University Project Management Principles Reflection Report (PROJ6000)

This report provides a comprehensive reflection on the principles of project management, analyzing the PMBOK knowledge areas and process groups, and their impact on project management best practices and ethical considerations. It critically compares and contrasts various project management methodologies, such as waterfall, CPM, and CCPM, evaluating their suitability for different project types. The report also discusses the application of project management tools and techniques, with a specific focus on risk management strategies. Furthermore, it explores and reflects on diverse leadership styles, including coercive, authoritative, affiliative, democratic, pacesetting, and coaching, assessing their effectiveness in various project management scenarios and the individual's capacity to succeed in those situations. The reflection emphasizes the importance of ethical decision-making, continuous learning, and the adoption of global project management practices for achieving project success.

Running head: PRINCIPLES OF PROJECT MANAGEMENT
Principles of Project Management
Name of the student:
Name of the university:
Author Note

1PRINCIPLES OF PROJECT MANAGEMENT
Executive summary
The following study helps in analyzing the PMBOK knowledge areas and various groups. This
includes the effects and significance of the best practices of project management and the code of
ethics of Project Management. After that different approaches of project management are contrasted
and compared in a critical way. Further, proper techniques and tools of the project management are
implemented. It is useful to understand risk management styles. Further, different styles of leadership
to succeed in a broad range of project management cases are also shown in the study. It involves a
personal ability to succeed in those cases.

2PRINCIPLES OF PROJECT MANAGEMENT
Table of Contents
1. Introduction:......................................................................................................................................3
2. Understanding the theory:..................................................................................................................3
3. Analyzing the practice:......................................................................................................................4
4. Discussion on the reflection:.............................................................................................................4
4.1. PMI ethics:...................................................................................................................................5
4.2. Comparing and contrasting project management methodologies:...............................................5
4.3. Suitable project management technique and tools to pay attention to risk management:............6
4.4. Reflection on suitable leadership styles:......................................................................................6
5. Conclusion:........................................................................................................................................7
6. References:........................................................................................................................................8

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1. Introduction:
In a nutshell, the project management indicates to the disciplines of controlling, leading,
managing securing, organizing and planning and achieving specific goals. In the PMBOK or Project
Management Body of Knowledge, the process groups indicates the process phases that the project has
been going through. This knowledge area has been happening across any time while group processing
takes place (Varajão, Colomo-Palacios & Silva, 2017).
Understanding of PMBOK knowledge sectors and groups of processes and the roles, impacts
and relevance over project management best practice and PM’s code of ethics is discussed in the
study. Then, various project management approaches are critically compared and contrasted. Then,
suitable tools and techniques of project management are applied. This is to pay specific attention to
risk management. Then the leadership styles required for succeeding in a wide range of project
management cases are reflected. This includes the personal capacity for succeeding in these
situations.
2. Understanding the theory:
The sector of knowledge as per PMBOK is the determined sector for project management.
This is been defined by the requirements of knowledge (Karaman & Kurt,2015). Further, it is detailed
under the terms of initial data, tools, results, techniques, practices and processes that are been
composed in them. Every process of project management is present in PMBOK that is categorized
into 10 sectors. The components must be integrated with ITM platform (Rui et al., 2016). Here,
controls must be kept in the activities, costs, supplies, customers, resources, risks and so on. This
includes stakeholder management, procurement management, risk management, communication

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management, human resource management, quality management, cost management, time and scope
management along with the integration of the project (Brioso, 2015).
3. Analyzing the practice:
It covers the best practices for ten project management areas of knowledge. Project
communication management involves communication with payers in external stakeholders and
project teams. Then, there is the project cost management (Hornstein, 2015). Putting the pan on track
and finishing the project under the budget includes careful coordinating and management. Next, there
is human resource management is also a part of the PMBOK (Reich & Wee, 2019). Further, the
project manager is liable for consolidating and coordinating various activities to a coherent effort.
Next, there is procurement management (Hermano & Martín-Cruz, 2019). Here, the project deals
with intangible ones and physical resources. Further, it is also witnessed that there is quality
management and risk management (Svejvig & Andersen, 2015). Next, there is project scope
management. Besides, there is project stakeholder management and time management that are
included in the study (Varajão et al. 2017).
4. Discussion on the reflection:
I have come to know that the PMBOK guide has been helpful to determine the various set of
interrelated tasks. These are performed for a particular set of services, results and products. This is a
method to transform the input to the output. It can be done by utilizing proven techniques and tools.
This is helpful to drive the development. The process has been serving as the roadmap to keep the
project move to the proper direction. The smart processes are been based on various sound principles.
This is a proven practice. It is highly vital to assure the success of the project. Here, the measures are
helpful to decrease the uncertainty and confusion of the project managers and stakeholders.

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As identified all the projects require some process groups that involve the closing, controlling,
monitoring, executing, planning and initiating. Moreover, the process groups have been bundling
together the processes that are been operated across a similar time over the same type of outputs and
inputs. As we get comfortable to that, they turn into the logical way to be group together the elements
that are needed to be done.
4.1. PMI ethics:
I have analyzed that in the current tumultuous world, the project managers need to be able to
run the project in a successful manner. They must also prove to be the model for their project group.
At first, it is achievable with the help of practicing and learning. Next, the second one denotes the
relentless respect for the constant focus and ethics over professional conduct.
As faced with the ethical dilemmas, performing ethical decisions is difficult, challenging and
complex. As one can gauge the effect through answering in positive, the decisions raise the trust and
transparencies. This is helpful for assuring the long term impacts for the interest protected for every
people. Smart project management should stay relentless in the search to stay ethical. Whenever we
must lead the projects and teams, we must assure that we are aware of the ethical issues.
4.2. Comparing and contrasting project management methodologies:
The waterfall methodology brings greater risks. The rigidity of the method indicates that as
there is an error or necessity to change, one must effectively begin the project from starting. Further,
the waterfall model best suits the teams for constriction and manufacturing that develop physical
products and then follow the precise orders to assemble.
The CPM is highly helpful for better scheduling and the emphasis is to map the duration of
tasks and interdependencies. This is useful to schedule the tasks better. Next, it is helpful for
prioritization. Further, one requires the depth of experience to use this. However, there is also

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inflexibility present here and like waterfall method the CPM is also front-heavy. Nevertheless, we
must choose CCPM as this is resource efficient. Here, the complete focus is on suitable resource
management that makes the CCPM the smartest resource-effective project management methods
across. Next, there must be a focus on the end goals. This never obsesses the optimum solution to the
issues. Besides, it giver priority over smarter solutions that is useful to meet the ultimate goals.
However, this never goes for numerous environments of projects. Further, its approach can only
perform over single project scenarios. The project shares resources in multi-project scenarios. It plans
for resources distribution for such kind of scenario. Then the delays are common here. The CCPM
allots the padding and gaps between activities for deriving the length of task time.
4.3. Suitable project management technique and tools to pay attention to risk management:
I think the PMBOK guide is the system and is a de facto standard. Thus it has been processing
oriented and states that the knowledge requires the management of the lifecycle of the portfolio,
program and project across the processes. Moreover, it has been defining the process and required
inputs, techniques, tools and the deliverables and outputs. Besides, it has been defining the
knowledge and the industry that is specific and is the best practice for the area of application.
Nonetheless, it must be kept in mind that it is complex for small projects also. It is required to get
adapted to the application area industry, scope and size of the project, budget and time with quality
constraints.
4.4. Reflection on suitable leadership styles:
Firstly, it must be coercive. This must be rarely used for project managers and is apparent
when the crisis situations go on. Furthermore, I have come to know about the authoritative style.
However, arguably, more deployment of the style has been to provide better outcomes from the
project teams. This is despite the resulting impacts of the style that has a positive effect on the

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business. Next, it has learned about the affiliative style and the democratic one. Moreover, there is a
pacesetting that has been much impressive. It is useful as the project comes up with the primary
milestones. Here, the development of the actual resource for any businesses to be considered as any
crisis situation is to be considered. Lastly, coaching is an effective type of leadership. This helps in
encouraging the team members in developing the individual capacity and capability as the project
contributors. This also has been a positive effect on the team of the project.
5. Conclusion:
The project management includes planning, controlling and monitoring various elements of
the project. It involves the motivations for those involved in that with the aim to gain the objectives
within time. It must be done on particular performance, quality and cost. It is an individual body of
authority, responsibility and accountability to manage the projection gaining particular aims. It is vital
to govern the projects. It is understood from the above study that the team leaders require to know the
project life-cycle, risk management and risks for developing the strategy of the project in becoming
successful. Nevertheless, it has learned that we must keep in mind that the project sees to gain the
goals, they require to understand when to stop. This must be prior they move to spend beyond the
particular budget. The PMBOK guidelines must be embedded in professional and ethical practices.
They should utilize ethical decision-making systems and engage the respectful discussions. They
must consider the various perspectives into their consideration. This is to develop the abilities to
tackle and explore the ethical challenges, to face now and make the future with better change makers,
strategy implementers and better leaders.

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6. References:
Brioso, X. (2015). Integrating ISO 21500 guidance on project management, lean construction and
PMBOK. Procedia Engineering, 123, 76-84.
Burger, M., & Zulch, B. (2018). A construction project management knowledge model: The type and
level of knowledge required. Acta Structilia, 25(1), 98-125.
Hermano, V., & Martín-Cruz, N. (2019). Expanding the Knowledge on Project Management
Standards: A Look into the PMBOK® with Dynamic Lenses. In Project Management and
Engineering Research (pp. 19-34). Springer, Cham.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), 291-
298.
Karaman, E., & Kurt, M. (2015). Comparison of project management methodologies: prince 2 versus
PMBOK for it projects. Int. Journal of Applied Sciences and Engineering Research, 4(4).
Ma, Y., Ma, J., Zhang, P., Ma, Y., & Che, C. (2018). Research and Application of PMBOK (Project
Management Body of Knowledge) in the Management of Oil and Gas Pipeline Projects.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology.
Routledge.
Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics applied to
project management. International Journal of Project Management, 35(2), 169-179.

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Reich, B. H., & Wee, S. Y. (2019, March). Searching for knowledge management practices in the
PMBOK Guide. In Proceedings of the PMI Research Conference.
Rui, X. U. E., Baron, C., Esteban, P., & Zheng, L. (2016). Integrating the ISO/IEC 15288 systems
engineering standard with the PMBoK project management guide to optimize the
management of engineering projects. In Complex Systems Design & Management (pp. 291-
291). Springer, Cham.
Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review
with a critical look at the brave new world. International Journal of Project Management,
33(2), 278-290.
Varajão, J., Colomo-Palacios, R., & Silva, H. (2017). ISO 21500: 2012 and PMBoK 5 processes in
information systems project management. Computer Standards & Interfaces, 50, 216-222.