Engineering Project Management - Reasons for Using PRINCE2 Project Methodology - Essay Example

Engineering Project Management Name Course Name and Code Instructor’s Name Institution’s Name Date Executive Summary According to past researches, sustainability gives more focus on the models and scenarios of the project. Sustainability plan entails taking into consideration the outputs that have a probability of being sustainable at the long run. This report will entail a sustainable project plan of the Scottish parliament. The parliament is located in central Edinburgh within the world heritage site of UNESCO. The Scottish Parliament right from the onset of its construction has proved to have controversial reactions. This is because the media, public and politicians all criticized the construction, design, location, architect as well as the management of the company. Studies indicate that the parliament was supposed to be opened in 2001 having used an estimated value of around £40 million. However, it is apparent that the building was opened in 2004 having spent around £414 million. In the contemporary day, much focus is on the development of a project management process that is integrated and one that focuses on the efforts of the project towards the organization’s strategic plan as well as the mastery of the project management techniques or tools the interpersonal skills necessary to orchestrate successful project completion. The PRINCE2 methodology is intended to offer a common language to all these parties. Moreover, the method works to offer the project the necessary breakpoints as well as controls to deliver successfully within the contractual framework. Table of Contents Executive Summary 2 Table of Contents 3 Introduction 4 Scottish Parliament 5 Modern Project Management Requirements 6 Project Methodology 8 Processes of PRINCE2 Methodology 9 Directing a project 9 Starting up a project 9 Initiating a project 9 Managing stage boundaries 9 Controlling a Stage 10 Managing Product Delivery 10 Closing a Project 10 Reasons for using PRINCE2 project methodology 10 Conclusion 11 References 12 Introduction Sustainability entails what will live on after the project has been completed and how this will happen. It is apparent that some projects during the project live a remarkable life (Adil, 1993). This means that they therefore require at the completion of the project a good resting place. According to past researches sustainability gives more focus on the on the models and scenarios of the project (Adil, 1993). The project of manager is supposed to develop a sustainability plan and share it with those involved in the project to ensure sustainability at the project level. In addition, sustainability plan entails taking into consideration the outputs that have a probability of being sustainable at the long run (Kerzner and Saladis, 2009). Some projects do not have sustainable outputs since the projects may have been taken by the community who take charge and change the practice and the thinking of the project (Kerzner and Saladis, 2009). Nevertheless, most companies have sustainable outputs especially in the tools and software. In developing a sustainability plan, the manager needs to take into consideration the sustainability situations for the outputs that are supposed to live on after the competition of the project (Kerznerand Saladis, 2009). This is done through thinking about who is to carry the project forward and aspects that will certainly need to be addressed to ensure that the projects outputs remain remain-sustaining. Moreover, the project manager also needs to consider the issues that could make the project self-sustaining (Havranek, 1999). These issues include market need, investment, quality and intellectual property. This report will entail a sustainable project plan of the Scottish parliament. The sustainable plan will reflect the needs of contemporary project management requirements. The report will also include the project methodology to be used. The project will use the PRINCE2 project methodology. Scottish Parliament The parliament building of Scotland is home to the Scottish parliament at the Holyrood (Wideman, 2010). The parliament is located in central Edinburgh within the world heritage site of UNESCO. The construction of the parliament building began in the year 1999. The Scottish parliament members held their initial meeting in the building in 2004 September 7. The official opening of the Scottish parliament was done on October 9 2004in the Holyrood (Black, 2003). Evidently, the Scottish parliament building holds a number of other many buildings which include the Tower buildings, Chamber, MSP building, Queensberry House, Canongate Buildings, Media Tower as well as public facilities. The complex has a total floor area of about 29000 square kilometres. The Scottish parliament building not only accommodates the Scottish parliament members but the parliamentary staffs too. The complex building construction began late 1997. The progress of the construction has ended up to being a contentious subject from distinct issues which including the selection of the consultants, selection of the site as well as the substantial cost and time of running the operation. The initial plan of the project was it gets accomplished in 2001 under the approximate value of £40 million (Black, 2003). Nevertheless, this was not the case as the project was completed in 2004 after having used an approximate cost of £431 million. Experts have revealed that a number of lay behind the high costs and the time taken in the construction. In addition, the scholars indicate that these reasons are documented in a report published by Auditor General of Scotland in both the years 2000 and 2004in the public inquiry (Yaghootkar, 2006). One of the reasons for the cost as well as time escalation is the effect of the many design changes. The researchers indicate that the changes in the design have heightened the cost and time of the project in two distinct ways. They include; the undeviating cost linked to the execution of the changes requested as well as the ripple impact on productivity and rework changes of the project (Yaghootkar, 2006). Modern Project Management Requirements Project management presently has ceased to be a special-need management. Project management has quickly changed to become a standard way of performing a business. It is apparent that most firms are dedicating a substantial amount of time as well as effort to their projects (Cohen and Graham, 2001). According to studies, it is anticipated that in the future the importance of projects as well as the role they play in contributing to the organizations directions will increase. Project managers, as revealed by researchers, have used several distinct tools that are important in handling projects (Kerzner, 2003). These include among others task forces, scheduling and job costing. Apparently, all these have led to some successful results as well as poor results too (Howes, 2005). With the world becoming more competitive, it has become of paramount to improve the project management process and this gives the term project management a whole new meaning. This is so as to ensure that the tools and techniques are integrated within the project life cycle (Tinnirello, 2001). In the contemporary day, much focus is on the development of a project management process that is integrated and one that focuses on the efforts of the project towards the organization’s strategic plan as well as the mastery of the project management techniques or tools the interpersonal skills necessary to orchestrate successful project completion(Smith, 2002). In some organizations, the integration of projects with strategy necessitates the reengineering the whole process of the project (Charvat, 2003). For other organizations, integrating the project process with the strategy a careful establishment of the linkages amid the systems in place as well as alter the focus to one of the whole system (Charvat, 2003). It is evident that the Scottish Parliament right from the onset of its construction has proved to have controversial reactions (Black, 2003). This is because the media, public and politicians all criticized the construction, design, location, architect as well as the management of the company. Studies indicate that the parliament was supposed to be opened in 2001 having used an estimated value of around £40 million (Black, 2003). However, it is apparent that the building was opened in 2004 having spent around £414 million (Wideman, 2010). Peter Fraser, former Lord Advocate chaired a main public inquiry into the management of the construction in 2003. The inquiry critiqued the handling of the entire project right from the heightened costs increases during the project as well as the implementation of the major design changes. To correct the situation, it is very important that the project manager re-engineer the whole process of the project. This will entail the management of techniques or tools as well as the interpersonal skills necessary to orchestrate successful project completion (Smith, 2002). In addition, the project manager will need to take into consideration the sustainability situations for the outputs that are supposed to live on after the competition of the project (Wideman, 2010). This is done through thinking about who is to carry the project forward and aspects that will certainly need to be addressed to ensure that the projects outputs remain remain-sustaining (Mishra and Soota, 2006). Moreover, the project manager also needs to consider the issues that could make the project self-sustaining. These issues include market need, investment, quality and intellectual property. Project Methodology This project will use the (Projects IN Controlled Environments) PRINCE2 project management methodology (Wideman, 2002). PRINCE2 is an organized technique for an effective the management of project. The methodology is a de facto widely used by the government of United Kingdom. In addition, it is recognized extensively used by the private sector in both the United Kingdom and internationally (Wideman, 2002). Generally, PRINCE2, the management technique, is publicly known to offer non-proprietorial effective guidance on managing a project (Wideman, 2002). The Central Computer and Telecommunications Agency established the methodology in the year 1989 (Wideman, 2002). Initially, the method was based on the PROMPT which is management technique established in 1975 by Simpact Systems Ltd. In the year 1979, the Central Computer and Telecommunications Agency adopted PROMPT to be used in the projects of government information systems. However, with the establishment of the PRINCE2, PROMPT was suspended from the government projects (OGC, 2009). PRINCE2 describes how a project is sub divided into segments that can easily be managed to ensure a right control of the resources and a consistent monitoring of the project (Wideman, 2002). The roles and the responsibility of the project are comprehensively described. Moreover they are made easy to adapt so as to suit the complexity and size of the project (OGC, 2009). The planning of the project using the methodology is product based. This means that plans of the project are on yielding results other than focusing on simply when the activities involved in the project will take place (OGC, 2009). Processes of PRINCE2 Methodology Directing a project This runs right from the initial stage of the project to its last stage. The process is focused at the board of the project (OGC, 2009). The board by exception handles controlling and monitoring the project from certain points. The role of the board is to; Initiate the project Ensure stage boundaries Catering for ad hoc direction Ensuring an effective project closure (OGC, 2009) Starting up a project This is the methodology’s first step. It ensures that all the requirements necessary to start up a project are in place (OGC, 2009). The process necessitates that a project mandate is in place to the reasons for the project and the kind of outcome expected. The starting up of a project is based upon the following elements; The availability of the information required by the project team Designing as well as selecting the management team for the project Developing the starting stage plan (OGC, 2009) Initiating a project This is done to ensure that the amount of time and effort dedicated to the project is done in a wise manner by taking into consideration the possible project risks(OGC, 2009). Moreover, it offers the baseline to make decisions deemed necessary during the project time. Managing stage boundaries This process offers key decision points to the project board on whether to carry or not carry on with the project (OGC, 2009). It ensures that the project is being carried out as planned. Controlling a Stage The process defines the monitoring as well as the control of activities of the management team to ensure that all goes as planned (OGC, 2009). Moreover, it also addresses the unexpected events. This process acts as the centre of the efforts of the Project Manager on the project. This is because the process manages the daily handling of the project (OGC, 2009). Managing Product Delivery This is done through ascertaining that the work is effectively done as well as monitoring the progress of the work frequently (OGC, 2009). Closing a Project The aim of this procedure is to implement an appropriate of the project. The procedure entails the work of the project manager close the project rightfully (OGC, 2009). Reasons for using PRINCE2 project methodology It is apparent that the methodology is quite beneficial to the organization, project directors as well as the managers via a controlled use of the available resources and the capability to handle the risks of the project effectively (Wideman, 2002). The methodology encompasses established practices for managing projects. It enhances the recognition of the roles in a project to ensure it yields as expected (Wideman, 2002). The PRINCE2, project methodology will certainly offer the following to the project in question; An organized and controlled start, middle as well as an end A spontaneous handling control to any arising nonconformities from the project plan A right place and time involvement of the project stakeholders and management during the project A right communication strategy between those involved in the project (Wideman, 2002) Conclusion The above report has focused on developing a sustainable project plan for the Scottish parliament. The sustainable plan has reflected on the needs of contemporary project management requirements. The report also encompasses the project methodology to be used.PRINCE2 describes how a project is sub divided into segments that can easily be managed to ensure a right control of the resources and a consistent monitoring of the project. The roles and the responsibility of the project are comprehensively described. Moreover, they are made easy to adapt to suit the complexity and size of the project. The planning of the project using the methodology is product based. This means that plans of the project are on yielding results other than focusing on simply when the activities involved in the project will take place. In conclusion, contemporary projects involve different people such as the user, stakeholders, customers as well as suppliers. The PRINCE2 methodology is intended to offer a common language to all these parties. Moreover, the method works to offer the project the necessary breakpoints as well as controls to deliver successfully within the contractual framework. References Adil, K.M., 1993, Managing Project Sustainability: Key concepts and Issues in Development Administration, in Asia-Pacific Journal of Rural Development. Black, R. W., 2003, Scottish Parliament Building Project, accessed on March 21, 2012, http://webcache.googleusercontent.com/search?q=cache:7g1eCLe_TA4J:www.audit-scotland.gov.uk/docs/central/2003/030912_ags_holyrood_statement_pr.pdf+&hl=en Charvat, J., 2003, Project Management Methodologies: Selecting, Implementing, and Supporting Methodologies and Processes for Projects. Canada: John Wiley & Sons, Inc. Cohen, D. J. and Graham, R. J. 2001, The Project Manager’s MBA. San Francisco: Jossey- Bass. Havranek, T.J., 1999, Modern project management techniques for the environmental remediation industry. London: St. Lucie Press. Howes, N. R., 2005, Modern Project Management Successfully Integrating Project Management Knowledge Areas and Processes Kerzner, H. and Saladis, P.F., 2009, What Executives Need to Know About Project Management. Vancouver: John Wiley and Sons Kerzner, H., 2003, Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New York: Wiley Mishra, R C and Soota, T., 2006, Modern Project Management. London: New Age International OGC (Office of Government Commerce) (2009). Managing Successful Projects with PRINCE2 Smith, N.J., 2002, Engineering project management. New York: John Wiley & Sons Tinnirello, P. C., 2001, New Directions in Project Management. Florida : Auerbach Publications, Inc. Wideman, 2010, Risks in Political Projects the New Scottish Parliament Building Case Study, March 21, 2012, http://webcache.googleusercontent.com/search?q=cache:4iOQDA5i6j8J:www.maxwideman.com/papers/political_projects/political_projects.pdf+&hl=en Wideman, M. R., 2002, Comparing PRINCE2 with PMBoK. Canada, AEW Services Yaghootkar, K., 2006, Scope Creep : The Scottish Parliament case. Accessed on March 21, 2012, http://project-management-review.blogspot.com/2006/07/scope-creep-scottish-parliament-case.html Read More