Project Management Approach Selection
General Dynamics UK
Introduction:
I have conducted an analysis of various project management (PM) approaches to
determine the most suitable approach for our project. This decision paper outlines the
alternatives that were analyzed, the selected approach, and a detailed analysis of the approach
with examples to the General Dynamics UK.
Analysis of Alternatives
There are multiple approaches of project management including TPM, Agile, Scrum,
Lean PRINCE2 and Six Sigma. Each of these approaches has its own strengths and weaknesses,
and the selection of an approach depends on the specific requirements of the project.
TPM is a structured approach that emphasizes planning, organizing, and controlling
project activities. It is best suited for projects with a clear and stable scope, and a focus on
delivering the project on time and within budget. Agile Project Management is designed for
projects that require flexibility and frequent changes to the project scope, with a focus on
delivering a product that meets the customer's needs. Scrum Project Management is a type of
Agile approach that focuses on delivering a product in small increments, with a self-organizing
team that works together to complete the product. Lean Project Management focuses on
delivering value to the customer by eliminating waste and reducing project completion time.
PRINCE2 Project Management is a structured approach that emphasizes continuous monitoring
and control of project activities. Six Sigma Project Management focuses on improving the
quality of project deliverables by minimizing defects and reducing process variability.
Selected Approach
After careful consideration of the project requirements and analysis of the alternatives,
we have selected Agile Project Management as the most suitable approach for our project. The
[Project Name] requires flexibility and frequent changes to the project scope, with a focus on
delivering a product that meets the customer's needs. Agile Project Management allows us to
respond to changes quickly and efficiently, and ensures that the customer's needs are met
throughout the project.
Approach Analysis
Agile Project Management emphasizes iterative development, collaboration, and
customer feedback to deliver a product that meets the customer's needs. It involves breaking the
project into small increments, called sprints, and completing each increment in a short period of
time, usually 1-4 weeks. The project team works closely with the customer to identify
requirements, prioritize features, and deliver a working product at the end of each sprint. The
team also holds regular meetings, such as daily stand-ups and sprint retrospectives, to review
progress and adjust the project scope as needed. One of the key benefits of Agile Project
Management is its flexibility. Since the project requirements are likely to change during the
course of the project, Agile allows us to respond to changes quickly and efficiently. It also
promotes collaboration and communication among team members, which leads to better
decision-making and faster problem resolution. Finally, Agile ensures that the customer's needs
are met throughout the project, since the team works closely with the customer to identify
requirements and deliver a product that meets those requirements.
Examples
During the development of a software product, the customer identifies a new requirement
that was not included in the initial scope. Using Agile, the project team is able to incorporate the
new requirement into the project without delaying the project timeline or increasing the project
budget.
In a construction project, the team encounters unexpected delays due to weather
conditions. Using Agile, the team is able to adjust the project schedule and prioritize tasks to
ensure that the project is completed on time, despite the delays.
References
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Turner, J. R., & Müller, R. (2019). The project manager's leadership style as a success factor on
projects: A literature review. Project Management Journal, 50(4), 431-446.
Leybourne, S. A., Sadler-Smith, E., & Dugdale, D. (2019). The influence of cognitive style on
project management competence and performance. Project Management Journal, 50(1),
44-55.
Cicmil, S., & Marshall, D. (2019). The role of project management in achieving sustainability.
International Journal of Project Management, 37(5), 631-643.
