Effective Project Management with PRojects IN Controlled Environments - Assignment Example

Project Management Customer Inserts His/Her Name Customer Inserts Grade Course Customer Inserts Tutor’s Name 28th April, 2015. Part 1 PRINCE2 is a well know project management tool which is an acronym for (PRojects IN Controlled Environments, version 2). PRINCE2 project management methodology is widely utilized due to its efficacy in the development and implementation of projects. PRINCE2 is process driven methodology that is mainly deployed within controlled environments with seven key core principles, seven themes and the seven processes. The utilization of PRINCE2 is only meant for high level management functions and the seven main procedures for PRINCE2 within a project are; a) Project start: starting a project is the initial stage within PRINCE2 whereby the project team and brief are prepared. This stage is where the overall project is discussed by the project sponsors and project stakeholders while a project board to overlook the project is selected (Bentley 2010). The main activities within this stage include the selection of the project team and manager, definition of a project approach, consultations and planning the next phase of the project. At this stage, all the major stakeholders are identified at this stage and identification of the logs of previous projects (Dwyer 2013). b) Initiating a Project (IP): This is a follow up of the initial process and it leads to the refinement of the ideas or project brief into a concrete project plan which will be used in the project implementation. This phase is characterized by project planning, project quality, setting up of controls within the project, assessment of project risks and it is a build-up of the initial project phase (Dinsmore 2011). The final deliverable of this phase is the Project Initiation Documentation which outlines all the procedures to be implemented and undertaken within this phase. It is also a stage whereby the all the project key stakeholders are indentified (Harris 2010). c) Directing a Project (DP): This stage outlines the roles which the project board and other stakeholders will in the controlling the project. The project board can makes sure that the initiation stage is authorized and implemented in a proper manner. This stage is quite important since it gives the project board control over all project sections that might include reviews and changes on any project stage due to slippages. Some of the key tasks in this stage include initiation planning, stage authorization and confirmation of project closure (Harris 2010). All stage plans in a project need approval of the project board to ensure proper procedures have been followed in the implementation of these project tasks. Moreover, the project board can outline ad hoc plans concerning implementation and close down of the projects (Bentley 2010). d) Controlling a Stage (CS): In the implementation of a project, this PRINCE2 process outlines that a project stage should be broken down into smaller units so as to ensure that each stage is managed and dictated in a certain manner. This stage is crucial since it also outlines the necessary procedures that should be undertaken in the process of undertaking the project (Peter 2011, p. 115). This includes tasks such as assessing and reviewing the actions undertaken in the implementation of the project tasks. Control over a project stage ensures that the project is managed within the confines of the law and moreover it ensures that corrective measures are undertaken in the process of managing a project (Bentley 2010). However, the most vital part within the implementation of this stage is the escalation of issues related to the project from the junior levels all the way through the senior managers or the project board. As a result, this allows for the review of issues concerning the project. At the end of each stage of the project, it is prudent and necessary that a completed work package is obtained from the project team (Heldman 2009). e) Managing Stage Boundaries (SB): This stage is a contingency plan in the management of phases and change over from one stage to the next. Whereas controlling the stage deals with processes within each stage, this stage looks into management towards the end of the stage. SB processed underlines what should be done at the end of each stage and looks at how the next stage should be planned and the overall project plan, risks and effect on the project plan for each major stage. All PRINCE2 processes and stages should be managed in a prudent manner and therefore, the completion of each stage is quite vital (Peter 2011, p. 114). For instance, it outlines what should be done for stages that have gone outside the tolerance levels while dictating how each stage should be reported. Best global practices in project management require the project board to analyze the users’ progress reviews and approves of changes within the project boundary. Major activities within this stage include stage planning, project update, update of project risk register, end stage reporting and execution of exception plan (Kloppenborg 2014). f) Managing Product Delivery (MP): This stage provides an opportunity for link control between several employees of the project including the team manager and the project manager. Formal requirements for the implementation of work such as accepting, executing and delivery of project work are planned within this stage. Several processes are undertaken within this stage such as; i) Authorization and allocation of products is delivered to the team. ii) The project’s suppliers, team leaders and team members are aware of their tasks, production expectations, costs and timelines. iii) Planned deliverables and products within outlined expectations and tolerance iv) Accurate progress information should be available to the project manager frequently to ensure expectations are managed effectively. The above processes and tasks should be summed up into acceptance of a work package, execution of a work package and delivery of a work package (Didraga 2012, p. 83). g) Closing a Project (CP): This is the last stage within the PRINCE2 framework and it involves tasks that should be undertaken in the closure of the project. These tasks involve the freeing up of resources, review and project evaluation. Consequently, all tasks under this stage should be reviewed into decommissioning of the project, identification of follow-up procedures and project evaluation (Meredith 2011). This stage is critical since it undertakes a review of all project tasks in relation to the plans of the key project stakeholders. Part 2 The implementation of a project requires the understanding of several aspects of knowledge management based on the nine knowledge areas within PMBOK. The most important aspects of PMBOK knowledge areas are; Project Integration management, Project Scope Management, Project Risk Management, Project Human Resources management and Project Communications management. The utilization of these five main knowledge areas ensures that the project is undertaken within scope and quality control measures. These areas are important since they interconnect in ensuring all processes and steps utilized in project management are undertaken in orderly manner. The value of these knowledge management areas are outlined; a) Planning: utilizing these areas ensures proper project is planned in an appropriate and ordered manner since all processes and contingencies are planned and measured before the implementation of project tasks. For instance, Project Scope management ensures all processes and activities are identified, defined, coordinated and implemented (Dinsmore 2011). PMBOK knowledge areas ensure that project activities and processes are planned to ensure execution of a project within time, cost and scope (Gardiner 2010). Consequently, these knowledge areas identify the key stakeholders such as the project sponsor, team manager and other staff responsible for project planning. b) Control: These five knowledge areas ensure that control over the project is exercised in an organized manner. Aspects such as human resources, materials, tools and project activities are ordered through proper procurement and control. Cost, quality and time management controls are also planned as part of risk and scope management tasks (Didraga 2012, p. 86). For instance, within project scope management, all planned and required tasks are undertaken and completed successfully to ensure the project is a success (Gray 2009). A project deliverables should be measured against the expectation of stakeholders in the assessment of implementation against factors such as cost, time and scope. The five major knowledge areas allow project stakeholders to control the project and ensure key project deliverables are achieved (Dwyer 2013). c) Assessment: A project involves the management of several related and complex tasks which require proper measurements and close assessments to ensure appropriate implementation of these tasks. Consequently, proper assessment tools are required for projects as provided by the five knowledge areas such as Human Resources and Communications management. Work control should be exercised properly by all employees to ensure that the project meet key considerations of cost, quality and time aspects in the implementation of the project (Wysocki 2009, p. 243-252). d) Risk Management: In the implementation of a project it is vital that risk management measures are undertaken to ensure all risks that might hinder the proper completion of the project are tackled within time, scope and budget. However, several risks are present in the implementation of a project which might hinder development and contribute to project failure. As a result, risk management is meant to tame and find solutions that plague the successful implementation of a project (Calvert 2011, p. 216). PMBOK knowledge areas contribute to the development of a risk management plan that is able to ensure proper risk identification, planning, analysis, response and controls. Risk management looks into issues such as time, cost and human resources which could contribute to significant risk to the implementation of the project (Wall 2007, p. 519-523). Part 3 In the process of undertaking a project, it is vital to ensure that necessary steps and measures are planned, controlled, measured and implemented to meet the set criteria. Several projects have different methods of implementing based on the basic aspects of projects controls. We will analyze the implementation of a software engineering project with a look into the key deliverables, Work Breakdown Structure, risks and models used in implementation. In the development of a software engineering project we have to understand several aspects of project management as outlined; a) Deliverables: A project should have a key deliverable such as a software program or software system. This deliverable should be developed with key factors in mind; cost, time and quality. A project’s key deliverables are identified by the project sponsor such as the required software solution in the case of software development (Gardiner 2010). b) Scope management: A project scope should be defined at the initial stage of the development of the project. Scope looks into requirements that are necessary in the development of the system or project solution. The scope should be documented with changes needing approval and control (Cleland 2009, p. 61-64). For instance, a client identifies the need for bespoke software and outsources the work to a software development team with analysts and programmers. In case there is misinterpretation by the analyst then the solution developed by the programmer will not meet the client’s requirements (Thamhain 2008, p. 272). In the development of a solution for an engineering project, it is imperative that ordered procedures are utilized in the development of the solution. Therefore, a project should be developed in phases to ensure easy development through different decision points. In the development of large systems such engineered software development, it is imperative to deploy the system in phases as key decision points in the development cycle. Several lessons can be learnt in the development of an engineering project as outlined; a) Risk Management: All projects should devise means of handling risk in order to ensure that the project completes on time, schedule and budget (McDowell 2009, p. 33). Several factors are considered in the deployment of a project based on different controls. These controls are developed based on several factors such as scale, strategic importance, risk or complexity (Furman 2011). b) Review: A project should be reviewed often to ensure that the requirements of the project are achieved and the project does not deviate or move away from the plan. Project reviews ensure that actionable solutions are ought for risks or unplanned contingencies in the project development phase (Cleland 2009, p. 67). c) Documentation: All project implementation phases and activities require proper documentation to ensure that the project is utilized and implemented based on certain procedures (Gray 2009). The above factors should be analyzed constantly to ensure that proper project implementation plans are undertaken in the management of project phases. A project should be divided into meaningful phases each with set deliverables and inter-dependable on each other. Majority of software projects rely on the waterfall model which is designed in the construction of software solutions from basic user requirements which undergo several procedures until a final solution is developed (Calvert 2011, p. 219). The major phases in the development of a software engineering are mainly five as outlined; a) Concept: this is the initial step whereby the requirements and the problem statement definition are undertaken. At this stage, a concept of how to develop the system is outlined by the project sponsor/client needs within the system to solve certain issues (Nagarajan 2004). b) Start-up: It is in this next stage whereby all the user requirements are gathered and refined into actionable requirements (Meredith 2011). It is also at this stage that the developers and team members are selected for the implementation of the project (Heldman 2009). c) Planning: IT involves the process of selecting the best approach or method to utilize in the development of the expected solution. Selection a project methodology, programming language and tools to utilize in the development of a solution are vital within a software engineering solution (Harrison 2004). d) Implementation: This is the most important phase in the development of a project since it involves the actual development of a project solution. In a software engineering project, this phase is marked by design, build (software programming), software test and installation or roll out as outlined by figure 1 below. The roll out procedure also involves the training of user staff and full utilization of the software system (McDowell 2009, p. 31). e) Closing: This is the last stage in the development of a software solution since it involves the handover of the project to the project sponsors. Within the software engineering project, this stage looks into the improvement of the current software solutions or improvement of current versions to other improved versions (Neale 2012, p. 18-21). Figure 1: showing the Software Engineering Project Phases In addition to the definition and analysis of the major project phases in the development of a software engineering project, we have to outline the necessary tools needed in handling resources, processes and information. Resources, processes and information are organized into a Work Breakdown Structure and Gantt Charts used in planning for the best strategies to utilize in deploying the system (Kloppenborg 2014). Tools such as Microsoft Projects allow project managers to track down all the resources, activities and project information. These tools also employed in risk mitigation since it draws out an expected plan based on project activities and resources (Peter 2011, p. 117). As a result, the project manager can undertake critical path planning in determining the project’s close date and other important project milestones (Furman 2011). A project baseline is utilized in capturing all aspects of the project including risks and the implementation procedure to be used in the completion of the project. The baseline plan links the planning and implementation cycles of project management since it involves all activities and processes that will ensure the project completes successfully within time, scope and budget. References Bentley, C 2010, PRINCE2: A Practical Handbook, John Wiley and Sons, Boston. Calvert, S 2011, 'Managing stakeholders', in JR Turner (ed.), The commercial project manager: managing owners, sponsors, partners, supporters, stakeholders, contractors and consultants, McGraw-Hill, London, pp. 214-222. Cleland, DI 2009, 'Stakeholder management', in JK Pinto (ed.), The project management institute: Project management handbook, Jossey-Bass, San Francisco, California, pp. 55-72. 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Wall, J and Callister R 2007, ‘Conflict and its management’, Journal of Management, Vol. 14, pp 515-558. Wysocki, RK, Beck, R, & Crane, DB 2009, Effective project management: How to plan, manage, and deliver projects on time and within budget, 2nd edn, Wiley, New York, New York, pp. 237, 239-262. Read More