Understanding PRINCE2 - Example

Project Management Name Institution Date Course Table of Contents Table of Contents 2 Part 1: PRINCE2 project management methodology 3 PRINCE2 principles 4 PRINCE2 themes 5 The PRINCE2 process 6 Part 2: comparison of Prince2 compared with PMBOK 7 Part 3: The Burj Khalifa project 9 List of References 13 Part 1: PRINCE2 project management methodology PRINCE describes a methodology developed by the UK government for management of projects and it is from this first version that PRINCE2 was built (Pincemaille 2008, 1). This newer methodology is adapted for all kinds and sizes of projects and covers the management, organization and control of projects. As Murray (2011, 3) points out, the PRINCE2 methodology comprises a set of control themes, with a process lifecycle and guidance that helps match the method to the environment of the projects. It again provides a process model for the management of the projects by giving a set of specific activities that are used to direct, manage and deliver the projects. This model comes with several benefits. First, it is applicable to any type of project, since it provides a common vocabulary and approach. It can also be easily integrated with industry specific models. The model comes with product focus which gives clarification for the involved parties about what the project delivers to the agreed quality standards and also ensures focus on the continuing viability of the project. Senior management is also able to efficiently use time by applying management by exception practices Within this methodology’s project environment, each of the projects undertaken must satisfy the specific conditions that will ensure successful implementation. There must be a business case that will give an indication of the benefits as well as the risks that may be suffered in the implementation of the project. There must also be established an environment that will promote the success of the project by addressing all the concerned processes. The project must be able to demonstrate a properly defined set of Deliverables or Products and identify the resources that will be required to undertake the associated activities. The project should also have a defined life-span with suitable arrangements for control and necessary arrangements must be made to identify the structure within the organization to determine and allocate responsibilities across the different levels. The methodology is divided into several management stages, each stage forming a distinct unit for the management purposes. Just like the entire project, each stage is driven by a series of other process, has a defined set of activities and products, control elements, a finite life-span and an organisational structure. When these products have been delivered to the agreed standard of quality, then the management stage is complete (Bradley 2002, 9). The project stages represent the steps taken in the implementation of the project life-cycle. Therefore, the stage boundaries are defined to correspond to the completion of the main products to be built and the important decisions that involve commitment of resources that need to be made. PRINCE2 principles These are the guiding obligations for good practice that the project will need to follow. They provide a framework for good practice and ensure that they method applied is not overly prescriptive but is sufficient to contribute to the success of the project (Murray 2011, 3). These principles include: Continued business justification: The methodology provides for continued justification of the business. Learning from Experience: The projects teams are able to learn since lessons are sought, recorded and then acted upon while the project progresses. Defined roles and responsibilities: Roles are clearly agreed and responsibilities allocated at the different levels of the organization’s structure in a way that will engage the business, user as well as supplier stakeholder interest. Managed by stages: PRINCE 2 projects defines tolerances for all the project objectives and establishes limits of delegated authority Focus on products: The model focuses on the definition and delivery of the products, focussing on their quality requirements. Tailor to suit the project environment: The methodology can be tailored to take into account the project’s size, complexity, environment, importance, risk and capability. PRINCE2 themes The PRINCE2 themes define the aspects of the project that need to be addressed continually throughout the project lifecycle. By following these themes, the team is able to be guided on how different tasks should be performed. They describe how baselines for risks, quality, benefits, cost, scope and time are established and how the management team will monitor and control the work as the project progresses. These themes include business case, quality, risks, organization, change, plans, progress and change and how each of these affects the entire project (Murray 2011, 4). The PRINCE2 process The process can be summarized as shown in the figure below: (The PRINCE2 process. Source: Turley 2010, 5). As Bradley (2002) points out the PRINCE2 process involves the following (12): Starting up a project (SU) - this establishes the main objectives as well as the approach to the project. The team is set up and the plans for the initiation process laid down. This step seeks to find the answer to the question: do we have a worthwhile and viable project? before resources are committed to the project. Initiating a project (IP): The project is planned in terms of the products, activities involved, resource usage and quality expected. It gives the baseline for the risks and benefits of the business. Directing a project (DP) - This process is owned by the board and functions to provide authorisation for work and commitment of resources. It involves critical decisions that affect the project. Controlling a stage (CS) – describes the day-to-day management of the project and involves authorising work, collecting and reflecting “actuals” and then assessing project progress and reporting to senior management. Managing product delivery (MP) – this is where products are created and consumes most of the resources. Progress reports are provided to the manager. Managing stage boundaries (SB) – assessing achievements of current stage as well as its impact on the overall project plan. The next stage is planned by introducing corrective measures depending on the performance of the previous stage. Closing a project (CP) - involves preparation for the closure of the project in an orderly manner. Other activities include customer sign-off, preparation of the end-project report and the identification of important lessons learnt and the recommendations. Planning (PL) - this process is used by all the other process and involves the design and creation of all PRINCE2 plans. The implementation of the methodology is, therefore, an intensive process that requires a keen and dedicated management team as well as a dynamic implementation team that can easily respond to instructions and change. Part 2: comparison of Prince2 compared with PMBOK As Project Management Institute (2004) points out, the Project Management Body of Knowledge represents the sum of knowledge in the profession of project management. It includes proven traditional practices widely applied, together with innovative practices that continue to emerge within the profession. A study of the knowledge areas and associated processes of Project Management Institute’s Guide to PMBOK and the content and usage of the PRINCE2 methodology reveals that both sets of approaches need to be tailored to suit the specific occasion. Wideman (2002, 3) argues that PMBOK is not intended to inform the participants how to execute any of the techniques or how to use any of the tools described. The framework only lays down the entire process, how the specific processes link together and the techniques and tools that may be invoked. The same applies to PRINCE2 since this approach needs the team to scale its implementation for the size and requirements of the project in question (Wideman 2002, 3). Key differences exist between the two approaches. PRINCE2 describes stages rather phases and goes ahead to state that while it is mandatory to use these stages, flexibility is allowable in the number as will be determined by the specific requirements of the project. The approach also clearly differentiates between technical and managerial stages, mentioning that these two may sometimes coincide. The PMBOK, on the other hand, describes a project as a collection of logically related activities that will usually culminate in the completion of a major deliverable with no distinction between phases and stages in this approach (Project Management Institute 2004, 369). The PRINCE2 approach is also regarded as an implementation methodology, somehow akin to construction management, as opposed to a whole project management methodology. PRINCE2 methodology identifies several levels of management, each level with its roles. The approach, however, gives special responsibilities to the project manager whose takes care of the whole project, directing, controlling, administering and regulating the project with the ultimate responsibility to the end user. The PMBOK, on the other hand, only describes the project manager as the individual responsible for managing a project. The two approaches therefore, differ in the levels of responsibility and accountability expected from the project manager. While it is possible, when using PMBOK, to start a project, find out the requirements, and then device a solution for these requirements, PRINCE2 allows one to start the project only when the requirements have been determined beforehand. In this approach, the requirements are determined at the Product Description stage (Rankins 2009, 4). Several other differences exist in terms of project planning, implementation and expectations. It is also true that PRINCE2 method is intensive and requires more documentation as compared with the PMBOK method. Nevertheless, the PRINCE2 approach remains my preferred methodology owing to its organization, delegation of roles and the systematic logical flow of project tasks. This approach emphasises quality of work with efficient supervision mechanisms that run from the project manager up the levels to the board. It therefore gives a good approach to implementation of huge private and government projects that may otherwise prove too complex for the other project management methodologies. Part 3: The Burj Khalifa project This is one of the greatest engineering constructions in the world. The building when completed, the massive world record was 828 metres high, surpassing the Taipei 101 by 320 meters. Equally important, however, were the design, engineering and constructions that were firsts in the global construction industry. It was developed by the Emaar Properties, and stands at 160 storeys, with 330,000 cubic metres of concrete, 142,000square metres of glass and 39-000 metric tonnes of steel rebar, taking 22 million hours of labour to construct. This represents the highest level of project planning and construction management that could ever be achieved since the project required great coordination of the 12,000 employees that work on the building on average (Big project 2009, pp.1). Preliminary activities involved Emaar Properties group approaching the Chicago-based architectural company Skidmore, Owings and Merrill (SOM) with the idea of building the tallest building in the world. The selection of the right architect was an intensive process due to the scale of the operations expected in the project. After selecting one of the architects from SOM, the project went into the design stage where the development team engaged in careful deliberations on the shape, orientation, floor capacity and so many other aspects of the proposed building. As Abdelrazaq (2008, 2) points out, Turner International was designated as the Construction manager, while the Samsung Corporation, Belgium-based Besix and the Dubai-based Arabtec were identified as the joint General Contractors for the project. The design was derived from the geometries of a desert flower, one that was indigenous in the region, with its patterns embodied in Islamic architecture. The tower is designed around a central core with each of the three wings consisting of four bays. At every seventh floor, one of the outer bays peels off while the structure spirals into the sky. The Y-shape was preferred since it maximizes view of the external surrounding, providing tenants with as much natural sunlight as possible. The tower massing was also dictated by wind engineering requirements and was aimed at reducing dynamic wind excitation. The reducing width and shape of the building as it spirals into the sky reduces wind dynamic effects, acceleration and movement (Abdelrazaq 2008, 3). The need to design the tower so that it would not accelerate at a high speed during the high speed windy conditions dictated the size and frequency of the steps as this was limiting the stack effect. Abdelrazaq Ahmad, the then vice president and executive director of the High-rise Building and Structural Engineering Division at Samsung was greatly involved in the planning and the structural design of the tower. He revealed that completing the project within the allocated time was one great challenge considering the harsh environmental conditions under which the project was being implemented. The project team’s plan from the start of the project was to mechanise and streamline the construction process and ensure that it was repetitive and executable with speed as the project progressed. It was, however, extremely time consuming to place the huge volume of concrete and pump it 600 metres above the ground and the transportation of materials and other resources to the higher levels. Monitoring and control was done at the highest level in this project. According to the senior project manager, the tower had to be built within the allowable tolerances, both lateral and vertical, that would ensure that the technical execution of the project is not compromised. To achieve this, there had to be performed extensive construction sequence analysis so as to predict the actual movement of the tower as it was built (Big project 2009, pp.8). The building turned out a huge success for the design and project implementation teams and has formed the basis for other buildings of such scale across the world. To speed up construction, project managers had to redesign the outrigger levels, changing the outrigger wall panels into composite elements. Other contractors learned from the decision to build the pinnacle from the tower at level 156 before lifting it to the highest point. This was done within a very short period of time. The building is also enough proof that concrete could be used for tall buildings, overcoming the previous fears of low strength and bulk. Proper selection of high strength concrete that is also high flow and availability of capacity pumps, and automatic formwork systems make this a possibility. Just as all other massive projects, the Barj Khalifa project had its own share of difficulties. From construction site accidents to poor working conditions, surveys have shown that the project implementation was not smooth. Future projections in the real estate industry have not also turned out as had been expected. Global economic conditions have impacted on the profit margins and as was witnessed in 2010, apartment prices fell within the tower to less than 50 % of the 10,000 dirhams (approximately $2,700) per square foot that they were in 2008. Safety concerns have also been raised that relate to the tower’s height. Generally, though, the completion of the project marked a huge step in erection of high-rise buildings. Other developers have learnt about the technicalities of erecting such a huge tower. The use of technologies like auto climbing formwork system (ACS), advanced concrete pumping technology, rebar pre-fabrication, column proceeding method and the high performance concrete with high strength, durability, modus and pumping capabilities will form the basis for future projects of this magnitude(Bid project 2009, pp.24). List of References Pincemaille C, 2008, Prince 2: a methodology of project management, retrieved on 9th February 2014 from < http://www.pincemaille.net/rsc/swEng_PrincePaper.pdf> Abdelrazaq A, Kim KJ, & Kim JH, 2008, Brief on the Construction Planning of the Burj Dubai Project, Dubai, UAE, CTBUH 8th World Congress. Project Management Institute, 2004, A guide to the project management body of knowledge, 3rd edition, Pennsylvania: Project Management Institute, Inc. Murray A, 2011, PRINCE2® in one thousand words. White paper Bradley K, 2002, Understanding PRINCE2, Dorset: SPOCE Project Limited. Wideman RM, 2002, Comparing PRINCE2 with PMBoK®, Vancouver: AEW Services. Rankins GJ, 2009, Comparing PMBoK and PRINCE2 in 2009, This paper was presented at the OGC Conference, 14 September 2009, Brisbane, Queensland, Australia. Turley F, 2010, An Introduction to PRINCE2®, Retrieved on 9th February 2014 from Read More