Management of Scottish Parliament Building Construction Project - Case Study Example

Number Subject Name Lecturer’s Name Project management Due date Project Management Project management refers to the comprehensive process of planning, motivating, controlling and organizing resources, protocol and procedures, which are aimed and geared towards achievement of certain defined goals, or solving particular problems. A project on the other hand is a defied process, which produces the desire goods, services or results, which occur within a defined end as well as the beginning. Project management as defined by Kerzner (2013) has a limited time, and it is as well constrained by deliverables and funding. In addition to this, a project is undertaken to meet specific goals and objectives, which are typically aimed to bring about benefit as well as beneficial change to the concerned organization and its stakeholders. As identified by Walker (2015), the major challenge associated with project management is meeting the whole project’s goals and objectives, while at the same time honoring the constraints associated with the particular project concerned. In relation to this, the present paper presents a comprehensive analysis of the project management portfolio. The portfolio is composed of three parts. The first part addresses an overview of the prince 2 project management, the second part provides an elaborate analysis of the five of the PMBOK knowledge areas could be applied in project management. The third and the last part will present a comprehensive analysis of the success and failures of the engineering management projects, by the use of the information learnt during the module. Part One Price 2 Project Management Methodology Prince 2 is a project management methodology, which is considered as the most widely used methodology in project management. The major success of the methodology is because of the ability of the organization to apply and use it in a variety of environments, industries and project sizes. There are several principles, which should be observed in application of the PRINCE 2 project management methodology. These principles are the guiding obligations towards a good project management practice. These principles are illustrated below. Principles applied These principles are derived from the learn lessons, both positive and negative, which have affected the project. They provide a framework of the good practice that should be exercised by those, which are carrying out the project (Kerzner, 2013). The first principle advocates for the continued business justification. The other principle implies learning from experience, where the learnt lessons are recorded, sought as well as acted upon throughout the project. Another principle is the application of the defined responsibilities and roles throughout the projects. Another significant principle involves management by stages, through stage-by-stage planning, monitoring and controlling of the involved activities. Further, Prince 2 methodology applies management by exception, which implies a defined tolerance for each project objective (Vila-Parrish & Raubenheimer, 2012). In addition, it focuses on the product as well tailored to suit the environment of the project. There are several themes, which are applied by the methodology, in order to ensure the overall project management is successful. The fist theme is risks, which involves assessment of the possible risks. Another one is changes, which addresses the impact of the changes introduced. Further, it considers the progress, which involves addressing the stage-by-stage process of the project. Under the application in a business case, Prince 2 project management methodology implies consideration of the potential value to an organization. In this case, the idea is developed in to a viable investment position. The most efficient application of the programme is the business life cycle. In this case, there are three levels. The initial one is the start level, which implies the developing and producing the benefit review plan. The second one is the middle one, which implies the maintaining, confirming and verifying benefits. The last one is tr5the end, which implies the updating the benefits review plan and confirming the benefits. For the organization, which is managing the project, Louis (2014) advised that it is significant to allocate duties to the managers who will be responsible for its completion. Since the project is cross functional, the normal line management function is not effective. In addition to this, the methodoloh6y has a quality control mechanism. Under quality, the initial idea is not considered as a broad outline. Plans PRINCE 2 continues through a process of approved plan. These plans are applied depending on the needs of the organization’s personnel’s. Further, the plans are focused on the on communication and control, throughout the project. In the whole plan, there are seven steps. The first ne involves designing the plan, which is considered prerequisite. The second is product definition and analysis, while the third one is identification of dependencies and activities. The fourth one involves preparing the estimates followed by preparing the schedule, and lastly, documentation of the plan. Risks With regard to risk, the methodology acknowledges that there are many risks, which are associated with it, as compared to the stable operating activity. In this case, PROCES 2 theme specifies how the project management addresses the uncertainties in the plan and wider project environment. Progress In this factor, the ongoing viability of the project is assessed. It involves the explanation of the decision making process, plans approval, actual performance monitoring and escalating the process, if the process o not go according to the plans. The progress ultimately offers a determination of how the project should proceed. In general, progress involves four steps, which are planning, delegating, monitoring and controlling. Process There are seven processes involved in the prince 2-project management methodology. The first involves starting the project, followed by directing the project. The third one involves initiating the project, followed by controlling the stage of the project. The fifth stage involves stage boundary management while the last step in the process involves closing the project. The activities in these processes involve the start to the end of the project, and their application is tailored towards the individual requirements of the project (Heldman, 2013). These processes are developed based on various principles, such as the business case, risk management, ensuring quality and the change control. All these ensure the final products fit its purpose. Roles The process 2 roles ensure that the role of all the stakeholders is clear. The firs role is that the approach is used to grow the various organizations, through various software development programs and extreme programming. Different people, who include the project board, the senior user, executive, supplier, project manager, team manager, project assurance as well as the project support, assume these various roles. Benefits There are several benefits associated with the prince 2 project management methodology. These include that it is cheaper and less time consuming in its application. Another advantage is that the methodology is free to use. Though the content is protected and the name trademarked, the project managers can freely apply it without specific consultations (Remer & Ross, 2014). Further, the project helps to control the organizations, start, middle and the end. The methodology also has several reviews against the business case and project plan. It also has flexible decision points. Further, it provides a way of applying automatic managerial control for any deviation from the project. Drawbacks Some of the drawbacks of the project includes that its introduction, implementation, and adoption should be conducted smoothly. However, it is not simple to apply. Before the methodology can be applied, it requires understanding of the principles first. Further, it needs to be flexed to fit in its application project, among others. Part 2 There are several areas of PMBOK knowledge, which are quite significant in adding value to the project management methodology. These knowledge areas are discussed below. Project integration Management It adds value to the project management by combining three major projects processes. These processes include the project plan development, Project plan execution as well as integrated change control. It includes all the process, which is required to ensure that all the elements involved in the project are properly managed and coordinated. Project Cost Management The project cost management ensures that all the costs that is required for project management is well planned and managed. The overall project management requires cost in terms of materials required, meeting the expenses of the project and payment to the project management staff (Schwalbe, 2013). Therefore, these costs must effectively be analyzed and managed. For effective completion of the project, it requires minimization of the overall cost incurred. Project time management Project time management planning of the overall time is used to complete the overall project. There are several stages, which are sequentially completed in the whole project. These stages require a significant duration of time. Therefore, it is significant to plan for the time required to complete each particular process, which adds up to the project time. In addition to this, the project may be under time constraints. In such circumstances, time management becomes a significant factor, which should be addresses carefully. Project Human Resource Management Human resource in project management implies all staff who works towards fulfilling the objectives of the project. As identified earlier, there are several individuals responsible for completion of the whole project. They range from the overall project manager to the project technical engineers. In order to ensure effective performance and completion of the project, the human resource involved in that process should be managed properly (Turner, 2014). It involves delegation of duties and responsibilities to different individuals, according to their expertise and experience. In addition, the project manager should supervise how the project workers are carrying on with each process and stage of the project, to make sure that all the stages are covered with effectiveness. In addition to this, project human resource management involves caring for the welfare of the staff involved in completing the project. It involves reasonable remuneration; provision of safe and conducive working environment as well as motivating them to ensure they work hard towards meeting the standards, goals and objectives of the project. Project Risk Management Project risk management implies the monitoring of all external and internal factors that may adversely affect the progress and successful completion of the project. Risk management as indicated by Tharp, Silvius & IGI (2013) is one of the significant factors that should be emphasized and monitored throughout the whole project. Practically, it involves identification and listing of all the hazards that are likely to affect tr5he project’s progress. Then the solutions are devised on how to address them, in case they arise. It ensures a successful completion of the project, and on time. PART 3 Analysis of an Engineering Management Project To apply the information learned throughout the module, the present presents a critical analysis if the Scottish Parliament Building management project. Currently, the Scottish parliament building is the home for the Scottish parliament, which is located at Hollywood. Throughout the project, there were failures and success factors, which was associated with it. The construction of the Scottish Engineering Management project started in year 1999, where the members of the Scottish parliament discussed the initiation of the building. The first debate in the parliament building, as indicated by Heldman (2013) was held on September 7th, year 2004. The engineering building was formally opened on October 2004. Throughout its construction process, there were several controversial, related to all processes of its constructions. These controversial included the choice of suitable location to build the parliament building, the architect to oversee the building construction, as well as the design of the building. Other controversial as specified by Tharp, Silvius & IGI (2013) included the criticism of the construction companies, which was majorly by the politicians. In addition, media played significant in bringing some controversial to the same project completion, as well as the Scottish public. The location of the parliament engineering projected was planned to occupy an area of four acres, and to occupy a perimeter of 480 meters (Bradbury, 2015). It was planned to be located at the one kilometer, on the east side of the Edinburgh city Centre. To pave way for the construction of the parliament project, the Newcastle brewery was demolished. After the selection of the site, applications were invited in order to select the most suitable architect. At the same time, several designs were being analyzed, as a way of choosing the best. On 6th July 1998, the Enrick Miralles design was selected. At the same time, the EMBT Scotland Limited was selected as the most appropriate designer of the engineering project. Bovis undertook the project, and commenced it on 1999. He work started by the demolition of the Scottish and Newcastle brewery, in order to pave way to the foundation work of the project (Bradbury, 2015). The designer of the engineering project sought to design the project, which could represent the national identity. In the designing of the project, several sustainable features were maintained in mind. These include availability of transport facilities and environmentally friendly features and situations. The debating chamber was constructed quite well arranged, with shallow elliptical horseshoes for the member pf parliaments seating. Similar to other European legislature, it was designed in such a way that the governing party would be sitting at the middle of a semicircle, while the opposition would be sited on the other sides. There were several strengths and weaknesses associated with the construction of the Scottish Parliament Building. Some of the strengths associated with this building construction work are the appropriate location of the structure. According to Burke (2013), the building was constructed bin a conducive place, with appropriate transport system and efficient environment for members of parliament. However, the internal structure was well completed. However, there are several drawbacks, which were associated with the project, from its initiation to its date of compression. The building and completion of the project is considered to have failed. One of the challenge associated with the project in the project schedule delay. The main reason behind this delay was a result of the long time and delay associated with the completion of the design of the project. Another challenge, which led to the delay, is the communication problems, which were experienced between the projects teams. There were also increased political interventions, which constantly delayed the smooth progress of the project. Selection of construction management team, as a procurement team, was also another challenge, which led to the delay of the project. This was considered quite poor performance within the Scottish Construction Industry. Another challenge associated with the project is the project cost overran. The main reason behind the increase in cost includes the prolonged time because of delays. Further, the project experienced constant disruption particularly because of the political interference. In addition to this, inflation also played a role in the increased cost of the parliament building engineering project. From the above analysis, it is evident that the Scottish Parliament building construction project failed to observe the efficient process required in the project management. For effective success, the project managers should have fixed time and budget as the constraints, which must be observed throughout the project. The project would then be broken down in to various stages, and each allocated its cost and time to complete within. The observance of these factors would have ensured successful completion of the project. Bibliography Burke, R. 2013. Project management: planning and control techniques. Washington, DC: U.S. Patent and Trademark Office. Bradbury, J. 2015. The Rest of the UK, UK Central Government and the Politics of the Post-Scottish Referendum Constitutional Settlement. Comparative European Mnagement, vol. 12, no. 4/5, p. 488 Heldman, K. 2013. PMP: project management professional exam study guide. New York. John Wiley & Sons. Kerzner, H. R. 2013. Project management: a systems approach to planning, scheduling, and controlling. New York. John Wiley & Sons. Louis, T 2014, Project Management, n.p.: McGraw-Hill Professional, Access Engineering, EBSCOhost, viewed 5 May 2015. Remer, D, & Ross, E 2014, 'Review of Project and Engineering Management Certifications Offered by Professional Organizations', Engineering Management Journal, 26, 4, pp. 3-12, Business Source Complete, EBSCOhost, viewed 5 May 2015. Turner, J. R. 2014. The handbook of project-based management (Vol. 92).New York. McGraw-hill Professional. Schwalbe, K. 2013. Information technology project management. Cengage Learning. Project management in construction. New York. John Wiley & Sons. Tharp, J, Silvius, G, & IGI, G 2013, Sustainability Integration For Effective Project Management, Hershey, Pa: IGI Global [701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA], Discovery eBooks, EBSCOhost, viewed 5 May 2015. Vila-Parrish, A., & Raubenheimer, D. 2012. Integrating Project Management & Lean- Six Sigma Methodologies in an Industrial Engineering Capstone Course. In American Society for Engineering Education. American Society for Engineering Education. 34, 7, pp. 344-378 Read More