Analysis of Network Project Management Case Studies: MN601 Report

This report provides a detailed analysis of two network project management case studies undertaken by PM Partners group. The report identifies key issues in each project, including challenges related to system implementation and integration, and explores these issues in detail. It then examines the leadership characteristics most relevant to each case, considering factors like budget constraints, tight deadlines, and the need for team collaboration. A business risk management perspective is applied to assess potential pitfalls and impacts. The report also evaluates the factors contributing to project success, emphasizing the importance of initial planning and thorough monitoring. Finally, it addresses the ethical considerations within each project, highlighting the importance of ethical conduct and collaboration. The analysis draws on relevant literature and project management principles.

Running head: NETWORK PROJECT MANAGEMENT
Network Project Management
Name of the Student
Name of the University
Author Note

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Table of Contents
Executive Summary...................................................................................................................2
Key issues...................................................................................................................................2
Explanation of the key issues described in case study 1 and case study 2.............................3
Review from a business risk management perspective..........................................................4
Leadership characteristics......................................................................................................4
Project Success.......................................................................................................................5
Ethical issues..........................................................................................................................5
References..................................................................................................................................7

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Executive Summary
The two projects that were taken care of by PM Partners group for two clients are analysed in
this report as below. Both the cases are described to find out their key issues. The next phase
describes their issues in a descriptive format. These are further explained out of the
leadership characteristics that are relevant to both the case studies. The next phase would use
the key factors that led to the success of these two projects. Lastly, the PMI ethical values are
described to find out the reputation development of the project team.
Key issues
The first case study was about a System Implementation by PM Partners group. The
project was to involve the Safety Data Management System for the clients that would work
across 5 dispersed sites all over the world. The design would include the likes of the new
system that would be about the single sign-on capability and this would be used by over 6000
users at any given point of time. The system had several challenges before they can be
implemented in the business and the challenges were mostly faced during the development of
the system [1]. The following can be described as the key issues that can form a problematic
situation for the system implementation. The following are the key issues that have been
identified in the project on behalf of the PM Partners group, who are in responsibility of
providing the Delivery and Advisory services:
 The project was attempted once before the previous year, which failed to
deliver the required product for the project to be considered as a successful
one. This is why, the project is being attempted a second time.
 Since the project was attempted previously, the clients had to put limits on the
resources and budget before the project was to be given to another
organization.

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 There are several areas in the project that needs to be implemented in the
system and they are varied in nature [2]. The system needed to implement
Occurrence Management, Investigation Management, Entities for Audit and
Auditable Management, responsive Smart Reporting, Change Management,
OHS, Compliance and Risk management.
 The platform must be available to over 6,000 employees with web portals
opened to true decentralization of the Safety Management.
For the next case study, the project was about an integration of a new not-for-profit
organization by PM Partners for supporting two of their promotions. However, there was
several challenges regarding the project completion. The project that was to be implemented
within 6 months and should go live within that time [3]. Several stringent regulatory practices
have to be implemented within those little allotted time to make sure that the project
management is taken towards a better project handling. The issue with this was the strict
deadline, which did not allow the system blueprint to be provided with genuine quality
implementation.
Explanation of the key issues described in case study 1 and case study 2
In the first case study, the primary problem that was noticed was associated with the
initial hesitation about the success or failure of the project. This was given by the previous
failure that the project had already faced due to the non-delivery of the viable product. One of
the most important features of the project lies in the resource and timeline of the project,
which were restricted by the client because of the previous failure. The issues were enhanced
for the organization due to this [4]. This is because, the PM Partners now had to develop
ways or organizational policies to focus on building up a rigid structure for the project, so
that the project does not fail in the limited budget and time. This is even more difficult as the
entire project would comprise of the building up of the entire project for the all-time use for

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over 6,000 people at a time throughout 5 globally dispersed sites, with all the amenities and
also cope up with the failures consisting of the previous project.
In the next case, the primary challenges were faced due to the strict deadline of the
project consisting of six months’ time. The experience that the project gained with the
organization along consisted of the changing of the existing process to the new process.
However, the existing process cannot be changes, neither they can be stopped from the
ongoing activities. On the other hand, they must also be transferred as the established new
system to the specified area. This would also not impact the clients or the staff negatively.
Review from a business risk management perspective
In the first case, there cannot be a single utility of the previous process and there
would not be the impact on the new project. The business risk lies in the process and its
stringent and rigid resource and timing. The idea of the proper utility of project resources and
budget impacts of the outcome of the project [5]. The failure and success of the project is also
determined by the project budget and resource. The business would be at a huge risk if the
management of such a huge project is not supported with appropriate time and resource.
In the second project, the primary problem lies in the total impact of the ongoing
process, which has to be modified and turned into a new project. This is housed by the key
risk of the project being a failure when the integration of the blue print for the new system
does not align well [6]. The testing of the process is also prone to be hampering the current
process, with the restricted time, probably making the project to be a failure if not managed
appropriately.
Leadership characteristics
The primary concern in the first case has to be done with the Authorative leadership
skills developed by the project manager. This is because, the project works under tight budget

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and schedule [7]. It also has a lot of integration to think about in the system, consisting of the
processes that have already been a failure. To work in such a rigid framework, this leadership
style would be the most appropriate.
As for the second case study, it would be beneficial, if the leadership style utilized the
input from the entire project team [8]. This would help in the integration of the project
consisting of the ongoing running system and the testing of the latest modifications.
Project Success
The project success for both the process lies in the integration of the planning that
needs to be done at the initial stage of the project in both the cases. It is to be kept in mind
that both the processes are working under the same restricted budget and schedule and the
impact of both the projects depends on the resources provided by the client [9]. The project
success thus lies in the initial planning and thorough monitoring of the project. This would
ensure that the project does not fall out at any phase during the project conduction since it
cannot afford going out of the project plan casing any delay or loss of resources.
Ethical issues
The ethical issues in the first project was not noticed as it could be seen that the
project was declared as a successful one, with the system forming the backbone of the
safety0related activity in the organization for the clients. The security issues and maintaining
the ethical conduct was absolutely necessary in this regard.
In the second case, the leadership skills and the project management activities
consisted of the true ethical conduct that consisted of all the incremental activities to have a
stronger collaboration within the team [10]. It did not support any cases where the team
would fall out of maintaining their ethical conducts. All other lines of business, the ability to

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solve the existing business problems and the sharing of load was following up with the liable
and relevant ethical conducts.
Therefore, in both the cases, the relevance of the ethical conducts was taken care of
with proper outcome of the project. This provides the relevance of the success of both the
projects.

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References
[1] Q.W. Fleming, and J.M. Koppelman, Earned value project management. Project
Management Institute, 2016, December.
[2] K. Schwalbe, Information technology project management. Cengage Learning, 2015.
[3] R. Joslin, and R. Müller, Relationships between a project management methodology and
project success in different project governance contexts. International Journal of Project
Management, 33(6), 2015, pp.1377-1392.
[4] M. Mullaly, and J., Thomas, The Value of Project Management: Rethinking Project
Management Maturity and Fit. In Gower Handbook of Project Management (pp. 79-100).
Routledge, 2016.
[5] A. Badewi, The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), 2016, pp.761-778.
[6] K.E. Papke-Shields, and K.M. Boyer-Wright, Strategic planning characteristics applied to
project management. International Journal of Project Management, 35(2), 2017, pp.169-
179.
[7] M.A., Sánchez, Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 2015, pp.319-330.
[8] M.M., de Carvalho, L.A., Patah, and de D., Souza Bido, Project management and its
effects on project success: Cross-country and cross-industry comparisons. International
Journal of Project Management, 33(7), 2015, pp.1509-1522.
[9] M.L. Martens, and M.M., Carvalho, Key factors of sustainability in project management
context: A survey exploring the project managers' perspective. International Journal of
Project Management, 35(6), 2017, pp.1084-1102.

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[10] J. Ramazani, and G. Jergeas, Project managers and the journey from good to great:
The benefits of investment in project management training and education. International
Journal of Project Management, 33(1), 2015, pp.41-52.