Project Management Report: KHEW Engineering PLC, UK Relocation

This report examines project management methodologies, specifically focusing on the relocation of KHEW Engineering PLC's Project Management Office from Singapore to the United Kingdom due to Brexit benefits. It begins with an executive summary and then presents a timeline of various project management methodologies, including Waterfall, Agile, Scrum, Critical Path, Critical Chain, PRiSM, PRINCE2, Kanban, Lean, and PMBOK. A literature review explores the benefits of project management methodologies, such as increased project success, consistency, flexibility, and risk reduction, while also acknowledging limitations and the importance of aligning methodologies with organizational processes. The report then selects and discusses the Agile methodology in detail, outlining its pros and cons and providing a justification for its selection. Finally, the report concludes with a roadmap for implementing the chosen project management methodology.

Running head: PROJECT MANAGEMENT
Project Management
[Name of the Student]
[Name of the University]
[Author Note]

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Executive summary:
KHEW Engineering PLC is an organization situated in Singapore is associated with making
plans for relocating its Project Management office from Singapore to the United Kingdom.
The major reason for this is that the organization has understood the various benefits which
are likely to be gained by the organization due to the Brexit. This is the report which has been
discussing about the various project management methodologies that are likely to be used by
the organization while shifting its project management office. The literature review has been
associate dwith discussing about the about the main features of the project management
methodology mentioned in the timeline. Followed by this an appropriate methodology that is
the agile methodology has been selected and discussed. The pros and cons of the project
management methodology has also been provided along with the justification for selecting
the agile methodology. Lastly the report presents a roadmap for the PMM implementation.

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Timeline
There exists different type of Project Management Methodologies which can be
implemented in order to achieve success in a project. The Project Management Methodology
is selected in accordance to the type of project that is going to be conducted. Below are listed
some of the project management methodologies which can be used for the different kind of
projects.
1. Waterfall:
Waterfall methodology is considered to be one of the simplest strategy that can be
implemented in a project which is short and is not complicated. Along with this waterfall
methodology can also be considered as a linear and sequential methodology which is
associated with simple listing of the tasks in a sequential way which are checked as he
projects moves forward. In this type of methodology, the tasks cannot be initiated unless and
until the previous task is completed and besides this it is also impossible to return to the
previous task as well (Martinelli and Milosevic 2016).in order to make the waterfall project
management methodology achieve success it is to be made sure that all the steps are being
accomplished and are arranged in a logical chronological order.
2. Agile:
This is the project management methodology that is fast and is also associated with
continuous improvement of the process. This was popularized mainly by the software
developers however this methodology has now been adopted by almost each and every teams
and industries. Agile methodology is associated with the usage of the sprints which are the
short project cycles that are responsible for the continuous release of the enhancements to the
products or services. Besides this the flexibility provided to the sprints is associated with

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allowing them in making the last minute changes and this initially results in high quality
deliverable. This type of methodology is best suited for those project teams which require
flexibility and speed.
3. Scrum:
Agile methodology is mostly associated with providing of guiding principles whereas
the scrum methodology is associated with working within the Agile Framework so as to
provide a specific set of rules for the project management. This methodology mainly includes
the processes needed for identification of the tasks, the resources, date for completion and
many more. This methodology is mainly designed so as to ensure fast delivery of the tasks
assisted by rapid feedback cycles and responsive changes (Uhl and Gollenia 2016). Close
collaboration is considered to be the primary element that this methodology is having and the
teams are associated with working upon the sprints together along with conducting short and
daily standup meetings so as to provide reports about the progress. It is essential that each
sprint is associated with the production of the usable products. This methodology is also
considered to be an iterative methodology that is largely used by the software industries for
the purpose of developing a product. However, it is also possible to apply this methodology
in smaller projects which involves high level productivity and requires an intensive rate of
refining.
4. Critical path:
Cases when there is a need of methodology that would be helping in the process of
understanding the interdependency of the resources it is suggested to use to the Critical Path
Method. This is the project management methodology that involves the gathering of the
activities that are required for the purpose of completing a project and also for the purpose of
sorting the activities in accordance to the duration and the dependencies (Marcelino-Sádaba

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et al. 2014). For example, in a project which involves the publishing of a software update
would be including an activity of writing the technical documentation and this would be
requiring an time of 6 hours and is dependent entirely upon the finalization testing. By
making use of the CPM methodology it is possible to see the critical and non-critical
relationship that exists in between the tasks and the set timeframes in an easy way so as to
complete the project. This methodology is best suited for the projects which are considered to
big initiatives that are dependent upon a variety of resources that interact by making use of
complex processes.
5. Critical Chain:
Unlike CPM which I entirely built upon the order to the task and the resources, the
CCM or the critical Chain Method is associated with extending the CPM to factors in the
resources availability. This methodology is associated with the development of hierarchy of
the activities and the work streams that are based upon the access to the resources (Joslin and
Müller 2015). One of the primary tactic that this strategy includes is the addition of the buffer
to the task chain so as to make it accountable for the scarcity in the resources and the to
protect the schedule of the project. CCM is better for the teams who needs to prioritize their
tasks by considering the renewability of the resources and the minimal time that is needed for
completion.
6. PRiSM:
PRiSM or the PRoject Integrating Sustainable methods” is the PMM which mainly
focuses upon the developments that are socially responsible. This is also considered to be an
eco-friendly or green project management which is associated with considering the long-term
sustainability by having a goal of reducing any kind of economic, social and environmental
effects that are caused by the project (Hornstein 2015). This is the methodology that is

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primarily used for the development of real estates, infrastructure projects and construction
projects.
7. PRINCE2:
PRINCE2 or the PRoject IN Controlled Environment is the standard methodology
that the U.L government is having, however this methodology has also been implemented in
various other industries and companies as well (Turner 2016). PRINCE2 methodology is
entirely dependent upon the consistent processes, controlled stages, resources allocated in a
proper way, review of the regular progress and the alignments with the business
justifications. A board is responsible for overseeing the entire project when the project team
is associated with the execution of the plan. This is the tactic that is best suited for the
organizations large in size in which an extensive documentation and process management is
required.
8. Kanban
This was invented by Toyota in the year of 1953. Kanban is the project management
methodology that is associated with the moving of the tasks along the stages to a well-defined
work flow in the assembly line fashion. This method is considered to be a subset of the agile
methodology, however this methodology is much more flexible and the primary goal of this
methodology is efficiency (Joslin and Müller 2015). A broad view is used by this
methodology for the purpose of mapping and visualizing the progress of the team regarding a
certain task. In the methodology the flow of work is continuous where the backlogs are
tackled in accordance to the importance. This type of methodology is ideal for teams which
need constant output from a project and is willing to maximize the efficiency. Kanban is
famous amongst the teams associated with product development and the automakers.

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9. Lean
Lean is another project management methodology which is another form of Agile
methodology that is associated with targeting the aim of doing more by using less
(Marcelino-Sádaba et al. 2014). Division of the tasks into smaller section is done by the agile
as well as by the lean so as to execute those tasks individually. Lean is associated with the
addition of streamlined workflow to each part of the project so as to make an effort of
removing any kind of efforts that are excess in amount. A special emphasis is laid upon the
processes which are standardized and helps in continuous driving of the various improvement
along with helping in maximization of the efficiency. The techniques related to project
management methodology is ideal for small teams who are having tight budgets along with
other constraints and still is in need of delivering outputs of significant value.
10. PMBOK
PMBOK technically cannot be considered as a methodology. This is considered to be
the Project Management Institute’s entire collection which is consisting of various
terminologies, best practices, collection of processes and guidelines. PMBOK or the Project
Management Body of Knowledge acts as the ultimate guide to the various project
management standards in any kind of industry and is associated with outlining the five major
processes of any project which includes the planning, initiation, execution, controlling and
closure of the project (Uhl and Gollenia 2016). This is continuously being updated by the
various continuous updates with new information and methodologies.
Methodology Timeline
1910
-
1920-
1930
1930-
1940
1940
-
1950-
1960
1990-2000 2000-2010 2010-above

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1920 1950
Waterfall
Agile
Scrum
Critical path
Lean
PRiSM
PRINCE2
Kanban
Critical
Chain
PMBOK
Literature review:
According to Kerzner (2017), the major goal of project management methodology
involves the increasing of the probability of delivering the projects successfully. Besides this
the PMM is also going to bring consistency as well as flexibility which in turn would be
responsible for the increase in efficiency of the team. There are also some other benefits of
project management methodology which includes the better controlling of the project by

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better management of the goals and scope of the project, reduction of the risks, faster market
for time and more efficient processes. The processes generally include the different decision
making process the quality management process and better customer satisfaction, better
management of knowledge. This is by enabling of the exchanging of information between the
projects and by enabling of more time for the valued added activities. However, despite of all
this the methodologies by itself is not sufficient and are also not the preconditions that are
needed for achieving success in a project. In cases when a project scope ad he contexts are
not understood fully by the organization or by the project team then there would not exist any
such tool or technique within the any of the methodology which would provide the guarantee
about the success of the project (Nicholas and Steyn 2017). Besides this the usage of the
inappropriate methodology is also likely to have a negative impact upon the success of the
project or is responsible for making the process of managing the project much harder.
According to Binder (2016), one of the precondition which leads to the success of the
project management methodology is the usage of the coherence with the other processes of
the company. And this is the major reason for which most of the organizations are associated
with the development of their own project management methodology. Additionally, the
methodologies should also be associated with the usage of sufficient number of details that
are aligned with the organizational processes. This is also of great importance so as to
understand the limitations that a methodology is having specially in context to the places
where it is applicable.
For development of custom software projects, it is essential to make sure of the fact
that the project management methodologies are necessarily being aligned with own
organizations along with the customer organizations assisted by a difference that is the own
processes of the company are light in weight along with being tailored accordingly so as to
meet the specific needs and the customer processes would be complex along with being rigid

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(Kerzner 2018). For this type of project both agile as the traditional methods can be used. A
similar conclusion can also be drawn from the overview of the other characteristics. The
major reason lying behind this is that the project is not a clear representative of the
application of the traditional or the agile approach.
All the above discussed fact helps in concluding to the fact that usage of one
methodology is not enough for managing a project and there should exists several
methodologies that are possible within the context of the organization or at least is having the
possibility of adapting the methodology that is enough to specify the project (Binder 2016).
One of the major challenge that is faced by this process is finding of the optimal number of
appropriate elements of the methodology that would be contributing towards the success of
eth project.
According to Hornstein (2015), Project management methodology element is
consisting of a wider terms of the interconnected processes, milestones, quality, products,
standards, activities, techniques, tools, teams, roles, skills, personalities and team values.
Whereas amongst all this only the activities, techniques and tools are considered to be
methodology elements (Kerzner 2017). Decisions regarding the selection of the appropriate
element is entirely dependent upon the characteristics of the project and the characteristics
that the organization is having. However, this can also be dependent upon the experience and
expert knowledge of the project manager.
The project management methodologies which is consisting of the basic number of
elements are generally termed as light whereas the methodologies that includes he large
number of elements are termed heavy. This are also termed as little-m methodology and Big-
M methodology respectively. There are factors which are likely to affect the influence the
selection of methodology elements includes the size of the project, criticality of the project,

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priority of the project and the decision of the personal project manager. All these factors can
be further extended along with the size of the project team and experience, stakeholders
location and number, flexibility of the requirements, customers understanding and their
availability, cost, time, possibilities of the iterative approach and the risks (Hornstein 2015).
PRINCE2 is the methodology that introduced the tailoring of the methodology which is an
approach for adjusting the methodology in order to specify the project that are dependent
upon the context of an organization and the characteristics of a project. However, this is done
with all the methodology elements by just scaling all this with the specifics that the project is
having.
PMM selection
The methodology that is to be selected for this project is the agile methodology. Some
of the major reasons for which the agile methodology is to be selected is that it is associated
with providing five major benefits and this includes the following:
 Financial benefits
 Increase in value
 Technical improvements
 Value of the people
 Fun to work with.
There are few other reasons for which this methodology is used and this reason includes the
engagement of the stakeholders, provides transparency to the project, early and predictive
Delivery of the project, cost and schedule prediction, option for changing, focused upon the
business value, focused upon the users and improves the quality of the project (Martinelli and
Milosevic 2016).

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PMM Implementation Roadmap
1. Development of the Roadmap. This is the starting points of an Agile project which
includes the development of the roadmap for the entire project management office.
This roadmap is associated with documenting the long-term vision that the project
management office is having that is it would be explaining the way by which the
office would be handling the future projects. Besides this the product roadmap that is
to be created would be providing a long-term outlook which would be helping in
driving each of the sprints.
2. Budget Time and Cost. Cost, time and Budget for this project is going to follow a ie-
boxed as well as fixed cost structure. Whenever the time gets boxed it is essential to
make sure that every event is being completed within the maximum time period that is
already defines (Turner 2016). Followed by this there is a need of Combining all this
with a fixed cost for each time box, and this in turn would be helping in calculating
the total cost that has been estimated for the entire Agile project.
3. Identify Roles. The Product Owner are associated with representing the stakeholders
along with managing the backlogs of the product. Whereas the Scrum master is
associated with defining the process and removal of the obstacles in order to make
sure that the team is capable of delivering their sprints. Lastly comes the team which
would be consisting of the generalizing specialists and they would be having one or
more technical specialties.
4. Develop the Backlog. Development of the backlog which is to be followed by the
prioritization of this with the items at the top having the highest value. The project
backlog is associated with taking of follows regarding the entire roadmap and this is
done by means of a list of features and requirements that would be helping in the

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process of shaping the goals of the project (Fleming and Koppelman 2016). The
Product Owner is responsible for working with the stakeholders and customers for the
purpose of developing the project backlog.
5. Create a Release Plan. The Scrum Master would be responsible for working with the
Project Owners as well as with the team so as to formulate the release plan. At this
stop setting the length of the sprint also takes place. Creation of the release plan by
making use of the project backlog and by lying the items is essentially to be presented
for delivering this against the timeline where the works of the project ae being
conducted.
6. Start Sprints. This is the point of time when the team is associated with working under
the guidance of the Project owners and the Scrum master so as to deliver the project in
an effective way (Heldman 2018). The project is to be finished within the time-frame
and the cost which starts with the highest value items that are to be delivered first.
Roadmap
Development
of the
Roadmap.
Budget Time
and Cost
Identify
Roles.
Develop the
Backlog
Create a
Release
Plan.

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Source: Created by Author
Conclusion:
There are various ways by which the success of the selected methodology can be
measures and this includes the on time delivery, quality of the product, User or customer
satisfaction, increased business value, scope of the project that is the features and the
requirements, visibility of the project, productivity, productivity, predictively and
improvements of the processes. In order to measure the outcomes which would be helping in
understanding is the project is continuously improving it is suggested to use the cumulative
Flow chart which would be associated with explaining how the work is flowing all across the
project development life cycle. Productivity and predictability are also to be measured. The
Burn Up chart can be used for measuring the productivity and the velocity terns can be used
so as to generate the metrics that are related to the predictability. In order to provide clarity
about the project each progress needs to be shared all across the different platforms in diverse
forms like the dependency chart to everyone so as to let them what are the things that they
need to contribute for making the project successful. Metrics needed for customer or user
satisfaction generally includes statistics that are related to various features which are
developed and delivered within the given time frame or usage of products or websites.

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