Discuss About The Issues To Implementation Of Methodologies?
The aim of this report is to throw light on the Project Management Methodologies and implement it practically on three case studies of different industries in order to explain their benefits, issues and solution of those issues. This report focuses on three PM Methodologies PMBOK, PRINCE2, and Waterfall, which are best suited with the infrastructure and employee strength of three case studies. These methodologies are being implemented to system in order to enhance the performance of the organization and let the employees give best efficiency on the output. This report explains in depth the three methodologies and consequence of this implementation within the operations that includes recommendation of better methodology based in the existing infrastructure and the strength of the organization, their advantages. Issues related to the implementation have also been proposed in this report including the measures that could eliminate or minimize he issue to an extent level.
In simple way, PM methodology is a must-have in order to reduce risks and avoid failure and is one of the critical factor and core competencies of the management team within any organization. Project Management methodology can be defined as the combination of methods, processes and practices that can be helpful in determining the best to develop, plan, control, and deliver project throughout the regular implementation process till the project is completed and terminated (International Standards organization 2004). PM methodology is scientifically proven to be the best disciplined and systematic approach to project design, project execution, and project completion. The purpose of PM methodology is to give management the access to control the entire management process through problem solving and effective decision making, and in the meanwhile ensuring the success of specific techniques, approaches, processes, technologies and methods. In other words it provides a skeleton of each step of the project management in depth in order to ensure that the project manager take proper and good decisions for delivering and implementing the project within the schedule, client specification, and budget (International Standards Organization 2008).
First organization is a financial services industry with very low strength (80) employees within the organization. PMI/PMBOK can be considered as the best methodology approach for organization A. this approach will help the manager in dividing processes into five stages as guided by PMI (Project Management Institute) and allow the five stages to enhance the performance of the organization by proper management (International Standards 2008).
Second organisation is a building society industry with 600 numbers of employees which is ell manageable with less complex methodology, thus PRINCE2 can be recommended as the best methodology approach to carry out efficient and effective management operations within the organization (Calder 2009).
Third organisation belongs to Technology Services industry with very large number of employees of strength 600 members, which makes the management system little complex. For such type of organizational structure Waterfall project management methodology could be the best approach in order to manage the operational activities with more efficient and effective manner. The waterfall model can be helpful in gaining sequential or non-iterative design-process that can be used in software development processes. In this methodology progress can be seen flowing in steady downward manners.
The PMBOK methodology implementation can be a very crucial element of the whole process within the organization. PMI/PMBOK implementation can be divided into five phases, which can be listed as: Initiating, planning, execution, monitoring and controlling and closing. Initiating phase can be considered as most crucial and demonstrating in the whole process of management (International Standards Organization 2008). Under this process setting respective aims and goals of the organization is determined. Second phase that is planning, emphasis on planning that how the project will run and is running including the processes that are taken in account during the access of the requirements. Next phase is execution, which includes implementation of the gathered information on the entire project, which was gathered during first and second phase including budget plan for some cases (International Standards Organization 2012). Next phase monitors and controls the implementations that are going to be made for the change and ensures that the implementation should be effective. Last phase is the closing phase in which project closure is discussed withholding a closure meeting and completion of all the documentation process with proper initials.
PRINCE2 is a process-based approach or methodology that can help in managing the projects in more effective and efficient manner. It emphasis on the team members those are suitable for the project, their responsibilities and roles in the whole project. For implementing PPRINCE 2 within the organization a manager might need a mentor in order to make the implementation successful. Following are the main objectives for marketing this implementation successful: firstly, PRINCE2 coaches/mentors, who are specialise in providing assistance for the organization in order to make the implementation successful and achieve the expected benefits with this implementation. Guidance can be gained while implementing this methodology into the system through proper coaching, monitoring and training. Secondly implementing PRINCE 2 is more than providing training to the employees rather than that it is about the establishment of best practices among the project management system into the work environment and enhances the performance of the organization through more improved and advanced way of project governance (Directing successful projects 2009).
Waterfall methodology is being expected to be much simpler to implement within the organization than other methodologies. First of all a big team is needed for several processes for which a big management team is needed for the success of this approach. As per the figure 3 in Appendix it can be seen that Waterfall is a hierarchical structured methodology, team will be created with same hierarchical structure. The manager should then start implementing the policies in documented form as, all the activities under Waterfall approach are based on the principles. After this, first step should be documentation of demand of the customers followed by performing the processes of the project in stage-wise manner. Each event or process in this methodology is depended on previous event or process as, it st5arts after the completion of previous project’s event. This raise the demand of attentiveness, which should be provided on each process and avoid all the bugs as it will directly affect the next process.
PMBOK implementation has following issues:
The PMBOK PM methodology “only provides general guidance and states this specifically”. That means an individual will have to know precisely what is to be done then only the implementation can be successful.
Another issues can be stated as The PMBOK cannot define precise output, input and performance criteria for example qualitative analysis can be helpful in identifying relative impact, but it does not represents 0.80 impact (Project Management Institute 2006).
Thirdly, it also lacks in defining the individual’s role that are responsible for performing the processes. A complete and accurate is that which can define roles, responsibilities and authority levels of each individual involved in the project (Project Management Institute 2013).
Fourth, the PMBOK lacks in developing guidance documents and user-friendly in order to implement the respective processes in consistent manner. The PMBOK do laid out work flows in well manner, but only dealt with the single pass, which are the methodologies need to deal with the iterative builds (Project Management Institute 2011).
Last but not the least it can be said that there are various issues in PMBOK implementation, which have been eliminated in other methodologies like Six Sigma and PRINCE2.
Change Management: It is a procedure oriented methodology, which implies that changes cannot be made during the middle of the project and are not acceptable during the development of the project.
Heavy weight: The main focus of this methodology is on heavy documentation and comprehensive planning that makes the methodology more time consuming than other PM methodologies (Hedeman and Seegers 2007).
Poor Risk Management: risk management can be meaningful only if the risks are identified at early stages and mitigated whenever identified. PRINCE2 PM Methodology does not provide much emphasis on the guidance of problem solving nor does it discuss the decision-making process. Not solving problems at their early stages can lead to bigger failures and harm the project from achieving its goals (Hedman and Ron 2009).
Motivation: This is the last issue in the implementation of PRINCE2 methodology, which can be stated as there is no mode of any motivation throughout the whole process. Motivational aspects are very important in order to create positivity among the individuals related to the project.
The very first issue in this implementation is that most customers do not know in real that what they want or need up-front. The up-front requirements design and capture presented by waterfall methodology approach is neither much realistic nor suitable for the vagaries of the real world. Next issue is related to the uncertain nature of estimating time, costs, and customer needs with any degree of accuracy as per the model is extremely difficult for the real world. Another issue can be emphasized on the implicit assumption of model, which results that designs that look much feasible on model can turn into difficult or expensive in practice, later on discovering that it requires a re-design. Some issues can also direct towards the fact that “the waterfall model implies a clear division of labor between, say, “designers”, “programmers” and “testers””. For most of the software organizations these divisions are neither efficient not much realistic.
PMI/PMBOK is specially designed in manner of standardizing all the activities that are being performed within the various departments of the organisation. Other than that focus should be given on assigning the roles and responsibilities to the individual could eliminate the first issue stated in above paragraph (Project Management Institute 2011). Completely new qualitative analysis with proper accurate impact analysis can be helpful in mitigating the third issue raised above. Modifying it to be more user-friendly can also be helpful (Project Management 2013).
The management processes should be made more flexible in order to allow the changes during the development of the project. Risk management process should be improved in order to mitigate the in early stages and complete the project with 100% efficiency. Motivational awareness program can be implemented into the phases of processes.
Proper offering based on the requirements of the organization not on the call can eliminate the first issue raised in the above paragraph. Each process should be made independent in order to break the consequence of bugs or issues that might affect the rest of process outputs. Isolation of process can be a better option. Implicit assumption of model should be eliminated and models should be made considering the real world could help in mitigating the issues.
Standardization of the PM processes: PMBOK specifically promote companies towards standardizing the implementation process for each and every project (Project Management Institute Management 2013). Analysis of activities across different sectors can be made in order to standardize the procedures by the help of PMBOK. This will result in more efficiency within the system (Project Management System 2012).
Easy guide to PM steps: It is easier to perform the role activities of all members within the project management team or the organization using the guidance presented by PMBOK. Individuals of the team can do their work with more efficiency through this implication (Project Management Institute 2013).
PMBOK Provides documentation: Finding out what processes or systems are resulting in the favour of the organizational goal can be done by PMBOK guide, which will result in god business in return for the organization (Project Management Institute 2011). Due to the flexibility in customization and standardization, the involving processes can be applied to several other companies.
Reliable: PRINCE2 divides the whole project into two parts, which results in easy managing all the management activities within the organization. Reliability can be proved as this provides assistance to the project team on how to maintain a focused and motivated workforce and become capable of delivering the expected outcome as per the goal set by the organization and the team leader (Van Selm 2009).
Communication: Communication between the stakeholders and the team members can be improved by the implementation of PRINCE2 PM Methodology within the system. This helps in promoting team spirit, more controlled and efficient work.
Well documented: It is another benefit of PRINCE2, which is a procedure-oriented project management methodology. Knowledge transfer between the different levels team becomes easier because of the detailed documentation at all stages (Managing Successful Project 2009).
Plan oriented: It is completely plan oriented approach as, whole project is divided into two stages and every stage is comprised of planning at its first phase. Planning can be helpful in meeting the needs or requirements of different levels of management.
Focus on product: The main focus of this methodology as stated above is on delivering and defining the products and their quality requirements respectively. This is not an activity-oriented project whereas; it is an output-oriented project.
Clearly defined roles and responsibilities: This methodology properly defines the roles of team leader, and project manager and their responsibilities (Wijers and Vergoef 2009).
There are various benefits of this implementation within the system of organization C. Firstly, discipline can be achieve by the enforcement of the staged development cycle, which states that every phase has a defined with starting and ending point that helps in the progress that can be conclusively identified by using milestones introduced by both client and the vendor. The risks of schedule slippage can be reduced and the customers’ expectation can be met through emphasising on the design and requirements before writing a single line of code. Getting the design and requirements out of the way first also helps in improving the quality; it becomes much easier to correct and catch flaws that might occur during designing stage and then at testing stage. Lastly, it can be said that because the first two phases ends in a production of the formal specification, the waterfall model can enhance the performance of the organization through increasing efficient knowledge transfer between the individuals involved in the project.
Conclusion
Based on the above report it can be concluded that based on the infrastructure of the organization, every proposed project Management Methodology is feasible and can help in enhancing the performance of the organization. However, PRINCE2 was found to be the least issues among the rest of the implementation. Whereas, waterfall can be stated as the old methodology and need upgrade. PMBOK can be the best guide for adhering the accurate efficiency for the organization through proper delivery of the processes within the methodology.
References:
Calder, A., 2009. Information Security based on ISO 27001/ISO 27002. Business law.
Directing Successful Projects with PRINCE2TM, Fifth Edition, © Crown copyright 2009, TSO
Hedeman, B.S.R. and Seegers, R., 2007. PRINCE2 Edition 2009: A Pocket Guide.
Hedeman, Bert, and Ron Seegers. PRINCE2TM 2009 Edition-A Pocket Guide. Van Haren, 2009.
International Standards Organization. 2004. ISO/IEC 2:2004. Standardization and Related Activities– General Vocabulary. Geneva, Switzerland: ISO.
International Standards Organization. 2008. ISO 9000:2008. Quality Management Systems – Fundamentals and Vocabulary. Geneva, Switzerland: ISO.
International Standards Organization. 2008. ISO/IEC 15288:2008. Systems and Software Engineering – System Life Cycle Processes. Geneva, Switzerland: ISO.
International Standards Organization. 2012. ISO 21500:2012 Guidance on Project Management. Geneva, Switzerland: ISO.
Managing Successful Projects with PRINCE2TM, Fifth Edition, © Crown copyright 2009, TSO
Project Management Institute. 2006. Practice Standard for Work Breakdown Structures (WBS) – Second Edition (Reaffirmed). Newtown Square, PA: PMI.
Project Management Institute. 2011. Practice Standard for Earned Value Management – Second Edition. Newtown Square, PA: PMI.
Project Management Institute. 2011. Practice Standard for Scheduling – Second Edition. Newtown Square, PA: PMI.
Project Management Institute. 2012. PMI Lexicon of Project Management Terms. Available from https://www.pmi.org/lexiconterms
Project Management Institute. 2013. Organizational Project Management Maturity Model (OPM3R) – Third Edition. Newtown Square, PA: PMI.
Project Management Institute. 2013. The Standard for Portfolio Management – Third Edition. Newtown Square, PA: PMI.
Project Management Institute. 2013. The Standard for Program Management – Third Edition. Newtown Square, PA: PMI.
Project Management Institute. PMI Code of Ethics and Professional Conduct. Available from https://www.pmi.org/codeofethicsPDF
van Selm, L., 2009. ISO/IEC 20000 Eine Einführung. Van Haren.
Wijers, G. and Verhoef, D., 2009. IT Outsourcing Part 1: Contracting the Partner. Van Haren.
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