Project Management Methodologies: Frameworks, Principles, and Outputs

This report provides a comprehensive analysis of project management methodologies, focusing on Continuous Professional Development (CPD), project management practices, frameworks such as PRINCE2, and the allocation of responsibilities within the project lifecycle. It delves into project management principles, concepts, and methods, including the PMI/PMBOK framework, risk management, and scope control. The report examines project management outputs and their significance, offering insights into planning, execution, and control within various project domains. The analysis highlights the importance of defining project objectives, managing resources, and ensuring effective communication throughout the project lifecycle. Finally, it discusses the application of project management principles and concepts to ensure project success and effective outcomes.

Running head: PROJECT MANAGEMENT METHODOLOGIES
Project management methodologies
Name of the student:
Name of the university:
Author Note

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The accompanying script supporting the PPT:
Slide 2:
Introduction:
The following presentation analyzes the phases of lifecycle for the domain of the project. It
has considered the procedures and policies, client requirements, tools to share the knowledge and
acquire lessons learnt during the project domains.
Slide 3:
1. Critical analysis of strategies for continuous professional development:
The key features of the process of CPD or Continuous Professional Development. For
justifying the name, the CPD requires to be the following:
 Be the documented procedure
 It must be self-directed. It must be the company, not the employer

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Slide 4:
1.1. Purpose of CPD:
It has been helpful in the following ways.
 It has been providing the overview if the professional development to date.
 It has been reminding the achievements and the way it has been progressing.
 It has been directing the career and helping to keep the eye on the goals.
 It has been uncovering the gaps of the capabilities and skills.
 It has been opening up the following necessities of development.
 It has been providing the instances and scenarios for the interview.
 It has been demonstrating the professional standing to the employees and clients
 It has been helping in the development of career for the possible change in the career.
Slide 5:
2. Critical analysis of the project management practice, frameworks and standards as reflected in
different project domains:
Slide 6:
2.1. The project management practices:
1. Panning:
This includes the planning to work through using the document of project definition. As approved by
the client and the stakeholders it turns out to be the basis of the tasks to be done.

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Slide 7:
2: Create a planning horizon:
After defining of the project is complete, the work plan is needed to create. The wok plan is needed
to deliver by step-by-step instructions to construct the project deliverables and manage the project.
3: Defining project management procedures up front:
The procedures of project management have been outlining the resources used to manage the project
(Degenhardt 2015). It has been incorporating the sections on the way the team has been managing
the scope change, issues, risk, quality, communication and many more.
Slide 8:
4: Managing the work-plan and monitor the schedule and budget:
As the project is planned enough, the execution of the task starts. Here the challenge is to possess the
discipline and rigor required to apply the project management techniques proactively and correctly
(Bell 2014).
5: Looking for warning signs:
This includes the small variances in the budget or schedule, discovering the activities, relying on the
unscheduled overtime, delivering the service or quality and so on.
Slide 9:
6: Ensuring that the sponsor approves scope-change requests:

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Various project failures are caused by the challenges with estimating or the team skill sets. Hence
ensuring that the sponsor approves scope-change requests is needed (O'Donnell and Evers 2017).
7: Guarding against the scope creep:
The project managers should know to invoke the scope-change management procedures as they are
asked to ass the major latest functions or the major latest deliverable to the projects.
8: Identify risks up front:
As the planning of the work has been taking place, the project team is needed to recognize every
known risk (MBA Skool-Study.Learn.Share., 2017). Regarding every risk they must found out the
possibility that the risk event should take place and the potential effect on the project.
Slide 10:
9: Continue to analyze the potential risks across the project:
As the project starts, a periodic performance of the updates risk analysis is to be done to find
whether the other risks are surfaced that has been required to get managed.
10: Resolving the issues as quickly as possible:
Issues like exchange migration has been huge problems. The exchange servers ordered might not be
ready or to be configured on time (Fayard et al. 2014). Moreover, the Windows forest has not been
correctly set up. It might need to be get redesigned.
Slide 11:
2.2. Project Management Frameworks:

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The project managers need to choose the framework that has been working best for the project or
project under the business. The organizations have been often leveraging various frameworks. This
has been specific to the departmental unit or the type of the project (De Massis et al. 2015).
Slide 12:
The PRINCE2:
The PRINCE2 has been focusing in the defining and delivering the products that have been precisely
meeting the requirements. It has been less concentrating on dividing the activities. It has been rather
that on producing the products. Its markedly has differing from the Agile as such (Silvius 2013). For
instance, PRINCE2 has been largely concerned with the stage of planning if the members of the
project-team conducing on defining the product necessities upfront. This is to restrict the change
down the line.
Slide 13:
Some of the PRINCE2 standards:
Benefits Description
Best practice It has been used for about three decades
in thousand of the projects. The PRINCE2 has
kept learning from those projects (Coppin et al.
2016). Hence all the suggestions, feedback and
learning from the additional methods and the
discussions have been helping the PRINCE2 to
turn out to be the best practice.

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It could be applied to any type of
project
This indicates that the PRINCE2 could
be utilized for the projects that might to small
also to the huge projects in size to run the
election, constructing bridge, energy plan,
organizing the conference or develop the IT
system.
Slide 14:
3. Critical analysis of the allocation of responsibilities within the project management life cycle as
reflected in different project domains:
In accessing the wide ranges of resources with various skills, the tasks could be allocated in the
following way.
Slide 15:
Responsibilities Description
Skill It has been at the top of the list. The
person having the skills needed to carry out the
project task and finish that successfully is the
best person for the job.
Experience As the resource has not experienced
this kind of task before, the need more support.

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Slide 16:
4. Critical analysis of the project management outputs within the life cycle as reflected in different
project domains:
The sum total of the deliverables and the other unique post project outlines has been stated by
the project management as the term output. One of the interesting components if the ideal concept of
the output has been it has been coming from the result of the input to the success process (Matos and
Lopes 2013). The outputs could he having different format like written long report format or in short
format or the verbal means., it could be any formalized kind of material it could be in inform or in
few situations the information of the discretionary only (Matos and Lopes 2013).
Slide 17 -18:
5. Demonstration of a thorough knowledge and application of relevant project management
principles, concepts, methods and theories as reflected in different project domains:
5.1. Project management principles:
Principles Description
Mission and Vision The project must start with the
outcomes in mind
Business Objectives It could be used to raise the customer
loyalty, sales and profit and so on.
Engagement standards This includes the determination of who
must the member if the team, frequency of
meetings and so on (Bentley 2015).
Execution and intervention strategy This includes the gap analysis

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Organizational Alignment The ongoing communication is needed
to be employed in-person.
Accountability and measurement This includes giving rewards to the top
performers, coaching with special expectations
and outcomes outlined clearly (Matos and
Lopes 2013).
Slide 19:
5.2. The project management concepts:
The definition of a project
 The Task
 The Resource
 The Schedule
 The Performance risk
 The Scope and scope creep
 The Critical path
 The estimating project duration and costs
Slide 20:
5.3. The PMI/PMBOK “Method”

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It has been simply indicating that the projects into the process group has been agreed upon by the
PMI or Project Management Institute and documented in the PMBOK. They are the initiating,
planning, executing, controlling and ending (Bentley 2015).
The project management pursuits have been insisting that PMBOK has been not a methodology as
much. It has been agreed on the conventions and standards to manage the projects.
Slide 21:
6. Project management arguments in response to the task:
 Risk and complexity
 Someone to report and track
Slide 22:
Conclusion:
Thus the report has been helpful in identifying the strategies for the professional development. This
helps in ensuring which staffs are to be trained in the suggested mechanism and methodology. It has
also recommended the most effective project management practices, frameworks and the standards.
On the basis of the above assessment the responsibilities for the s6taffs are needed to be allocated.
Lastly it has discussed the ways to control the outputs for the industries or domains that the project
has been involved in.