Project Management Processes and Methodologies (In Case of ABC

Company)
 Table of Contents

1. Introduction 3

2. Critical Analysis and Evaluation of the Literature 4

2.1 Project Management Processes and Methodologies....................................................4

2.2 Portfolio Management.................................................................................................5

2.3 Program Management.................................................................................................6

3. Evaluate Lock's Typology to Compare ABC's Project Categories 7

3.1 Routine Projects...........................................................................................................8

3.2 Program Projects.........................................................................................................8

4. Operational Effectiveness for ABC 9

5. Conclusion & Recommendations 10

References 12
 1. Introduction

Project management is crucial for businesses because it helps them to finish challenging

projects within a specified timetable and budget (Wells, 2012). However, good project

management is crucial for achieving success and maintaining a competitive edge in today's

fiercely competitive business environment (Jovanovic & Beric, 2018). This essay emphasises

project management methodologies and processes, portfolio management, governance,

programme management, and project management levels. This study's primary objective is to

analyse the relevant literature on project management in context of a hypothetical

construction business (Jovanovic & Beric, 2018) ABC, which has been hired by the

government of a developing nation to complete a series of infrastructure projects. This study

will provide a complete overview of the several project management procedures and

methodologies, portfolio management, governance, programme management, and project

management levels that ABC should consider to ensure the successful completion of projects.

Despite annual sales of $1 billion, ABC is a powerhouse in the building industry. Due to its

proven ability to carry out large-scale infrastructure projects, the government of a developing

country has selected the company. The projects include a brand-new international airport, an

upgraded communications infrastructure, and the construction of three bridges over a river of

varying widths. The study asserts that ABC must evaluate all of these factors to ensure that

infrastructure projects are completed on schedule and under budget while meeting the quality

requirements and expectations of the government of the developing nation. However, study

will be closed with comprehensive discussion of project management methods and processes,

portfolio management, governance, programme management, and project management levels.

It describes the relevance of each of these factors in the context of the infrastructure projects

ABC is doing for the governments of developing countries. By a comprehensive review of

the relevant literature, this study aims to provide ABC with the knowledge and skills essential

for effective project management and successful project completion.

2. Critical Analysis and Evaluation of the Literature

Project management is a complex process that involves a wide range of activities,

from planning and executing projects to monitoring and controlling them (Chin, Spowage

&Yap, 2012). To ensure the successful completion of a project, it is crucial to adopt effective

project management processes and methodologies to enable organisations to manage risks

(McDonnell & Valbruzzi, 2014) , optimise resources, and deliver projects within a defined

time frame and budget (Li, Wang & Zhang, 2022). This critical analysis and evaluation of the

literature focuses on project management processes and methodologies, portfolio

management, governance, program management, and levels of project management, and their

application to a fictional construction firm, ABC.

2.1 Project Management Processes and Methodologies

Effective project management processes and methodologies are essential for the

successful completion of projects (Tavan & Hosseini, 2016). The most common project

management methodologies include Agile, Waterfall, and PRINCE2 (Tavan and Hosseini,

2016). Each methodology has its strengths and weaknesses, and organisations need to select

the one that best fits their requirements (Verga Matos et al., 2019). ABC, being a major

international construction firm, should adopt a methodology that is flexible, adaptable, and

can manage multiple projects simultaneously. However, agile project management can be an

ideal methodology for ABC to follow, as it provides a framework for iterative and

incremental delivery of projects (Dybå, Dingsøyr & Moe, 2014). This methodology is

particularly suitable for complex and dynamic projects, such as the infrastructure projects that

ABC has undertaken in the developing country (Dybå, Dingsøyr & Moe, 2014).
 Figure 1: Organisational management as project management (Adapted from Ozmen, 2019)

2.2 Portfolio Management

Portfolio management involves the selection, prioritisation, and management of

projects that align with the organisation's strategic objectives. It helps organisations to

allocate resources effectively, balance risk and return, and ensure that projects deliver the

desired outcomes (Siew, 2015). In this way, ABC needs to develop a portfolio management

strategy that enables it to manage its multiple projects efficiently. This strategy should

include clear understanding of the organisation's goals, comprehensive portfolio management

process, and effective communication between project teams and stakeholders (Kaiser, El

Arbi & Ahlemann, 2015). In addition, governance in project management refers to the

framework of policies, procedures, and standards that guide management and execution of

projects. It ensures that projects are managed in a transparent, accountable, and responsible

manner (Jonas, 2017). However, ABC needs to establish a governance structure that ensures

effective decision-making, risk management, and project control. The governance structure

should include clear roles and responsibilities, effective communication channels, and robust

reporting mechanisms (Jonas, 2017).

 2.3 Program Management

Program management involves the coordination and management of multiple related

projects to achieve common goals. It provides a framework for managing the

interdependencies between projects, optimising resources, and delivering projects within the

defined time frame and budget (Hartman, 2021). ABC should adopt program management

practices to manage its multiple infrastructure projects effectively. This will enable the

organisation to identify and manage risks, optimise resources, and ensure that projects deliver

the desired outcomes. More specifically, project management can be divided into three levels:

strategic, operational, and project levels (Jiang, Klein & Fernandez, 2018b). Due to this,

Strategic project management involves the alignment of projects with the organisation's

strategic objectives. Meanwhile, operational project management involves management of

day-to-day project activities (Jonas (2017). In this way, project-level management involves

the management of individual projects. In addition, ABC needs to develop a project

management strategy that considers all three levels of project management (Kaiser, El Arbi &

Ahlemann, 2015). This will enable the organisation to manage its infrastructure projects

efficiently, ensure alignment with its strategic objectives, and manage risks effectively.

Figure

2: Project

Management Methodology inputs & outputs (Adapted from Ozmen, 2019).

 3. Evaluate Lock's Typology to Compare ABC's Project Categories

Lock's typology of projects is a valuable tool for classifying and assessing the

distinctions between different kinds of projects. There are three categories in the typology:

routine, project, and programme (Williams, 2005). In the instance of ABC, the business has

been given a contract to carry out a series of infrastructure projects over a four-year period.

These projects involve the design and construction of a new international airport, a new

communications network, and three bridges across a river of varied lengths (Hetemi et al.,

2017). However, use of Lock's typology for projects to examine distinctions between the

project types that ABC handles in all of the aforementioned situations contained in the tender

(Hetemi et al., 2017). While, using Lock's project typology, we can examine the distinctions

between the sorts of projects that ABC is handling as part of this bid. The building of the new

communications network may be classed as a normal project due to the existence of well-

established processes and standards. A thorough knowledge of the work can be

accomplished, and a low degree of complexity and risk (Cantarelli et al., 2010).

Figure 3: Lock Typology in construction project (Adopted from Li, Wang & Zhang, 2022).
 The building of the new international airport and the three bridges, on the other hand,

are project projects since they are unique and need specialised knowledge and skills to

execute (Cantarelli et al., 2010). These projects include moderate to high levels of complexity

and risk and have broader scope and bigger budget than ordinary initiatives (Dybå, Dingsøyr

& Moe, 2014). Particularly, effective project management approaches, such as agile project

management, will be necessary to successfully manage risks and provide the intended results

(Hetemi et al., 2017). In addition, infrastructure projects as a whole may be classified as

programme projects due to their strategic character and the requirement for coordination and

administration of several interrelated projects to reach shared objectives (Jiang, Klein &

Fernandez, 2018a). Hence, effective portfolio management methods will be necessary to

manage interdependencies, optimise resources, and achieve the intended results. This will

need efficient lines of communication, well-defined roles and rigorous reporting procedures

(Kaiser, El Arbi & Ahlemann, 2015).

3.1 Routine Projects

Specifically, work on a routine project is straightforward since everyone involved

knows exactly what has to be done and how. The complexity and danger of such endeavours

are usually low (Bygballe et al, 2021). In addition, ABC's telecommunications network build

out seems to fit the profile of a typical business endeavour. The work to be done on this

project is well defined, and there are established protocols and guidelines to follow

(McDonnell & Valbruzzi (2014). The project's scope, timeframe, and budget are all well-

defined, so there's little room for error.

3.2 Program Projects

Projects are unique endeavours that need specialists with specialised skill sets.

Typically, the complexity and risk of such endeavours vary from moderate to high (Shastri,
Hoda & Amor, 2020). The three bridge projects of ABC and the new international airport are

both construction projects. Due to the intricacy and specificity of these endeavours,

substantial training and expertise are required (Ozmen, 2019). While, complicated and

dangerous projects have a greater scope, a longer timeline, and greater budget than simple

ones. In addition, agile project management, programme management are few of the effective

project management tactics required to execute these projects effectively by minimising risk

(Ozmen, 2019).

Nonetheless, programme projects are defined by their strategic orientation, which

necessitates the management of several interdependent initiatives to achieve a single purpose.

However, complicated and dangerous projects such as these need an all-encompassing

portfolio management strategy to manage dependencies, maximise resources, and effectively

finish the task (Wells, 2012). In the case of ABC's infrastructure initiatives might be

considered instances of programme projects. Specifically, to take these plans to completion,

the organisation requires a comprehensive portfolio management strategy that aligns with its

long-term objectives (Verga Matos et al., 2019). This strategy should include dependable

reporting methods and clearly defined roles or responsibilities for effective channels of

communication.

4. Operational Effectiveness for ABC

ABC's operations will only be effective if it adopts a complete strategy that considers

the strategic, operational, and project levels of the projects it manages. However, ABC must

ensure that its activities align with the long-term aims and objectives of the organisation. This

process includes determining the organisation's general objectives and their relationship to

infrastructure efforts. Specifically, ABC will be able to focus its efforts and use its resources

most efficiently, resulting in the desired outcomes. At the operational level, ABC must ensure
that it has the resources and capabilities necessary to accomplish projects effectively. Among

the project management methods and strategies that must be created are risk management,

quality management, and stakeholder management.

In addition, ABC must also ensure that it has the necessary technology to carry out the

projects properly. Due to this, to produce or acquire new talent, it may be required to invest in

training and development programmes to reach this objective. The company must ensure that

it has the necessary infrastructure in place to accomplish each project properly (Tegethoff et

al., 2023). This requires the preparation of precise project plans and timeframes, as well as

the identification and mitigation of any possible dangers. For this purpose, ABC must

establish sufficient channels of communication to keep stakeholders informed of project

progress and engaged (Bălău, 2015). In this way, companies could adopt a data-driven

approach to project management in order to achieve operational success on all levels. By

using data and analytics, companies will monitor and adjust the situation until it is optimal

(Ricardianto et al., 2022). This will enable companies to identify issues early and execute

fixes, as well as identify development opportunities and new ideas (Bygballe, Swärd &

Vaagaasar, 2021). In this process, ABC must adopt a multidimensional approach to its project

management in order to achieve operational effectiveness. Nevertheless, ABC can maximise

resources and achieve its goals if it aligns projects with its vision and mission, employs

project management procedures and techniques, and is data-driven.

5. Conclusion & Recommendations

In conclusion, this essay has conducted a critical analysis of literature on project

management procedures and techniques, portfolio management, governance and programme

management, and the many stages of a project, with a focus on the fictitious worldwide

construction company ABC. The essay has emphasised the significance of taking a holistic
approach to project management that takes into account the many levels of a project and

matches with the company's overarching vision and goal. For this purpose, ABC must match

its infrastructure initiatives with its overall aims at the strategic level in order to maximise its

resources and efforts. ABC must build clear project management procedures and techniques

and acquire the required skills and knowledge to deliver projects successfully at the

operational level.

At the project level, ABC must ensure that it has the required systems and procedures

in place to successfully complete each project, and it must take a data-driven approach to

project management. In addition, by assessing the many project types managed by ABC

using Lock's typology, study has observed each project has distinctive features that need

distinct management strategies. Then these points conclude that ABC likes firm management,

and communication per suggestions for future project activities. Moreover, ABC should

continue to use data and analytics to continuously enhance the success of its projects. Finally,

the project management literature gives significant insights into how ABC firms successfully

manage its infrastructure projects. ABC may achieve operational success across all levels of

its projects by taking a holistic approach to project management, aligning its projects with

corporate goals, and implementing clear project management procedures and techniques.
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Management: An Invitation to Investigate Programs Where IT Plays a Significant

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Result & comments: 55%

Introduction

The introduction tries to set the scene and outlines some of the approaches taken in

addressing the task. The background is relevant to the task, and the information

describes the scope, objectives, and methods of investigation.

There is a presentation of the project with good theory but limited related application

relating to the question. You need to provide a better assessment according to the brief.

Furthermore, a largely descriptive narrative paper, what is required is that you actually

go beyond the descriptive and offer practical examples and imagery. For example,

instead of describing what is a typology, risk, or RACI chart, provide an actual WBS and

Gantt chart using .Also, cite more consistently Harvard style and use more sources

especially those from the last three years. Use more data information, examples, images

cited and increase the citation, use more than 8-9 sources
Main Body

This essay has demonstrated some understanding of the topics above in the context of

the ABC company and its management processes.

To improve this paper could include additional practical applications of the theoretical

concepts with real-life examples, all cited, to support the discussion and provide good

evidence. Hence, the critical evaluation needs to make more effective use of evidence

and scholarly sources for the topic under investigation.

Furthermore, to improve when talking about these project management portfolio and

programmes modalities, building or showing project management capability. There is a

need to differentiate things between each project and ascertain what is alike or different

between each project. Thus, we need a typology to differentiate and see which are alike

or dissimilar given these infrastructural projects to deliver an airport, telecoms and

bridges. By typology of initiation and implementation capability the analytical questions

that you are to answer, should be charted out in a mixture of narratives, statistics, and

evaluated by showing other real-life projects, and charting out including the following:

1. What concrete steps are required, and what activities need to happen to solve the

ABC problem?

2.How are you expected to go through each of the projects from initiation to close?

Linear (waterfall) life cycles, Iterative (agile) life cycles or Hybrid life cycles What is a

project management life cycle? | APM

https://www.apm.org.uk/resources/what-is-project-management/what-is-a-life-cycle/

3. Graphically depict the Project lifecycle, in the first phase initiate (in a table, image or

graph in the body or appendices, show the Who, what, where, when how etc. These are
documents in a project charter and a stakeholder matrix providing directions and

defining goals.

4.The second planning phase: define how to get to the goal. In this planning phase, plan

how each project will be delivered, including the conduct required to deliver the goals,

output. How will the project portfolio operate, and who will conduct the project, plan the

communication, budget, tools, and mitigation. Determine if the projects will be delivered

through Agile (in sprints) or Waterfall? etc. Thus, have you communicated in this

assessment step by step how to deliver each project and how to conduct it practically

5. Depict at least all the phases graphically e.g. what are the execution constraints

during monitor and control. If projects are inadequately monitored and controlled, they

can go off track. So how will each project go to plan without being delivered late, or with

less accidents. This is a problem-solving stage that enables figuring out how to stay on

track, while working to monitor and control everything e.g. the team, risk, staff issues,

and any changes to the project required given the scope, time and budget constraints.

6.Then how would projects be closed? What are the expected deliverables, and what did

the contract specify would be the final output (s)and could this be delivered, and done

during closing? At this stage the contract is closed, and team feedback is included in the

recommendations. Hope you looked at each deliverable and ensure it can be done to

close the project. If any work will continue, by who, will transference be better if the work

will continue

7. Thus, you critically analyse each phase of the project lifecycle and depict with real

project examples, images, statistics, tables etc to demonstrate excellence.

Furthermore, critically evaluate and showcase the following.

9. Stakeholders: define, depict and evaluate the internal and external project

stakeholders for each, a RACI Matrix is required here.

10. Project Charter: Every project starts with a purpose and charter defining the project

who, what, where, when, how

11. Deliverables: What are the expected project outputs, the plans to use, steps to take,

12.Work Breakdown Structure (WBS): What is WBS the high-level plan for all these

projects, are these deliverables based or phased based? Showcase the WBS in a tree

map, showing the excavation, plumbing etc

13. Project Schedule: Use Microsoft LibreOffice to showcase how you transferred the

WBS into a schedule showing the resources required and timed duration.

14. Triple constraint: Determine and show the impact of the project scope, time and

budget

15. Baseline: Showcase and always know here the project started from to update the

plan

16. Risk: Define the risks that could occur and have a mitigation plan. Use a Risk

Register to define the impact and severity of relevant risk.

17. Project status reports: These are either qualitative, quantitative or both.

The above are some ways you were expected to show the following

1. The relationship between project management processes and methodologies.

2. Determine the difference between portfolio management, governance and programme

management.
3. Evaluate the relationship between strategic, operational, and project levels, and the

broader environment in which operational effectiveness can be achieved.

Conclusion

There should be a better recap of some of what was mentioned in the main body of the

essay, and a reflection on the key points of the discussion, including recommendations

for future project actions.

Formatting and Referencing

A presentation could better conform to principles of academic writing by researching and

writing more extensively. To improve use more applied project evidences Harvard-style

referencing and citations for all and use more resources and data from the last three

years,

Your TurnItIn similarity of 4% is good.

Please get in touch with Student Help for support to improve related academic skills.

The Student help centre can be found here https://vle-ljmu.unicaf.org/course/view.php?

idnumber=help
Overall, this is a paper with some project theory but limited application. Finally, recall

that an essential part of the project being considered required critical analysis of the

frameworks/models, then applied with real-examples relevant to the

case/industry/company with Harvard-style citations of all text, images, linked to the

project lifecycle, methodologies, tools, frameworks, statistics, graphs, analysis tables

and practical company examples.

Please don't hesitate to get in touch if you have any questions. All the best.

Kind regards

Dr George