CQUniversity Term 2 PPMP20008 Lessons Learnt Report

This report, prepared for a project management course at CQUniversity, analyzes lessons learned from a project, focusing on the application of PMBOK and PRINCE2 frameworks. The report details the planning process for gathering and documenting lessons learned, including the methods used (questionnaires, interviews, focus groups) and the stakeholders involved. It then outlines the project's execution, highlighting challenges encountered, such as low team morale and time constraints. The report presents three key lessons: the importance of stakeholder morale, the necessity of proactive schedule management, and the impact of project quality on timely implementation. For each lesson, the report proposes improvement strategies, such as stakeholder assessment matrices, schedule management plans, and the development of stakeholder engagement plans. The report emphasizes the critical role of time management and stakeholder involvement in delivering successful projects, and concludes by summarizing the differences between PMBOK and PRINCE2 frameworks.

TERM 2ASS_3
LESSONS LEARNT
Name
Institution

1. INTRODUCTION
There are two frameworks that are widely used in project management Project
Management Body of Knowledge(PMBOK) and Project IN Controlled
Environments(PRINCE2). This exercise proves that the two can be intertwined and
produce a complete successful project
2A. LESSONS LEARNT: FRAMEWORK
2.1 How I planned to gather and document lessons learnt
WHEN TO COLLECT
LESSONS LEARNT
WHO TO INVOLVE DOCUMENTING LESSONS
LEARNT
I planned to collect the
lessons learned throughout
the project, by filling out
questionnaires and surveys,
conducting interviews,
engaging meetings with focus
groups, brainstorming with
my colleagues, and
notinginputsand comments
from my colleagues.
I planned to involve my
colleagues, experts in the
industry, lecturer
I planned to use a Lesson
learnedlog.The iterative
process involves identifying
the comments and
recommendations, then
document and share the
findings, I also plan to
analyze and organize the
results and finally store.
Ipredict that future projects
mayuse the data stored.
2B. LESSONS LEARNT: FRAMEWORK (CON’T)
2.2 What happened?
WHEN WHO HOW
I learnt that some methods
were not viable for data
collection. The target base
was only limited to the
classroom, therefore, using
surveys and questionnaires
was not ideal. I found using
focus groups as the best
approach to use.My
colleagues were very
informative and insightful.
I involved my fellow students
and work colleagues. The
expected expert postponed
the meeting to a later date. I
planned to meet the lecturers
later as well.
I identified the comments and
inputs by documenting all of
them. I shared the findings
with mycolleagues. I used
their feedback to analyse and
organise the data again.

3.1 LESSON 1
1. Situation 2. The situation made me
feel…
3. What Ilearnt from reflecting
on the situation
The class members had low
morale towards this exercise
as they were ever postponing
the interviews.
Their low morale made me
feel bored.
Stakeholder morale is vital for
the performance of the entire
project.
3.2 LESSON 1: IMPROVEMENT STRATEGY
1. Improvement strategy 2. How to
measure if
the
strategy
works
3. Why the
strategy is
achievable
4. The relevance
of strategy to
address the
lesson.
5. When the
strategy will
be
implemente
d
Begin by identifying the various
categoriesforstakeholders.Develo
p categories for stakeholder
assessment.Prioritise on the key
areas.Develop a plan to address
and improve stakeholder
relationship.Engage in various
interpersonal skills.
I will create
a
stakeholder
assessmen
t matrix. I
will engage
the lean six
sigma.
The
stakeholder
assessment
matrix will
weigh all
competing
demands
each of the
stakeholders
and will
consider all
affected
members.
The lean six
sigma will
reduce the
number of
processes
for
implementin
g the
project.
Improving
stakeholders’
relationship will
enhance the
acceptance and
implementation of
team
recommendations
. SixSigma will
add structure to
the target, avoid
irrational decision
makers and this
should lead to
improved and
results.
This will be
an iterative
process as
the results
will be
constantly
monitored
and changes
made where
necessary.

4.1 LESSON 2
1. Situation 2. The situation made me
feel…
3. What Ilearnt from
reflecting on the situation
The assessment was very
engaging. Although a
template had been
provided,the time required
was to complete the task
was minimal
I felt anxious at the
beginning but soon got
used to it, and it eventually
became an exciting
exercise.
It is important to plan and
begin a project on time if
there are no hindering
variables this will give you
time to revisit and adjust
where necessary.
4.2 LESSON 2: IMPROVEMENT STRATEGY
1. Improvement
strategy
2. How to
measure if the
strategy works
3. Why the
strategy is
achievable
4. The
relevance of
strategy to
address the
lesson
5. When the
strategy will be
implemented
Create a schedule
management plan.
Identifying the
individuals involved,
analysing the best
approach to
plan,understanding
the organisational
processes and
procedures,research
on the favourable
tool to use for
project
scheduling,and the
method manages
the schedule
baseline and
deviations.
Create a Work
Breakdown
Structure(WBS)
Define the scope
baseline.
Impose
milestones on
the deliverables.
Deviations from
the planned
activities will be
detected when
the milestone
has arrived and
the project has
not completed
the activities
required for that
plan.
This will ensure
that the
development
plan is designed
according to the
processes, while
keeping the
organisational
structure and the
efficiency of the
processes.
This will be
implemented at
the beginning of
the project
because I will be
using predictive
life cycle
approach. Some
of the variables
are known and
proven, it will
also allow us to
segment the
work into a
sequence of
predictable
activities.

5.1 LESSON 3
1. Situation 2. The situation made me
feel…
3. What I learnt from
reflecting on the situation
When the time taken to
implement the project and the
morale of the team were
compromised the quality of
the project was affected
negatively.
This made me feel frustrated
because the quality of the
project will not meet our
expectations.
I learnt that the quality of the
project is determined by other
aspects like the time taken to
implement the project, the
process approach, the
engagement of the team, and
the engagement of the team.
5.2 LESSON 3: IMPROVEMENT STRATEGY
1. Improvement
strategy
2. How to
measure if the
strategy works
3. Why the
strategy is
achievable
4. Relevance of
strategy to
address the
lesson
5. When the
strategy will be
implemented
I will develop a
stakeholder
engagement and
enforce the
schedule baseline.
I will use quality
metrics such as
schedule
performance
index(SPI). It is a
ratio that is
achieved by
dividing the earned
value by the
planned value. I
will measure
stakeholder
engagement by in
two approaches.
consultative
approach where
we will consult
with the
stakeholders on
some issues but we
will choose the
best way to
implement. we will
also engage the
stakeholders using
the co-operative
The index will
result to a figure
such that it is
greater than one
then we have
completed than
the planned work.
If it less than one
that means that we
are e behind
schedule. If it is
equal to one then
this shows that we
have completed
the work on time.
If the result is zero
then that means
that work has not
been done. The
information
collected from the
stakeholders will
be input into the
project.
SPI will guide us
into making the
right decision and
monitor the
efficiency of the
time utilized.
I will implement at
the beginning of
the project but will
low feedback as we
attain milestones
to improve and
modify where it is
necessary.

approach where
the decisions that
will agree upon will
implemented.
6. CONCLUSION
Therefore, I have learnt that time and the team working on the project are crucial factors in the
quality of a complete project. Completing a project on time allows for adjustments and satisfies the
stakeholders. Engaging stakeholders at every step of the project up until it is completed has less
interruptions and hindrances than a project that did involve the stakeholders. During the course I
have learnt the differences between Project Management Body of Knowledge(PMBOK) and
PRoject IN Controlled Environments(PRINCE2). I have learnt that PMBOK is a Framework in
Project Management whereas PRINCE2 is a methodology of how to complete a project. PMBOK
relies on the activities engaged in the project whereas PRINCE2 focuses on the deliverables
presented at the end of the project.

7. BIBLIOGRAPHY
Greg, H. (2009). Absolute Beginner's Guide to Project Management. London: Pearson Education
Incorporated.
Office of Government Commerce. (2009). Managing successful projects with PRINCE2. London:
The Stationery Office.
Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge
(Vol. VI). Newtown Square: Project Management Institute.
Roudias, J. (2015). Mastering Principles and Practices in PMBOK, Prince 2, and Scrum: Using
Essential Project Management Methods to Deliver Effective and Efficient Projects. Upper
Saddle River: FT Press.