Name: Marina Bridgemohan Itwaru

Student ID Number: 2019620

Unit Title: Project Management

Unit Code: BSS060-6

Assignment Title: Evaluating the Use and Application of

Project Management Theory and Methodologies

Assessment Number: 2

Date of Submission: 17th September, 2021

1
 Assessing the Application and Practice of Project Management
Methodologies/Approaches for the Construction of the New University Library

To: The University of Bedfordshire Estates Management Team

From: Project Manager of Willmott Dixon (Marina B Itwaru)

Project Report
Table of Contents
SECTION 1.0: Introduction................................................................................................................................... 5
SECTION 2.0: Validation of PRINCE2 for Construction of the New University Library.......................................6
2.1 How the Primary Components were enabled using PRINCE2 for the New University Library....................7
2.1.1 Risk management through the risk log................................................................................................... 7
2.1.2 Communication..................................................................................................................................... 7
2.1.3 The Business case.................................................................................................................................. 8
SECTION 3.0: Areas of strengths.......................................................................................................................... 9
SECTION 4.0: Limitations................................................................................................................................... 10
SECTION 5.0: Conclusion................................................................................................................................... 12
SECTION 6.0: Recommendations........................................................................................................................ 12
SECTION 7.0: References................................................................................................................................... 14
SECTION8.0: Bibliography................................................................................................................................. 17
SECTION 9.0: Appendices.................................................................................................................................. 18
Executive Summary

This paper aims to critically analyze the application of a waterfall approach in building and
completing the New University Library. Two of the most widespread project management
methodologies (PRINCE2 and PMBoK) were discussed and evaluated to see which one would be
more applicable to a project of such description. PRINCE2 was chosen because of its hands-on
approach and its practicability and adaptability to projects of different sizes and scales. It is user-
friendly and easy to comprehend. The most significant conclusion from the analysis is that
PRINCE2 is a business case-driven methodology that lays out benefits and risks from the initiation
of the project life cycle. It has a rigorous planning regime that helps project managers better
understand the project laid in front of them. To put it simply, in choosing the right methodology it
is pertinent to consider the important factors that will have an effect on the successful delivery of
the project. Such additional factors are seen in other methodologies such as PMBoK which include
essential areas such as human resource management, procurement, and skillsets. So therefore it is
necessary to consider these factors that will complement PRINCE2 in achieving the successful
construction of the New University Library.
Section 1.0: Introduction

Nowadays the concept of Project Management and its methodologies are central to project-
oriented institutions in their daily operations. As such, the management of projects requires
practical steps to guide a project into its development. Project Management has emerged as a
fundamental for project success and is often defined as something that requires skill-sets,
knowledge, and practices to achieve a project criterion (PMI, 2017). Consequently, project
managers are now required to have specific skills in order to manage a project to its success.
According to Maylor (2010), the role of project managers has evolved from mechanical methods to
more decision-making roles which allow for flexibility in cross-functional activities and
adaptability for unexpected changes in any given project (Maylor, 2010 Appendix A). To help
streamline their roles in these decision-making processes, project managers are equipped with
standard tools known as project methodologies. Since there are many approaches that fall either
under the waterfall or agile, project managers may use one that is most appropriate and specific to
the project, and where also they should have an in-depth knowledge of its approach (Lientz, 2013).
Two of the most widely used methodologies in a waterfall approach are PMBoK (Project
Management Body of Knowledge) and PRINCE2 (Projects in Controlled Environment) both of
which comprise of elements that determine the success factors of a project.
The University of Bedfordshire is asking for an ultra-modern scholarly library that is fully
equipped with resources to enhance students’ academic experience (UOB, 2021). Therefore, this
paper attempts to show why the PRINCE2 methodology was chosen for the successful construction
of the new University Library. By drawing from the concept of project success and in this case
success for the New University Library (Joslin and Müller, 2016) stated there is a need for defining
success criteria based on the time, cost, and quality (Iron Triangle). As such by analyzing what is
required from the University’s project mandate, it is understood also that this project calls for
responsible project management. As (Silvius and Schipper, 2018) pointed out, there is not a
framework for such but it is about managing a project that is aligned with the accountability of
impacts, sustainability, and responsible innovation (Silvius and Schipper, 2018 Appendix B). These
factors are in fact what UOB is looking for (UOB, 2021) and what I believe can be achieved
through the PRINCE2 methodology. Consequently, this evaluation is done by justifying the choice
of PRINCE2 to achieve such, showing how the variables were used throughout the University
project, and then by identifying anticipated issues with this methodology and making
recommendations where others may propose a better alternative. Finally, based on the analysis of
this waterfall approach a conclusion will be drawn and recommendations will be presented.

Section 2.0: Validation of PRINCE2 for Construction of the New University Library

PRINCE2 encourages operative and deliberate planning in its methodology (PRINCE2,

2017) and is therefore these characteristics that will make the library project successful and in turn
UOB. “Effective strategic planning articulates not only where an organization and the action
needed to make progress”, but how it will know if it is successful (Perkins, Holtman, and Murphy,
2012, p.12). Maxwell (1998), further concur that project management activity sets priorities, focus
on energy and resources, strengthen operations, ensure that employees and other stakeholders are
working toward common goals; such as establishing agreement around intended outcome and
results, and assess and adjust the project direction in response to the changing environment. Given
these backdrops, I applied the PRINCE2 methodology to comprehensively achieve the best
workable option to construct, develop and execute the 24/7 Scholarly Library which would be
environmentally friendly and meet every standard required from the University of Bedfordshire.
While there are many approaches out there, PRINCE2 and PMBoK are the two most
common plan-based methods that are pre-structured that allow fluidity within a project because of
specified processes that enable ease of control, certainty, and stability (Ahimbisibwe, Cavana, and
Daellenbach, 2015). In meeting with the objectives and ensuring the desired outcome of a project is
achieved both PMBoK and PRINCE2 have processes in place to capture that (Parker et al., 2013).
In the case of hard projects where PRINCE2 is highly recommended, Ferrada, Serpell, and
Skibniewski, (2013) concluded that construction projects are high iterative processes that requires a
system to support the decision-making process to save on time and cost and which can be achieved
through the PRINCE2 methodology. Indeed, to achieve such, PRINCE2 offers a thorough process
model case that explains and provide guidance for users (Turley, 2011 Appendix C). The PRINCE2
is a principle-based methodology also that recognizes the project as a management environment
that leans heavily on documentation (Siegelaub, 2004). It is one that is universally used and can fit
projects of any size and nature (Siegelaub, 2004). Additionally, one of PRINCE2’s main strengths
is that it offers complete change management control (PRINCE2, 2017). It also allows for the
project plan to be broken down into workable packages that tolerate better planning and control
(PRINCE2, 2017). Contrasting to PRINCE2, the PMBoK’s main characteristics are based on
defining the activities which in turn produces a unique product (Project Management Institute,
2017). Unlike PRINCE2, PMBoK is not as versatile in change management and offers little
configuration management in that aspect (Siegelaub, 2004). While PMBoK is more knowledge-
based and provides more details than PRINCE2, PRINCE2 is much less complex, easy to
understand, and more practical in its approach (PRINCE2, 2017).

2.1 The benefits of using the Primary Components of PRINCE2 for the New University
Library

2.1.1 Risk management through the risk log

One of the main reasons why projects fail is because of the absence of mitigation strategies
or in order words lack of risk management (Antony et al., 2021). It has been conclusively shown
that risk management is a vital element in construction projects and the usage of a risk register is
known to minimize risk and maintain quality in projects of such nature (Kang and Kim, 2016). In
the PRINCE2 methodology, risk management is an element of utmost priority
(publications.axelos.com, n.d.). This was indeed exemplified when planning the New University
library. There was a great emphasis to identify risks, document them, and prioritize based on
different levels on the risk log. Perkins, Holtman, and Murphy (2012) distinguished risk
management as ways to minimize any potential problem that may negatively impact a project
timetable, and with PRINCE2 through its risk flow method, a project, in this case, University
Library can be delivered in time. It is important to note that risks are or can be unexpected that
might affect human beings, processes, technology, or resources involved in a project (Perkins,
Holtman, and Murphy, 2012). Given this amount of uncertainty, the risk register allows for careful
implementation, where a proactive approach to every foreseeable risk from the conception of the
construction to its conclusion was listed. It gave details on the latitude to inspect, enforce and train
everyone that enters the job site on basic requirements of the safety measurement that would be
upheld during this library project. As mention previously, PRINCE2 has a dynamic approach for
risk management as compares with PMBoK.

2.1.2 Communication

PRINCE2 has an extensive communication management strategy also that facilitates full
engagement with stakeholders through frequent communication (publications.axelos.com, n.d.).
Using the PRINCE2 guidelines for the communication process a detailed communication plan for
every single stage until completion was developed for the New University library. It explained
specifically how it will be environmentally friendly and yet deliver a library that will exceed the
needs of UOB’s expectations. This plan overview further provided a detailed breakdown to
architects and UOB of the different kinds of materials that would be used in the building project.
This communication procedure ensured that sustainability was a top priority and that the teams
were cognizant of its support for protecting the environment. For example, meetings were set up to
ensure that Wilmott Dixon was constructing an environmentally-friendly library that is 100% solar
efficient and also for ensuring that materials are always in stock so as to avoid delays. My
PRINCE2 communication plan would have helped me and UOB to make wise business decisions
such as distinguish between a good idea and a great idea. Additionally, it gave everyone a clear
vision of what must be achieved, the mission and the purpose of doing it, when the project would
be starting and how every member could play their part from least to the greatest. This will further
help everyone have clarity about what they need to do, who they need to do it and how they want to
get there while capitalizing on the limited financial resources that are available. Most importantly I
am aware that not every situation can be foreseen but with a great communication plan from the
PRINCE2 methodology, I made decisions and reacted to changing conditions with the end in mind.
Having this communication plan gave UOB, project teams, contractors, suppliers, and architects an
understanding of the different stages of the work to its completion.

2.1.3 The Business case

PRINCE2 (2017) encourages strategic planning through its business case which provides an
explanation for doing a project based on the estimated cost. It addresses risks, benefits,
assumptions, and constraints with an estimated timeline in mind (PRINCE2, 2017). According to
HR management expert John Bratton, strategic PM is the process of linking resources with the
strategic objectives of the project in order to improve performance (Bratton, 2012). Hence,
implementing clear objectives and benefits for the 21st-century Library through the business case
would enhance the overall vision and goals which would be critical to its completion,
sustainability, and growth of UOB. This project overview approach through an effective feedback
mechanism from time to time helped communicate to the UOB that I am making progress and
reaching my goals at every stage of the building process. It would also indicate to them that I am
keeping my hands on the pulse in delivering the project within the 3 years’ time span and not
exceeding the budget as detailed in the mandate (UOB, 2021). For example, this business case
established a direction that clearly defines the purpose of the project while establishes realistic
goals and objectives consistent with the mission which can be clearly communicated to all
stakeholders. PRINCE2 stresses a lot on the business case because it is this part where major
decisions are made in understanding the benefits against cost, time, and risk (PRINCE2, 2017).

SECTION 3: Areas of strengths identified in other research

It is important to note that most of the elements found in PRINCE2; such as risk log,
communication, Work Break-down Structure, and critical path can be found in other
methodologies. Given its general nature it does possess specific strengths.
There are many areas of strength in the PRINCE2 methodology. Much of the previous
research on PRINCE2 has been exploratory in nature. Abdullah et al. (2021) stated that the seven
core principles are what make PRINCE2 user-friendly and easy to understand. Thus a number of
other studies have confirmed the effectiveness of PRINCE2 in the aspect of defining roles of team
members as well as risk management. Joslin and Muller (2016) specifically identified that
PRINCE2 tells users why projects fail and help them come up with plans to reduce that risk
through its risk log. This was reflected in the planning stage of the construction of the University
Library. Matos and Lopes, 2013 noted that PRINCE2 methodology focuses heavily on the
planning stage of a project where tools such as PBS and the project flow diagram are fundamentals
in the planning process.
 Certainly, this methodology is famous for defining and authorizing team members to take
control and has made it simpler by breaking it down into manageable work packages. Shaw,
Hughes, and Greenhalgh, (2019) found it to be similarly true and discovered that it has many cost-
benefits in the long run. In planning the Library project into a different stage, the cost was easily
allocated which would have guided if the project was going on or against the budget. Additionally,
given its prescriptive nature PRINCE2 is very adaptable and can be so regardless of the project size
(CTE Solutions Inc, 2014, Appendix D). Svetlana Sidenko (2015) emphasized how it can be
tailored to suit projects of different descriptions, sizes, and cultures. UOB could have asked for a
smaller building, built outside of campus and yet PRINCE2 application can yield a similar
successful outcome.

SECTION 4: Limitations of PRINCE2

In the case of change management (Parker et al., 2013) stresses that PMBoK offers a
complete structure to deal with changes. Many other researches argue that PMBoK dominated
PRINCE2 as it related to change management. In the Parker research however no attempts were
made to give significant consideration to PRINCE2 in this aspect (Parker et al., 2013).
Furthermore, Parker et al. (2013) suggest that PMBoK would be more suitable for ‘soft projects’,
one where construction does not fall under. The study would have been more interesting if it had
included analysis of more than one methodology inclusive of PRINCE2. Similarly, Ovadia, (2018)
who investigated PMBoK in another soft project found it useful especially change management and
defining authority for the project manager. The issue with these researches is that they are PMBoK
bias and did not consider its effect on hard projects such as building construction.
While there is not any research on actual projects and their shortcomings of PRINCE2
application, there are a few that offer a comparison between the two waterfall approaches. Svetlana
Sidenko (2015), Matos and Lopes, (2013), Abdullah et al., (2021) all offered similar conclusions
about the limitation of PRINCE2. Listed below are the limitations these researches.
PRINCE2 differs from PMBoK in a number of important ways and is perhaps because of its
weakness of lacking in detail techniques and tools. One major drawback of this approach is that
procurement is not covered. PMBoK however offers detailed layouts in its procurement technique
and addresses product purchasing and acquiring. Indeed, when planning the University Library, no
tool was provided for that area in particular. Procurement has considerable significance in any
project and can either influence the success or failure of a project (Parker et al., 2013).
Additionally, PMBoK gives emphasis on skillsets and highlights the need for them in
situations such a conflict resolution. In using PRINCE2 for the University Library I was unable to
address this feature which would have provided detailed on the experiences of staff and would have
given UOB and myself an idea on what to expect from them. As mention similarly in Ovadia’s,
(2018) paper, PMBoK define not only the PM roles but expectations also. In this methodology, it is
important that leaders are fully equipped with the right tools so that can in turn influence the
success of a project.
Another knowledge area where PRINCE2 falls short is human resource management.
PMBoK focuses on the project team, developing the project team, and managing the project team.
This would have been beneficial in the Library project where team member would know how
important they are to the project and how they are valued, in order to make a very successful
project.

Although extensive research has been carried out on these methodologies, it is important to
note that most comparisons were taken from the manuals themselves. In instances where practical
research was done, it covers specific elements of the methods, for example, some papers may cover
only the effect of change management for PMBoK or business case for PRINCE2. These studies
would have been more useful if they had focused on the practical methods on different projects, for
example, PRINCE2 effect on hard projects as compared with soft projects and vice versa for the
others.

SECTION 5: Conclusion

PRINCE2 is very comprehensive in nature and is robust yet offers flexibility where is can
be applied to projects of any scale or category. Its defining roles for project managers make duties
easily assign that influence the ‘forward’ progress of any project. Even though PMBoK allows
more adaptability and flexibility, PRINCE2 is much more straight forward and easier to
understand. For this reason, the University Library project was well understood. Key areas were
highlighted so as to avoid delays or any other major setback in delivering that project. Another
major finding was that every major decision was determined by their dynamic business case. In the
Library project, the expected benefits were understood so that UOB knows the return on their
investment. One of the more significant findings to emerge from this study is that risks are
measured and catered for from the inception of the project within the PRINCE2 methodology and
in that process ensures quality is the top most priority. The analysis also showed that PRINCE2
leaned on broad communication with entailed detail reporting to stakeholders. This and risk
management were very was evident in Library Project also. Notwithstanding the relatively limited
drawbacks of PRINCE2, it must be noted that the strengths of this method outweigh its
weaknesses. In conclusion, PRINCE2 is more practical and more effective in the implementation of
any project.

SECTION 6: Recommendations

To enhance PRINCE2 in its application to the New University Library Project the following
are recommended:
* Establish Procurement Plan
The findings of this analysis have a number of important implications for the improvement
of PRINCE2 in specific areas. According to Siegelaub, (2004) some methodologies can
complement each other. The implementation of the PMBoK procurement approach would enhance
PRINCE2 in the library project by allowing for careful stock purchasing and acquiring. The
management of cash for this area would have also guided the library project to be delivered on
time.

* Human Resource management ‘Most valuable Resource’

To ensure time, cost and quality are met; it is pertinent that the stakeholders are managed
well. In the Library project, it was precedence that all stakeholders’ needs were met and up to
standard. They are the ones who will truly affect the success of the project. After all, no people
means, no project.
* Room for Improvement for the Project manager
PMBoK guidelines would offer details in defining the role I play in delivering the New
University Library. It would offer and suggest areas where additional training was needed and what
skillsets were required of me for improvement. Hence this would enable me as a project manager to
be fully equipped for planning and delivering an even more successful Library Project.
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SECTION 9: Appendices

Appendix A

Maylor, (2010)

Appendix B

(Silvius and Schipper, 2018)

Appendix C

(Turley, 2011)

Appendix D

(CTE Solutions Inc, 2014)