Weekly Portfolio: Project Management Learning and Reflection

This report presents a weekly portfolio focused on project management, covering various methodologies and practical applications. It examines key concepts such as business case determination, flexibility, and critical success factors in organizational project management. The portfolio includes discussions on continuous improvement, implementation plans, gap analysis, and the importance of project scope, cost, schedule, and quality management. It also explores the roles of a Project Manager, including managing stakeholder expectations and reporting inefficiencies. The report references methodologies like PRINCE2 and PMBOK, highlighting their principles, stages, and differences. The importance of documentation, lessons learned, and project reflection for continuous improvement is also emphasized. The report also provides insights into the relationship between project management and organizational strategies, including a framework for alignment.

Weekly Portfolio Learning Table
Topic and
reading
samples.
Personal learning
outcomes
Learnings from
your experience.
References.
Mandatory
Readings
 Kerzner
Chapter
1.8-1.10, &
10 &
11.25;
 PMI
Implementi
ng
Organizati
onal PM
Chapter 3;
 PMI
Managing
Change
Preface,
Chapters
1, 2 & 3;
Readiness for the implementation
of organizational project
management in the business
organizations may be assessed with
the determination of business case,
flexibility, and critical success
factors. Continuous improvement is
a part of organizational project
management some of the key
deliverables include
implementation plan, gap analysis,
report, current status review,
prioritization matrix, and lessons
learned.
Project Manager must include
the details as project scope,
project cost, project schedule,
project quality management,
resource allocation,
communication plan, and risk
management in the project
plan. The Project Manager
performs the task of
controlling the expectations in
the case of external
stakeholders as the non-
fulfilment may lead to the
deteriorated levels of
stakeholder engagement and
satisfaction.
Ansari, R., Shakeri, E. and Raddadi,
A. (2015). Framework for Aligning
Project Management with
Organizational Strategies. Journal
of Management in Engineering,
31(4), p.04014050.
Optional
Readings
 Project
Manageme
nt Journal
Volume 44
No 1,
pages 17-
34 for the
article by
Besner C.
& Hobbs B.
(2012)
Contextual
Current state of an organization
may be described on the basis of
processes, organization,
technology, and information.
Documentation of the lessons
learned and project reflection are
required for the continuous project
improvement.
Age is not a factor that should
be of any significance in
project management. The
acceptance of project
management shall come along
with the experience level and
the skill set of the resources.
Aubry, M., Sicotte, H., Drouin, N.,
Vidot‐ Delerue, H. and Besner, C.
(2012). Organisational project
management as a function within
the organisation. International
Journal of Managing Projects in
Business, 5(2), pp.180-194.
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Topic and
reading
samples.
Personal learning
outcomes
Learnings from
your experience.
References.
ized
Project
Manageme
nt Practice:
A Cluster
Analysis of
Practices
and Best
Practices
There are various project
management methodologies that
have been defined. Projects in
Controlled Environment (PRINCE2)
is a methodology that has seven
principles, themes, and stages.
Project environment and tailoring
are some of the significant
elements associated with the
project. The seven PRINCE2
principles include continued
business justification, learning
lessons, roles and responsibilities,
managing by stages, managing by
exceptions, products focussed, and
tailored to suit.
Project Manager must report
the inefficiencies in the
functional lines to the senior
management and officials. The
executive management shall
also be involved in the
reporting and handling of such
issues to keep all these units
collaborated.
Journals &
Standards
 IJPM The seven themes of PRINCE2
include business case, organization,
quality, plans, risk, change, and
progress. The seven stages of
PRINCE2 are start-up, directing,
initiating, managing stage
boundary, controlling, managing
product deliveries, and closure.
Project Board, Project Manager,
and Team Manager are the
The Project Managers must
not be involved in the process
of handling and managing
standard company
procedures. It is because the
involvement may result in
increased project conflicts and
disputes. These decisions shall
be solely taken by the top
management and officials.
Nenni, M., Arnone, V., Boccardelli,
P. and Napolitano, I. (2014). How
to Increase the Value of the Project
Management Maturity Model as a
Business-Oriented Framework.
International Journal of
Engineering Business
Management, 6, p.8.
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Topic and
reading
samples.
Personal learning
outcomes
Learnings from
your experience.
References.
resources involved in the project
management process.
However, the viewpoints of
the Project managers may be
considered.
 PMJ
 SAI
Global
Project Management Body of
Knowledge (PMBoK) and PRINCE2
are the two project management
methodologies that are different
from each other. PMBoK is a
methodology that has five process
groups as initiation, planning,
execution, control, and closure
whereas PRINCE2 has seven stages.
Project Manager is the major
resource in PMBoK while the
resource is a mediator between the
Project Board and Project team in
the case of PRINCE2.
Project Sponsor may remove
an in-house representative
from a company only if there
are legal violations and
obligations. Project
management may turn in over
management when the
directive and authoritative
management is carried out.
Program Manager bears final
responsibility of ensuring that
the project deliverables are
successfully handed over.
Wells, H. (2012). How Effective Are
Project Management
Methodologies? An Explorative
Evaluation of Their Benefits in
Practice. Project Management
Journal, 43(6), pp.43-58.
Portfolio Reflection
Project management methodologies as PRINCE2 or PMBoK shall be applied and selected on the basis of
project factors and requirements.
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