PPMP20009 Project Management Methodology: Agile, PMBoK & Plan

This essay provides a comprehensive analysis of Agile and PMBoK project management methodologies, examining their application in software development and construction contexts. Task A explores the adoption of Agile methodology, highlighting its benefits for software organizations and referencing case studies where Agile proved superior to traditional Waterfall models. Task B critically evaluates the statement that PMBoK dictates a Waterfall methodology, arguing that PMBoK is a flexible framework adaptable to various project types. The essay then illustrates how a Chief Operating Officer successfully implemented PMBoK's stepwise methodologies to enhance home design and construction. Task C discusses the implementation of project management principles. Task D presents an improvement plan for teaching and learning, detailing tools and techniques for identifying problems, quality control measures, and long-term benefits. The essay concludes by emphasizing the importance of stakeholder engagement and continuous improvement in project management.

Running head: METHODOLOGY OF A PROJECT MANAGEMENT
Methodology of a Project Management
Name of student
Name of University
Author’s Note

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Table of Contents
Task A:.............................................................................................................................................4
Adopting Project Management Methodology (Agile).....................................................................4
References........................................................................................................................................6
Task B..............................................................................................................................................7
Adopting Project Management Methodology (PMBoK)................................................................7
References......................................................................................................................................11
Task C............................................................................................................................................12
Implementation of Project Management.......................................................................................12
References......................................................................................................................................15
Task D............................................................................................................................................16
Improvement Plan in teaching and learning..................................................................................16
Executive Summary.......................................................................................................................16
Introduction:..................................................................................................................................16
1. Tools and techniques available to find the cause of the problem:.............................................17
1.1 Approach to the teaching:....................................................................................................17
1.2 Ineffective learning:.............................................................................................................17
1.3 Poor teacher student relationship:........................................................................................17
1.4 Irregularity in the attendance of the students:......................................................................17
2. Basic quality control tools to keep track of key performance measures:..................................18

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2.1 Outcome assessment:...........................................................................................................18
2.2 Formative evaluation:..........................................................................................................18
2.3 Repeated assessment of teaching quality:............................................................................19
2.4 Continuous evaluation of the student learning progress:.....................................................19
2.5 Direct question answer session:...........................................................................................20
2.6 Review of student daily attendance:....................................................................................20
2.7 Just-in-time teaching:...........................................................................................................20
2.8 Two best tools to meet the intended goal:............................................................................20
2.8.1 Track of attendance:......................................................................................................20
2.8.2 Repeated assessment of teaching quality:.....................................................................21
2.9 Two additional tools to ensure quality learning:..................................................................21
2.9.1 The concept of minute papers:......................................................................................21
2.9.2 Collection of course note from students:.......................................................................21
3. Implementation of continuous assessment:...............................................................................22
3.1 Teaching quality improvement:........................................................................................22
3.2 Attendance track:.................................................................................................................22
3.3 Performance evaluation:......................................................................................................22
4. Issues with the assessment plan and possible solutions:...........................................................23
4.1 Teaching quality:..................................................................................................................23
4.2 Performance evaluation:......................................................................................................23

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5. Long term benefits of the project:.............................................................................................23
Conclusion:....................................................................................................................................24
References......................................................................................................................................25

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Task A:
Adopting Project Management Methodology (Agile)
For a software organization, the Life Cycle of Software Development always follows
specific software that enhances, maintain, develop, replace or otherwise alter. This will improve
the quality of the software to develop the whole process. For any kind of application or product
development, the most important thing is to choose exactly the right type of model. In any IT
project todayagile methodology aims to develop technology with a fast-change. The
development of the agile software increaseswith the number of companies. In the same way the
local and reputed business of Australian organizationsoftware, follow the similar trends. The
methodology of the agile process uses integration that is continuous and iterative or uses a
planning phase(Abrahamsson et al. 2017). By using this methodology with collaborative
measures, the customer satisfaction will be increase. However, for the software organization,
development methodology of agile in combination with the project of traditional management is
more feasible and preferable.
To support the evidence for Client A,a case study been done to adopt the new agile
methodologyof the software development(Zahedi, Shahin& Babar 2016, pp.995-1019). There are
various area that provide software solutions to company that focus on the outsourcing firm.There
were expertise who delivers development in website and applications in the mobilethat are
mainly from the Asian nations, Australia and United States(Usman 2016).In all the four years,
they all made an approach to waterfall model. The main drawbackswere found in the traditional

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method and this method has affected to the project success. For this reason, the company director
will adopt a development methodology for new software.
The next evidence that support Client A is the case study of the company were they offer
some solution and also some services of the software for every businesses and customers that are
in the market that supply business software.Therefore, for a best quality product they have
provided innovative solutions and ideas that where revolutionary(Burmeister, Lüttgens and Piller
2015, pp.1-31). They have ensured the satisfaction of the customer and paid high attention to the
concept that are customer-oriented. After being offering innovative, friendly and adaptive
products to the customer, the approach made to waterfall model lead to some limitations of the
flexibility and optimization. This limitation had prevented from reaching the process of
development. The CEO then took the agile methodology part that is the Scrum so that the
working model problem can be addressed.
If a comparison is made with the agile and the traditional method, the most suitable
would be the Agile method. The main reason for this is that the project duration will be shortwith
the development of the software.The customer satisfaction increases with the implementation of
agile method. This serves some solution for the rapid changes of the project requirement.The
project has then managed with the different stage of the stage-gate model(Cooper 2016, pp.21-
29).
From the above report, it has concluded that the concept adopted by Adam for the Agile
Methodology is justifiable for the project of IT. For the project life cycle, it usesintegration that
is continuous and iterative or uses a planning phase. By using this methodology, the satisfaction

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of the customer increases with collaborative measures. Thus,development methodology of agile
is more feasible and preferable.

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References
Abrahamsson, P., Salo, O., Ronkainen, J. &Warsta, J., 2017.Agile software development
methods: Review and analysis.arXiv preprint arXiv:1709.08439.
Burmeister, C., Lüttgens, D. and Piller, F.T., 2015. Business Model Innovation for Industrie 4.0:
Why the Industrial Internet Mandates a New Perspective on Innovation.vol. 0, pp.1-31.
Cooper, R.G., 2016. Agile–Stage-Gate Hybrids: The Next Stage for Product Development
Blending Agile and Stage-Gate methods can provide flexibility, speed, and improved
communication in new-product development. Research-Technology Management, 59(1), pp.21-
29.
Usman, M., 2016.Diminution of Issues and Challenges when Using Scrum in Global Software
Engineering.International Journal of Technology and Research, 4(2).
Zahedi, M., Shahin, M. & Babar, M.A., 2016.A systematic review of knowledge sharing
challenges and practices in global software development.International Journal of Information
Management, 36(6), pp.995-1019.

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Task B
Adopting Project Management Methodology (PMBoK)
“PMBoK with its five process group, namely initiating, planning, executing, monitions
and controlling and closing, dictates a Waterfall methodology. PMBoK suggests project
managers to walk through these Groups in a neat and linear order. PMBoK is a standardized
waterfall approach. With PMBoK, you plan for the entire project once and only once” This
statement says PMBoK dictates a Waterfall methodology that is not agreeable. Both the models
are not same. This is because Waterfall methodology is for the process of development or design
and PMBoK is a repository technique where the development process has managed for the
project(Harb,Noteboom&Sarnikar 2015, p.33). This PMBoK guide has five groups and these
five groups consist of 45 processes that have 10-area knowledge(Duffield &Whitty 2015,
pp.311-324). However, PMBoK and Waterfall are not tied together inextricably but are related to
the environment of Waterfall model because the project manager aspect is cover by it. The
PMBoK practices are not that useful for the practice of Waterfall model.
The Chief Operation Officer, Barbara found PMBoK is comprehensive and exhaustive to
elaborate the life cycle process of project management. Barbara thought of implementing the
step-wise methodology of PMBoK(Ilin et al. 2016, p. 05028). This implementation tailors the
project construction and engineering to meet the needs that are based on type, complexity, size
and the project industry taken. The PMBoK project is evolved in the knowledge of working
body, as it is the root of the project to start. Therefore, what Barbara did for Australian is that, he
though to create an innovative design with quality home. With this idea, the company reached

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the home design excellence and has become the Australia’s market leaders. The project is broken
into five steps of PMBoK step-wise methodologies. The background of the organization has
follow to execute, plan, and to manage a project with the steps given below:
The process of Initiating : In the process of initiating a home, the formally authorized
sponsors involve the set of vision in the designing and construction. In this process group, the
first thing is to identify and consider the stakeholder before starting the project because
stakeholder plays the main role in making the project or breaking the project. It is the
responsibility of the management to choose and decide whom to authorize as a project manager
to design and construct a home.
Making a plan: The total scope of the project is to plan and establish it. With progressive
elaboration, the project document has developed in a detailed level. The appendices show a
pictorial illustration that provide a forty-two process of planning provided in the PMBoK guide.
Through the organization, the guide will help customer to decide and build a dream home. The
team of the project will decide to choose the process. The entire process has decided with the
stage of pre-construction and construction. Before the construction stage, customer will do
selection of the details of the home and the floor plans. Once that has done, the contracts will be
signed and the approval and the permits will be getting from the council of the city. Now in the
construction stage, consider all the risk and get ready with a respond. Further, in the entire
project life cycle manage a plan and later engage them with stakeholders. It is to be noted that if
the preparation of the plan fails then the blue print created to build the architecture will also fail.
Executing: After the planning done, the work will be executed. In accordance with the plan of
project management made, it is needed to decide the way to execute it and the teamwork tracking

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will be kept. When the project team starts the work regarding the resource, the project manager
would do the co-ordination. For a successful execution of the project, it is important to develop a
team. The manager of the project will manage the stakeholder and will manage the
communication. This will ensure the manager about the project and the product quality. Most
projects deliverable is produce by executing the budget spent. In that case, most likely the
stakeholder decides to change the request. The control board then will either approve or will
reject and based on that the member of the team will decide to implement the change that has
approved. It is not enough to execute the project but also keep project track report.
To control and monitor: For the whole project, controlling and monitoring will not be linear.
It will hover, regulate and track the process review and project performance and then make the
changes required in the plan. This will track the variance of the project and later actions will be
taken correctly. To meet the project objectives a constant vigilance, tracking and reporting will
be kept.
Finally closing: When the project complete, it is then close. Later with the close of the project,
the customer will do an inspection. When the customer thinks that they are happy with it then the
organization will decide a settlement day to book and handover the customer the new home. In
any case, the customer is unhappy, and then the organization can show it to the next customer. At
the final stage of payment, the manager of the project should close the project and the contracts.
With this plan, the project manager will also learn a lesson that will help them to improve their
project in future.
In all this process of the project management, the main impacts were on the stakeholders. When
the project is completed the effect of the project execution were also on the stakeholder.

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Therefore, it is very important that success can be achieved for the project. For this stakeholder
identification is necessary for all the changes that arise(Sánchez 2015, pp.319-330). It is noticed
that any one or more stakeholders are involved in the engineering and the construction project.
The product owner has the responsibility to fulfill the stakeholder requirement because
implementation of project impacts the stakeholder. For the organization the end user should be
satisfied and values are added to every step(Staniszkis 2015, pp. 3-19).