APM - 1

Summer Course 2013

Joel Y. KOMA

Assignment 1A APM1

Submitted by: Joel Y. KOMA (1619795) Due on: 5th February, 2013

3305_TECHCOMM_5021 Applied Project Management 1

Task: Describe 5 advantages and 5 disadvantages of using a project management approach based on model-based methodologies (specifically PMBOK and PRINCE 2). Using a suitable project example from your experience or reading, illustrate how one of these models - 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). Also comment on how the models could be combined and how you would retain the benefits of each and correct for the deficiencies of each? Report a) Describe 5 advantages and 5 disadvantages of using a project management approach based on model-based methodologies (specifically PMBOK and PRINCE 2). PM Model (1): PMBOK Advantages
1. Process orientated model based on project process and is suitable for project management where a project manager can apply knowledge as input to the continuous improvement of the project and processes. 2. Generic approach and can be used by project managers to easily decide how and how much to apply these processes in each project according to the scope and its complexity 3. Focuses more on organization which executes the project and manages it through the project life cycle. Indicates the knowledge needed to manage the lifecycle of any project, program and portfolio through its

PM Model (2): PRINCE2 Disadvantages

Advantages

Disadvantages
1. Has implementation configuration and not necessarily systematic project management processes. 2. Does not offer the level of flexibility offered by some of the modern project management methodologies hence, PRINCE2 may find difficulties in catering some of the modern project management needs. 3. Very complex method and cannot be carried out without special training. Failure to understand precisely how it works, could lead to a lot of problems and difficulties whilst carrying out the project.

1. Requires 1. It is largely complementary increase experience to PMBOK Model, is to improve process process based and and customize the applicable to both small and standard processes to large projects. Helps to suit requirements of identify and thereafter assign project at end. roles to the different members of the team based 2. Require good on expertise. project monitoring and control system 2. Deals with the various to maximise the aspects that need to be benefit of robustness managed in any given and simplicity of the project. Its guidelines can be model, which would selectively applied to certain otherwise be projects that do not last long. deceptive and This makes the method even deliver less than more flexible and thereby expected outcome. more appealing to dynamic organizations and projects. 3. The use of PMBOK is too 3. Flexible to the project complex for small environment hence changes projects. can be made based on how big the project is, and the 4. It has to be requirements and objectives adopted to the of each organization. 1

processes. 4. Unique and complex projects are best implemented using standardized process based on PMBOK model. Helps develops management skills and provides the tools for high efficient environment. 5. Described the 9 knowledge areas which are critical components of any projects regardless of its scale and complexity. Hence, provide an understanding and framework of project management where specifications of various stages of the process are stipulated for various functions.

industry of the area of application, size 4. It is product-based and it and project scope, also divides the project into time and budget and different stages making it quality constraints easy to manage. Hence, help the project team to remain focused and deliver quality 5. PMBOK outcomes. Importantly, has model describes a strong focus on the idealistic project business case and the management benefits the project results environment that deliver. cannot be sustained in real world as its 5. Engaging in decision making processes are only and reports as it improves generic and does not communication between all account for specific members of the team and constrains. also between the team and other external stakeholders, thereby giving the team more control of the project and minimise impact.

4. Does not directly deal with social or soft management skills, such as negotiations, presentation techniques, coaching, or leadership, which is necessary for a project manager to possess to be successful. 5. Risk of applying and interpreting the methodology in a rigid way and do not tailor it to the project at hand.

b) Using a suitable project example from your experience or reading, illustrate how one of these models - 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 Title: Design and Construction of Jetty Daru (Papua New Guinea) Proposed Implementation Model: Project Financier: PMBOK Papua New Guinea Sustainable Development Limited

Project Designer and Management: Cardno (PNG) Limited Project Implementation Contractor: Curtin Brother Limited Project Owner/Operator: Phase 1: PNG Ports Limited

Pre-approvals (Initiation & Concept)

A preliminary/concept design will be formulated and its corresponding engineers estimate shall be presented to the financier for funding approval. At this stage, preliminary meetings will be jointly held with all project stakeholders involved to

establish a general understanding of the project definition, scope, funding requirements and ultimately establish deliverables and milestone dates. Phase 2: Planning and Design

Once the capital investment sealing is determined and approved in Phase 1, the design contractor shall advance the project to detail design and planning for tender and execution. At this stage, the project delivery systems will be formulated with detail design, final cost estimate and technical specification will be finalized with implementation schedule. The project manager shall employ public tendering to promote competitive bidding from which a suitable contractor shall be chosen as the construction contractor to execute the project. Phase 3: Construction

After formally awarding the execution contract to the prospect contractor, the contractor shall execute the project to deliver the project within time, cost and quality targets as prescribed in the technical specifications. The project management contractor shall then perform project management role on behalf of the client (project owner) to ensure the deliverables are met as prescribed in the technical and financial specification of the contract. Phase 4: Commissioning

Final inspection and commissioning shall be performed jointly by the project manager and the operator responsible after completion of the construction as meeting engineers satisfaction and fit for operation. This process shall be achieved by going through checklist of all deliverables and upon confirmation, signed offs documents shall be signed to commission the project. Thereafter, the project shall ultimately be handed over to the operator as the responsible institution to operation and maintains the facilities. Phase 5: Operations

PNG Port Ltd shall be the sole custodian of the facility and shall be responsible for the ongoing operation and maintenance of the facilities throughout its design life. Phase 6: Abandon

The project shall be designed to have a 50 year design life and its turnover is expected to happen within the course of 10 years after commissioning. PNG Port Ltd will own, operate and maintain the facilities up to 50 years before it is decommissioned.

c) Also comment on how the models could be combined and how you would retain the benefits of each and correct for the deficiencies of each? PRINCE2 is more investment orientated as it begins with business case to determine the commercial and technical viability of projects before advancing it to detail design/organisation as oppose to PMBOK which works on conceptualisation as mandatory without detail business case to justify the project viability. In addition, PRINCE2 model is more of an implementation configuration than project flow as evident in PMBOK model. PRINCE2 stands for Projects IN Controlled Environments, and is focused on the different processes and methods that are within the scope of project management while PMBOK, on the other hand stands for Project Management Body of Knowledge, provides a basic reference for project management. This means the two complements each other where PRINCE2 will take care of the methodology while PMBOK will check on the knowledge, tools and techniques for project management implementation. PRINCE2 has a lot of useful and impressive feature which can enhance what is provided on the PMBOK, hence an integration of this will greatly enhance project management capability to maximise the project outcomes. As mentioned, PRINCE2 and PMBOK integration is something that project managers should take advantage of to harness this integrated resources to successfully deliver project results. REFERENCES
[1] John Sing, Vernon Irelan, 2012, Applied Project Management 1, summer School 2013 TECHCOMM 5021, The University of Adelaide, South Australia. [2] Project Management Institute Inc. A guide to the Project Management Body of Knowledge. PMBOK Guide - 4th edition 2008. Project Management Institute Inc., 14 Campus Boulevard, Newtown Square, Pennsylvania 19073-3299 USA. [3] Meredith, Jack R and Mantel, Samuel. Project Management A managerial Approach. 7th edition 2009. John Wiley and Sons, Inc., USA. [4] February 04,2013, from http://projectmanagementquestions.com.