Project Management in Controlled Environment - Assignment Example

Word Count: 2,237 Module Code & Title Coursework title Module Name Student Name Date School Assessment Cover Sheet Project management is an effective methodology for to which the fate of project success and failure relies. PRINCE2 is regarded as a comprehensive and successful project management methodology. PRINCE2 constitutes of seven principles, seven themes and seven processes which are discussed briefly. The project management methodology exercises nine knowledge areas, five most important knowledge areas are discussed in the context of project management. At the end a case of a project is discussed, highlighting success and failure factors and lesson learnt. Table of Contents 1 Introduction to PRINCE2 6 1.2 Structure of PRINCE2 6 1.2.2 Themes 8 1.2.3 The Processes 10 1.3 Merits & Demerits of PRINCE2 12 2. PMBOK Knowledge Areas 12 1.3 Managing and Project 15 References 16 1. Introduction to PRINCE 2 PRINCE stands for Projects in Controlled Environment. PRINCE2 is a general purpose project management approach and is used in various domains such as IT, banking, construction, telecommunication etc. [1] PRINCE2 is owned by the UK Office of Government Commerce (OGC) PRINCE2 was based on Prince, a project management approach for UK government’s Central Computer & Telecom Agency (CCTA). Prince 2 extended the existing approach such that it can be used for all domains. [2] 1.2 Structure of PRINCE2 The project management methodology of PRINCE2 constitutes of three parts, principles, themes and processes [2] 1.2.1 Principles The figures1 shows the principles of PRINCE2. The principles are discussed below. Continued Business Justification A feasible business case is required to start the project. At any stage if the project no longer justifies, it has to be abandoned. The business case should be recorded and is the basis of all the decisions. It ensures that business goals and benefits forecasted are aligned. [2] Learn from Experience Lesson learnt from the previous projects should be considered. [2] Figure 1: Principles of PRINCE2, Image source [2] Defined Roles & Responsibilities People should be aware of their responsibilities. Roles & responsibilities are categorized into three main groups, i.e. business, user and supplier. A structure is defined by the PRINCE2 for the roles and responsibilities. The people selected for the project express their commitment by signing off to the assigned responsibilities. [2] Manage by Stages The management stages are needed due to the fact that the progress meeting should be conducted at some key stage of the project. And attention to the further details that may appear as the project unfolds, which were not visible at the beginning of the project. The size, complication and risk associated with the project determine the number of stages. The project business case and the plan are revised at the end of each stage. [2] Manage by Exception Four management levels are assigned for the project supervision. For each level a threshold is set for six tolerance limits, time, cost, quality, scope, risk and benefit. As long as the threshold is satisfied there is no need to consult to higher level. [2] Focus on Product Product planning, control and quality needs are emphasized. [2] Tailor to Suit the Project Environment To address project specific environment, size, complexity, risk and people capability PRINCE2 is tailored at the project beginning. [2] 1.2.2 Themes This section describes the themes of PRINCE2. Figure 2 shows the seven themes of PRINCE2. Figure 2: Themes of PRINCE2, Image Source (Bentley, 2015) Business Case If the business case is not feasible the project is not initiated. A valid business case not only determines the start of the project, but the project is continued to next stage if the business case still satisfies. [2] Thus the business case is revised during the project. The revised business case is used by the board of project as a “key driver” in decision making to determine whether it is feasible to continue on to next stage of the project. [1] Organization The roles and responsibilities structure is organized according to the size and complication of project. [2] Along with the responsibility definition, the project manager assigns work packages to the members of the team, who will be responsible to deliver the work. [1] Plans A tailored approach is presented by PRINCE2, to meet the project specific needs. The planning approach focuses more on product instead of the activities that are being carried out to deliver the product. [2] Progress A concept of “management by exception” [2] is followed. Which means that if senior management authorizes a plan, the project manager is directed to follow it unless something wrong is predicted. The progress is reported on each stage, this provides an opportunity to review and facilitate control of risk and investment. [2] Risk PRINCE2 specifies the points when risks should be considered and also devises a risk management approach. [2] Project manager identifies and lists the risk in a “Risk Register” [1] Along with the project management team the project manager analyze the probability and impact of risks that are listed and plan on how to deal with them. [1] Quality A quality approach for management is adopted by PRINCE2. Quality measures are enforced by identifying the customer’s quality perceptions and then quality is ensured by quality standards and inspection. It is also ensured that quality inspections and other methods are properly being used through out the life cycle of project. [2] Change Change theme encompasses change control and configuration management. The change control procedure is focused in PRINCE2. Managing the versions of the product release is regarded as configuration management. [2] The Change theme targets two project management aspects, firstly, “how to track and control all of project’s product (configuration management) and secondly how to control changes to the projects’s products (change management)” [1] 1.2.3 The Processes PRINCE2 describes seven processed for project management as shown in figure 3. [2] These are discussed in the following sections. Figure 3: Processes of PRINCE 2, Image Source [2] Directing a Project (DP) The project board consists of the management team, users and supplier of the product. Five major steps are employed by the DP process, are undertaken by the project board. These steps include sanctioning project plan and business case preparation, approval of project initiation, ensure that the business case is valid throughout the project life cycle, track progress and give recommendations and control the project closure. [2] Starting up a Project (SU) A brief process at the project start which aims that; designate management team, make sure that the project scope and goals are clear, decision on the selection of approach for the project, highlight customers quality perceptions, ensure that valid business case exists. [2] Initiating a Project (IP) This process highlights the quality aspect and the schedule and cost estimates. It is required to ensure whether the business case is feasible to proceed. [2] Controlling a Stage (CS) This process entails monitoring and control activities to ensure that each stage is in accordance with the plan. [2] Managing Product Delivery (MD) Work package contains dates, quality and reporting requirements. This process ensures that work done conform the requirements detailed in work package. [2] Managing Stage Boundaries (SB) This process involves the planning for the next stage, the revision of business case and project plan as well as the risk assessment. The performance reporting of the previous stage is made as well as approval from the project board to continue on to the next stage. [2] Closing a Project (CP) This process employs checking that project goals and customer satisfaction is achieved or not. And also lists the lesson learnt. [2] 1.3 Merits & Demerits of PRINCE2 Merits; PRINCE2 can be used for any size or domain project. [3] The definition of project boundaries avoids scope creep. [4] The start, middle and end of a project are strictly controlled and reviews ensure that the project does not deviate. [4] PRINCE2 template for each type of document is made available [4] Demerits; A generalized approach encompassed by PRINCE2 is not viable for all the diverse projects. The general templates might as well not be feasible for all projects. [4] The PRINCE2 overall structure is regarded as a reason for project schedule and cost escalation, late return expected on the investment and risk of not addressing actual requirements. [4] Much of documentation work is involved in PRINCE2 benefit of which is minimal compared to its overhead. [3] [4] 2. PMBOK Knowledge Areas Five knowledge areas are as discussed in this section. Project Scope Management The successful scope management of the project determines the project success [5] Scope creep is regarded as a risk to the project. [7] Other management areas like time, cost and quality also depends on scope management [5], Thus if carried out in an effective manner it confirms the possible success of these management areas. The project plan is based on the project scope. Any inconsistency left in project scope increase the likelihood of the failure to execute the project plan. Following points lists how scope management adds value to project management; Avoiding scope creep assures that requirements baselines remain intact. Effective scope management aids in effective time, cost and quality management Proper scope management ensures project plan stays on track. Project Time Management Time along with cost and quality is regarded as a criteria for success, these factors does not constitute the total success criteria, however they are regarded as temporary criteria [6] Being on schedule during the development of project measures project success and can be used to track the progress of project [6] Thus time management aids in project management in following ways; Time is regarded as part of the success criteria of the project. Effective time management ensures project success. Time can be used as a metric to track project progress Project Cost Management As mentioned in the above section cost is an important success factor along with the time and quality. Cost does not only aid in tracking progress, but also helps the project management team in resource utilization and allocation. [8] Cost management aids the project management such that; Cost helps to track progress and anticipate cost that will incur in the future phases of the project The management of resources for the project is driven by cost factor Project Quality Management Quality is one of the critical factors in the pyramid that have cost and time at the two ends. Any change in the cost and time impact the quality. Quality is more important as even an on time, in budget project can be a failure if it fails to address quality. [6] The relationship of quality management to project management is; Successful quality management guarantees project success and customer satisfaction. Quality management impacts the management of the time and cost. A careful tradeoff is required between time and cost to determine success of overall project management practice Project Risk Management Ineffective risk management is regarded as one of the main reasons for project failure [7] Risk management is an important management factor and it enables the organization to perform their mission. [9] Risk management employs protective measures and maximizes the gain the organization aims by the project. [9] Therefore the risk management and project management are bound as; Effective risk management ensures that threats to the project success are mitigated. Precautions that are undertaken due to risk management add in the benefits of achieving project goals of the organization. 1.3 Managing and Project In this section a case is discussed which highlights the software success and failure factors in accordance with the project management approach. The systems engineering team was assigned a task to build a fast fighter aircraft A10 needed by the United States Air Force. The project was first initiated in 1973 with subsequent revisions and upgrade continued till 2005. The main purpose was to design an aircraft which can provide close air support and assist in targeting on the ground. The project to engineer the aircraft anticipated $160 million. The main emphasis was to meet the critical requirements of aircraft to attack with the characteristics of lethality, survivability, responsiveness, and simplicity. The project was undertaken as design-to- cost notion with keeping its main focus on the performance. The performance requirements were engineered into the aircraft system. The scope of these requirements is discussed as follows; An accurate and fast target identification system was introduced. Safety over lower altitude and targeting enhancement incorporated computerized weapon aiming, autopilot, and on ground collision caution. Global positioning system was also integrated. Effective fire control system and smart bomb aiming were added in the last upgrade of the aircraft. In 2007 a major repair project for the aircraft was initiated to extend the life of these aircraft. The repair involved the design of new wings. The replacement of wings decreased the maintenance cost and improved the aircraft efficiency in the performance of the mission. The business case was justified on the maintenance cost factor. The revised business case in 2015 did not justify the project any longer. Since 2007 the wing replacement was made in 2011 and 2013, but the future replacement was regarded as a significant cost overhead. The retirement of these aircraft was decided as the wing replacement program was no longer financially feasible. It was suggested to save the $500 million cost of designing the wings. The project scope management, specifically targeted the aircraft performance requirements. The scope continually evolved in subsequent versions of the system. The example scope of the system was; exact and prompt target identification, safety at lower altitude and computerized weapon aiming, autopilot and caution from ground collision. GPS, fire control and smart aim for bombing were successfully implemented. The subsequent revision to the aircraft system were successful due to the realization of performance requirements. The cost overrun was acceptable to ensure that an aircraft system meets the standard of quality expected. The characteristics, i.e. lethality, survivability, responsiveness, and Simplicity was targeted ensure effective project quality management. These characteristics were integrated and the system was ensured to coordinate with the subsequent revisions. The project cost management failed at the maintenance phase of the system. The system was not properly inspected and repaired in order to save the cost that would incur to repair and inspection staff. The project risk management was successful in the initial stages of the software, but after the deployment, during the operational period of the aircraft system, risks were not mitigated effectively. The system was not maintained and the necessary repair and inspection were not done. This led to the aircraft being inconsient and requiring replacement of wings. Software failure and success The success factor was determined by the successful implementation of the system. The system required exact and prompt target identification, safety at lower altitude and computerized weapon aiming, autopilot and caution from ground collision. GPS, fire control and smart aim for bombing. These were all successfully implemented. Thus the sound performance of the system can be regarded as the success factor of the system. The failure to maintain the aircraft system resulted in the recommendation to retire it. Such large scale software should not expire due to the failure of undertaking proper inspection and repair. Lesson learnt The lesson learnt from the above case states that it is viable to abandon a project when the business case no longer justifies. In some cases the cost overruns can be justified, such as the case of A10 aircraft which emphasized on design-to-cost notion. Regular maintenance activities of the system provide measures towards cost saving. The failure to execute the maintenance process of the aircraft led to an expensive solution of aircraft wing replacement. References [1] Hinde, D., 2012. PRINCE2 study guide. John Wiley & Sons [2] Bentley, C., 2015. The PRINCE2 Practitioner: From Practitioner to Professional. Routledge. [3] Pincemaille, C., 2008. Prince2: A methodology of project management. Cork Institute of Technology. [4] Chin, C.M.M., Yap, E.H. and Spowage, A.C., 2010. Reviewing leading project management practices. PM World Today, 2. [5] Khan, A., 2006. Project scope management. Cost engineering, 48(6), pp.12-16. [6] Atkinson, R., 1999. Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria.International journal of project management, 17(6), pp.337-342. [7] Keil, M., Cule, P.E., Lyytinen, K. and Schmidt, R.C., 1998. A framework for identifying software project risks. Communications of the ACM, 41(11), pp.76-83. [8] Sheta, A.F., 2006. Estimation of the COCOMO model parameters using genetic algorithms for NASA software projects. Journal of Computer Science, 2(2), pp.118-123. [10] Jacques, D.R. and Strouble, D.D., 2010. A-10 Thunderbolt II (Warthog) Systems Engineering Case Study. AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH CENTER FOR SYSTEMS ENGINEERING. 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