Proj6000 Assessment 2b Sample Completed Assignment There Are

Proj6000 Assessment 2b Sample Completed Assignmentthere Are A Variety

There Are A Variety of standards available globally to guide the management of projects. Though these standards vary, they are all unified by a common goal, to increase project success rate. On this basis, many efforts have been made to bring the standards together into a single body of knowledge. However, these attempts have been largely unsuccessful due to the vast area of expertise in project management. A single standard simply cannot be versatile enough to cover all requirements.

Therefore, maintaining a variety of recognized standards should be seen as a strength of the discipline (Global Alliance for Project Professional, 2018). Although these standards share the overarching goal of successful project management, each offers a unique framework focusing on different competencies. Ghosh et al. (2012) summarize the distinctions as follows: “PMBOK emphasizes on repeatable processes; ICB stresses on technical, contextual, and emotional competences; Scrum brings customer collaboration and quick turnaround time; PRINCE2 focuses on delivering the project product in a controlled environment; P2M devises innovation and alignment with project portfolio; and APM emphasizes design and technology management, business case, and interpersonal skills” (Ghosh, Forrest, DiNetta, Wolfe, & Lambert, 2012).

Given the increasing scope of projects conducted across geographic borders and in multiple countries, selecting an appropriate standard has become more complex. However, this complexity should not serve as the primary reason to favor one standard over another. Instead, the advantage of globally recognized standards is their ability to transcend language barriers and local policies by providing a common framework. The choice of standard should therefore be guided by the specific nature and requirements of the project.

For example, PMBOK and PRINCE2 are process-oriented methodologies that divide projects into multiple stages. These are comprehensive frameworks suitable for large-scale, predictable projects, particularly common in IT infrastructure developments. Conversely, the Scrum methodology is a lighter approach designed mainly for software development projects, emphasizing frequent team meetings to discuss priorities and milestones that can be adjusted daily (Aston, 2017).

Established in 2003, the Global Alliance for Project Professionals aimed to become “the independent reference benchmark for the alignment and transportability of standards and qualifications for leadership and management of projects, programs, and portfolios” (Global Alliance for Project Professional, 2018). They have developed useful tools for comparing project standards, such as the Comparison of PM Standards and Assessments Tool, which aids in the selection process of the most suitable standard for specific projects.

Paper For Above instruction

Project management is a discipline enriched by a diverse array of standards worldwide, each developed to enhance the success rate of projects. These standards—such as PMBOK, PRINCE2, Scrum, P2M, and APM—serve as frameworks that guide project managers in planning, executing, and completing projects effectively. Despite their differences, they share a common goal: to improve project outcomes by providing structured approaches tailored to various project types and environments.

The multiplicity of standards reflects the complexity and varied nature of modern project management. For instance, the Project Management Body of Knowledge (PMBOK) by the Project Management Institute emphasizes standardized, repeatable processes and is particularly suitable for large, predictable projects (PMI, 2021). PRINCE2, originating in the UK, shares a similar process-oriented approach, favoring controlled project environments and clear stage-by-stage management, making it popular in government and large-scale enterprise projects globally (OGC, 2017). Both standards excel in environments where scope, budget, and schedule are well-defined, such as IT infrastructure projects or construction.

In contrast, agile methodologies like Scrum prioritize flexibility, customer collaboration, and rapid iteration, making them ideal for software development and projects requiring adaptability (Schwaber & Sutherland, 2020). Scrum’s emphasis on small, cross-functional teams meeting regularly aligns well with the fast-changing nature of technology projects, where requirements evolve frequently, and iterative delivery is necessary.

The existence of such a variety of standards is a strength, enabling project managers to select approaches that best fit their project’s unique circumstances. Attempting to unify standards into one comprehensive framework has proved challenging due to the extensive diversity of project environments and specializations. Instead, organizations and practitioners benefit from understanding multiple standards and choosing the most relevant based on project scope, complexity, and stakeholder needs.

Global standards also facilitate international project management by providing a common language and set of best practices, essential in today’s borderless project landscape. For instance, ISO 21500 offers guidelines aligned with other standards, promoting interoperability and consistency across borders (ISO, 2012). Moreover, tools like the Global Alliance for Project Professional’s comparison frameworks support practitioners in analyzing and selecting the most appropriate standard for their project context.

Ultimately, the strategic choice of a project management standard depends on factors like project size, complexity, industry, geographical spread, and the specific competencies required for success. For example, a multinational construction project may benefit from PRINCE2 or PMBOK, while a startup developing innovative software might lean toward agile approaches like Scrum. Recognizing the strengths and limitations of each standard ensures effective application and enhances overall project success rates.

In conclusion, the variety of recognized project management standards worldwide is a valuable asset, reflecting the discipline’s diversity and adaptability. By understanding the distinct focuses of each standard and the contexts in which they excel, project managers can better tailor their management approaches. This flexibility and informed selection are crucial for navigating the complexities of modern projects, ultimately fostering higher success rates and advancing the discipline of project management.

References

• Ghosh, S., Forrest, D., DiNetta, T., Wolfe, B., & Lambert, D. C. (2012). Enhance PMBOK® by comparing it with P2M, ICB, PRINCE2, APM and Scrum project management standards. PM World Today, 4(9), 1-77.
• Global Alliance for Project Professional. (2018). About Us. Retrieved from https://www.globalprojectalliance.com/about-us
• ISO. (2012). ISO 21500:2012 Guidance on project management. International Organization for Standardization.
• OGC. (2017). Managing Successful Projects with PRINCE2. Office of Government Commerce.
• PMI. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.
• Schwaber, K., & Sutherland, J. (2020). The Scrum Guide. The Scrum.org.
• Turner, J. R. (2014). Handbook of project management excellence. McGraw-Hill Education.
• Barker, R., & Pistritto, D. (2010). The Changing Role of the Project Manager in a Global Economy. PMI.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Office of Government Commerce. (2017). Managing Successful Projects with PRINCE2. TSO.