7058MAA Engineering Project Management Frameworks Assignment Sample
7058MAA Engineering Project Management Frameworks Assignment Sample
Literature review of project management methodology
The establishment of new business idea
It has been noticed as the amount of pollution is increasing in the environment, the industries and the government of the countries is coming up with several ideas that can help in reducing the amount of pollution from the environment. In the views of Aljamee et al. (2020), thus it has been noticed that the government of the UK is focusing on reducing the pollution of the country by 78% by 2035, and it is focusing on moving the country towards zero emissions.
Thus, a new company has been established by a group of investors in the UK to develop an electric bus for intra-city and local transport of the people. The main aim of the development of this company is to reduce the amount of pollution in the country and move the country toward the aim of zero-emission.
The company is focusing on the establishment of a project management office in order to select the modified technology that is needed for the development of the business ideas that are modified by the government of the UK. As per the views of Alnaggar et al. (2019), it has been noticed that with the development of the technology the company is focusing on modified batteries for the smooth ride of the bus and the generation of electricity, which is one of the major elements for the development of this bus.
The company is launching several projects to upgrade the system and the infrastructure of the company and the product. Thus, with the development of technology and the company the involvement of the methodological process is also one of the important factors that are needed to be focused on.
The critical issue of the business idea
It has been noticed with the development of the business plan by the government and the companies of the UK, there are several issues that arise with the development of the business idea. As the company is focusing on the development of electric bus transport, the major supply of electricity is one of the major issues that are faced by the business plan.
In reference of Bagiu et al. (2020), the investment in the electric bus fleet and the charging infrastructure is another major issue that is faced with the development of the electric bus idea, the scheduling problem with the charging is another major issue that is faced with the development of the electric bus.
The electric vehicle-scheduling problem (E-VSP) is another major issue that is faced with the development of the business idea. Lacks of grid and supply chain bottlenecks are other primary issue that is faced by the company while the development of the electric bus. These are the few major issues that are faced by government and companies while the development of the business idea of electric bus
Steps to initiate the new business.
Several factors can be taken into account for the development of the electric bus idea such as the implementation of several charging booths with a difference of a few kilometres. The implementation of this charging booth will solve the major issue that is faced with the development of electric buses. As per the journal of Bienvenido-Huertas et al. (2022), it has been noticed that the development of the electric bus needs major financial support due to the presence of massive technology within the features of the bus.
Thus, financial support from different large firms and governmental bodies helps in mitigating the financial issues that are faced by the business idea. The support from the political party also plays an important role to initiate the idea of this new business. This can help the business ideas financially and can also help in the knowledge-sharing process and can help in the development of alliance-building. This will help to put the electric bus on the road. A proactive and innovative procurement can also be taken into account in order to properly execute the business idea of the development of the electric bus on the road
PMM timeline
| Methodology | Year of origin |
| Waterfall methodology | 1970 |
| Agile methodology | 2000 |
| Scrum methodology | 2001 |
| Project Management Body of Knowledge | 1969 |
| Critical Path Method | 1950 |
| Critical Chain Project Management | 1997 |
| Kanban Methodology | 1940 |
| Lean Methodology | 1960 |
| Six Sigma | 1986 |
| Prince 2 | 1989 |
Table 1: Timeline (Source: Self-developed)
Figure 1: Illustration of project management methodologies (Source: Self-developed)
Critical analysis of the PMM presented in the literature
The analysis of the project management methodology helps in getting a clear idea of the structure of the project, enhancing the development of the project. In the views of Castro Silva et al. (2018), this also helps in standardizing and organizing the methods of the project work. This helps in focusing on the project work more neatly and understanding the concept of the project.
Thus, it has been noticed that there are several types of “project management methodology” such as “Waterfall methodology”, “Agile methodology”, “Scrum methodology”, “Project Management Body of Knowledge”, “Critical Path Method”, “Critical Chain Project Management “, “Kanban Methodology”, “Lean Methodology”, and “Six Sigma”.
The waterfall methodology originated in the year 1970 by Winston w. Royce is one of the most linear straight forwards of all project management. It has one of the most traditional approaches. According to the name of the project, the phases of this project flow downwards. In reference of Errida et al. (2020), this methodology mostly uses in construction projects and projects that are structured too well. The “Agile methodology” is an evolving and collaborative way to organize the activities of self and across the teams. It is mainly used in software development and works well in technological culture. The agile methodology is adaptive and evolutionary in nature.
“Scrum methodology”, is mainly used in teams or where there are more than ten people are present. This is mainly used in the development of software. In the “Critical Path Method”, all the activities of the project are listed down below in the work breakdown structure, with the duration of the task. In the views of Kononenko et al. (2019), it works better with small and mid-size projects. The “Six Sigma” methodology is mainly used to increase the quality of the project, by focusing on the quality management of the project. It works best in larger project work.
Critical Chain Project Management mainly focuses on the resources of the project and focuses on increasing the resources of the project. It is used in both the large and small range of project work. It helps in making the project work flexible in nature. The “Lean Methodology”, is used to cut off the waste materials of the project, and increase its value of the project. It is mainly used for construction and educational project.
It has been noticed that the project management methodology that has been chosen for the development of this project work is “Six Sigma”. This is mainly used in larger project work making it appropriate for the development of this project work. As opined by Lensges (2018), this helps in increasing the quality of the project, by focusing on the elements that are necessary for the development of this project work. It also helped in reducing the errors that arise while the development of the project and helps in resolving the financial issues that arise while the development of the project.
Description of the benefits the selected PMM entails
It has been noticed that several advantages that have been faced by the projects with the implementation of “Six Sigma” in the project work. It helps in decreasing the amount of waste that is present in the work increasing the efficiency of the project. The implementation of this methodology is optimizing the process. As per the journal of Levaniuk et al. (2020), this methodology is helping in saving the time and money of the project as well. The implementation of this project has helped in meeting all the criteria that are needed for the development of the project. This methodology focuses on the quality of the project, which helps in reducing the number of errors in the project.
One of the main advantages faced with the implementation of Six sigma in project work is that it can be applied in any industry, thus it helps in making the project work more flexible in nature. In the views of Lojda (2019), as the development of the electric bus is one of the major projects, it needed a project methodology that will be handled to manage the extensive range of criteria. Thus, the implementation of this methodology has helped in meeting all the needs.
This helps in making the project successful and mitigates all the issues that arise with the development of the project. One of the major advantages that have been seen with the implementation of “Six Sigma” in the project work is that it is helping in increasing the success rate of the project in the market. It is also looking after the need of the consumers while developing the project, increasing the satisfaction rate of the consumers.
PMM implementation guidelines and success criteria
Adopted Change Management cycle description.
In order to successfully establish electric buses, the company needs to implement a change management model that would help them to determine specific outcomes from the project. On the basis of this context, it is necessary to mention that the “Prosci ADKAR process” of change management is helpful as it defines five outcomes necessary for successful project development.
As per the view of the author Girma & Gedifew (2019), this is a change management model adopted in the project and maintained is success criteria. This change management cycle is ideal for organizational change which specifically provides five goals to achieve that would be helpful for creating a specific and well-established project. Regarding the factor of electric buses, this change management cycle provides a powerful framework that shows critical aspects to achieve.
Goal 1 of this change management model is to “create awareness”. This management model believes that awareness is the first and most critical step needed for successful project development. The first step to creating awareness is to communicate about the change needed to be implemented. This step determines the significance of the change procedure and makes it reliable.
According to the view of Graamans et al. (2020), goal 2 is to “foster a desire in order to make changes”. This step defines that in order to implement a change, it should be started by designating change leaders. In terms of fostering desire, change leaders need to get more specific about the implementation procedure and the benefit of the change being implemented.
On the other hand, Goal 3 describes that “Providing knowledge on the change” is way more important as it determines the future of the change made. In order to critically implement a change, providing knowledge about the specific roles and responsibilities is very crucial. While on the other hand, Goal 4 shows “Ensuring employee’s ability” is another step for change implementation (Harden et al. 2021).
This step is about having a vision of the employee’s ability to adapt and adjust to the change. On the other hand, Goal 5 specifically describes that “Reinforcing the change” is the last step to be implemented in the change. Correcting mistakes and eliminating defects is the major process of this change management cycle.
Figure 1: Prosci ADKAR process of change management (Source: Whatfix, 2023)
Description of the implementation steps
The change management of ADKAR relies on five critical steps which include “Awareness”, “Desire”, “Knowledge”, “Ability”, and “Reinforcement”. Implementation of these five steps is needed for the company to make clear progress to the launch of new projects in order to upgrade their systems and infrastructure. At first, they need to communicate with the sub-departments of the company. Communicating will lead to creating awareness which is the first goal of ADKAR’s change management cycle.
As per the case study, the establishment procedure of a new project management office will help them identify the needed areas for implementing changes. After creating awareness, empowering and encouraging individuals is the second implementation step (Harrison et al. 2021). This can be implemented by providing the proper training and knowledge to the individuals. It will make them able to complete their task and encourage them to adopt the needed change.
The third step can be implemented by providing knowledge to the individuals about the establishment procedure of the new project management office. Sharing knowledge is the third implementation procedure of the ADKAR model to know the establishment procedure. On the other hand, providing training about the new infrastructure and system makes the employees adapt to new changes and further move with that. Apart from this, the eBUS senior management team needs to identify the critical barriers that can appear in the proceedings of change management.
According to the view of Heath & Porter (2019), implementing a tool for the Identification of the barriers is beneficial to adopt changes and establish new infrastructure. It will make the company able to build new changes. The last step is to reinforce the change. Changing the infrastructure and systems is difficult as it often makes the employees unable to adjust to the new atmosphere. Reinforcing systematic change will help them to achieve the specific objectives of the organization.
Implementation success criteria adopted
Implementation of the ADKAR change management model will be beneficial for the company to establish a project management office in order to manage analysis and systemic infrastructure integrated into the company systems. This is the methodology that should be used in order to establish change management. As per reports, this change management works for two to third businesses. In the context of this company, its success rate is the highest as it creates and well established a project portfolio needed for the senior team management.
This framework provides a specific change framework that measures the specific change needed for the transition. According to the statement of Holten, Hancock & Bøllingtoft (2020), this change management model is sorely connected with the establishment procedure of infrastructure and systems which helps them to track development and success. This provides specific high-success criteria for the establishment of a project management office.
The senior team members along with the leaders of the company focus on driving individual change through the implementation of the ADKAR model. It leads them to create a highly beneficial atmosphere and implement the change by having a clear idea about the goals and measurable outcomes. It is extremely effective for the senior team as it helps them to measure the needed change for the establishment of their project management office (Ma et al. 2019).
This change model welcomes high success as it allows one individual to track and process the individual change management activities needed. It welcomes highly successful change implementation as it is outcome-oriented model and focuses on the change rather than only completing the process (Orakwue & Govender 2019). On the other hand, it involves every individual in the organization and ensures highly successful project outcomes. In addition, it welcomes a high success rate because it detects and eliminates any barrier that occurs in the establishment procedure of project management.
References
Aljamee, H. K., & Naeem, S. M. (2020). The benefits of applying project management methodology on project delay: A study in construction projects in Iraq. IOP Conference Series.Materials Science and Engineering, 745(1)https://doi.org/10.1088/1757-899X/745/1/012155
Alnaggar, A., & Pitt, M. (2019). Towards a conceptual framework to manage BIM/COBie asset data using a standard project management methodology. Journal of Facilities Management, 17(2), 175-187. https://doi.org/10.1108/JFM-03-2018-0015
Bagiu, N., Avasilcăi, S., & Alexa, L. (2020). Exploring the opportunity for a hybrid methodology in project management: a focus group approach. IOP Conference Series.Materials Science and Engineering, 898(1)https://doi.org/10.1088/1757-899X/898/1/012045
Bienvenido-Huertas, D., & Rubio-Bellido, C. (2022). Internationalization Based on Content Modification Combined with Project Management Methodology: An Application in a Spanish Postgraduate Course in Building Engineering. Education Sciences, 12(10), 725. https://doi.org/10.3390/educsci12100725
Castro Silva, ,H.F., T Velásquez, P., & Rojas Puentes, ,M.P. (2018). Adoption of project management methodologies in Colombia project manager’s perspective. Journal of Physics: Conference Series, 1126(1)https://doi.org/10.1088/1742-6596/1126/1/012032
Errida, A., & Lotfi, B. (2020). MEASURING CHANGE READINESS FOR IMPLEMENTING A PROJECT MANAGEMENT METHODOLOGY: AN ACTION RESEARCH STUDY. Academy of Strategic Management Journal, 19(1), 1-17. https://www.proquest.com/scholarly-journals/measuring-change-readiness-implementing-project/docview/2382044601/se-2
Girma, S. M., & Gedifew, M. T. (2019). Leading changes through adaptive design: Change management practice in one of the universities in a developing nation. [Change management practice] Journal of Organizational Change Management, 31(6), 1249-1270. https://doi.org/10.1108/JOCM-10-2017-0379
Graamans, E., Aij, K., Vonk, A., & Wouter, t. H. (2020). Case study: examining failure in change management. [Examining failure in change management] Journal of Organizational Change Management, 33(2), 319-330. https://doi.org/10.1108/JOCM-06-2019-0204
Harden, E., Ford, L. R., Marshall, P., & Lanier, P. (2021). Understanding organizational change management: the role of micro and macro influences. [Organizational change management] Leadership & Organization Development Journal, 42(1), 144-160. https://doi.org/10.1108/LODJ-01-2020-0031
Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where Do Models for Change Management, Improvement and Implementation Meet? A Systematic Review of the Applications of Change Management Models in Healthcare. Journal of Healthcare Leadership, 13, 85-108. https://doi.org/10.2147/JHL.S289176
Heath, M., & Porter, T. H. (2019). Change management overlooked: physician perspectives on EHR implementation. [Change management overlooked] American Journal of Business, 34(1), 19-36. https://doi.org/10.1108/AJB-09-2017-0028
Holten, A., Hancock, G. R., & Bøllingtoft, A. (2020). Studying the importance of change leadership and change management in layoffs, mergers, and closures. [Change leadership and change management] Management Decision, 58(3), 393-409. https://doi.org/10.1108/MD-03-2017-0278
Kononenko, I., & Lutsenko, S. (2019). Application of the Project Management Methodology Formation’s Method. Organizacija, 52(4), 286-308. https://doi.org/10.2478/orga-2019-0018
Lensges, M. L., Kloppenborg, T. J., & Forte, F. (2018). Identifying Key Agile Behaviors That Enhance Traditional Project Management Methodology. Journal of Strategic Innovation and Sustainability, 13(2), 22-36. https://www.proquest.com/scholarly-journals/identifying-key-agile-behaviors-that-enhance/docview/2154505123/se-2
Levaniuk, D. A., Bolsunovskaya, M. V., Shirokova, S. V., & Gintciak, A. M. (2020). Assessment of digital maturity of enterprises. IOP Conference Series.Materials Science and Engineering, 986(1)https://doi.org/10.1088/1757-899X/986/1/012019
Lojda, J. (2019). Use Effective Methods of Project Management Methodology by IPMA the Realization of Investment Projects. IOP Conference Series.Materials Science and Engineering, 471(10)https://doi.org/10.1088/1757-899X/471/10/102011
Ma Regina, M. H., Caringal-Go, J., & Magsaysay, J. F. (2019). Implicit change leadership, change management, and affective commitment to change: Comparing academic institutions vs business enterprises. [ICL, CM and affective commitment to change] Leadership & Organization Development Journal, 39(7), 914-925. https://doi.org/10.1108/LODJ-01-2018-0013
McLellan, J., Young, W. A., Levin, E. C., & Johnson, L. W. (2021). Developing Innovative Integrated Business Solutions Using a Scrum Project Management Methodology. Businesses, 1(2), 91. https://doi.org/10.3390/businesses1020007
Orakwue, N. E., & Govender, L. (2019). Effective Change Management for Organisational Survival in the Twenty-first Century: A Comparative View of the Kotter and ADKAR Change Management Models. Interdisciplinary Journal of Economics and Business Law, Suppl.Special Issue, 8, 198. https://www.proquest.com/scholarly-journals/effective-change-management-organisational/docview/2312508169/se-2
Piwowar-Sulej, K. (2021). Organizational culture and project management methodology: research in the financial industry. [Organizational culture] International Journal of Managing Projects in Business, 14(6), 1270-1289. https://doi.org/10.1108/IJMPB-08-2020-0252
Sobieraj, J., Metelski, D., & Nowak, P. (2021). PMBoK vs. PRINCE2 in the context of Polish construction projects: Structural Equation Modelling approach. Archives of Civil Engineering, 67(2), 551-579. https://doi.org/10.24425/ace.2021.137185
Whatfix, 2023 About: ADKAR change management Available at: https://whatfix.com/blog/adkar-model-what-is-it-and-how-to-use-it [Accessed on: 21.03.23]
Woźniak, M. (2021). Sustainable Approach in IT Project Management—Methodology Choice vs. Client Satisfaction. Sustainability, 13(3), 1466. https://doi.org/10.3390/su13031466
Know more about UniqueSubmission’s other writing services:
