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Project Management Standards Comparison ( Australia with another country) Essay Example

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    Management
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    Undergraduate
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PROJECT MANAGEMENT STANDARDS 10

Project management standards

Lecturer:

Introduction

A project is a temporary undertaking that is geared towards getting a unique product or service. It is temporary because every project has a beginning and end. It is unique because the product is different from the services and the products that are existing. The main aim of undertaking each project is to be able to bring change to systems, which already exist, or to create a new system. With the advent of information technology, there has been emphasis given to project management worldwide. Nearly every country in the world has standards that should be followed when undertaking the projects (Anderson, Grude, & Haug, 2009). This is done so that projects are undertaken to follow the right requirements and to meet the required standards. One of the procedures that standards must follow is to ensure that the budget that has been projected is met. Most projects end up overspending and therefore lacking finances and therefore stalling in the process. There are common standards that have been developed and are known worldwide like PMBOK, P2M and PMI. These are standards that have gained popularity worldwide because they follow set procedures and standards. This paper will compare two standards, ANSCPM and PRINCE 2(Bligoo, 2002).

Comparing the project management standards

PRINCE 2 for Projects IN Controlled Environment is a method that is based on processes so that effective project management can be achieved. A de factor standard is commonly used in the UK and especially the UK government. It has also found its use in the private sector both in the UK and internationally (Lock, The essentials of project management, 2007).

On the other hand, ANSCPM is a standard that is used in Australia. Unlike PRINCE 2 which is process based, ANSCPM is knowledge based. It has attained worldwide adoption just like PRINCE 2.

The table below will analyze the difference between the two standards in the nine component areas of project management.

Knowledge component area

Evaluating

Evaluating

Project integration management

  • It entails covering the processes that are required so that a proper coordination of project components is met.

  • There is a need to develop a project plan by making use of earned value management (Project smart, 2010).

  • The project plan execution takes the form of project plan undertaking and that it follows a day-to-day basis.

  • It is equal to the planning process

  • There is no mention of the WBS.

  • The project plan execution goes down to stage and team plan level for the day-to-day execution (Project management services, 2009).

Project scope management

  • This entails managing the scope of a project and managing the changes that concern the scope

  • Initiation of a project is taken to be the tools and techniques that will be used to execute a project

  • The scope is covered in the stages of PID and the work package

  • It tackles project initiation in three areas, which are project initiation, stage boundaries management, and directing a project.

Project time management

  • It entails the development of time schedule that will be covered in the course of the project.

  • Activity definition entails the activities and the tasks that need to be covered in a given deliverable that is shown in the WBS

  • Activity sequencing is the identification and documenting the logistical relationship that exist in the project.

  • Activity time estimation is the estimation of the probable time that a project task may take to complete

  • Development of the schedule is the iterative process of coming up with the start and finish dates of the project

  • Change control is influencing the factors that might affect change and to ensure that change is agreed upon.

  • They are covered by drawing PL2 (product flow diagram), PL3 (activities and dependencies), PL4 (estimating), PL5 (scheduling).

  • Activity definition is covered by the second step of PL2, and the first process of PL3.

  • Activity sequencing is covered in the last step of PL2 and the second half of PL3. It also allows the use of network planning tools.

  • It is covered in PL4

  • Covered by PL5

  • It is covered in change control approach and processes like CS2/3/4/5/7 and 8; also covered by products like Project Issues, exceptions, and reports.

Project cost management

  • It entails the management that is geared at ensuring that the project completes within the budget approved. In this case, the first three cases are part of the planning process. The last process entails controlling the project changes that might occur.

  • Resource planning is the process of planning the resources that will be used in the project

  • Cost estimation covers the estimation of the cost of resources that will be needed to complete the project.

  • In PRINCE2, the first three are minor part of PL5. The last part of Cost Control is handled by PRINCE2 approach to change control.

  • In PRINCE2, it is taken to be part of PL5, which is scheduling.

  • It is covered briefly and does not separate this from the other aspects of scheduling.

Project quality management

  • This entails the processes that will be undertaken to make sure that the project meets the needs in which they were created for.

  • There is the quality planning which is the identification of quality standards, which are relevant to the project, and determining ways of meeting these standards (Bligoo, 2002).

  • This is the equivalent of planning quality, which is covered in PL1. It is also included in the SU4 where the customer expectation is recorded.

Project human resources

  • In this standard, reference is made to such human factors like leading and delegating duties.

  • Organization and planning is the assigning roles and responsibilities in the course of project execution.

  • The aspect of human resource management is hardly covered in PRINCE2. The only aspect covered is organization planning where it is covered in SU2 and SU3 where the team members are assigned roles and responsibilities (Bligoo, 2002).

Project communication management

  • It entails the collection and dissemination of project information

  • PRINCE2 offers the products and the procedures where each communication is generated.

  • Most of the communications is covered by PID.

Project risk management

  • It is the process where the risks that are associated with the project are identified.

  • Risk management planning involves deciding how to approach a given risk

  • It is handled by Management of Risk component.

  • It assumes that all projects will use the same risk management approach.

Project procurement management

  • This is the process of acquiring goods from outside the customer organization (Lock, The essentials of project management, 2007).

  • It is regarded as a specialty activity and not a generic part of the project (Project management services, 2009).

Personal experience

Knowledge area

Evidence guideline (ANSCPM)

Evidence guideline (PRINCE2)

  • I am able to control the changes of the scope to a project.

  • I can document the scope

I can use the various tools that are found in PL2-5

  • Make use of Work breakdown structure

  • Can analyze and focus

  • Manage logical relationships

  • Can determine start/finish dates

  • Manage change control

  • Can estimate the costs of the resources

  • Manage change request on budget.

  • Can make use of PL5

  • Assess progress

  • Monitor project results

  • Can manage quality work

  • Manage quality log

Human resources

  • Assign project roles

  • Team building

  • Procurement of resources

  • Appoint and assign roles project team

Communications

  • Data maintenance

  • Documentation of results

  • Preparing stage reports

  • Risk response planning

  • Assess the likely impact of a given risk

  • Balance between the risk impact and taking a given action

Procurement

  • Contract management

  • Procurement management plan

  • Can set various types of contracts

Integration

  • List of issues

  • Record management

  • Getting the underlying rationale of the project

Competency gap table

Area of competency

Participated

Well placed

Integration

Communication

Procurement

Human resources

From the table, the areas that are shaded indicate that I am to achieve from my engagement in project management endeavors.

Bibliography

Anderson, E. S., Grude, K. V., & Haug, T. (2009). Goal directed project management: Effective techniques and strategies . New York: Kogan Page Publishers.

Bligoo. (2002, January 24). Retrieved August 19, 2011, from http://www.bligoo.com/media/users/1/50369/files/4363/A%20comparison%20of%20Prince%202%20vs%20PMBOK.pdf

Lock, D. (2007). Project management. Mumbai: Gower Publishing Ltd.

Lock, D. (2007). The essentials of project management. Mumbai: Gower Publishing Ltd.

Project management services. (2009). Project management process inputs, tools and techniques, amd outputs organized by process groups. Retrieved August 7, 2011, from Project management services: http://www.pmservicesnw.com/templates/V4%20-%20ITTO%20by%205%20Process%20Groups.pdf

Project smart. (2010). Project management process. Retrieved July 26, 2011, from Project smart: http://www.projectsmart.co.uk/docs/pmprocess.pdf