Project Management Methodologies Comparison †MyAssignmenthelp.com

Question: Discuss about the Project Management Methodologies Comparison. Answer: Project Management Methodology definition from five different sources with the methodology role in Project Management: Definition 1: According to the Author,Project management is the implementation of undertaking new changes and innovations in the project which is achieve from some tools namely, approaches made to solve a problem and the technique of management (Ahern, Leavy Byrne, 2014). Definition 2: According to the author, theMethodology of Project Management for an organization is as a guide that serves the organization to select projects, teams plan in the project work, and manages the Oversight, Sponsors and Customers requirement that collaborate with the design and delivery of the project (Grajek, 2015). Definition 3: According to the Author, theProject Management Methodology provides explicit information for the project managers that reflect the current guidance and knowledge to achieve a project outcome that has repeatedly successful (Joslin, 2014). The author has tried to provide an advance understanding of the PMM through natural development of social science, using the research methods that have proven the context of the project, governance of the project in relation with the PMM and lot more. Definition 4: The Author defines PMM as the application of skills, knowledge, the techniques and tools that may meet or may even exceed the requirements that every project has. It has a standard guidelines and methods that ensures the completion of the project in time, well- managed in a consistent manner and within the budget to deliver a quality results (Ljevo, Vukomanovi? Rustempai?, 2017). Definition 5: The Author has define the PMM in IT as an important mechanism that control the governance of IT to support the Managers to achieve success in a more predictable manner (Terlizzi, de Souza Meirelles de Moraes, 2016). Comparison of PIRNCE2 with PMBoK Pro and Cons: For the best practice of project management, there are some pros and cons of PRINCE2 versus PMBoK. In the system of PMBoK users find a frameworks that are more substantial for management of scope, contract and other aspects that are less robust in the methodology of Prince2. Unfortunately, most of the PMBoK users are not much happy with the limits of solely making a decision for a project manager (Karaman Kurt, 2015). It make difficult for the project manager to hand over the management aspects to the senior managers and other parties. With the use of PMBok the manager of the project become the primary planner, decision maker, manager of Human Resource, problem solver and more. The project management program of PRINCE2 shares the financial and functional authority not only to the manager of the project but also with the senior management. On the behalf of a senior management of an organizations, the program helps to focus to oversee the project by the manager of the project. PRINCE2 pros side is that it provides an approach to single standard for the management of the project (Coppola, D'Ambrogio Gianni, 2016). Due to this reason, the global and the government organizations prefer to choose this methodology. It is so useful that the ease of using it becomes easier to learn by the managers no matter whether they have a limited experience. The cons of PRINCE2 are that the soft skills to which the manager of the project has to focus is missing. Relating Prince2 methodology with the project life cycle The methodology of PRINCE2 has seven processes for the project life cycle and these processes are discussed below (Kloppenborg, Tesch Manolis, 2014): Project Startup: This is the first stage of the project. It is also known as the Pre-Project process. The Project Manager and the Executive, both are responsible for establishing the project, assigning the team for a project management, and creating a stage plan for the initiation stage to begin. Project Initiation: In this process, the project plan and the case of the business are finalized. It defines the quality of the product, Project product, costs and timeline of the project, analysis of risk, and resources commitment and assembles them into Project Initiation Documentation. Project direction: In this process, the Project Board is responsible for authorizing the stage of the project and using the style management, manages the overall project. Stage Control: The project manager does most of the work on this stage. With the use of this process, the Project Manager monitors the work, observes the changes, takes actions with correctiveness and discuss about it with the stakeholders. This action will be repeated until the completion of the stage. Product Delivery management: In this process, the plans of the products are created and the team manager is responsible to undertake the execution of the Work Package. The Project Manager delivers the Work Package to the Team Manager who then tests and completes the work package and returns it back to the Project Manager. Stage Boundary Management: In this stage, the process has two main functions, the first is the existing stage performance reporting and secondly, the planning of the next stage. The process evaluates the report of the End Stage and the Plan of the Next Stage and then submits it to the Project Board. Project Closing: This process is the last stage of the project. For the closure of the project, PRINCE2 prepare activities like the Report of Lessons that are learned, Report of the End Project and the Report of Acceptance. The following figure gives the overview of the lifecycle of the project: References: Ahern, T., Leavy, B., Byrne, P. J. (2014). Complex project management as complex problem solving: A distributed knowledge management perspective. International Journal of Project Management, 32(8), 1371-1381. Coppola, D., D'Ambrogio, A., Gianni, D. (2016). Bringing Model-based Systems Engineering Capabilities to Project Management: an Application to PRINCE2. In CIISE (pp. 6-15). Grajek, S. (2015). Top 10 IT issues, 2015: inflection point. Educause Review, 50(1), 10-48. Joslin, R. (2014). Relationship between Project Management Methodology (PMM), Project Success, and Project Governance. Karaman, E., 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), 657-664. Kloppenborg, T. J., Tesch, D., Manolis, C. (2014). Project success and executive sponsor behaviors: Empirical life cycle stage investigations. Project Management Journal, 45(1), 9-20. Ljevo, Ã… ½., Vukomanovi?, M., Rustempai?, N. (2017). Analysing significance of key quality factors for management of construction projects. Gra?evinar, 69(05.), 359-366. Terlizzi, M. A., de Souza Meirelles, F., de Moraes, H. R. O. C. (2016). Barriers to the use of an IT project management methodology in a large financial institution. International Journal of Project Management, 34(3), 467-479.