibility of such damages.

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