Project Management

BMP5018

Project Management

1

Project planning approaches and techniques

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Tables of Figures

Introduction

This introduction gives a brief overview of the report and explores different project management planning approaches and techniques, with a focus on comparing key theoretical models. It also delves into the increasing importance of sustainable approaches to project management and critically examines essential project management skills required for success. Project management involves coordinating resources, tasks, and time to achieve specific objectives within set constraints like budget, scope, and quality.

Project Planning Approaches as defined means methods used in the coordination, tracking and regulation of all activities in a project. These approaches assist in providing guarantees that the tasks will be completed appropriately.

Project Management Techniques are on the other hand Techniques or tools which are used to implement such planning strategies. There are certain procedures, for example, CPM or PERT, that may be applied to control the time and resources and provide proper information for the project manager.

In this report, the focus is on Learning Outcomes 1 and 3 (LO1 and LO3). LO1 involves comparing various project planning approaches, involves comparing various project planning approaches, while LO3 focuses on appraising the project management skills necessary to achieve project success.

Compare and Contrast Project Planning Approaches and Techniques

There are numerous project management approaches, each with its own merits and challenges. Four prominent ones discussed here include the Waterfall Model, Agile Methodology, Critical Path Method (CPM), and Program Evaluation and Review Technique (PERT).

Waterfall Model

The Waterfall Model is one of the earliest project management approaches, based on a linear and sequential structure. In this model, As is evident each stage (including planning, designing, implementing, testing, and deploying) follows the other in a manner typical of the waterfall model. As it has pointed out the Waterfall model has many virtues, so the strongest among them is its definiteness and linearity. A phase once completed in one process is not revisited and this affords a definitive measure of phase, phase and phase objectives (Thesing, Feldmann, and Burchardt, 2021).

However, the Waterfall Model is criticised for being very rigid. Since changes are difficult to integrate once the phase is completed, it is not very flexible. This approach is most effective for such projects in which targets are clear and requirements are not likely to change greatly in the foreseeable future, such as construction activities or the development of infrastructure.

Agile Methodology

Agile is an iterative project management methodology designed for projects that require flexibility and constant feedback. While Waterfall subdivides the project into phases, Agile splits it into small work portions known as sprints. A sprint is usually a short cycle of development (for instance, two weeks) and at the end of each sprint, a part of the functionality of the project is produced. Working in Agile means that you have stakeholders' and teammates’ input constantly throughout the process (Islam and Ferworn, 2020).

Agile is very flexible and is therefore suitable for environments where the specifications are often likely to change as is the case with software development. That said, Agile may not be most effective with larger assignments that necessarily entail a great deal of order and advance coordination.

Critical Path Method (CPM)

CPM is a technique that identifies the longest sequence of tasks in a project, known as the critical path. CPM is an objective technique that aims at identifying the least time required to complete the project by looking into activities that must be done within a set time to prevent a delay. This technique is most suitable for projects such as engineering projects or any large-scale manufacturing that has numerous sub-activities (Cynthia, 2020).

CPM’s greatest strength is in aiding the project manager in understanding where potential logistical slowdowns and resource overallocation may be lurking. However, it has the problem that all the project tasks must be identified at the start, which is not always possible.

Program Evaluation and Review Technique (PERT)

PERT is a statistical tool used to estimate the time needed to complete each task in a project. Unlike CPM, which focuses on a single critical path, PERT uses a probabilistic approach, estimating three potential time frames for each task: these are the best case, worst case, and most realistic cases. This method can be efficient in such a way that there are a lot of unknowns, which would be inherent to any subsequent research and development (Habibi et al., 2018).

While PERT offers more flexibility in handling uncertainties compared to CPM, it can become overly complex and time-consuming, especially when applied to large projects with multiple uncertainties.

Comparison of Waterfall vs. Agile

The Waterfall Model is best suited for projects with clearly defined goals, where changes are minimal, and progress can be tracked sequentially. In contrast, Agile excels in dynamic environments, where feedback from customers and multiple changes are called for. While maintaining a rigid pattern with a clear sequence of phases, Waterfall offers very little variability, and change incorporation, as Agile does it more effectively and with a more efficient pace.

Comparison of CPM vs. PERT

CPM is a deterministic method capable of recognising the longest sequence of activities, which makes it optimal for time-constrained projects. Unlike CPM, PERT permits uncertainty using probabilistic time estimates. CPM is more appropriate to large projects with well-defined time scales, whereas PERT is more appropriate to large projects where the results may be indeterministic or stochastic.

Critical Analysis of Sustainable Project Management Approaches

Sustainability in project management is becoming increasingly important as organisations aim to reduce their environmental impact and meet regulatory requirements. Sustainable project management is a social concept that scopes driving the social, environmental, and economic value of any project alongside delivering its project requirements.

Lean Project Management

Lean project management is a sustainable approach that aims to reduce waste and optimise resource usage. Through the reduction of wasteful activities, Lean helps to make projects be achieved with optimum efficiency. This has the advantage of sustainability since resource conservation lowers the costs of operations while preventing further damage to the environment (Banihashemi et al., 2017).

Green Project Management

Green project management incorporates environmental considerations into every stage of a project. It involves reducing carbon footprints, promoting eco-friendly practices, and using sustainable resources. For instance, if construction sayings utilise green materials or are energy efficient then Green Project Management. It helps make sure that organisations comply with environmental laws and embrace their community (Silvius, 2017).

Circular Project Management

Circular project management focuses on designing projects that ensure resource regeneration and minimise waste. By planning for the reuse, recycling, or re-purposing of materials after a project is completed, circular project management helps to close the loop on resource consumption. This approach is particularly beneficial for industries like manufacturing, where material reuse is essential for sustainability (Silvius et al., 2017).

Contributions to Sustainable Project Management

Sustainable approaches contribute to long-term project success by aligning with corporate social responsibility (CSR) goals and creating value for both the organisation and its stakeholders. For example, companies that adopt Green or Circular project management may gain a competitive advantage by attracting eco-conscious customers. Case studies in sectors like renewable energy or sustainable agriculture demonstrate how sustainable project management has led to successful outcomes (Kivilä, Martinsuo, and Vuorinen, 2017).

Appraisal of Project Management Skills

Effective project management requires a wide range of skills to ensure the successful execution of projects. Some of the most critical skills include leadership, communication, risk management, time management, and problem-solving.

Leadership

Project leadership is important in directing the individuals within the project team for the realisation of the objectives of the project. One understands how to Cheer up their team, look for a positive reaction in stakeholders and additionally, select the most appropriate action in the situation. Good leadership builds collaboration, brings efficiency, and keeps the team goal-directed.

Communication

Communication remains one of the most important factors believed to be relevant at every stage of a project. Managers of specific projects should be able to express project objectives, pass information and embark that all the subordinates have a similar opinion concerning project requirements. Lack of proper communication necessarily results in misinterpretations, time losses and project failures (Hanney, 2018).

Risk Management

Mitigation strategies refer to plans that are adopted after risk evaluation to reduce their impact. A competent project manager understands the risk in terms of finances, operations, or techniques and takes measures to mitigate the impacts of such a risk on the project’s result.

Time Management

Scheduling implies proper organisation to achieve all the activities that are required in the project within the stipulated duration. Managers holding this position must also possess the skills that would enable them to set priorities, decide on the most appropriate resources to award to a project and more importantly, track the progress of the project. Many techniques are used when planning for activities such as the Gantt chart and timeline to schedule and monitor the activities (Du Plessis and Van Niekerk, 2017).

Problem-Solving

This is so because when implementing a project, the project manager is likely to come across different problems that need to be solved. When it comes to working with resources, time and or when tackling any technical challenges that are associated with a project, the project managers have no option but to be innovative with other means of solving the problems that may arise during the project run (Islami, Mulolli, and Mustafa, 2018).

Evaluation of Skills in Project Scenarios

These skills are central for the successful completion of a project in that, for example, leadership and communication skills refer to the management of teams and other stakeholders while risk and project time management refer to project planning and control to deliver projects on time and within certain costs. Fundamentally, problem-solving allows project managers to address emerging issues and achieve a positive result in the project (Demirkesen and Ozorhon, 2017).

Figures, Tables, and Plates (FTPs)

In this section, include visual aids that support the arguments in the report. For example:

• Gantt Charts to illustrate time management techniques.

Task	Task Description	Duration (Weeks)	Start Week	End Week
1	Project Planning	2	Week 1	Week 2
2	Requirement Gathering	3	Week 2	Week 4
3	Design Phase	4	Week 5	Week 8
4	Development Phase	6	Week 8	Week 13
5	Testing & Quality Assurance	4	Week 13	Week 16
6	Implementation/Deployment	2	Week 16	Week 17
7	Project Closure and Documentation	2	Week 17	Week 18

Figure 1: (Gantt Chart)

(Source: Author, 2024)

• Comparison Tables to highlight the differences between Waterfall and Agile, or CPM and PERT.

	Waterfall vs. Agile Comparison Table:
	Aspect		Waterfall		Agile
	Development Process		Linear and sequential process		Iterative and incremental process
	Flexibility		Low flexibility; Changes are costly and difficult		Highly flexible; Changes can be made at any time
	Client Involvement		Limited client involvement during development stages		Continuous client involvement in each sprint
	Risk Management		High risk as issues are identified in later stages		Lower risk due to early detection of issues
	Time Management		Defined phases with specific deadlines		Time-boxed sprints, adaptable to changes
CPM vs. PERT Comparison Table:
Aspect		CPM		PERT
Focus		Focused on critical tasks to prevent delays.		Focused on analysing uncertainty in task durations.
Approach		Deterministic approach (fixed time estimates).		Probabilistic approach (uses optimistic, pessimistic, and most likely estimates).
Task Duration		Task durations are known and fixed.		Task durations are uncertain or variable
Type of Projects		Best for repetitive or well-defined projects		Best for projects with high uncertainty or unique tasks.
Time Management		Calculates a definite project timeline based on critical tasks.		Provides a range of possible completion times.

• Diagrams illustrating Lean, Green, and Circular project management approaches.

Figure 2: (Venn diagram)

(Source: Canva.com, 2024)

Conclusion

In conclusion, choosing the right project management approach is essential for a project's success. Where the Waterfall model offers form and a programme, Agile offers the flip side – fluidity and the ability to address change. Techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) help manage time effectively and keep the project on track. Some of the practices like Lean, Green, and Circular management for projects are not only useful for managing project objectives but necessary and useful for achieving sustainable project success for the long-term health of project economics, society, and the environment. Also, leadership, communication, risk, time, and, problem-solving skills, which envelope project management are essential for the achievement of successful projects. Combined with suitable planning methods, such skills help to finish projects in the best manner, bringing a positive change that will be long-lasting.

References

Banihashemi, S., Hosseini, M.R., Golizadeh, H. and Sankaran, S., (2017). Critical success factors (CSFs) for integration of sustainability into construction project management practices in developing countries. International journal of project management, 35(6), pp.1103-1119.

Cynthia, O.U., (2020). Implementation of Project Evaluation and Review Technique (PERT) and Critical Path Method (CPM): A Comparative Study. International Journal of Industrial and Operations Research, 3(004).

Demirkesen, S. and Ozorhon, B., (2017). Measuring project management performance: Case of construction industry. Engineering Management Journal, 29(4), pp.258-277.

Du Plessis, T. and Van Niekerk, A., (2017). Factors influencing managers’ attitudes towards performance appraisal. SA Journal of Human Resource Management, 15(1), pp.1-10.

Habibi, F., Birgani, O., Koppelaar, H. and Radenovi?, S., (2018). Using fuzzy logic to improve the project time and cost estimation based on Project Evaluation and Review Technique (PERT). Journal of Project Management, 3(4), pp.183-196.

Hanney, R., (2018). Doing, being, becoming: a historical appraisal of the modalities of project-based learning. Teaching in Higher Education, 23(6), pp.769-783.

Islam, A.K.M.Z. and Ferworn, A., (2020). A Comparison between agile and traditional software development methodologies. Global Journal of Computer Science and Technology, 20(2), pp.7-42.

Islami, X., Mulolli, E. and Mustafa, N., (2018). Using Management by Objectives as a performance appraisal tool for employee satisfaction. Future Business Journal, 4(1), pp.94-108.

Kivilä, J., Martinsuo, M. and Vuorinen, L., (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), pp.1167-1183.

Silvius, A.G., Kampinga, M., Paniagua, S. and Mooi, H., (2017). Considering sustainability in project management decision making; An investigation using Q-methodology. International Journal of Project Management, 35(6), pp.1133-1150.

Silvius, G., (2017). Sustainability as a new school of thought in project management. Journal of cleaner production, 166, pp.1479-1493.

Thesing, T., Feldmann, C. and Burchardt, M., (2021). Agile versus waterfall project management: decision model for selecting the appropriate approach to a project. Procedia Computer Science, 181, pp.746-756.