No.

Name Student ID

1 Tam Kai Jun TP055072

2 Hwang Min TP054779

3 Tan Zhi Yan TP055115

4 Chon Yong Lin TP054657

Workload Matrix

Name Tam Kai Hwang Min Tan Zhi Yan Chon Total
Jun Yong Lin

Comparative 25% 25% 25% 25% 100%

Analysis

Project Charter 25% 25% 25% 25% 100%

Kick-off Meeting 25% 25% 25% 25% 100%

1.0 Comparative Analysis

1.1 Comparative Analysis Table

No CRITERIA PMBOK PRINCE2 AGILE

1 Approach PMBOK is a PRINCE2 is a Agile is a

knowledge-based process-based and customer-oriented
and process-based product-based and product-based
approach. approach. approach.
(Karaman & Kurt ,
2015)

2 Focus Area Focuses on Focuses on Focuses on

describing the providing high providing high
process and quality products that quality products that
activities that are fulfill the meet customer
required to requirements requirements and
complete the consistent with the emphasising on
project on time. business processes customer
and goals.(Malsam, satisfaction level.
2021)

3 Content It consists of 5 It consists of 7 It consists of 12 agile

Covered process groups and themes and 7 principles. (12
9 knowledge areas. processes. (Karaman principles behind the
(Bernie Roseke, & Kurt , 2015) Agile Manifesto:
2020) Agile Alliance 2021)

4 Tools and PMBOK covers a PRINCE2 includes Agile includes a

Techniques wide range of over 40 tools and large number of
topics and has a techniques, but only 100+ tools and
 total number of 132 2 of them are techniques. There
tools and documented in are 5 techniques
techniques in its detail, which are which are most
entirety. (Atul, quality control and important in Agile,
2020) product planning. which are daily
standup, prioritized
backlogs, short
iterations,
retrospectives and
iteration planning.
(Wrike, n.d)

5 Comprehensi Comprehensive and Brief and Less principles and

veness and provides the widest comprehensive. It is easy to understand
Complexity range of contents built on but it can be difficult
of Content and techniques. straightforwardnes to implement.
Some parts are over s and clarity of Different from
complicated and project management. traditional standards,
can be difficult to Therefore, it is more people require
understand for practical and practices on new
beginners. understandable for techniques and
beginners. processes.

6 Requirements Requirements are It is a very rigid It embraces changes

and changes documented and highly and is able to absorb
clearly at the start controlled requirement changes
of the project and methodology. easily during the
little changes are Changes can be very project
allowed.(A detrimental to a development.(A
Comparison of project's success.(A Comparison of
Project Comparison of Project Management
Management Project Management Approaches
 Approaches Approaches (PMBOK,
(PMBOK, (PMBOK, PRINCE2, Agile),
PRINCE2, Agile), PRINCE2, Agile), 2020)
2020) 2020)

7 Decision Decision making The functional and Management

making solely to the financial authority openness to
authority project manager. are shared with non-hierarchical
He can become senior forms of leadership.
planners, problem management. They are
solvers, human Project manager is self-managing and
resource managers responsible to cross-functional.(Wh
and so on. oversee projects on at Is Agile, PMBOK
behalf of senior and PRINCE2?,
management. 2017)

8 Roles and Responsibilities of There are 9 roles in The responsibilities

responsibiliti all project team the project team that are distributed to the
es members are not are clearly described product owner,
clearly defined and including a list of development team
described. responsibilities and and team leader.
recommendations.

9 Suitability Appropriate for a Appropriate for a Appropriate for a

larger IT project medium-to-large IT smaller IT project.
since PMBOK project since Prince2 This is because
methodology is are more Agile lacks
very stitch and complicated, have a documentation,
supervised. larger laver of however, large
uncertainty, typically projects require
require numerous comprehensive
teams, and last documentation, so it
 longer than smaller is not suitable for
or medium projects. large projects using
agile.

Table 1.1 Comparative Analysis of different

1.2 Comparative Analysis Description

As described above, PMBOK is a knowledge-based approach and emphasises what

the project managers should know in a particular stage. It is a descriptive approach and
focuses on describing the best practices to apply during the project management. It covers a
wide range of content and consists of 5 process groups and 9 knowledge areas. In
comparison, PRINCE2 is a process-based and product based approach. It acts more like a
methodology, it uses a series of 7 management processes to define what, who, when and how
the process should be conducted. Therefore, it is a prescriptive approach that provides a lot
of practical practices and emphasis on what the project managers should do at a particular
stage. It focuses more on the business case and the product. Besides that, Agile is a
customer-oriented and product-based approach. It highly emphasizes customer satisfaction
and the quality of the product. By following the 12 Agile principles, the product can be
delivered in an iterative and incremental way. Customers will always be involved to provide
valuable feedback, this can ensure the quality of the final product and high customer
satisfaction. (Karaman & Kurt , 2015)

In terms of tools and techniques, there is a main advantage for PMBOK, it owns a
total of 132 tools and techniques which are detailed and intricacy. In comparison, the
PRINCE2 encompassess over 40 techniques and 2 techniques are mentioned in more details
only. Agile contains over 100 techniques but only few are widely used. (Wrike, n.d) In
addition, due to the high comprehensiveness of PMBOK, it is more complicated compared
to others, it employs a wide range of knowledge and techniques. (Atul, 2020) On the other
hand, Prince2 is brief and comprehensive, it is based on project management that is clear, so
beginners are easier to learn. Agile builds with less principles but is difficult during
implementation, practice on new techniques is required in order to better master. For the
requirements and changes part, most of the requirements are documented at the beginning.
(Ales, 2020) Agile is different from them, it is built on adaptability and able to absorb
changes during the project development. (Clearbridge, 2020)
 PMBOK restricts decision-making to project managers, it makes it harder to
delegate authority to others. Therefore, the roles and responsibilities between all project team
members are not clearly defined. (PMBOK vs PRINCE2 vs Agile Project Management,
2021). Unlike PMBOK, PRINCE2 clearly described the roles and responsibilities between
project team members. It shares more of the financial and functional authority with senior
management, not only the project manager. Besides that, Agile shares the responsibilities to
all the party, it promotes management openness to non-hierarchical forms of leadership. For
suitability, PMBOK and PRINCE2 are more appropriate for larger projects as they are very
rigid and highly controlled methodology. However, Agile is more suitable for a smaller
project because it can be difficult to control when the project goes large but without proper
documentation. (What Is Agile, PMBOK and PRINCE2?, 2017).
2.0 Discuss Project Initiation Tools/Techniques

2.1 Project Charter

2.1.1 Discussion on Project Charter

The main reason to prepare project charter during initiation of HCP is it officially
indicates the HCP is approved and legit, formally recognizes the existence of the HCP. It
provides a comprehensive overview of the project to all the stakeholders. If the APEX
company does not have a project charter, the HCP will have no direction and may be
canceled at any time due to any unexpected issue such as lack of project details or unclear
scope and objectives. . (Project Management Institute, 2017).

The project charter is also a mode of communication between the stakeholders of

HCP. It serves as a reference document for anyone who is interested in the HCP, because it
specifies what was agreed upon and how it will be carried out. Therefore, the project
members can be involved quickly with the help of these documented project details.(Balser,
2014)

On the other hand, project charter grants the project manager of HCP the
authority to complete the project with organizational resources and activities that are
needed to be accomplished in order to achieve the project goals. Besides, the sign-off section
is the crucial part of the project charter as it allows project charter as evidence to prove that
each stakeholder of the project have agreed with every aspect of the project and decided to
proceed with the project.(Bhagia & KnowledgeHut, 2018)

In order to complete a project charter, stakeholders of HCP will conduct a meeting to

discuss their ideas, requirements and problems. After they have finalized and agreed with the
discussion result, they need to complete the sign-off section. Otherwise, there will be many
complicated issues occurring during the life cycle of HCP if any of the stakeholders is
dissatisfied with the point stated in the project charter. Since HCP is a big project, the project
manager or sponsor of the HCP must prepare a project charter and clearly define the scope,
objectives, roles and responsibilities, outputs, resources needed, high risk issues and activities
of the project. Through this process, it ensures the stakeholders of the project can better
understand the details of the entire project. The tables in section 2.1.2 show the sample of
project charter for the HCP.(MudassirIqbalProfessionalTrainer, 2021)
2.1.2 Sample of Project Charter - HCP

Project Background

Project Name Human Capital Project (HCP)

Description HCP is a critical and complex project that aims to centralize all the
locally developed human capital management systems of the APEX
company within the South East Asia Region in order to reduce the
operating costs and provide centralized support from Global IT
Services(GITS).

Business 1. High capital and operating expenses. Due to the

Reasons decentralization of HCP’s human capital management system,
all the regions are using their own system. The cost of software
maintenance is managed locally and causes high capital and
operating expenses.
2. Global governance. By centralizing the human capital
management system in all the regions, the system resources
and data among all the markets can be easily shared with others
in the same system.
3. Centralized support. When the system is centralized, duplicate
support issues can be prevented, the system can be directly
supported by GITS instead of providing a similar support
framework for every market..

Timebound 6 months from date of commencement

Project Tam Kai Jun

Manager

Project Team Local Market Local Market ● IT Dept

Resources Support ● Marketing Dept
● Finance Dept
(Departments ● Human Resources Dept
Involved) ● Communication Affairs
● Procurement

Global IT Global Support ● Communication &

Services Network
(GITS) ● IT Security
● Application
Development Center
● Project Management
Center
● IT Operations
● Center of Excellence –
Enterprise Resources
Planning
● Center of Excellence –
Customer Relationship
Management
● Center of Excellence –
Human Resource
Planning

Project Objectives

● To develop a centralized human capital management system for the markets within
South East Asia Region in order to reduce the capital and operating expenses of
APEX company and provide centralized support and global governance.
Project Scope

● To develop a centralized human capital management system for the South East Asia
Region.
● To provide centralized support for the new centralized human capital management
system from GIST.
● New centralized human capital management system will not contain any extra
functionality, it only integrates existing functionality.

Constraints

● HCP should be completed and closed within 6 month.

● The new centralized human capital management system should be supported by
current IT infrastructure.
● The cutover from the existing system to the new system must be in parallel.

Assumption

● The functional and non-functional requirements of HCP will not be changed

drastically before the software requirement specification is signed off.
● All the related infrastructures for the new system will be available and ready to use
in one month before the testing phases.

Risks
 ● Hardware unavailability - The hardware that is mandatory for the HCP will not be
delivered in estimated time and schedule.
● Staff turnover - There are more than one experienced project team members in HCP
who leave the projects suddenly and cause insufficient manpower.
● Technology change - The technologies that are used in the HCP are superseded by
new technology or no longer supported and will be deprecated in future.

Deliverables

● A centralised human capital management system for the APEX’s South East Asia
Region markets will be delivered.
● Centralized support and maintenance from GITS are provided to the new
centralized system.
● A centralised human capital management system that allows global governance
from every market in the South East Asia Region.

Major Project Milestone

No Major Milestones

1 Signed off HCP project charter

2
Sign off software requirement specification (SRS) of HCP

3 Sign off system design of HCP

4 Completion of development of HCP

5
Completion of the test plans and test cases for HCP

6
Sign off of user acceptance testing (UAT)

7
Completion of system deployment

Signoff

Project Sponsor: Tan Zhi Yan from PMAC, Chon Yong Lin from ADC

Project Manager: Tam Kai Jun from ADC, Hwang Min from CoE-HRM
Date: 03/10/2021

Table 2.1.2 - Project Charter of HCP

2.2 Kick-off Meeting

2.2.1 Discussion on Kick-off Meeting

Two parties from Asia Pacific Exchange Pte. Ltd (APEX) and Global IT Services
(GITS) are involved in this meeting. Due to some of the team members not working together
previously, for example the project manager has just joined the team starting from this
project, a kick off meeting is a great way to get everyone in touch before the work begins. It
allows all participants to put a face to a name and get to know one another better which helps
the team work together more efficiently. It is also the best time to set expectations and
develop good team spirit between all parties. (Cathlynn, 2013)

Another reason to conduct the kick-off meeting is it allows all the stakeholders to
discuss the future HCP project plan and review the goal and objectives. The meeting is for
project stakeholders and project teams to define common goals and the project’s purpose. In
the HCP kick off meeting, the project’s objective that will be proposed is to decrease
operating and capital costs and centralize the system support to GITS. Besides that, the
project must be completed in 6 months in order to achieve these project objectives. The term
success must be defined in a very clear and precise manner to proceed to the next step.
(Cathlynn, 2013)

In addition, the kick-off meeting provides an opportunity to introduce the team to the
project and determine how everyone will collaborate.The timeline must be reasonable and
agreed upon by all parties involved in order for the project to be successful. The project
kick-off meeting helps to ensure team alignment from the beginning, resulting in more
successful projects and few missed deadlines. Clear communication is essential to ensure that
HCP will be developed well, on time, and under budget. (247Meeting, 2021)

2.2.2 Sample of Kick-off Meeting - HCP

Human Capital Project (HCP)

Kick-off Meeting

Date: 02 October 2021

Meeting Objective: To introduce the new project manager and all the involved stakeholders.
Review on the current issues, the objectives of the project and also discuss the future plans.

Meeting Duration: 4 hours

Attendees:

● Project Manager
● Project Team Members
● Global IT Service:
○ Communication and Network (CNN)
○ IT Security (ITSEC)
○ Application Development Center (ADC)
○ Project Management Center (PMAC)
○ IT Operations (ITO)
○ Center Excellence-Enterprise Resources Planning (CoE-ERP)
○ Center Excellence-Customer Relationship Management (CoE-CRM)
○ Center Excellence-Supply Chain Services (CoE-SCS)
● Local Markets:
○ IT Department (IT)
○ Marketing Department (MKTG)
○ Finance Department (FIN)
○ Human Resources Department (HR)
○ Communication Affairs (COMM)
○ Procurement (PROC)
● Sponsors:
○ Asia Pacific Exchange Pte. Ltd. (APEX)
○ Global IT Services (GITS)

Agenda:

● Introductions of attendees - Project Manager

○ Introduce all the project members that involved in the human capital project
(HCP)
● Review of the project background - Project Management Center (PMAC)
 ○ Review on the decentralization issues of the human capital management
system that are currently facing by every APEX local market
○ Discuss the rationale of the HCP and what benefit it can brings to APEX
(Tangible and intangible benefit)
○ Discuss the nature of change of HCP and the areas should put more effort
during the project development
● Review of the project-related documents - Project Management Center (PMAC)
○ Review and discuss about the project chapter of HCP
○ Review and discuss about the business case of HCP
○ Review and discuss about the assumptions log of HCP
● Discussion of project organizational structure - Project Management Center (PMAC)
○ Introduce the project structure of HCP
○ Identify the task for each department and the role and responsibilities of each
team
○ Introduces the collaboration mode for the APEX local markets and GITS
● Discussion of project scope, time, and cost goals - Project Manager
○ Discuss on the project scope statement to ensure the boundary of HCP is
clearly defined
○ State out the estimated time for each process to achieve the goal
○ Discuss the estimated cost required for the HCP in entirely
● Question and Answer session
○ Discuss on other important topic
● List of action items from meeting

No Action Item Description Assigned to Estimated Immediate

predecessor
activity

1 Requirement Gather the Project 10 Days 0

Gathering functional and Manager,
nonfunctional Project
requirement of Management
 HCP that are Center
required to achieve (PMAC)
the objectives

2 Resource and Estimating the Finance 7 Days 3

Cost Estimate HCP’s cost and Department
other resources (FIN),
required to Project
complete it Management
(Martin, 2021) . Center
(PMAC)

3 Change To review requests Project 8 Days 1

Request for addition or Manager,
alteration to the Project
agreed-upon Management
deliverables for the Center
HCP (Contributor, (PMAC)
2011).

4 Project Map out the Project 12 Days 3

Schedule sequential and Management
Network relationship Center
Diagram between each task (PMAC)
in order to clarify
the order and
estimate the least
time required to
accomplish the
HCP. (What Is a
Network Diagram
in Project
Management?,
n.d.).
5 Procurement Identifies physical Center 10 Days 3
Management resources that are Excellence-E
Plan required including nterprise
the system server or Resources
physical database
Planning
and human resources
(CoE-ERP),
including
Procurement
outsourcing of
(PROC)
system functionality
or hiring contract
worker.

6 Risk Register Identify the Project 7 Days 1,3

potential risk in the Management
HCP (Steyn, J. Center
2018) . (PMAC)

7 Quality Identify which Project 12 Days 3

Management quality standards Management
Plan are relevant to the Center
HCP and how to (PMAC)
satisfy those
standards in the
best way. It
concerns the
quality of product
and the project
processes.

8 Application System Application 60 Days 4,5,6,7

Development development based Developmen
on the t Center
requirements that (ADC),
are defined in the Communicat
 software ion and
requirement Network
specification. (CNN)

9 Test and Determine if the Application 10 Days 8

evaluation results meets the Developmen
documents quality objectives t Center
based on the (ADC), IT
quality Security
management plan (ITSEC)

10 User Actual users will Application 20 Days 9

Acceptance test the system and Developmen
Testing estimate the t Center
(UAT) acceptance level (ADC), IT
and satisfaction Security
level of the user (ITSEC),
after UAT. Application
Developmen
t Center
(ADC), IT
Security
(ITSEC), IT
Department
(IT)

11 System Delivering, IT Operation 30 Days 10

Deployment installing the final (ITO),
product to Project
production in Management
parallel mode. Center
(PMAC),
Application
Developmen
 t Center
(ADC)

Date and time for next meeting: 01 November 2021, 8:00 AM

Table 2.2.2 - Kick-off meeting of HCP

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