Critically assessing a variety of project management methodologies for construction a laboratory
Question
Task: Identify at least three (3) different project management methodologies and critically assess these for their suitability to achieve a successful outcome for your selected organisational project. Use contemporary literature to support and justify your choices. Use your critical assessment to recommend and justify one methodology as the most suitable. Critically analyse how your selected method will help to achieve a successful outcome for your chosen project. Take into consideration the suitability of the method for Iwi/Maori organisations and organisations within the Aotearoa New Zealand context. Use contemporary literature to support and justify your recommendation. Present your critical analysis and justification in a written
Answer
Project Management
Introduction
The main aim of this report is to critically evaluate and compare 3 project management methodologies in relation to the construction project described in the case study.Modern learning settings will be provided via the project's upgrade of OPAIC labs. This report will focus on assessing the suitability of critical path method (CPM), Scrum, and waterfall methodologies that are appropriate for this project. The best methodology for the project will also be chosen in the report.
Project Overview
The goal of OPAIC is to advance both teaching and learning. They must modernize their laboratories to create cutting-edge learning spaces as part of this aim. They are going to renovate level 7 for their construction department, starting with the workspace. They require spaces in this field where they can instruct in both virtual reality and computer-aided design. Additionally, a lab is needed for commercial 3D printing of construction models. The room must be adaptable enough to accommodate flexible class sizes and industry speaker presentations. This renovation faces a number of challenges, including the requirement to insulate noise levels between sections and maintain a collaborative atmosphere rather than a standard classroom appearance.In the planning, which must be designed, a preliminary layout must also be included. Construction is only permitted during the OPAIC holiday times between courses, and green building methods and sustainable building practices must be implemented, as with all OPAIC buildings. It will also be important to take into account that an Iwi/Mori organization owns the building.
1.0 Project Management Methodologies (OPAIC Project)
There are many different project management methodologies, therefore choosing the best one for a given project is essential for success. Three methodologies namely Critical Path Method (CPM) project management, waterfall project management, and scum project management are chosen for the OPAIC project, and their viability in producing positive results is evaluated:
1.1 Waterfall Methodology
The waterfall methodology is a systematic, linear style of managing projects that adheres to a predetermined set of phases. The commencement stage of the technique is where the project goals and objectives are established. The project plan is created during the planning step that follows (Abdelrazek & Hussain, 2019). The plan is carried out during the subsequent stage of execution. The monitoring and regulating stage comes next, where the project's progress is tracked and any necessary adjustments are made. The project is finished at this stage, which is known as the completing phase, and a review is carried out.
The methodology phases include:
1. Requirements gathering and analysis: During this stage, the project team obtains and evaluates the project's requirements. Since it lays the groundwork for the entire project, this phase is crucial.
2. Design: During this stage, the team develops a detailed design for the project, complete with technical drawings and implementation strategies.
3. Implementation: During this stage, the team builds, codes, and develops the project to put the design into practice.
4. Testing: The team tests the project at this stage to make sure it complies with the specifications and performs as expected.
5. Deployment: During this stage, the project is given to the client and put into use in the real-world setting.
6. Maintenance: The project team provides continuous checks and support during this phase to make sure the project keeps meeting the client's needs.
In the case study provided, the Waterfall Methodology can be applied in the following way:
1. Requirements gathering and analysis: To create the level seven construction space, the project team will gather and examine the requirements. This entails determining the prerequisites for teaching Computer Aided Design and Virtual Reality, setting up a laboratory for commercial 3D printing, and making sure the facility is adaptable to different class sizes.
2. Design: The construction team will produce a thorough plan for the construction site, complete with technical requirements and implementation strategies. This will entail making sure the area is soundproof and still has a collaborative atmosphere.
3. Implementation: The project will be built, programmed, and developed by the team in order to put the design into practice and the spaces can be flexible to be changes where necessary.
4. Testing: To make sure the project complies with the specifications and performs as planned, the team will test it. Testing the Computer Aided Design and Virtual Reality technology, the 3D printing laboratory, and making sure the space is adaptable enough to suit various class sizes are examples of what this might entail.
5. Deployment: The project will be sent to OPAIC for usage in the production environment after it has been tested and found to be compliant with all requirements.
6. Maintenance: To make sure the constructed area continues to satisfy OPAIC's needs, the project team will offer continuous maintenance and assistance. These include making constant modifications to the spaces to keep them adaptable to shifting class sizes and requirements.
Overall, Waterfall Methodology will be the most appropriate approach for the level seven construction project since it is performed in stages by ensuring the preceding phases are completed before moving to the next. This will ensure the project is completed within the budget, on time and to client’s satisfaction.
1.2 Critical Path Method (CPM) Methodology
A project management method called the Critical Path Method (CPM) methodology is used to identify a project's critical path. It entails drawing a network diagram that details the tasks necessary to finish a project, their durations, and the dependencies among them (Project Management Institute, 2017). The longest series of tasks that must be finished on time for the project to be finished on schedule is known as the critical path (Pinto & Slevin, 2018). To guarantee that the project is finished on schedule, the technique focuses on optimizing the critical path.
1.3 Scrum Methodology
Agile project management is emphasized by the Scrum technique, which places a strong emphasis on teamwork, adaptation, and flexibility. It entails breaking the project up into brief sprints, or iterations, which typically span between 1-4 weeks (Cai & Li, 2020). Each sprint consists of three meetings: a planning session where the objectives are established, a review session where the progress is examined, and a retrospective session when the team discusses the sprint and pinpoints areas for improvement (Schwaber & Sutherland, 2020).
2.0 Critical Evaluation of Waterfall Methodology
The waterfall methodology is determined to be the most appropriate for the construction project after a careful evaluation of the three methodologies. This project is a good fit for the waterfall methodology's linear approach to project management because it calls for a series of stages that must be taken in order to finish the project. The project entails a number of interdependent tasks, such as the building of a lab for commercial 3D printing of construction models, which calls for careful planning and execution.
Although the CPM methodology is beneficial for determining a project's critical path, it might not be appropriate for this project because it does not take into consideration changes that could happen throughout the project. The agile approach of the Scrum technique is not appropriate for this project because it entails a number of clearly defined tasks that must be finished in a particular sequence (Turner, 2014).
3.1 Why is this methodology chosen?
The Waterfall methodology is chosen because it works best for projects with clear and unlikely-to-change needs. The specifications for the OPAIC construction laboratory project are clear, and no changes to the specifications are anticipated during the project. Additionally, the Waterfall methodology's sequential approach ensures that each step is finished before moving on to the next, helping to ensure the quality of each phase. The Waterfall method also has a set of well-defined phases and is extensively documented, which makes it simpler for the project team to interpret the design and build accordingly (Project Management Institute, 2018).
3.2 Why are the other two methodologies not chosen?
Since delays in one activity can have an impact on the entire project and there are many interdependencies across activities, CPM approach was not chosen for that reason for this project. The interdependencies are minimal and there are no significant operations that could delay the OPAIC construction laboratory project as a whole.
Because the Scrum method is better suited for projects with significant levels of uncertainty and where needs are expected to change often, it was not chosen for this project.
4.0 Maori Inclusion in the Project
To ensure the project is inclusive of Maori values, the following values need to be considered:
Kaitiakitanga, which relates to the principle of maintaining and protecting the environment, is one Maori value that is particularly pertinent to this endeavor. It is obvious that Kaitiakitanga is already a priority for this project given the case study's focus on sustainable building methods and green building concepts (Lim et al., 2017). However, it is crucial to make sure that this value is included into every part of the project, from the planning stages to the building stage and beyond. This could entail using environmentally friendly products and technology, consuming less energy and waste, and making sure the structure is built to last.
Ptake is another important Maori value that speaks to a company's purpose and objectives. The objective of this project is to develop cutting-edge learning facilities for the construction division, including spaces for CAD, VR, and commercial 3D printing. To guarantee that the project is completed in a way that respects the interests and intentions of the Iwi/Mori organization that owns the building, it is crucial to make sure that these aims are in line with their requirements and aspirations.
Tikanga is another important value that should be considered in this project. Tikanga refers to values, rules, and ways of doing business (Lim et al., 2017). In the context of the construction project, this might involve consulting with local Maori communities and organizations to ensure that their values and perspectives are taken into account, and that the project is carried out in a way that is respectful of their culture and traditions.
Tikanga is another significant value that needs to be taken into account in this endeavor. It describes principles, laws, and commercial practices. To ensure that their beliefs and viewpoints are taken into account and that the project is carried out in a way that respects their culture and traditions, local Maori communities and organizations may be consulted in the context of the construction project (Kerzner, 2017).
Manaakitanga is also relevant to this project, as it emphasizes kindness, respect, and caring for others and the environment. In the context of the construction project, this might involve ensuring that the construction process is carried out in a way that minimizes disruption and inconvenience to local communities, and that the finished building is designed to be welcoming and inclusive to all students and staff.
Finally, Rangatiratanga, which refers to leadership, authority, and guardianship, is an important value to consider in relation to the construction project. This might involve ensuring that the project is carried out in a way that is transparent and accountable, and that local Maori communities are involved in decision-making processes where appropriate.
The manaakitanga philosophy, which emphasizes kindness, respect, and consideration for people as well as the environment, is also pertinent to this project. This could mean, in the context of the construction project, ensuring that the construction process is carried out in a way that minimizes interruption and inconvenience to surrounding communities, and that the finished building is designed to be friendly and inclusive to all students and staff.
Conclusively, Rangatiratanga, which stands for leadership, guardianship, and authority, is a crucial value to take into account in relation to the construction project. This can entail making sure the project is carried out in an open and accountable manner and, where necessary, including local Maori communities in decision-making processes.
Recommendations
Based on the critical evaluation of the three methodologies discussed, the Waterfall methodology is recommended as the most suitable methodology for the construction project at OPAIC.
The Waterfall methodology is suggested as the best strategy for managing the OPAIC construction project overall. For the project to be completed and all requirements, especially those pertaining to Maori beliefs and cultural traditions, to be met, the Waterfall methodology's emphasis on thorough planning and documentation is crucial. The project team can make sure that the project respects Maori culture and values and benefits the Maori community by including the Maori values of Manaakitanga, Ptake, Tikanga, Kaitiakitanga, and Rangatiratanga into the project planning and implementation process.
References
Abdelrazek, M., &Hussain, O. K. (2019). Critical success factors of construction projects: a literature review. Journal of Engineering, Design and Technology, 17(4), 875-898. https://doi.org/10.1108/JEDT-01-2018-0004
Cai, H., & Li, J. (2020). A comparative study of Scrum and Kanban approaches in agile software development. Journal of Software: Evolution and Process, 32(2), e2185. https://doi.org/10.1002/smr.2185
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. Wiley. https://doi.org/10.1002/9781119420458
Lim, C. S., Mohamed, M. Z., & Abdul Hamid, A. B. (2017). The impact of organizational culture on project success: a theoretical framework. Journal of Project, Program & Portfolio Management, 8(1), 1-14. https://doi.org/10.14568/jpppm.2017.8.1.1
Pinto, J. K., &Slevin, D. P. (2018). Critical success factors in project management. In G. W. R. Leiringer& C. R. Lundin (Eds.), The Routledge companion to project management (pp. 101-119). Routledge. https://doi.org/10.4324/9781315610483-8
Project Management Institute. (2018). Agile practice guide.PMI. https://doi.org/10.1177/8756972818803383
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® Guide) (6th ed.). PMI. https://doi.org/10.1177/8756972818771801
Schwaber, K., & Sutherland, J. (2020).The Scrum guide. Scrum.org. https://doi.org/10.5281/zenodo.3574524
Sanvido, V., Grobler, F., &Parfitt, K. (2019). Project management in the construction industry (3rd ed.). Pearson South Africa. https://doi.org/10.1080/15544800903537181
Turner, J. R. (2014). Handbook of project-based management (4th ed.). McGraw-Hill Education. https://doi.org/10.1002/9781118535203
