- One chosen project management topic for literature review
- Justification of why this subdomain topic is important for project management today
- Clearly state details of two academic articles (give full references) you have selected with a summary paragraph about each one, stating how and why they contribute to the understanding of the subdomain chosen
- Brief conclusion paragraph stating what you believe the literature on this subdomain means for project management – in other words what have you learned from this and why should we care?
An article review is a process of summarising an in-depth understanding of a specific area or topic (Bourdeau, et al., 2020). It includes the process of analysing and summarising previously or formerly published articles despite presenting new analyses or facts (Dang & Shane, 2020). This study will also evaluate two articles related to different types of methodologies applied to project management. In context to that, it will also highlight some learning aspects upon the two articles which guided to manage projects in future. A self-reflection is also evaluated with context to the lesson learned through the analysis of the articles, which are relevant to guide approaches in managing projects across global boundaries.
Selected domain and justification of subdomain topic in project management today
The selected domain for project management is methodology and in today’s project management segment finding out the required methodological perspective is linked with designing the perspectives of research as well as justified along with the completion of work (Bourdeau, et al., 2020). Furthermore, the choice for methodology is based on evaluating why it is important to have the correct methodology in place, while identifying and completing the work based on project management. Moreover, the importance of methodology in project management is also linked with identification of standards for basic protocol used in project management along with strategic planning.
Review and summary of the first chosen article
According to Ungureanu & Ungureanu (2014), methodology in project man agent is considered as an assurance for a firm in terms of completing works on time, as per requirements and in the budget also. In the 1960s, project management methodology was identified where firms got the realisation to take benefits of unique and structured approaches while completing works or projects. Whereas methodology helps in providing a skeleton framework for describing each step in-depth, and project managers grab the chance to implement different activities considering specifications, schedule and budget.
Ungureanu & Ungureanu (2014) also identify a hierarchical structure for integrating methodology for projects which ensured specification with a mixture of modern and traditional approaches. In the form of traditional methodology, six steps are followed such as initiation, implementation, design & planning, integration, validation and closing. On the other hand, modern approaches include various methodologies such as PMBOK Guide, PRINCE2, CPM, Lean, Six Sigma, SCRUM, CCPM etc. Overall, it is summarised by Ungureanu & Ungureanu (2014) that methodologies over project management are all about a combination of practices that ensure control, development and plan of successful completion.
Review and summary of the second chosen article
The article identifies project management methodology as one of the most researched topics and also depicts the Project Management Methodology (PMM) as a part of the Prince2 methodological approach (Joslin & Müller, 2015). Furthermore, the article also evidently discusses the project management development and System Development Life Cycle (SDLC) in detail while evaluating the perspectives of effectiveness as well as undertakes a detailed overview as well as understanding regarding the complete process for project management life cycle. In addition to this, the article also focuses on PMM as a tool for standardisation and helps in mitigating risks for organisational PMM (Joslin & Müller, 2015). Furthermore, the tool for the development of Prince2 standards is also identified in the paper as a strategic measure for the combination of standards for project management as well as customisation standards. Moreover, the paper is also endorsing the use of governance models for benefiting the project management tactical measures and incorporating ethical standards into work. Furthermore, the strategic position is also aligned with the roles and responsibilities within the structural discourse and, therefore, forming the corporate governance vision (Joslin & Müller, 2015). In addition to this, the research uses the positivist approach for taking into consideration their strategic position so as to undertake the statistical search. Henceforth, the paper concludes the relationship between governance at different levels and identifies the contingency measures developed by PMM and standardisation tactics.
Comparing and contrasting the articles
The comparison between the two articles is based on the strategic positioning of the project management context and methodological approaches used for specific reasons. In addition to this, the use of different kinds of project methodologies guided on delivering understanding regarding the specific approaches which are aligned with the strategic outcome (Ungureanu & Ungureanu, 2014). On the contrary, Joslin & Müller (2015) stated that the strategic approach for the development of project management issues is also aligned with the beneficial role in the context of project management. However, in contrast to this, (Ungureanu & Ungureanu, 2014) stated that PMM is considered as a strategic option that helps in developing contextual scenarios regarding the use of the PRINCE2 methodology cycle. It also appraisers that government control and regulations in project management task are necessary for promoting the use of a different statistical methodological feature that help in developing a project (Dang & Shane, 2020). Furthermore, it is also confirmed that the synthesis of data and use of strategic outcomes with the help of an application for the project management methodology sector relates to project success and impacts on project governance simultaneously (Joslin & Müller, 2015). In contrast to this, (Ungureanu & Ungureanu, 2014) stated that the strategic outcome for sustaining a project and the use of the critical path method, which helps in developing progress in relation to the tactical approach, which is therefore linked with the PMBOK guide.
Discussion regarding lessons learnt and application of best practice
The lessons learnt for developing project cycle methodological feature is therefore linked with the strategic outcome for this scenario and is also essential to the formulation of the strategic role, which focuses on the identification of strategic role on a long-term basis (Ungureanu & Ungureanu, 2014). In addition to this, the review papers have also evaluated Prince2 standards along with the PMBOK methodological feature, which helps in understanding the project management perspectives from a different angle and therefore evaluate the role of governance as a strategic option for reviewing activities under the methodological feature (Bourdeau, et al., 2020). In addition to this, the lessons learnt for evaluating the contextual synthesis of the project management scenario and case studies are aligned with the beneficial role of project management which is also linked with developing strategic outcomes on a long-term basis. The different statistical scenarios and the governance control models have also been evaluated, which help in understanding the strategic as well as a practical feature for maintaining project management perspectives (Dang & Shane, 2020). Furthermore, as per Joslin & Müller (2015), the strategic orientation to learn and develop competencies are linked with the tactical approach for project management issues. In addition to this, the learnt schemes for designing the project management issues are aligned with the developed competencies.
Impact of project management methodology on truly international projects
With the use of framework project management, project managers might not have an accurate algorithm of projects approaches but get a broad idea about the variety of standards and rules to be followed. According to Joslin & Müller (2015), the implication of modern methodologies has emerged with growing global interest in utilising such methodologies as PRINCE2, which is also internationally renowned. On the contrary, Ungureanu & Ungureanu (2014) stated that PRINCE2 is a systematic standard with a high level of the planning process, which is effective for creating a well-described environment. Whereas, this kind of evolution also suggests that integration of PRINCE2 might be an effective choice for managing an adaptable and flexible approach to meet with general requirements and address the requirements over the business ideas.
Thus, Joslin & Müller (2015) stated that PRINCE2 does not contain techniques; it basically emerges with quality processes that hold a comprehensive capability to complete any projects on time and within budget. PRINCE2 is basically applied with best practices which were confirmed in the 1980s by several global firms, and it is being used in the project implementation and planning phase (Ungureanu & Ungureanu, 2014). The major impact of project methodology in an international project is identified through the presence of logical and complete approaches which are effective to meet all business problems, human resources & time and quality requirements.
Critical reflection about managing projects
As a project manager, I would like to present systematic approaches and standards with a high level of process planning which will help me to monitor and review projects in a well-structured environment. With the inclusion of a globally recognised methodology, PRINCE2, I would like to integrate most agile methodologies in order to establish ongoing collaboration and secure the development of the project life cycle. My goal is to play a well-defined role with the iteration of handling complex situations. As stated by Joslin & Müller (2015), PPM now emerges with standardisation where project managers consist with the goal of attaining corporate goals and aligning project approaches with the path of corporate standardisation and control. On the contrary, Ungureanu & Ungureanu (2014) stated that PPM is effective to represent an in-depth structure of the project planning process, which allows smoothening the implementation, monitoring and reviewing approaches over projects. In terms of managing projects at a global level, I should take into account various levels of scope and guide team members to deal with every element. I have the belief that there has a positive relationship between project success and PMM. Moreover, I got the assurance that PMM played an important role in terms of securing the success of many projects which are eventually used in different governance contexts.
In conclusion, it is obtained that the project management methodologies focus on understanding the competencies for developing a research project and therefore identifying the strategic position so as to design the methodology. It has also been concluded that the PMM plays an important role in the governance of the project.
Bourdeau, S., Petit, M. & Goyette, S., 2020. Developing competencies in IT project estimation: A simulation-based training using LEGO®. Systemes d’information management, 25(2), pp. 73-106, DOI: 10.12/414888465824.
Dang, H. & Shane, J., 2020. A Linear Development Model for Disadvantaged Business Enterprises in Construction Engineering and Management. Project Management and Controls Journal, pp. 23-34, DOI: 10.1061/9780784482889.029.
Joslin, R. & Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International journal of project management, 33(6), pp. 1377-1392, DOI: 10.1016/j.ijproman.2015.03.005.
Ungureanu, A. & Ungureanu, A., 2014. Methodologies Used In Project Management. Annals of Spiru Haret University. Economic Series, 7(1), pp. 47-53, DOI: 10.26458/1425.