PROJ6003 Project Management: Status, Closure Reporting and Reflection

This assignment consists of two parts: project status reporting and personal reflection. The first part compares two project reporting templates, analyzing their strengths and weaknesses, considering factors like milestone tracking, budget reporting, risk assessment, and overall clarity. It contrasts traditional, detailed reporting with agile's more frequent, dashboard-style updates. The second part reflects on the module's insights into project management, particularly the differences between traditional and agile methodologies. It discusses the importance of various project management aspects such as team formation, planning, risk management, and communication, highlighting their practical significance in project success and addressing potential reasons for project failures, especially in ICT projects. The reflection also emphasizes the value of leadership and effective communication in achieving project goals.

Project Management: Project Reporting
Name
Date

Part A
This section identifies two sample project reporting templates and compares them, discussing their
strengths and weaknesses and documenting the findings. The report templates are labelled
Appendix I and Appendix II; samples are shown below;
Appendix I

Appendix II
Appendix I
Strengths Weaknesses
Elaborate, covering several aspects including
milestones and impacts of achievements made
so far.
Can take a long time to fill
Starts with a summary section so a reader can
get a glimpse of what the report is all about
Can take a long time to read, making reader lose
focus
Allows for inclusion of relevant general
information such as staffing issues
Comprehensively allows for budget issues to be
reported
After reporting on the budget in detail, it also

allows for comments to be made
Includes a project risk statement section
following which comments on the same can be
made
Allows for additional business issues that are
associated with the project to be reported
Includes details such as document version, the
addressee, and the report number
Appendix II
Strengths Weaknesses
Simple and concise Too simplistic and would be unsuitable for
complex projects
Adopts a dashboard like appearance for a reader
to quickly rad through and understand
Is a traffic-light/ dashboard type of status report
that lacks detail
Uses graphical highlights to show status whether
red (very poor), yellow (average), or green
(good) and allows one to explain the status
Has a section showing key achievements
Enables key issues to be reported, the necessary
action plans to be taken, and the status
Allows critical milestones to be listed along with
their status
One of the problems with such reports is that the rules on how colors are assigned to measures of
project progress are not clearly and consistently defined and used: such as, what are the rules for
determining that a KPI is red? The traffic lights interpretation is seldom consistent with

improvements in performance1. As assessment tools for present performance, traffic light rules in
project reports are invalid from a statistical point of view2.
For teams, the status report focuses on what has been achieved vis a vis the project plan and
deliverables, and focuses on individual performance. For the sponsor, apart from team progress, the
report must show the budget and its metrics while for the steering committee, the report focus on
scope delivery3. Traditional project management status reports are very detailed ad wordy, and
reporting is done periodically. The reports are also highly visible in traditional project management,
with explicit details so stakeholders can understand them. In agile, reporting is more frequent but
not as detailed; report formats such as the traffic light type are common here as reports are basically
dashboards updated regularly in bits 4.
1 Greg Smith and Greg Smith, The Problem With Red, Yellow, Green Project Status (2017)
Project Times <https://www.projecttimes.com/articles/the-problem-with-red-yellow-green-project-
status.html>.
2 Stacey Barr, 3 Problems With Traditional KPI Traffic Lights - Stacey Barr | Performance
Measure & KPI Specialist (2014) Stacey Barr <https://www.staceybarr.com/measure-up/3-
problems-with-traditional-kpi-traffic-lights/>.
3 Susanne Madsen, Project Managers And Steering Committees - PMO Perspectives Blog
(2015) PMO Perspectives Blog <https://www.strategyex.co.uk/blog/pmoperspectives/project-
managers-and-steering-committees/>.
4 Shawna Moran, Agile Vs. Traditional Project Management | PMI-ACP Certification |
Simplilearn - Discussions On Certifications (2015) Community.simplilearn.com
<http://community.simplilearn.com/threads/agile-vs-traditional-project-management-pmi-acp-
certification.379/>.

Bibliography
1. Smith, Greg and Greg Smith, The Problem With Red, Yellow, Green Project Status (2017)
Project Times <https://www.projecttimes.com/articles/the-problem-with-red-yellow-green-
project-status.html>
2. Barr, Stacey, 3 Problems With Traditional KPI Traffic Lights - Stacey Barr | Performance
Measure & KPI Specialist (2014) Stacey Barr <https://www.staceybarr.com/measure-up/3-
problems-with-traditional-kpi-traffic-lights/>
3. Madsen, Susanne, Project Managers And Steering Committees - PMO Perspectives Blog
(2015) PMO Perspectives Blog
<https://www.strategyex.co.uk/blog/pmoperspectives/project-managers-and-steering-
committees/>
4. Moran, Shawna, Agile Vs. Traditional Project Management | PMI-ACP Certification |
Simplilearn - Discussions On Certifications (2015) Community.simplilearn.com
<http://community.simplilearn.com/threads/agile-vs-traditional-project-management-pmi-
acp-certification.379/>

Part B: Personal Reflection
This module has indeed been an eye opener for me with regard to project management from a
global perspective. Prior to undertaking this module, I knew and understood that project
management is an important aspect in projects and business. However, they were just abstract
concepts and to me they seemed to be a form of management for projects. Undertaking this course
module has give me interesting insights as well as technical skills and tools in effective project
management. While it was easy to understand the concept pf traditional project management, the
agile methodology was a bit confusing and took me time before I could understand. Particularly, the
two agile methods of SCRM and XP were challenging for me, especially the SCRUM model
because the terms product backlog and sprint backlog took me time to understand. However, with
patience and reading the provided course material, I am now have a better and clear understanding
of SCRUM methodology. Before undertaking the module, I thought that all projects follow the
same methodology (traditional waterfall) because it seemed so logical to undertake one task until
completion before going on to the next task. However, after completing this module, I have a much
better understanding of the two main approaches to project management and where each one would
be suitable.
For instance, agile is more suitable for projects with short time durations and that requires solutions
to be developed quickly and where teamwork is the key to success. Apart from understanding the
differences between the two methods and where they can be applied, I have come to understand and
appreciate the intricacies involved in successful project management, from forming teams,
developing team charters, creating a project plan and budget, to risk management and project status
reporting5. At first, these tasks seemed to be too many and unnecessary; however, as I delved deeper
into the module and read the course materials, I became aware of their practical importance and
significance in increasing the chances for project success. I always wondered why many large scale
projects, especially in ICT end up failing or not meeting the triple constraints6. Having dne this
module, I feel I can explain why some of those projects fail based on what I have learned, especially
with regard to using agile methodologies. It is very crucial that all the principles of project
management are applied to large scale ICT projects; aspects like identifying the stakeholders,
preparing a stakeholder management and communication plan, developing a project charter, and
managing risks effectively are crucial to the success of projects7.
5 Robert K Wysocki, Effective Project Management - Agile, Traditional, Extreme (Wiley, 7th
ed, 2013).
6 Yogesh K. Dwivedi et al, "Research On Information Systems Failures And Successes:
Status Update And Future Directions" (2014) 17(1) Information Systems Frontiers.
7 Farzana Asad Mir and Ashly H. Pinnington, "Exploring The Value Of Project Management:
Linking Project Management Performance And Project Success" (2014) 32(2) International Journal

Many projects still use the traditional project delivery method, even in software projects.
Importantly, I realize that failure to be meticulous and follow all the steps as given in agile project
management is a recipe for disaster. The module has made me understand that the steps and
activities recommended in project management, such as in software projects where agile methods
are used, must all be followed and religiously adhered to. Previously, I had imagined, while reading
the course content and what was to be doe in each module/ section, that the methods and processes
listed in the two main methods of project management were merely academic. In this module, I
have come to understand and appreciate the practical nature of how such projects are to be
managed. And thinking of the steps involved in agile project management, especially SCRUM
methodology; I felt they were a daunting task whose expectations I could not live up to. However,
practical situations where they needed application and a dedication to take time and study and
understand the steps involved and how to apply them were very helpful for me. Leadership is one
area I was dreading; while I have no problem with leadership, I dread the prospect of me being the
leader; it always made me feel I carried all responsibilities for the team.
However, in this module, I understood that leadership is about inspiration and getting ideas from
team members and creating a common approach and goal, rather than having to be the one giving
the ideas. Further, I realized the value of leadership in this module; the success of a project depends
on the project manager and other leaders a lot. Apart from the leader needing technical project
management skills, the soft skills such as persuasiveness, ability to motivate, decision making,
teamwork are even more important in getting teams to work towards a goal and deliver the desired
outcomes. Communication came out as being the most important aspect of project management: not
just communication but effective communication8. Data shows that one out of five projects fail due
to poor communication. Effective communication enables project team members to know their
roles, report any challenges they are facing, report progress, and understand project requirements.
Effective communication enables the project manager to keep various stakeholders informed of
project progress an gain useful feedback such as from product testing by the client. Communication
and a suitable plan for communication is important for relaying information from on party to
another and from one point to another. Methods such as agile require constant communication
through daily scrum meetings. Apart from relaying information, it is also important in receiving
useful information and to help the project manager and the project team that there has been a
change in situation requiring their immediate response. Inevitably, projects are going to encounter
problems such as disagreements, and it is usually a matter of when rather than if. Effective
of Project Management.
8 Kim Heldman, PMP Project Management Professional Exam Study Guide (Sybex, 2013).

communication skills are therefore required to discuss the disagreements and come up with useful
solutions that help the project to move forward. Communication is not just verbal or through
reports, graphical methods are equally very good forms of communication for projects

Bibliography
5 Wysocki, Robert K, Effective Project Management - Agile, Traditional, Extreme (Wiley, 7th ed,
2013)
6 Dwivedi, Yogesh K. et al, "Research On Information Systems Failures And Successes: Status
Update And Future Directions" (2014) 17(1) Information Systems Frontiers
7 Mir, Farzana Asad and Ashly H. Pinnington, "Exploring The Value Of Project Management:
Linking Project Management Performance And Project Success" (2014) 32(2) International Journal
of Project Management
8. Heldman, Kim, PMP Project Management Professional Exam Study Guide (Sybex, 2013)