Project Management in Engineering - Research Paper Example

Project Management in Engineering By (Name) Course Professor’s name University name City, State Date of submission Abstract Business organizations are increasing at unprecedented levels, to remain competitive, and abreast of others, organizations integrate different methodologies in their operations. Project management methodologies significantly contribute to the success or failure of a given project. These methodologies differ based on the nature and type of the project. It is in this regard that this paper provides different aspects of the project management body of knowledge comprises a body (PMBOK) as well as the Projects in Controlled Environments (PRINCE2) methodology. The last section will provide a sample engineering project and management task. Contents Abstract 2 Introduction 4 Part 1 4 PRINCE2 MANAGEMENT METHODOLOGY 5 Overview 5 How PRINCE2 Works 5 Framework 6 Merits of the PRINCE 2 methodology 8 PART 2 PMBOK knowledge areas 9 Project time management 9 Human resource management 10 Cost management 10 Project integration management 11 Communication project management area 11 PART 3 12 Managing and Project 12 Successes 13 Effective communication system 13 Proper planning 13 Risk management 14 Failures within the project 14 Lessons gained 15 Bibliography 15 Introduction It is undoubtedly clear that the current business environment is rapidly evolving at unprecedented levels. It is, therefore, significant that organizations revamp their approach to management in the current competitive business environment. The success of failure of a project is pegged on several factors such as operational cost, time, resources which have to be congruent with the current dynamic work environment. Embracing the latest processes in the market in planning, monitoring, controlling and evaluating their projects. Project management is an important component for successful projects. Typically, the success or failure of any project is dependent on the project management approaches used in the project. Several project management approaches have been established for specific projects (Lester, 2013). The type of project management approach to be implemented for a particular project is dependent on number factors such as the complexity and nature of the project, the cost, the period of implementation among other factors. All the different methodologies used have specific features that are suited for particular projects. It is in this regard that this essay seeks to look into the PRINCE2 and PMBOK project management methodologies. A case scenario of an engineering project will also be highlighted stating the accrued successes and failures. Part 1 PRINCE2 MANAGEMENT METHODOLOGY Overview The chances of a project succeeding are determined by the methodologies used. Typically, projects need to be well defined and controlled to ensure it is congruent with good communication and flexibility. The inception of the PRINCE 2 methodology brought in new techniques for the management of projects. PRINCE 2 is an abbreviation meaning Projects in Controlled Environments. The 2 denotes that it is a de facto, it is the second version. The PRINCE 2 methodology was developed in the United Kingdom in 1989 by the central telecommunication agency (Lester, 2013). It was primarily developed to be used for project management of IT. The method since then has gained more publicity and has been implemented by many companies. It has grown and is now globally recognized. Moreover, due to its flexibility, it is applied in different fields from engineering projects, telecommunications projects to business organizations projects. Similarly, it can be applied at any level of the project process thus making it a preferable project management methodology. Furthermore, it is used in both the public and private sectors. How PRINCE2 Works The Projects in Controlled Environments methodology is essential for project managers in the dynamic work environment and involving other stakeholders to the organization. PRINCE methodology is pegged on three basic principles that recognize a project as that has definite processes and phases from the start to the end of the project. The second principle is that project management plays an integral part of successful programs. The third principle emphasizes the need of the project management team to have a clear comprehension of aims, needs and estimated outcomes of projects. However, inappropriate implementation of the methodology can result in negative impacts (Hinde, 2012). The failure of a project can also be as a result of inadequate support by the top management, failure to include all stakeholders in the project, having no clear project objectives, lack a definite program, inadequate change handling mechanisms among other factors. Resource management and project management are some of the critical areas covered in PRINCE 2 methodology. Moreover, the methodology establishes a framework before the inception, and implementation of the project is thereby ensuring that the project begins in a well controlled and well structured. The PRINCE 2 methodology is based on a three-tier structure. They are the initiation, control and finally the closure. The first step in projects management is the communication of project idea to the project sponsors through a mandate which provides a well-structured approach to the project. After the approval of the mandate, the second document is developed which gives an explanation of the details of the project and forms an essential component of assessing the feasibility of the study (Hinde, 2012). The document outlines the scope, the goals, the constraints, the scope, the deliverable, risks, benefits, costs and the assumptions. Framework PRINCE2 takes after an unmistakable procedure system, and any organization utilizing this strategy must address the accompanying procedures in its administration task operation to oversee and deliver the project effectively (Hinde, 2012). Starting up (US) the undertaking being the primary procedure in PRINCE 2, it guarantees that the nuts and bolts for beginning the task are set up. At this stage, the requirement for the task is set up. Directing a Project (DP) the project group is given the obligation of setting the course for the task. Initiating a venture (IP), the establishments for achieving the set standards are built up at this stage. After the venture is started and approved the arranging procedure is then summoned. The real venture is actualized at this stage. Managing Stage Boundaries (SB): a report on the triumphs and disappointments of the venture are set up to guarantee that the undertaking is of course. The Project Management team delivers this data and the administration, taking into account the discoveries, will figure out if the venture needs to proceed or should be ended. Controlling a stage (CS), the fundamental errand at this stage is guaranteeing that the undertaking is by the stipulated goals. When it is not on course corrective measures are executed to bring back the undertaking on the course. Managing Item Delivery (MP): the improvement work is done at this stage. Formation of the items is done at this stage. Closing a Project (CP), this is the last phase of the process. The task group wraps up the work at this stage. Acknowledgment of the project is likewise done at this point. The venture is then given over to the administration. Merits of the PRINCE 2 methodology Proponents of this methodology approve that they have gained numerous benefits as compared to the demerits accrued from the methodology. Hillary 2009 highlights some of the benefits as: It saves time. This is because it stipulates a time frame for the accomplishment of all the tasks, thus ensuring that all tasks are done. Standardization: most project managers ascertain that this is the greatest benefit they accrue from the use of the methodology. Every team member has a common approach to work. The filing systems, documents and procedures used are similar. This helps in saving time in training, recruitment as well as evaluating the project. Standardization is achieved because everyone is on the same page. Roadmap: the methodology is process based starting from the inception to the closure of the project. Furthermore, it can be applied at any point of the project management process. Any deviation noted amidst the implementation of the project can be corrected on time without affecting other aspects of the project through the use of this methodology. It is thus economical since there is less to be spent to establish a solution for a problem. A mature and valid methodology: the PRINCE methodology has been in existence for more than three decades now and has been used in numerous projects and the feedback from the project management teams has been overwhelming. Regular updates are made on the technique from suggestions obtained from the active user society. PART 2 PMBOK knowledge areas PMBOK is an abbreviation for Project Management Body of Knowledge that gives a description of knowledge in the area of project management (Tracy, 2013). Typically, project management is the application of skills, knowledge, techniques and tools to protect processes to meet the needs and expectations of the team’s as well as those of the stakeholders. The project is analyzed to evaluate the time, quality and scope to enable the successful completion of the demands. The framework of PMBOK offers a structure for the understanding and comprehension of the project management (Smith, 2002). There are ten knowledge areas that are accepted worldwide. The knowledge areas comprise of risk management, human resource management, cost, time, project integration, communication management, project scope management, procurement management and project stakeholder management. Some of the knowledge areas are highlighted below; Project time management Time management is an important factor when it comes to project management. A proper schedule needs to be drafted before starting the implementation process of the project. An effective time management will save on the extra costs that could be incurred in extra time. A schedule makes the project management team to stay focused to meet the set deadlines (Tracy, 2013). The common adage that time is money is true and applies to projects as any extra time spent on project results in an increase in the cost of the project. Therefore, time is an essential aspect of a project that must be well formulated and followed. Human resource management Without manpower there an implementation of a project cannot take place. The kind of human power brought on board to implement the project greatly influences the success or the failure of the project. The management team needs to recruit the best talent in a market that meets or exceeds the stipulated human resource needs. The hired workforce must have the requisite knowledge and skills that match the requirements for the successful completion of the project. A free and fair team must be hired for the project as this will promote cohesion and talent sharing among the team members. Cost management The primary determinant factor for the implementation of a project is pegged on the available amount of money. The type, magnitude, and quality of the project to be implemented will depend on the available financial resources. The chances of a well-funded project are high as compared to a financially constrained project. There is also need to establish a budget that gives an estimation of the total amount of money to be spent on the project. The budget can be used as a proposal and sent to potential sponsors to fund the project (Smith, 2002). Costing entails a proper allocation and administering of costs to the various activities in the project. Some of the important steps followed in costing include; setting an estimation of costs, planning on how to use the available costs, establishing the budget and then engaging in monitoring and controlling the budget. It is the sole responsibility of the team leader to ensure that the expenditure is in line with the estimated budget. This is important because it helps avoid misuse, overuse, and underuse of the approximated funds. Project integration management Typically, as earlier stated project management comprises of a series of activities that must be well integrated to ensure all the processes work harmoniously to result in the desired output. It is important that all the activities of the project work in line to attain a specific objective. When the processes or activities in the project do not work in harmony, it can result in detrimental ripple effects on the overall output of the project. The integration management comprises of the introduction of the project, obtaining the requisite resources that will be needed to ensure the successful implementation of the project, executing the actual project, indulging in monitoring and control measures to ensure the implemented project is in line with the project as well as the organizational objectives. Communication project management area Communication is the to the exchange of information from the sender to the receiver. Communication plays a key role in the enhancing the flow of information from the different project management stakeholder to ensure that all the parties is well informed of the progress schedule of the project. Communication is an essential component of a project and is considered as the heart of a project. PART 3 Managing and Project Typically, engineering entails implementations of projects to provide solutions to human needs. The successful completion of engineering projects is pegged on the successful integration of project management methodologies. This part analyzed the construction of the Sydney Harbour Bridge. This is considered as the best bridge in the world. It is magnificent and combines the best-articulated architecture of all times. It is no doubt, to come up with such as a magnificent piece of construction a lot of planning which incorporated the best talent in the market. It is one of the most complex designs in Sydney. It comprised of a lot of stakeholders due to its magnitude. Some of the key stakeholders include the local government of Sydney, engineers, land surveyors, lawyers, and architects among other stakeholders. The project was extensive; thousands of people were employed to work in the bridge construction. The selection process of hiring the project management team was very competitive; the selected manpower was made to pass through numerous training and inductions processes to make them aware of the needs and expectations of the project (Smith, 2002). The best talent, skilled and knowledgeable workforce that best understands the nature of the project was hired. The process was dire based on the fact that the project was very complex and needed a lot of expert knowledge to put theories into reality. After the establishment of the project management team, the next step involved the formulation of a plan that would act as a roadmap to offer guidance for the implementation of the project. A team leader was appointed to provide leadership for the project. Notably, the project management team was able to integrate different project management techniques such as the PRINCE2 project management technique and the PMBOK technique to maximize the quality. These techniques were implemented due to the various benefits accrued from their use. Amidst the implementation of the project, high and low moments were experienced. The project management team experienced moments of successes and failures. Successes Effective communication system The project management team in charge of the construction of the bridge comprised of a large number of people. Managing a large number of people was a major challenge. However, the team leader understood the necessity and significance of communication for the successful implementation of the project. Therefore, they designed and used the most effective methods of communication that could be accessed by the entire stakeholder and maximizes on the successful implementation of the project. The team maximized on relaying its information during team staff meetings times. This was deemed appropriate as most of the stakeholders were required to attend the meetings. All information about the scheduling process were relayed to the team. All stakeholders were then given the opportunity to give their suggestions or comments on the scheduling process. Any deviations were regularly corrected, and improvement also made on areas that needed improvements. Effective communication was instrumental in the overall success of the project. Proper planning The project was extensive and needed a thorough planning process to have a successful completion. Based on the magnitude of the project, before the project was implemented, all stakeholders were assembled to formulate the plan for the project. Engaging all stakeholders was important for the successful implementation of the project as different ideologies were gained from the different experts. Their ideologies were then integrated into a single decision that was agreeable to the majority of the team. The formulated plan was extensive as it highlighted all the expected activities that are to be done in the project. The time framework which stipulated the roles and functions of different stakeholders were established. This important as all the team members best understand their roles and what is expected of them in the project. The expected cost of the project was also formulated based on the available resources. The different sections of the project management team provided their departmental budgets which were then evaluated by the entire project team. All the departmental budgets were then combined into a master budget that had estimation cost of the entire project. Similarly, based on the complexity of the team, actuaries were hired to provide and estimation of the estimated. Risk management The project management team understood that for the project to be successful, it had to conduct feasibility studies to ascertain the possible risks that may befall the project (Smith, 2002). The risk team is then mandated to come up with possible countermeasures to avert the possible risks. Nothing was left to chance. Failures within the project Very few or no project always gets smoothly implemented. Just like any other project the construction of this bridge had its failures. The main challenge noted was the changing needs to implement improvements. During the construction, some of the processes and resources used were deemed to be of low quality. They had to be dropped, and new processes and new improvements put in place. This had a detrimental effect on the project as the cost of the project had to go up and an extra time spent in the development of the new improvements. Lessons gained I have been able to gain numerous insights and insights about project management in engineering. The greatest skill gained is the need of having an effective plan that gives an outline of the project. This will go a long way in helping me be able to design effectively and implement a plan as an engineer. Furthermore, I have been able to understand the project management areas that need to be accorded the greatest to include quality management, scope management, communication, project planning, human resource management and stakeholder management. Bibliography HINDE, D. (2012). PRINCE2: Study Guide. LESTER, A. (2013). Project Management, Planning and Control. Elsevier Science. SMITH, N. J. (2002). Engineering project management. Oxford, UK, Blackwell Science. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=181596. TRACY, J. (2013). PMBOK ® guide: edition five 200-question sample PM exam ®. Read More