PROJECT MANAGEMENT

CT050-3-3-PRMGT
GROUP ASSIGNMENT

MARSAD KIBRIA (TP058327)

ALI BALLOUT (TP058592)
ABDULLAH (TP054167)
DEVDAT KUMAR (TP058340)

A group report submitted in fulfillment of the requirements of Asia Pacific University of

Technology and Innovation

Supervised by Mr Jerry Chong Chean Fuh

Submission date: 1st April 2022

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Contents
Workload Matrix ....................................................................................................................................... 3
Comparative Analysis ................................................................................................................................ 9
Project initiation techniques ................................................................................................................... 11
Project Charter .................................................................................................................................... 11
PROJECT CHARTER SAMPLE DIAGRAM ............................................................................... 11
PROJECT SIGN-OFF SAMPLE .................................................................................................... 15
Feasibility Study ................................................................................................................................. 17
Feasibility Study Sample diagram .................................................................................................. 17
References .............................................................................................................................................. 19

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 Workload Matrix
Name Percentage Criteria
Devdat Kumar 25% • Agile

• Comparative Analysis
(summarizing and comparing
in the final report)

• Project Initiation tool: Project

Charter (Addition of Roles
and Responsibilities)

Marsad Kibra 25% • Prince2

• Comparative Analysis
(summarizing and comparing
in the final report)

• Project Initiation tool: Project

Charter (Addition of Roles
and Responsibilities)

Abdullah 25% • PMBOK

• Comparative Analysis
(summarizing and comparing
in the final report)

• Feasibility Study, Sample

Diagram

• Project Initiation Tools

Ali 25%
• Project Charter (Description,
Functionality, Advantages,
Disadvantages, Roles, and
responsibilities)

• Feasibility Study
(Description, Functionality,
Advantages, Disadvantage,
Sample Diagram)

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 PMBOK
Principles
▪ Team collaboration involves ▪
all management operations
related to communication
between multiple project
teams.
▪ Effective Stakeholders
Engagement composes
Discussions, Cooperation
with active dealings and
Recurrent mutual
communication.
▪ Value Focus focuses on any
resulting value that an
organization benefits from
through a project, business,
or strategy.
▪ Holistic Thinking is the
view that any change in a
project can cause cascading
effects within.
Tools and
techniques ▪ Expert Judgement is used
widely in all types of
process groups and
methodologies.
▪ Project Charter is used
similarly in all
methodologies since it is a
standard project
management tool.
▪ Identifying Risks is another
technique used to monitor
and control risks used in
other approaches.
Prince2
A project must justify the
requirements and evaluation
(Management & PRINCE2®,
2022).
▪ In exceptional cases, board
members intervene and
manage the situation,
adapting to change similarly
to Agile.
▪ PRINCE2 environment allows
for a customized strategy for
each project.
This implies that the task is
divided into digestible chunks
("PRINCE2 Stage-Gate, 2022).
▪ Look back
▪ Look at the big picture
▪ Looking forward
Agile
Four central values comprise the
Agile Manifesto to have twelve
principles. (Terry, n. d)
▪ Individuals and Interactions
Take precedence over
Processes and Tools.
▪ Agile, unlike Prince2, focuses
on the Product rather than
▪ extensive paperwork.
▪ Collaboration with Customers
During Contract Negotiation.
▪ Rather than Adhering to a
Fixed Plan, Adapt to
Change.
Agile ceremonies and artefacts
are the tools and practices
utilized.
Unlike PMBOK, Agile can work
on revised requests in each
sprint rather than working on
fixed requirements.
▪ Sprint planning sessions
establish the order of
precedence; a meeting is
conducted daily to discuss
issues to be fixed.
▪ Retrospective meetings
assist in resolving team
conflicts and ensuring the
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Process Flow
/ Phases ▪ Initiating a project, I.e.,
Involved like Prince2 but different
from the initial Agile
phases.
▪ Planning the project also
contains similarities to
Prince2's planning and
directing process stages;
however, Agile is unique as
its planning procedures are
ever-changing to the clients'
needs.
▪ Execution of the project is
relatable to Prince2
methodology but not to the ▪ Initiating a project Like
Agile execution processes as
they are conducted as plans
change.
▪ Monitoring and
Controlling of the project
with minute comparison to
Prince2, but Agile is the
opposite having no timeline.
▪ Closing the project is the
same as the Prince2 system.
Conversely, Agile only
closes the project when the
▪ Starting up a project Unlike
PMBOK, Prince2 requires a
high-level document stating a
project brief to start up a
project as it relies on
documentation (PRINCE2:
The Reigning Project
Management Methodology,
2022).
▪ Directing a project This
phase is about authorizing the
initiation of the project and its
respective stage.
PMBOK, this phase defines
the scope, costs, timescales,
risk, quality, and benefits of
the project.
▪ Controlling a stage Unlike
Agile, with no fixed timeline,
Prince2 shares this similarity
with PMBOK, where the
project manager assigns tasks
and ongoing reviewing with
the team.
▪ Closing the project Agile is
dependent on project
satisfaction, whereas
project runs successfully
(Herman, 2022).
▪ User stories are used to
document the features that
must be built into the
Product.
▪ The product backlog lists
brief descriptions of every
system function completed
to deliver usable software
(Herman, 2022).
Unlike PMBOK, agile does not
focus on project initiation and
planning, or unlike Prince2, it
does not focus on project
direction or control; instead, it
has six process flows:
▪ Project prioritization
The product owner does this
stage, which defines the project's
purpose, who and how it will
benefit the business and others.
▪ Inception
Teams are assigned tasks and
given a deadline to fulfil them;
funds are also distributed
concurrently.
▪ Iteration
Unlike PMBOK, the team works
in iterations and emphasizes the
Product's backlog (Workflow,
2021).
▪ Release & Production
After an iteration is complete, it
is released to production for
review and implementation of
client-requested changes.
Finally, the iteration is released.
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 client is satisfied with the
project.
Strengths
▪ Standardize practices and
methods through various
departments for more
straightforward and
uncomplicated usage of said
procedures.
▪ Modify techniques for the
specific needs and suitable
scenarios that a project
might require.
▪ Prevention of project
failures through
systemization of risk
responses through
optimized attributes. (What
Is PMBOK in Project
Management?
Understanding PMBOK
Methodology, 2022).
Weaknesses
▪ Lack of interchangeable
responsibilities for the
project team compared to
the other two approaches
that contain unique pairs of
team roles and specifics
(Buehring, 2021).
▪ The unnecessarily complex
descriptiveness of elements ▪
may hinder simple results
and outcomes that are
unavailable within the other
two policies (Buehring,
2021). ▪ It requires an excellent level
PRINCE2 and PMBOK close
it when the requirements are
fulfilled.
▪ Less time is spent finding
risks because they were stated
at the start of the project.
▪ Similarly, like PMBOK, the
PRINCE2 methodology
standardizes all aspects of the
project to eliminate the
possibility of
miscommunication or
misdirection.
▪ The lack of tools and
approaches in PRINCE2
goes into great length on two
techniques: the quality review
technique and the product-
based planning technique.
PRINCE2 requires senior
management buy in to be
successful and is document-
heavy, unlike Agile.
of detail and experience to
▪ Retirement
After completing all iterations,
the client is notified to switch to
the new system (Workflow,
2021).
▪ For smaller projects, Agile
is suitable over PMBOK or
Prince2 due to the flexible,
swift, and coherent quality
affirmation of delivery.
▪ Agile methodologies result
in a more rapid software
development process that
minimizes the period
between paying and being
paid significantly, resulting
in a lucrative firm.
▪ Unlike PMBOK and
Prince2, Agile has high
customer/stakeholder
interaction at each
iteration/sprint; thus, the
exact final Product is
delivered without referring
to backlogs (Kukhnavets,
2016).
PMBOK and Prince2 take the
lead over Agile in this area due
to their lack of resource
planning; It is challenging to
anticipate the amount of work,
time, and required resources at
the preliminary stages of a
project (Kukhnavets, 2016).
▪ Due to limited initial
planning Agile has limited
documentation than Prince2
and PMBOK.
▪ Agile works well for co-
related teams located in the
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 ▪ It is not objective towards
the North American
perspective and is globally
unstandardized compared to
other more internationally
accepted methodologies
(Buehring, 2021).
Inputs
(documents ▪ Business documents as
and programs input within every phase as
that are they are vital components,
necessary for whereas the other two
the possess more technical
integration of documents.
a project
process) ▪ Agreements, assets, and
environmental factors of
the organization are the
procurement requirements
concerning unique
requirements of Agile
inputs.
▪ Project charter and
product information are
similar inputs necessary for
all methodologies.
Outputs
(outcomes • Performance data, reports
returned from and updates are standard
the phases outputs among all
and input) methodologies compared in
the table.
▪ Deliverables and final
products are comparable
but exclusive to Prince2 and
Agile concerning PMBOK.
work well compared to
PMBOK and Agile.
▪ Unlike PMBOK or Agile,
Prince2 projects require a
trigger, a document stating
the project brief to start up a
project.
▪ Prince2 projects require a
detailed cost assessment
appropriately documented.
▪ Work packages are checked
along with the interfaces in
the product delivery stage
("PRINCE2 Processes: 7
Processes of PRINCE2
Explained | EUR", 2022).
▪ Unlike Agile, Prince2
requires an end project Report
to be created to confirm the
project's closure officially.
exact physical location; it
does not function well for
departments located in
separate locations or for
large enterprises.
▪ Heavy client interaction is
also a significant issue for
development teams, as it
causes the customer to make
additional decisions before
reaching the final Product
(PMHut, 2010).
▪ Non-team members like
users, customers, or vendors
whose feedback is crucial to
the project's success.
(Agilest, n. d).
▪ Product Backlog, Spring
Backlog, and Burndown
charts can be taken as input
to make sprint completion
estimates and what needs to
be accomplished in the next
sprint.
▪ A prototype output is shown to
the client, further changes are
made to the client's demand,
and the outcome product is
precisely what the client
wants, not what the client
asked for.
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Stakeholder
Involvement ▪ Personally, involvement
consists of defined roles
such as Strategic,
Operational and Tactical
project managers, unlike
shifting official positions
existing in the other two
approaches (Echtelt, 2020).
▪ Stakeholders involved
consist of similar identities
related to the other two
methodologies, such as
Client, End User, Supplier
and Project Manager.
▪ Most governmental bodies
are involved as
stakeholders, whereas the
other available practices,
I.e., Prince2 and Agile,
possess privatized bodies as
stakeholders.
Methodology
Approach ▪ PMOBK is more of a
(Describe the standard approach for
criteria here) establishing other basic
principles and approaches
concerning Agile, the
complete opposite practice.
▪ PMBOK has clear and
fixed instructions by the
clients in contrast to new
systems and methodologies.
▪ PMBOK focuses more on
standardization for its
processes so that it may
become more accessible for
all stakeholders and
personnel to possess a
universal guideline.
▪ Unlike PMBOK or Agile, ▪ At each iteration, the client
Prince2 considers the end participates in verifying the
customer, who will be the delivered Product and
business case's owner and will requesting needed changes.
bear ultimate responsibility
for ensuring that the project ▪ Agile emphasizes the
involvement of all parties
delivers on its promises.
involved in the project, both
("The 7 Principles, Themes directly and indirectly.
and Processes of PRINCE2 -
PRINCE2 Blog | EUR",
2022).
▪ Sometimes a change of
authority occurs when the
project needs to consider any
request for project
specifications, whereas
PMBOK has defined roles.
▪ The board takes the project
Assurance role, unlike Agile,
which works between
developers and clients.
▪ Prince2, unlike Agile, which ▪ An agile approach is how to
has iterative and adaptive make a quality product to
stages, has a highly the client's satisfaction.
organized and controlled
start, middle and ending of a ▪ Agile focuses on how
project. individuals approach the
work and manage the
▪ Prince2, unlike Agile, problem to deliver a product
considers the goals and the according to the client's
requirements rather than actual requirements.
clients' satisfaction.
▪ Prioritizing
User involvement fosters
autonomy and engagement
among customers,
contributing to the Product's
longevity (Arell, 2022).
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Comparative Analysis

The PRINCE2 project management approach is likely to revolve around the original business
plan and goals, whereas the Agile approach will be more responsive to changes in the Product or
requirements that may emerge at short notice during the projects, with the outcomes not being
dictated by an overarching plan. Similarly, the traditional PMBOK focuses on the completion
rather than the project's changes, iterations, or cycles, unlike the other two methodologies, Agile
and Prince2.

In this regard, PMBOK will require early and detailed input from the client, whereas the other
two methodologies require constant input change from their client. Both Agile and Prince2 have
multiple unique project professions that will focus on their assigned cycles and iterations until
they are completed or altered so that they may concentrate on their modified respective
operations. However, PMBOK professionals consist of criteria specific assignments within the
project so that they may conclude the entire project within the timeline initiated. In contrast to
PMBOK, an Agile team distributes work in small, consumable increments rather than relying
entirely on a single significant launch.

The primary distinction between a startup and a well-established corporation is its "Structure."
Every component in a corporation is highly organized, and everyone understands their position.
However, a startup fails to maintain an effective working atmosphere, resulting in chaos. Many
startups have resorted to Agile Methodology due to the improved transparency among
stakeholders. When a startup develops a product and promotes it through startup PR, it can make
practical improvements based on user feedback. These modifications can be included in each
sprint, assisting in developing a product that outperforms the competition. Continuous client
feedback is critical in developing an efficient and high-quality product.

Companies do not always use complete Agile, and many of them usually have a mix of
traditional practices. At the same time, Agile has its drawbacks and is all about serving defined
components at various stages and capturing user feedback. An unstructured assessment channel
will prevent the team from reflecting, and the startup may fail. Therefore, organizations
sometimes resort to the traditional PMBOK and PRINCE2 due to their comprehensive
documentation and accountability.

Regardless of the scale of a given project, Prince2 considers project complexity, Geographical
location, availability, skills, and knowledge. It ensures that various project contributors have
clear roles and responsibilities and involves the senior managers instead of bombarding them
with information that deviates from the project's primary focus. It is widely used in most sectors,
such as the IT industry: IT companies use Prince2 because it properly appraises the financial

P a g e 9 | 20
viability to decide whether the project is pursuable or not or if there is scope to alter its objective.
It is also used in the marketing industry.

As related to Agile and Prince2, PMBOK is a standard framework that is quite complex for more
minor projects since it is meant to be used by more prominent and more technical projects as the
complexity decreases for them due to an increase in framework compatibility. (List of Project
Management Methodologies: Comparison & Examples – Financesonline.com, 2022)

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 Project initiation techniques
Project Charter

Projects need approval before they can be executed. A project charter is a project planning
document that sells the project to stakeholders and sponsors (Ray, 2022). Applying it to our case,
the project manager presents this document to APEX stakeholders since they are the sponsors of
the project. The charter includes attributes such as the main objectives of the human capital
project, participant stakeholders such as the system development team and subject matter
experts, the benefits of a centralized system and other criteria. As apparent, the charter becomes
a critical tool for the approval of the human capital system. As GITS continues with project
execution, the project charter can always be referred to, to keep project activities in line with the
set scope. Taking the case of developing system functionalities as an example. One of the project
scopes is to develop a system which supports L1 and L2 technical support to users. This gives
system developers a clear picture of what functionalities the system should contain, which is
possible by referring to the project charter. On the other hand, a variety of stakeholders will be
involved in the process of developing and implementing the HCS. Realistically, a diversion of
tasks delegation may occur. In this case it is helpful to look back at the charter, as the roles and
responsibilities of stakeholders are mentioned clearly. Not only does that avoid confusion, but it
allows mid-way project personnel replacements.

PROJECT CHARTER SAMPLE DIAGRAM

Project Human Capital Project
Name
Project Marsad Kibria
Manager
Date 1st April 2022
Project Asia Pacific Exchange Ltd. (APEX)
Sponsor
Business All branches of APEX in SEA are running on similar independent systems. The current
Case system is considered to be failing due to the duplication of market tailored IT support. This
redundancy is costly, considering the operating expenses and the capital involved.
Project • Unify all APEX L1 and L2 IT support systems in branches located in SEA
Scope (Southeast Asia)
• Develop a centralized IT support system that can manage all APEX branches from
GITEX Malaysia

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Objectives • To implement a system that helps in managing overseas APEX branches
• To reduce operational and capital costs of overseas IT support systems
• To provide business intelligence capabilities to enable users to make faster
decisions in inventory management and achieve a prominent level of control.
• To implement the management system within five months
• To implement a centralized warehouse system instead of other markets being
allowed to have individual frameworks

Success • Implementing HCP (Human Capital Project) IT support system

Criteria • Replacing the old system with the new system in phases
• Parallel cutover
Constraints • There are time constraints since the project's timeframe is only six months.

• Cost restraints are there since some time has already passed, and a portion of the
budget was consumed. As a result, the expense of the recovery attempt is restricted,
and any further wastage is avoided.

•
Employee employment experiences and skill limitations: Employees may require
network and security training to increase their technical skills due to a lack of
expertise.
Stakeholder Stakeholder Role
s Involved GITS-ITSEC • IT governance for application
Security Engineer (IT department) development, software, and hardware

• Determine and Patch vulnerabilities

• Document any vulnerabilities of the

framework.

GITS-ADC • Develop the front end of the system

• Develop the back end of the system
GITS-PMAC • Resolve conflict, remove
impediments, and ensure.
• Ensuring that the project is under
control and that risks are being
controlled.
• Confirming that the business needs
are correct and properly prioritized.

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 GITS- CEO
(Individuals)
GITS- Software Architect (IT
Department)
Quality Assurance Engineer (IT
Department)
Consultant (IT Department)
Software Tester (IT Department)
Finance Manager (Finance
Department)
• Lead the formulation and
implementation of the organization's
overarching strategy.
• Act as APEX's representative in civic
and professional association events.
• Demonstrate the leadership required
to ensure the success of the
centralized implementation.
• Create a vision and mission statement
for APEX.
•Create the program and translate it
from a conceptual to a real design.
• Create a complete system that will be
used throughout the product's life
cycle.
• Ensure that the finished system
satisfies the needs of the end users
and is error-free.
• Ensure that the system's modules and
components fulfil the standards.
• Support the team if they face any
obstacles.
• Handle centralized local systems into
a
single global network
• undertake system testing steps such as
unit testing, system integration
testing, and user acceptance testing
(UAT).
• Keep an eye on financial information
to ensure that all legal obligations are
completed.
• Supervise staff who are in charge of
financial reporting and budgeting.
• Examine the company's financial data
and look for ways to save
expenditure.
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 Marketing Manager (Marketing
Department)
• Outline marketing objectives based on
Coordinator (Internal GITS-PMAC)
Procurement Manager (Procurement
Department)
Communication Manager
(Communication Affairs)
• Monitor all marketing and sales data
and generate reports for senior
management.
previous performance.
• Plan and carry out a marketing plan.
Schedule meetings and keep track of
the status of change requests.
Assist in the collection of project
plans and the monitoring of work
activities.
• Find third-party providers.
• Create ties with vendors in order to
get the best costs.
• Find possible new suppliers.
• Report on the project's progress and
keeping stakeholders updated.

• Manage and carry out daily internal

and external communication efforts.

• Plan interviews and media activities.

Project Manager (Internal- Marsad • Plan for project management.
Kibria)
• Define the project's scope.
• Organizing the project's progress.
• Tasks that must be completed by a
team member.
• Approve or deny the project's
expenses.
• Inform the stakeholder about the
project statue.
• Evaluate the performance of team
members.
High level
risks 1. Strategic Risk
2. Compliance Risk
3. Operational Risk
4. Financial Risk
5. Reputation Risk
6. Employee Leave Risk

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Milestones
for 1. Finish a meeting, such as a project kickoff event.
important 2. Plan completion and approval
projects 3. Design completion and evaluation
4. Resource deployment, such as a development team.
5. Connecting and coordinating everything

PROJECT SIGN-OFF SAMPLE

Authorization Memorandum
I have carefully assessed the specifications and deliverables for the APEX GITS
centralization.

Please check the appropriate statement.

✓ The project deliverables are accepted.

✓ The project is accepted pending the issues noted (below).

❑ The project is not accepted (for the reasons provided below).

We fully accept the changes as needed improvements and authorize initiation of work to
proceed. Based on our authority and judgment, the continued operation of this system is
authorized.

Project Manager
NAME Marsad Kibria
DATE: 4th January 2022

CEO
NAME: Jason Wong
DATE: 4th January 2022

Quality Assurance Manager

NAME: Adam Taylor
DATE: 4th January 2022

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ISSUES LIST

Detail any unresolved issues…

ISSUES LIST
ISSUE ID ISSUE DESCRIPTION STATUS
Budget amount exceeded due to extra resources for
0001 ONGOING
framework implementation
0002 Security Vulnerabilities due to be patched ONGOING
NOT YET
0003 Server configurations mismatch
INVESTIGATED

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Feasibility Study

The word “Feasible” is a term that is used to measure the probability, or the hood of something.
A feasibility study of a project is the analysis of all factors related to the project such as
technical, financial, legal, to measure the probability of its succession (Team, 2022). Conducting
a feasibility study for the human capital system means that factors such as the technology that
should be used for website development, the project’s budget, the necessary workforce, as well
as other factors all must be considered and compared to the cost of a maintaining a decentralized
system. To make a logical “go” decision, the cost of implementing and maintaining the human
capital system must be less than what the current implemented system costs. Moreover,
conducting a feasibility study will help in Identifying all challenges that the project might face in
integrating the system. Moving on, the criteria of HCS feasibility will include the project success
criteria. This clarifies to project managers that a positive ROI is not the only indication of
feasibility, but other factors such as integrating the system parallelly and replacement in phases
can dictate the conclusion too

Feasibility Study Sample diagram

Executive The issue within this assignment is to recover a failing project of Asia
summary Pacific Exchange Pte. Ltd. (APEX) by finding the appropriate project
management tools and techniques. As our assigned group of 4 project
members produce results, they will create efficiency in the financial and
technical value of governmental and private organizations. This is
necessary because it affects Malaysia’s human capital management
systems.
Description of As for the IT support system, the project possesses the GITS protocol
the IT support system that is used for its ICT processes.
system

Technological Considerations related to technological processes and approaches for this

Considerations project conclude the services of a popularly adopted ICT consultancy
service provider I.e., Global IT Services (GITS), local application vendors,
IT related technical professions and cloud services for the application
systems.

P a g e 17 | 20
Staffing 1. Project Manager roles:
a. To secure all the necessary technological staff and
resources
b. To implement the new system within 6 months of project
initiation
c. To manage the project finances
2. Programmer roles:
a. To code the application software
3. System developer roles:
a. Responsible for parallel integration of the new system
b. Responsible for
4. L1 and L2 technicians
a. Tasked with communicating with users
b. Tasked with responding to client queries
5. IT security professionals
a. To protect the system’s digital assets
b. To ensure the confidentiality of Human capital information

Schedule At the end of the 30th Day:

1. 20% of the system application is completed
2. System developers and other stakeholders have decided on the
method of integration
At the end of the 90th day:
1. 50% of the application software is completed
2. L1 IT support is provided through GITS Malaysia
At the end of the 180th Day:
1. L1 and L2 support is provided through GITS Malaysia
2. All apex branches use a centralized system

Financial - Estimated loss of 1M dollars per year with the use of the old
Projections system
- Estimated cost of 3M dollars for implementing the HCS system
- Estimated turnover of 2M dollars in the next 5 years
Findings According to the study. Taking into consideration a loss of 1M dollars per
year and the resources needed to complete the project successfully, a
positive return on investment can be achieved within 5 years of
implementing the project.

P a g e 18 | 20
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