ASSIGNMENT

TECHNOLOGY PARK MALAYSIA

CT050-3-3-PRMGT

PROJECT MANAGEMENT

UC2F2008CS(DA)

HAND OUT DATE: 10 DECEMBER 2021

HAND IN DATE: 28 JANUARY 2022

WEIGHTAGE: 20%

INSTRUCTIONS TO CANDIDATES:

1 Submit your assignment at the administrative counter.

2 Students are advised to underpin their answers with the use of references
(cited using the Harvard Name System of Referencing).

3 Late submission will be awarded zero (0) unless Extenuating

Circumstances (EC) are upheld.

4 Cases of plagiarism will be penalized.

5 The assignment should be bound in an appropriate style (comb bound or

stapled).

6 Where the assignment should be submitted in both hardcopy and

softcopy, the softcopy of the written assignment and source code (where
appropriate) should be on a CD in an envelope / CD cover and attached to
the hardcopy.

7 You must obtain 50% overall to pass this module.

Version 3 EC 2017- Oct

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 GROUP MEMBERS:

Hamid Ibrahim - TP053046

Dafina Alyaa Khairunnisaa - TP052499
Faariyah Mahenoor Dookhith - TP055388
Dixon Harley - TP054160

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 TABLE OF CONTENTS

1.0 INTRODUCTION 4

2.0 COMPARATIVE ANALYSIS 5-6

2.1 Analysis and Summary 7-8

3.0 PROJECT INITIATION TOOLS

3.1 Stakeholder Register 9-11
3.2 Project Charter 12-14

WORKLOAD MATRIX 15

REFERENCES 16-17

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1.0 INTRODUCTION
Process Management Body of Knowledge (PMBOK), Projects in Controlled Environments
(PRINCE2), and Agile are some of the most common terms in the scene of Project Management.
Each of them serves different purposes and needs, and are not direct equivalents of each other. This
section will document a comparative analysis, highlighting the important differences between them
and their appropriateness in different areas of the Human Capital Project (HCP).

Process Management Body of Knowledge (PMBOK) is a collection of best practises and standards
of project management, including tools/techniques, terminologies, and guidelines. As the world of
Project Management is constantly evolving, PMBOK is a constantly updating collection. PMBOK is
coordinated and published by Project Management Institute (PMI) (Wrike, 2013).

Projects in Controlled Environments (PRINCE2) is a project management methodology commonly

used in the United Kingdom (UK), although recently have been gaining popularity in other
geographical areas as well. It is a methodology with strictly defined processes, roles, stages, and
covers the entire lifecycle of the project from start to finish (Maslam, 2018).

Agile is a manifesto that contains the approaches, practises, and frameworks that are expressed in
Agile manifesto and 12 principles of Agile. Agile does not restrict the team to a specific methodology,
and any frameworks/methodologies are suitable to be used as long as it adheres to the principles of
Agile. Several frameworks built upon Agile principles includes eXtreme Programming (XP) and
Scrum (Agile Alliance, 2019).

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2.0 COMPARATIVE ANALYSIS

PMBOK PRINCE2 AGILE

Approach PMBOK is a knowledge- PRINCE2 is a process- Agile is an

driven approach. driven approach. incremental approach

Type Standard Methodology Principle/Framework

Framework Descriptive Prescriptive & Rigid Flexible

(Answers How) (Answers
What/When/Whom)

Principles PMBOK does not have PRINCE2 has 7 key There are 12 main
the specific principles for principles principles of Agile
the success of project (processes/stages) to be Manifesto
development. followed

Focus PMBOK focuses on PRINCE2 includes Agile focuses on

initialisation, planning, methodological and utilising an adaptive
execution, control or definitive processes and people-based
monitoring, and closing which can be broken approach to engage
the project. It is an ever- down into smaller steps, with consumers for
evolving collection of themes, and principles. the project
best practises and It is a methodology with development
standards on these areas, clearly defined stages,
and knowledge required roles and
on how to become a responsibilities of the
successful project people involved in the
manager. project.

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Strengths - Detailed Book of - Rigid and structural - Emphasises having
Knowledge (standards, methodology work done in shortest
best practises, etc) on how - Covers roles, time possible
to be a successful project responsibilities on all - Flexible, not
manager people involved in the restricted into one
- Flexible, covers many project, not just the methodology
knowledge-areas project manager. - Adaptable to
- Catered for different - Outlines all the changing
types of industries necessary to start a requirements.
- Vast analysis and project, and for the team
explanation on tools members to follow.

Weaknesses - No structured - May be too rigid and - Lack of Planning

methodology to follow restricted - Lack of Governance
- Restricted to Project - Lacking details on - Incremental
Manager only knowledge areas Delivery may affect
- Focused on IT Projects the project,
potentially creating
fragmented end
products without
proper coordination.

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2.1 Analysis and Summary
As the new Project Manager will be focusing on resolving the failing project with 10 knowledge
areas, Process Management Body of Knowledge (PMBOK) and PMP-certified project manager will
be a very beneficial asset in the Human Capital Project. Moreover, it is evidenced in this case that
the past project manager already has excellent technical skills but poor leadership and interpersonal
qualities. PMBOK covers this topic in detail. A section in PMBOK (Appendix X3) is specifically
catered for this case scenario, detailing the interpersonal and qualities that a project manager should
possess (Senapathy, 2017).

PRINCE2, is a rigid and specific methodology for a project team to follow. It has clearly defined
roles, responsibilities, and process stages from start to end of the project. Following the PRINCE2
methodology will provide a robust structure for the project to be managed and can focus on breaking
down the project processes into sub-tasks. As the Human Capital Project is also an IT-focused
project, PRINCE2 can be used as a methodology for the Human Capital Project (HCP) to follow due
to the fact that it is oriented towards IT projects.

Agile on the other hand, is a way of thinking on how the work should be carried on the project.
Agile’s main idea is for a work to be carried on an incremental basis and advocates it to be adaptable
to changes. This methodology is more flexible compared to the other two which allows the project
team to develop the deliverables with very minimum requirements and benefit them to save time and
cost. The project team could apply 12 principles of Agile in this Human Capital Project (HCP). The
latest PMBOK editions also have Agile guides included (Project Management Institute, 2018).

As the project seems to be stalling due to the lack of leadership qualities and the new project manager
will be heavily utilising a knowledge-based approach, the project team will arguably benefit the most
from Process Management Body of Knowledge (PMBOK) and PMP-certified project manager.
However, the importance of PRINCE2 and Agile should not be overlooked.

These three terms above (PMBOK, PRINCE2, and Agile) are arguably not direct equivalents of each
other. A successful project manager is often exposed to these three concepts, and actively seek their
principles and benefits to different areas/requirements in managing a project. Complementing each
other, PMBOK may provide the project manager with the best practises and standards in different
knowledge areas, Agile principles may be leveraged in order to carry work efficiently in short periods

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and for the project to be adaptable to changes, and PRINCE2 methodology to provide structural
integrity to the project (i.e governance, structure, and roles).

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3.0 PROJECT INITIATION TOOLS

3.1 Stakeholder Register

A stakeholder register is a project document used by project managers to identify, analyse and
classify details on project stakeholders which will help in understanding their communication
requirements. This document is an essential tool towards effective project planning, formation of
teams, communication and designing tasks and responsibilities (Project Management Academy,
2022). The stakeholder register should be created early and be complete so as to minimise the risk of
failure by ensuring that stakeholders participate throughout the project (uwaterloo, n.d). For instance,
in the case study of APEX, only the lists of departments involved in the project are defined. However,
information such as names, titles, project roles, category, contact details, interests and requirements
about the project stakeholders are missing, thereby making it difficult to identify and monitor them.
Moreover, stakeholders cannot engage among themselves which may cause the project to fail.
Furthermore, since the project manager of HCP lacks the appropriate leadership and interpersonal
skills, he may fail to meet the expectations of the stakeholders and cannot ensure that they engage
among themselves. Thus it is essential to have a stakeholder register. Therefore, in order to gather
the required stakeholder details, the project team of HCP could get the data from the Human
Resources Department and hence prepare the stakeholder register which would be updated and
maintained throughout the project life cycle when new stakeholders are identified. This would allow
for effective decision making as stakeholders’ interests and expectations would be taken into
consideration. Stakeholder engagement will also be encouraged and increase support which in turn
will be favourable for the project. A sample of the stakeholder register for the HCP project has been
designed as shown below:

Name Role Category Influence Interest Expectations Contact

Hamid Project Internal High High -Project plan to hamid@a

Ibrahim Manager be followed by pex.com
project team
-Project team to
communicate
proactively

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 -Project be well
delivered
following the
decisions made

Dafina Executive Internal Medium High User friendly dafina@a

Alyaa Sponsor and responsive pex.com
Khairunnis user interface
aa when using the
application

Faariyah Technical Internal Medium Medium -HCP project faariyah

Mahenoor Lead be delivered on @apex.co
Dookhith time (6 months) m
and within the
budget
-Good code
quality when
designing the
application

Dixon Project Internal High High -Project team dixon@a

Harley Coordinator follow the pex.com
assigned tasks
and schedule
-The budget of
the project is
not exceeded
-Project team
attend
meetings, meet
deadlines and
report on

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 progress

Shaun Project External Medium Medium -Project team to shaun@a

Elijah Support provide pex.com
Officer feedback on
progress,
finance and
resources for
the preparation
of the report
-Project team to
inform about
potential risks
which may
occur
-Project meets
quality
requirements

Ali Heerah Security External Medium Low -Good ali@apex

Director collaboration .com
with project
team -
receiving
continuous
feedback on the
development of
the application

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3.2 Project Charter
Project Charter is defined as centralised, single source of information about the project's planning
and implementation (Emani, 2015). The project charter describes the goals and objectives of the
project boundaries, regardless of the type of project The management mode will be of use. Without
a project charter, the project can be cancelled at any time and for any cause, and it could be subject
to an audit as an unlawful project.
According to Bhagia (2018), these are some of the advantages of a project charter:
➔ It grants the project manager the authority to complete the project.
➔ Explains the project's value and existence in the business world.
➔ Demonstrates the project's backing from management.
➔ Defines the project's outcome.
➔ Aligns the project with the goals of the company.

Project charter is a necessity for APEX because, without a project charter, a project can be
cancelled at any time and for any cause, and an audit as an unapproved project can be conducted.
The limitations of the project being implemented by APEX and the organizational effects to the
department makes project charter a requirement as it defines all the traits such as main objectives,
risks and deliverables for the managers and the project personnel to track control of to make the
project successful. Below is a sample project charter built for the project

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General Information
Project Title Human Capital Project

Project Manager Hamid Ibrahim

Project Sponsor GITS, Global Governance

Project Scope Statement

Previously, software support and maintenance costs were managed on
Project
a market-by-market basis, resulting in high IT costs for both capital
Background (the
reasonsbehind the and operating expenses. Unfortunately, every market has a similar
project’s initiation) support framework, which has resulted in duplication among markets
in the Southeast Asian region due to the decentralisation of systems.
The main goal of executing this project is to realise the major benefits
Objectives
it delivers, such as cheaper capital and operational expenses,
(the outcomes of the
project) centralised GITS help, global governance, and many other benefits, as
well as to improve its human capital management operations.

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 1) Competent resources would be chosen from any of the SME-
Scope (the range of
departments as outlined in section V, Table 1 of the
goals that need to be
reached) organisation structure.
2) This new system will require the current IT infrastructure to
support it.
3) HCP must gradually replace the current system.
4) The cutover (from the present system to the new centralised
system) must occur simultaneously.
The key risk associated with this project is time inefficiency which can
Risks (obstacles that lead to major issues such as inability to complete the project and
might affect the exceeding budget limitation. This can be a major risk as it can have a
project) guaranteed chance of a project failure and/or the company going out of
the market competition.

i) Project will be completed within 6 months

Assumptions ii) Project will have sufficient members, time and resources
(hypotheses you assume for completion
to be true) iii) All costs including salaries will be limited within the
budget

Due to shortage of time and members, the project outcome might ned
Constraints (obstacles up being very minimal and inefficient due to time playing a major
that might limit the factor in any organization in the global market and the lack of
project’s outcomes) members will make the efficiency even lower due to insufficient
members to complete the project quick

i) A system supported by modern IT Infrastructure

Deliverables ii) A system that can be effective in reducing duplication
(conditions thata errors
project relies on) iii) A system to assist in efficient capital management

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WORKLOAD MATRIX

NAME COMPONENT CONTRIBUTION

Dafina Alyaa Comparative Analysis - Analysis and 25%

Khairunnisaa Summary

Hamid Ibrahim Project Charter 25%

Editing and Compilation of the Report

Dixon Harley Comparative Analysis - Analysis and 25%

Summary

Faariyah Stakeholder Register 25%

Mahenoor
Dookhith

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REFERENCES
Agile Alliance (2019). What is Agile Software Development? [online] Agile Alliance.
Available at: https://www.agilealliance.org/agile101/ [Accessed 20 Jan. 2022].
Malsam, W. (2018). PRINCE2: an Introduction to the Project Management Methodology.
[online] ProjectManager.com. Available at: https://www.projectmanager.com/blog/prince2-
methodology [Accessed 24 Jan. 2022].

Project Management Academy (2022). What is a Stakeholder Register? [online] Available

from: https://projectmanagementacademy.net/resources/blog/what-is-a-stakeholder-register/
Accessed: [24th January 2022].

Project Management Institute (2018). PMBOK® Guide. [online] Pmi.org. Available at:
https://www.pmi.org/pmbok-guide-standards/foundational/pmbok [Accessed 25 Jan. 2022].
Senapathy, Y. (2017). PMBOK® Guide View of interpersonal Skills v.2 - Project Management
Training Institute. [online] Available at: https://www.4pmti.com/blog/view-of-interpersonal-
skills/ [Accessed 26 Jan. 2022].

Wrike (2013). What is PMBOK in Project Management? - Wrike. [online] Project Management
Guide. Available at: https://www.wrike.com/project-management-guide/faq/what-is-pmbok-
in-project-management/ [Accessed 24 Jan. 2022].

Uwaterloo (n.d). IST Project Management Office. [online] Available from:

https://uwaterloo.ca/ist-project-management-office/methodologies/project-
management/initiation/stakeholder-
register#:~:text=The%20purpose%20of%20the%20stakeholder,impact%20on%20the%20pro
ject%2Fprogram. Accessed: [24th January 2022].

Bhagia, R., 2022. What is the Importance and Benefits of The Project Charter?. [online]
Knowledgehut.com. Available at: <https://www.knowledgehut.com/blog/project-
management/importance-and-benefits-of-the-project-
charter#:~:text=A%20project%20charter%20is%20important,i.e.%20Project%20Manager%2
C%20Stakeholder%2C%20Higher> [Accessed 24 January 2022].

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Enani, J., 2022. Project Charter. International Journal of Scientific & Engineering Research,
[online] 6(3). Available at: <https://www.ijser.org/researchpaper/Project-Charter-032015.pdf>
[Accessed 25 January 2022].

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