PROJ6000 Principles of Project Management Report Sample

Assignment Instruction:

Individual/Group Individual
Length 1,200 words (+/- 10%)

Learning Outcomes -

The Subject Learning Outcomes demonstrated by successful  completion of the task below include:

a) Assess the importance of project management concepts within an organisational context.
b) Compare and contrast project management methodologies and their application within global project contexts.
c) Identify and analyse the key processes of a project lifecycle.

Submission Due by 11:55pm AEST/AEDT Sunday end of Module 3.2
Weighting 35%
Total Marks 100 marks

Instructions

In this Assessment, you will write a 1,200-word (+/- 10%) report that considers the application of a project management methodology to a project as described in an assigned case study. In particular, you will review the assigned case study, then compare and contrast the application of the PMBoK project management approach to the highlighted project with your choice of one of the following methodologies/approaches:

a) PRINCE2, or
b) Agile

The report must use the following headings:

1. INTRODUCTION: Develop an introduction to PMBoK and the other methodology/approach you have selected (PRINCE2 or Agile) that includes their background and historical context (approximately 200 words)

2. SIMILARITIES AND DIFFERENCES: List 2–3 similarities and 2–3 differences between them and why these similarities and differences are relevant to the assigned case study (approximately 200 words combined)

3. RISK: How each method treats project risk and how these approaches to risk are relevant to the assigned case study (approximately 200 words)

4. PROJECT CONTEXT: The types of projects in which each is used (approximately 200 words)

5. LIFECYCLE IMPLICATIONS: How each differs across different phases of a project’s lifecycle (approximately 200 words)

6. APPLICATION: Explain which methodology you would choose to apply for the project in the assigned case study, and why (approximately 200 words)

Solution

Introduction 

The purpose of the report is to compare and contrast the application of PMBoK project management approach to the highlighted project with the agile method. PMBoK in project management refers to the entire collection of processes, guidelines, practices and terminologies that are accepted in the project management industry. It stands for Project Management Body of Knowledge. PMBoK was originally founded in the year 1969 with the formation of PMI for helping professionals in sharing information and discussing problems in project management (Stackpole, 2013). This management approach has proved to be beneficial for the companies for standardizing practices across different departments, modifying for meeting specific needs and preventing project failures. PMBoK is also considered as an industry framework for incorporating some of the best practices in project management (Jamali & Oveisi, 2016). Thus, it focuses on aligning project stages in a chronological approach for undertaking different projects. 

Furthermore, agile approach was formally launched in the year 2001 for guiding teams on better software development (Layton, Ostermiller & Kynaston, 2020). The major principles of agile project management are responding to change by following a plan, focusing on individuals and interactions over tools and processes, working software instead of comprehensive documentation and customer collaboration over negotiating contracts.

Similarities and Differences 

There exist few similarities between PMBoK and agile as both are project management approaches that are focused on completing a project within the stipulated time. Both these models consist of the sequential steps of plan, do, check and act for implementing and completing the project, which can be beneficial for the case organization HP (Larson, 2017). Here, HP can undertake any of the two approaches or make a combined approach involving both for improving the project management learning in its organization. Thus, these approaches require effective planning and implementation for taking the learning to higher level.

PMBoK undertakes a traditional approach towards project management alongside depending on a plan-based model. On the other hand, agile project management is more flexible in nature, thus making it difficult to ensure compatibility between the two approaches (Jovanovic, et al., 2015). PMBoK having clear initial requirements does not provide chances of change as opposed to the creative, unclear and innovative requirements of agile method. Here, PMBoK can be helpful for achieving the desired learning objectives in HP while agile would be more suitable for making necessary changes in learning process based on requirements. In addition, the frequent collaboration in agile method as opposed to no users in PMBoK can utilize feedback from the employees to improve the learning process.

Risk 

Risk management in PMBoK indicates a systematic process of identifying, evaluating and responding to the project risks (Pritchard & PMP, 2014). Here, the managers in HP can undergo through different steps like planning, recognizing potential risks, conducting risk analysis by both qualitative and quantitative means, responding to risks and monitoring and control. These sequential steps can help in reducing potential failure of the project in HP and ultimately, ensure effective learning framework and procedure in the organization (Babenko, et al., 2019). This approach can also be beneficial in leveraging educational opportunities in the company alongside meeting the desired objectives of project management learning for both managers and employees.
Agile method can provide a flexible risk management technique to HP by responding to the changing needs and rising concerns of the learners. The learning framework or process of imparting project management knowledge can also be adjusted based on current market changes, thereby enabling the firm to use a proactive approach towards risk management (Buganová & Šimíčková, 2019). Risks can be reduced significantly through agile method as it will focus on individualities and interactions with learners for understanding their specific learning needs or difficulties. In addition, errors can be revealed sooner with frequent feedback, thereby improving the entire learning project MBA assignment expert. 

Project Context 

PMBoK is a traditional project management approach appropriate for completing small and less complex projects because of its linear method.  This can be helpful for the case study company HP in advancing its learning process to a higher level by focusing on clear initial requirements and definite project goals (Cha, et al., 2018). These goals or objectives can be developed beforehand according to which the company can focus on moving its learning process. However, the steps should be carried out sequentially and a completed step is never visited in this linear approach, which makes it essential for HP managers to plan out the learning process effectively (Gonçalves, et al., 2017). In this regard, agile method can be more useful for complex and unpredictable business environments. Here, the HP managers can identify specific learning needs of the employees and individuals and consequently, include them while continuing the learning process. This can be possible because agile method has flexibility of adapting to the changing needs (Ciric, et al., 2019). Here, collaboration from employees, managers and supervisors can also be beneficial because their valuable opinions or inputs help in improving the learning process. This further helps in reaching the learning objectives effectively making individuals knowledgeable about the project management approaches.

Lifecycle Implications 

HP can follow the PMBoK approach for taking the learning process at higher level in the organization by following the different steps of initiation, planning, execution, monitoring and closing (Carstens & Richardson, 2019). In the initiation phase, the project managers can explore various risks, benefits, requirements and scope of the project. In the planning phase, HP managers should focus on developing teams by dividing the learning project into different tasks. The execution phase involves putting the learning process into action followed by the monitoring phase of ensuring that learning is on the right track for meeting the desired objectives. Here, adjustments can be made based on individual needs of the learners or realigning it on the right track. The last phase involves achieving the learning objectives after the project completion.

HP managers can also follow the different phases of agile project management like concept or objectives, inception or recognizing needs, developing or iteration, production and testing and retirement. The first phase involves building an effective learning framework to be followed while the second phase consists of developing all requirements for undertaking the learning process (Wysocki, 2019). This involves team members, funding, initial supporting and modelling the process. The third phase requires developing adequate software and undertaking revisions. The fourth phase involves detecting any faults or errors followed by the last step of project completion.

Application 

Agile project management approach will be more suitable for enhancing the learning process in the case study company HP. Here, different learners will have individual needs and difficulties in gaining knowledge about project management, which can be handled effectively with a flexible method like agile. It can help in completing the learning project within estimated budget and time by enabling the individuals to engage in a high-level learning process. Any market changes or requirements can be well adjusted within this agile method alongside modifying the learning objectives to be achieved. Besides, the continuous feedback from both learners and trainers can be integrated into the learning process for making it more effective for them. This will help in meeting the learning needs of the managers and employees, thereby enabling them to enhance their knowledge.  

References

Babenko, V., Lomovskykh, L., Oriekhova, A., Korchynska, L., Krutko, M., & Koniaieva, Y. (2019). Features of methods and models in risk management of IT projects. Periodicals of Engineering and Natural Sciences (PEN), 7(2), 629-636. http://dx.doi.org/10.21533/pen.v7i2.558

Buganová, K., & Šimíčková, J. (2019). Risk management in traditional and agile project management. Transportation Research Procedia, 40, 986-993. https://doi.org/10.1016/j.trpro.2019.07.138

Carstens, D. S., & Richardson, G. L. (2019). Project management tools and techniques: A practical guide. CRC Press.

Cha, J., Newman, M., & Winch, G. (2018). Revisiting the project management knowledge framework: Rebalancing the framework to include transformation projects. International Journal of Managing Projects in Business, 11(4), 1026-1043. https://dx.doi.org/10.1108/IJMPB-11-2017-0147

Ciric, D., Lalic, B., Gracanin, D., Tasic, N., Delic, M., & Medic, N. (2019). Agile vs. Traditional approach in project management: Strategies, challenges and reasons to introduce agile. Procedia Manufacturing, 39, 1407-1414. https://doi.org/10.1016/j.promfg.2020.01.314

Gonçalves, E. F., Drumond, G. M., & Méxas, M. P. (2017). Evaluation of PMBOK and scrum practices for software development in the vision of specialists. Independent Journal of Management & Production, 8(5), 569-582. https://www.redalyc.org/pdf/4495/449551667002.pdf 

Jamali, G., & Oveisi, M. (2016). A study on project management based on PMBOK and PRINCE2. Modern Applied Science, 10(6), 142-146. http://dx.doi.org/10.5539/mas.v10n6p142 

Jovanovic, M., Lalić, B., Mas, A., & Mesquida, A. L. (2015). The agile approach in industrial and software engineering project management. Journal of Applied Engineering Science, 13(4), 213-216. https://doi.org/10.5937/jaes13-9577  

Larson, E. (2017). Project management: The managerial process (7 ed.). McGraw-Hill Higher Education.

Layton, M. C., Ostermiller, S. J., & Kynaston, D. J. (2020). Agile project management for dummies. John Wiley & Sons.

Pritchard, C. L., & PMP, P. R. (2014). Risk management: concepts and guidance. Auerbach Publications.

Stackpole, C. S. (2013). A User's Manual to the PMBOK Guide. John Wiley & Sons.

Wysocki, R. K. (2019). Effective project management: traditional, agile, extreme. John Wiley & Sons.