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PPMP20009 Project Management Methodologies For Coordinates Process

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Your task is to consider the three learning outcomes listed in the unit profile of this unit for this assessment. You must then make a presentation of 15 minutes length that summarises the learning outcomes and how they relate to project management methodology (flex students will answer questions over the telephone). Once your 15 minute presentation has been made you must be prepared to answer questions for 10 minutes from unit participants. You will be graded based on how well you have made your presentation and described, discussed, explained and critically analysed the project management theories and principles according to these assignment instructions.

Answer:

Introduction

The given company works in different industries which includes power generation, energy and information technology services as well as in the mining sector.  They are losing their competitive edge due to their use of obsolete project management methodology mainly based on Prince2 and PMBOK Guide developed seven years ago.  Thus in order to improve the staff efficiency as well as to gain competitive advantage against rival companies it is important to form a new project management methodology that can be used by the organization for different projects seamlessly.     

Strategies for continuous professional development

Continuing professional development for the employees or executives of the organizations is now accepted as one of the critical part of workforce skill expansion. This is important to deliver suitable service outcomes and task priorities that are important to complete an undertaken project (Jalal and Koosha 2015). Continuing learning and development of the executives can help in benefiting the clients who use services from the organisation. It also helps in creating a stable workforce while improving people’s experience of services.

In this context we have selected the strategy Training Needs Analysis. This strategy helps in distinguishing the new abilities or skills for the employees or executives, attitudes and qualities that individuals require to meet their own particular and organizations improvement needs (Too and Weaver 2016). Training Needs Analysis concentrates on the recognizable proof of the employee development needs of the group overall as opposed to the individual improvement needs. The essential point of the Training Needs Analysis procedure is to distinguish and investigate the needs of staff for conveying effective and safe project management services.


The procedure will effectively include all the staffs in the organization and will help the organization to become a learning organization (Jalal and Koosha 2015). It is a technique that distinguishes existing loopholes or gaps amongst present and required levels of learning aptitudes, qualities an attitudes of the staff.

The selected strategy will be helpful in encouraging the staffs to grow and satisfy their potential needs in the organization. In addition to that it will contribute to the to work-based and personal skill development (Too and Weaver 2016).  Can be connected or surveyed against skills and hierarchical execution. Incorporates any action that builds learning, background and comprehension, enhances execution and adds to long lasting learning. Guarantees proceeding with competence and confidence, especially in regularly evolving business environment.

Project management practice, framework to be used in the three domains

 For the given scenario we are selecting the OPM methodology. We have selected this methodology due to this methodologies different advantages which are, 

Supports Continuous Improvement: Those in charge of keeping up the standard strategy can easily consider and join recommended upgrades into the philosophy for the advantage of the organization.

Empowers Professional Development: Consistent methodologies for advancement and survey of such things as Case Studies, Project Plans, and communication materials will consider those associated with ventures to enhance their abilities and comprehension (Kerzner 2013).

Gives Standardized Reporting and Understanding of Status:  Management and customers know where things stand.

Encourages Consistent Documentation of different stages: A reliable approach prompts effectively unmistakable and safe undertaking designs and different archives related with the projects (Kerzner 2013). Moreover the, OPM coordinates process, knowledge and talent of the staff over the organization to guarantee the engagement of all capacities and partners in the conveyance of its methodology (Jalal and Koosha 2015). Notwithstanding its market train, each part of the organization conveys its technique through the activities that speak to need changes to operations and the items as well as administrations it conveys to its clients.

In addition to that, OPM gives a system to  the  organization to travel through change in view of steady, perceived practices that give a repeatable approach to work together in view of ceaseless learning and change through lessons learned. This can mean more prominent consumer loyalty from higher quality and speedier time to conveyance. The system is centred around executing as opposed to making methodology (Too and Weaver 2016). It comprises of the organizations vision, mission, vital targets, and its portfolios, projects, and undertakings. A critical result of this structure is the arrangement of hierarchical system with sending (portfolios) of need methodology activities through conveyance of projects and tasks

Use of widespread Common Knowledge throughout the organization: All individuals associated with projects will have knowledge, comprehend the adopted project management methodology. 

A Single, Consistent Training Program for everyone involved in the project: All individuals engaged with project take a similar training, learn together, and develop together.

Considers Project Comparison and Selection: A predictable approach will extraordinarily help with looking at and choosing among the many approaches/methodologies for the completion of the project that will emerge in light of key objectives, issues, and opportunities.

Empowers Integration of Organizational Policies and Procedures: Established arrangements and systems can be coordinated into the Organizational Project Methodology to guarantee reliable and fitting application.

Allocation of responsibilities

For implementing the proposed architecture following roles and responsibilities will be allocated to different staffs of the organization.

Subject matter expert:  This staff will be responsible for providing expertise comment related to the different topics for different tasks in the project, contributes in developing content and helps in verification of the final completion of the project (Kerzner 2013).

Business analyst: This helps in development and maintenance of requirements documentation important for post project learning of the staffs (Jalal and Koosha 2015). This also helps in finalizing requirements documentation and archive them using appropriate methods.

Staff responsible for Quality assurance:  This role will have the responsibility for Developing the QA Plan, audit report that are compliance with developed plan.  In addition to that, this staff will be responsible for Identification, collection, monitoring, and report different QA metrics (Too and Weaver 2016). The staff will also Participate and assist others with the accomplishment of different QA activities.

Project management outputs within the life cycle

For this specific project the following are the project outputs. Project plan with clear targets, reporting mechanisms, Staff performance evaluations reports, Periodical project progress reports etc. (Kerzner 2013).

Use of project management office (PMO) to centralise the management

For the given case study, the organization is acting and providing its services in diverse fields.  Thus in order to help the organization that may lack uniform management techniques and also in observing different processes related to a project.   In addition to that, the Leadership of the organization (the chairman) is facing trouble in gathering information as well as in motivating the executives about project progress and results (Too and Weaver 2016). The PMO can also help the organization in aligning Project goals with business goals of the organization or the clients.

Use of the PMO, helps in standardisation to the different processes. In addition to that it can offer the following functionalities as described below,

  • tracking benefits from the projects;
  • Expert work evaluating, planning and their scheduling;
  • improved resource administration;
  • Structured tracking of the tasks in the project as well as forecasting (Jalal and Koosha 2015);
  • powerful change control;
  • Attention on project budget proficiency;
  • Stakeholder oversight;
  • Industrialized quality administration;
  • esteem including risk/issue administration;

Reflection

While completing this assignment, I found that, the PMO lays an important role in any project execution.  As it helps in adjusting the arrangement of activities to an eye toward future strategies. Convey programs on-time, inside spending plan and as per scope of the project. Comprehend the linkages and conditions between different tasks in the portfolio. Enhance correspondence inside the program group among all the stakeholders.

Conclusion

Professional development strategies discussed in this report aims to performing routine tasks required to complete different projects in different industries and domain they work in.. Role differences can vary the output from the developed strategies. This can also vary in the tenure for which it will be implemented. These insights could help the organization to orientate continuing professional development of the staffs and different approaches toward the meeting the needs of all the staffs working in the project. OPM or the Organizational Project Management helps in providing a consistent and flexible way for the organizations to improve their abilities and enhance their performance in delivering the projects for their client organization from different industries. 

References

Crawford, J.K., 2014. Project management maturity model. CRC Press.

Heldman, K., 2015. PMP project management professional exam deluxe study guide: updated for the 2015 Exam. John Wiley & Sons.

Jalal, M.P. and Koosha, S.M., 2015. Identifying organizational variables affecting project management office characteristics and analyzing their correlations in the Iranian project-oriented organizations of the construction industry. International Journal of Project Management, 33(2), pp.458-466.

Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), pp.1377-1392.

Karaman, E. and Kurt, M., 2015. Comparison of project management methodologies: prince 2 versus PMBOK for it projects. Int. Journal of Applied Sciences and Engineering Research, 4(5), pp.657-664.

Kendrick, T., 2015. Identifying and managing project risk: essential tools for failure-proofing your project. AMACOM Div American Mgmt Assn.

Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.

Pemsel, S. and Wiewiora, A., 2013. Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), pp.31-42.

Schwalbe, K., 2015. Information technology project management. Cengage Learning.

Singh, R. and Lano, K., 2014. Literature Survey of previous research work in Models and Methodologies in Project Management. International Journal of Advanced Computer Science and Applications, 5(9), pp.107-122.

Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394. 

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