New Strategy for Community Safety in London, Prince2 Methodology - Case Study Example

Name: University: Course: Tutor: Date: New Strategy for Community Safety in London The need for efficiency necessitates Project Management (PM) in every competent organization’s undertaking. This is done through the use of PM methodologies. A methodology thus refers to a set of guiding principles tailored and then applied to a particular situation. It is a collection of methods, tools and processes meant to offer a checklist for key activities and deliverables to ensure that key tasks are not skipped (Lock, 2007). For the purpose of this assignment I shall evaluate on how to improve London Fire Brigade (LFB) to ensure that it is able to handle fire incidences in London by improving their existing strategy by suggesting on equipping the fire stations with new technologically advanced equipments and educate their staff. According to Dinsmore, (2005) continues training have proved that it improves the operations of the fire brigade operations as they are equipped with new skills which enable them operate successfully. Well trained employees are essential for the success of the fire brigade as they will be having the appropriate skills to deal with fire incidences and be able to use modern fire equipments. In project management, a methodology encompasses of a list of things to be done in the course of the project. According to some studies, a methodology could also mean the specific approach, forms, checklists and the approach used in the course of a project’s life cycle. Therefore, a project methodology is aimed at leading the work of every team member through the project’s life cycle (Lock, 2007). The success of a project is dependent on the appropriateness of the methodology applied. There are a number of factors that are paramount when considering the nature of methodology to be used and they include: accumulated experience; referring to the level of in-depth knowledge on methodologies coupled with vast and diverse experience with methodologies; applicability; indicating the suitability of the methodology to handle the situation at hand; technology available for the project work to realize the anticipated results; and the people. The methodology will be selected basing on the compatibility between the methodology and the fit between the people and organizational culture. While setting out the entire life cycle of the project step by step, methodology helps the people involved to deliver projects results basing entirely on the same management process for the project. Methodology brings about consistency which makes the process simple and reduces the need for training. Different methodologies do exist and differ in the way they are structured to handle project management. As a holistic systems integration theory, the PM methodology encompasses thirteen principle aspects as its abstractions and which act as its architectural components. These principles include: reality, toolkit, standards, feedback, relativity, competency, motivation, adaptation, management system, specification, prediction, resource and collaboration (Sebastian, 2007). There exists a notion that all objects or subjects could become neatly compartmentalized and thus be managed through clear physical and logical boundaries. The emergency theory on the other hand suggests that though there may be relevance on the notion, slightly more abstract attributes could be employed to differentiate the components and view this system in a new way. For instance, an emergent approach has been used to come up with a general systems model involving the thirteen possible views of a PM methodology. The model thus seeks to illustrate an example of how the emergent theory can be integrated into the PM methodology. The emergent theory is thus based on existentialism denoting a system of consequence, choice, and relative truth and of self determination. Te theory also constructs view that is systemic as regards to knowledge and existential value of every system component. Basing on the popularity of the Project Management Institute (PMI) certification process for project management, the Project Management Body of Knowledge (PMBoK) has often been perceived to be a defacto methodology for project management. Though there is existing controversy regarding its fit for use as a project methodology, it has been widely applied as the basis for so many other PM methodologies. This is because it clearly defines any PM best practices and thus is meant to be applicable to all projects despite the projects (Emergencycommandsystem, 2010). According to studies, PMBoK methodology has been intensely used as the basis for all project methodologies in regions such as North America. The other methodology and which is widely applied across many project management practices especially in the line of IT in a number of non-governmental organizations across the world is PRINCE2. Having been developed as early as 1989, the methodology has been in use in Europe and the U.K. The methodology is divided into 8 processes of high level to enable it to be used in the most flexible manner possible as regards to other project constraints and the product itself (Cleland & Gareis, 2006). The methodology’s eight processes include: planning, initiating projects, directing of projects, project start up’s, stage boundaries management, stage controls and closing of projects. In a bid to make the project simple and introduce some templates and processes specific to organizations. , PRINCE 2 does a bit of methodology tuning as relates to the specific environment. In some instances, quite a good number of consulting firms do offer their home grown project methodologies as suits the situation at hand and this is largely prompted by high experience levels of such firms. Selecting a methodology to use thus requires consideration of its availability in the geographic area where the project is to carry out as this significantly reduces the training expenses because there is a likelihood that in such locality there are people who already have knowledge on the methodology. Considering internal expertise hired assists so much when it comes to reviewing the methodologies that have been in use in the past thus providing an opportunity to decide on the basic elements that will be paramount for organization’s project management and setting of objectives for the methodology employed. For the project manger it is important to note that some of the methodologies overly focus on technology in place, whereas others focus more on the generic PM approach. Thus, the methodology to be applied remains to be an issue of balance between complexity and the project size. As another type of methodology, the critical chain project management (CCPM) puts major emphasis on the resources that are necessary to execute the planned project tasks. The method works in contrast to more traditional methods such as the Critical Path which is more concerned with rigid scheduling and task order (Phillips, 2003). Thus, the CCPM network attempts to maintain the resources loaded levelly demanding that they be flexible in their time of start and then swiftly change between task chains and tasks to ensure that the whole project is kept on schedule. While it employs buffer management rather than earned value management in assessing project performance, the CCPM unlike other methods saves on time wasted through lack of prioritization, bad multitasking and in-box delays. Other project management methodologies include: solution based PM, Ten step, System Development Life Cycle and the Rational Unified Process though they are not as commonly applied as the PMBoK and PRINCE 2. In this work, the Prince 2 theory has been effectively employed to aid in managing a project focused at establishing a new strategy for handling fire and rescue issues and hence enhance community safety in London. The reason for its selection is because it provides a method for the project management within the defined framework and thus describes procedures for coordinating activities and staff, the know-how as regards to designing and supervising the project and appropriate adjustments incase the project does not progress as planned. Under this theory, the first step involves assessing the success of the current fire and rescue operations system and then identifies the shortcomings of using this current system (Emma, 2010). New targets for good PM are set and communicated and these may include redefinition of the success of the project. The methodology thus addresses six variables involved in the project management exercise: timescales, costs, benefits, scope, rises, and quality. Being an integrated process and themes framework, the methodology is used to address control, planning monitoring and delegation of the six variables of the fire and rescue operations methodology. The theory holds four elements in the process of PM: themes; illustrating the PM aspects that need be addressed in a parallel and continual manner throughout the project lifecycle, principles; are the good practices and obligations that will guide the PM and which evaluates the effectiveness of the methodology in PM, tailoring the methodology to the PM process environment; this involve the work of tailoring the very context of the project to fit its size and type, process; the methodology employs this element to illustrate a step by step progression in the course of the project life cycle and each of these processes thus is used to provide a checklist for all the recommended products, activities and related responsibilities. Academic theory application on project management This study will revolve around the practice of project management by critically evaluating prince 2 methodology, how it reflects to the academic theory and how the scholars should effectively apply this methodology in the learning sphere for the student to meet strategic goals when addressing this subject and how to manage project and implement them sufficiently without any errors (Neil, 2010). The key is first to understand the term of this methodology in depth and help the student develop understanding fit for the application of this practice for though its complex for those who nulls get into it, it very educative and can be applied into other departments of learning. This methodology is taught all over the world with one aim of helping the pursuant to develop knowledgeable etiquettes that will help them have ideas of how to; Start up a project Initiate a project Directing the project Control stage involved in this mechanism Manage the stages involved Helps in presentation of the project Overview of prince2 methodology Definition The term PRINCE2 evolves from this terminology Projects IN Controlled Environments (PRINCE) this is a form of methodology in the department of project management, and mainly emphasis on the following grounds; Management of the project Control of the project Organization of the project Presentation of the project PRINCE2 is the second major version of this methodology and is the registered trade mark in the Office of Government Commerce (OCG) in the United Kingdom an independent office located in the HM Treasury of this state. This methodology was initially derived from the earlier methodology known as PROMPT, was developed initially by the Central Computer and telecommunications Agency (CCTA) in the year 1989, and become the standard for information system (IT) as project management by the UK Government. This has seen the spread of this methodology from the UK to over 100 countries within the period of 10 years from generic to a de facto standard project management. The sequence of the methodology has also taken various turns to get to the status its in now as analyst have been devising ways to make it more less complex and light for understanding of young at heart and scholars to be able to apply it to the literatures manuscripts (Rod, 2009). Because of the sub-division the study will base itself on the academic theory. Application of the academic theory of constraint in project management; Definition of constraint theory; this is the contention limiting any manageable system in achieving the ideal objective as set by the stakeholders with very little number of constraint. This is an overall educational management philosophy by one Dr. Eliyahu M. Goldratt. Book title the goal (1984). The theme of the book was to help organizations to reach their intended objectives with less constraint. Objectives; The goals and objective of the study of this theory is to establish the importance of the study for the academic section and also to know how the mechanism involved in the systematic application in project management. The objective tat will be allotted upon from the study will help the academic sector be able to correctly analyze the steps involved, how to organize a project and implement it using local resources with little constraint. The study helps the pursuant to understand the importance of standard of the products that are derived from the management of the project, if they meet the defined quality criteria. This is basically addressed in the quality review technique process. This meeting addresses key issues that are constraint and hamper the process of project management in provision of quality outputs (products) (Stephen, 2007). The study helps in addressing this constraint and assures quality in the output and the objectives are met. The study helps the pursuant to develop winning stance that many fail to achieve when implementing projects, these anomalies are addressed and the performance of the project is evaluated and remedies are derived at in this stage. This is derived at by the explanation of past behaviors and future to conduct, conducive performance stance that will enhance the quality of outputs (products). The academic theory helps in selecting a theory that is compatible with the project one is bound to indulge or venture. This theory helps the scholars pursuant to this mode of project management to; identify the constraint by sourcing for the deficiency and preventing the management from derailing from the objective. The study helps the student or the participant to decide how to exploit the constraint, by making sure the time used in prescribing remedies for the constraint does not absorb the time that should be utilized in important activities that are sequence with the project been generated (Prendergast, 2009). This also advices the pursuant on the decisions subordinated with the process of activating the project and aligns the team with each other in cooperation with the system protocol of the project ahead. In literature this etiquettes are termed as Process of Ongoing Improvement (POOGI). This mode of education helps the pursuant to develop a good relation with the team they are associated with (build team work efficiency and trust) in the project and can also be transferred to the academic sector at group works and implement result that are cooperative and successful. Conclusion; If the academic or any other theory used is obsolete then the result will have many constraints along the way that will deter the efficiency and the quality of the out put and the goals set will not be reached. However if the theory is well implied then the result will reflect on the presentation of the output and the objectives that are set will have merit and the project will have met its goals (Emergencycommandsystem. 2010). The project will also emphasize on training of London Fire Brigade to ensure they are well equipped with skills to combat any eventuality of instances of the house being on fire. Another priority in the project would be to source for new equipments especially command support systems which will ensure their operations are computerized and are of high quality in their operations. After successful completion of the project it is important to evaluate the project to make sure that it is able to meet its intended target. Post implementation evaluation enables those who implemented it to know if there are areas which need to be rectified. It is also used to indentify if there is need to upgrade its operations or even incorporate new technology to make it much more effective. Appendix 1 References Cleland, D & Gareis, R, 2006, Global Project Management Handbook. New York: McGraw-Hill Professional Dinsmore, P, 2005, The Right Projects Done Right! New York: John Wiley and Sons. Emergencycommandsystem, 2010, Command Support System. Available from: Emma, C, 2010, Cigarettes and Alcohol Raise Fatal House Fire Risk. Available from: Lock, D, 2007, Project Management (9 Ed.) Aldershot, Gower Publishing, Ltd. Neil, O, 2010, London Fire Brigade Selects Command Support System. Available From: Phillips, J, 2003, PMP Project Management Professional Study Guide. New York: McGraw-Hill Professional Prendergast, S, 2009, Command Support System: Bringing Mobile, Wireless Working To The Incident Ground Of The (Very Near) Future. Fire Magazine July 14, 2009. http://www.ijocc.org/ecs/wp-content/uploads/2009/07/34-Fire609CSSMobile.pdf Rod, S, 2009, Working on a Common Operational Picture. Crisis Response. Vol. 5, No. 3, pp. 36-37. Available From: Sebastian, N, 2007, The Definitive Guide to Project Management. 2nd Ed. London: Financial Times / Prentice Hall Stephen, P, 2007, London’s Command Support System Takes Emergency Command And Control To A Whole New Level. Fire Magazine July 26, 2007. Available from: Read More