project management 1b

8/12/2019 Project Management 1b

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Branden Oxford a1202465

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List the circumstances where you would base your project management

approach on a model-based methodology .

The circumstances around deciding which project methodology (project framework)

to choose can depend on the complexity of the project not only in its functionalities

they must provide but also the requirements they must meet. Constraints such as

dependability, timing, resources, variability, corporate environment, project size,

external influences and budget all influence the project during its lifecycle. A project

management methodology should address the specific processes for project

initiation, prioritisation, project planning, status reporting, issue/decision/change

management, quality management and risk management. It should clearly define the

fundamental elements of project management and how to deliver them but most

importantly a sound methodology will enable the project team to tackle complex

problems as they arise and have effective reporting and analysis. A methodology

also ensures a consistent and clear approach within organisations. A projectmanager may use PRINCE2, PMBOK, Agile, Scrum and Waterfall or tailor a model

to suit an organisations needs.

The value of project management comes from its application across the entire

lifecycle. Some projects can be quite complex and to ensure the processes are

coordinated properly and successfully a model based methodology is essential. It is

likely without a robust methodology to follow, the project could be prone to fail but it

is important to look at all the circumstances and complexities involved in a projects

lifecycle to ensure the correct methodology is applied.

Below is a construction project which shows the complexities of Project Management and highlights

just how important it is to have a methodology which can successfully coordinate all phases and

processes.


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Briefly compare the two major project models (PMBOK and PRINCE2)

PMBOK is a document of "what is", unlike PRINCE2 which is a "how to" document .

PRINCE2 provides guidance relating to the externalities of projects, that being

governance and benefits, how to establish effective project governance structure andthe use of the Business Case as the primary control over the life of the project where

as PMBOK doesnt. Another area where the two methods differ is PRINCE2s need

for role clarity, project assurance function, concepts around management stages,

guidance to team managers (work packages and quality), product descriptions and

tolerance around estimates.

PMBOK implies that the project management is the work of the project manager

where as PRINCE2 project management is the process that organisations use to

govern and deliver projects. PRINCE2 is principles based while PMBOK is a

collection of tools and techniques, the project method being used should be tailoredto suit the needs of each project. With PMBOK it is possible to start a project, find

out the stakeholders requirements then deliver a solution that meets these

requirements. With PRINCE2 requirements are captured in product descriptions, it

states that if you dont know what the requirement for the key products are, you

shouldnt start the project to deliver a solution.

Comparisons of Important Areas

PMBOK provides nine knowledge areas and PRINCE2 provides eight. One notable

difference is in the area of risk, although both recognise risk PMBOK provides much

more support with risk but it should be noted in Australia most organisations will

conform to AS4360.

Knowledge areas

Both recognise scope, schedule, cost and quality are related but they are knowledge

areas in PMBOK whereas PRINCE2 recognises them as integral aspects of planning

and change control. The integration area differs in that PMBOK deals with all

aspects of project management during integration and PRINCE2 only in start-up,

initiation and planning process and by change control technique.

The human resource and communications knowledge area in PMBOK is covered by

a single component in PRINCE2 called organisation and leadership. Procurement in

PMBOK has no matching area in PRINCE2.

PRINCE2 recognises the business case as a component and also configuration

management and its control group has a broader spectrum that those governing the


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PRINCE2 has eight main processes and PMBOK only five.

Process Groups

The three techniques offered by PRINCE2 -product based planning, change control

and quality review. The two latter are knowledge areas in PMBOK.

Techniques

PRINCE2 identifies five and PMBOK three main roles with the Project Manager in

PMBOK carrying a lot more responsibility.

Roles and Responsibilities

PMBOKs three major documents the project charter, scope statement and project

management plan are very similar to PRINCE2s project mandate, brief and project

initiation document (PID) but PRINCE2 does recognise a standalone projectmanagement product that being the Business Case. The Business Case is the major

difference between the methods and it highlights PRINCE2s support of governance.

It is updated at the end of each management stage and gives the Project Board the

information it requires to terminate a project as early as possible.

Both are similar although it can be said PMBOK provides greater detail. A WBS is

created in PMBOK to cover the entire project, reviewed and revised as needed

where as PRINCE2s concept is a planning horizon.

Planning

Project managers are well supported by PMBOK in its knowledge areas where as

PRINCE2 provides various mechanisms for support. PMBOK doesnt recognise

team members but PRINCE2 does through the Work Package Concept.

Project Manager and Team Support


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Using a suitable project example from your experience or reading, illus trate

how one model- of your selection- will benefit your project compared to the

other model (i.e. the comparative strength of the chosen model for a specific

project)

PROJECT- Developing a new open cut mining operation in a remote environment.

Mining projects are subjected to high risks because of their size, uncertainty and

high cost. The project manager and project team will manage this project using the

PMBOK model.

The PMBOK model offers more support in the area of risk and it is vitally important

that current and future risks are identified and analysed to reduce cost and time.

Due to the size and complexity of the project, a lot of work will be sub-contracted and

its remote environment will see products purchased and brought into the area.PMBOK model offers Project Procurement Management as a knowledge area which

is not covered by PRINCE2. Procurement management will be so important because

during this project a large percentage of the project scope may be purchased from

other companies.


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References

Project Management Body of Knowledge (PMBOK GUIDE) Fourth Edition

PRINCE2 Revealed Colin Bentley

Comparing PRINCE2 with PMBOK R. Max Wideman

A Comparison of PRINCE2 against PMBOK

http://www.tmr.qld.gov.au/Business-and-industry/OnQ-Project-Management-

Framework.aspx

http://www.lifecyclestep.com/

http://www.prince2.com/

http://www.goalgroup.com.au/
http://www.tmr.qld.gov.au/Business-and-industry/OnQ-Project-Management-Framework.aspxhttp://www.tmr.qld.gov.au/Business-and-industry/OnQ-Project-Management-Framework.aspxhttp://www.tmr.qld.gov.au/Business-and-industry/OnQ-Project-Management-Framework.aspxhttp://www.lifecyclestep.com/http://www.lifecyclestep.com/http://www.prince2.com/http://www.prince2.com/http://www.goalgroup.com.au/http://www.goalgroup.com.au/http://www.goalgroup.com.au/http://www.prince2.com/http://www.lifecyclestep.com/http://www.tmr.qld.gov.au/Business-and-industry/OnQ-Project-Management-Framework.aspxhttp://www.tmr.qld.gov.au/Business-and-industry/OnQ-Project-Management-Framework.aspx

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