Champions of Local Authority Innovation †Free Samples to Students

Question: Discuss about the Champions of Local Authority Innovation. Answer: Introduction After analyzing the provided case study, it is observed that the company is operated in three different domains such as energy and power generation, IT services as well as mining. The company decides to customize project management (PM) methodologies on three project domains for better success of their business operations (Kerzner 2013). The staffs working into the organization are not responsive to update the PM methodology. Fleming and Koppelman (2016) stated that the project management methodology is termed as a grouping of logically related to the methods and processes which can determine how to develop and control the project plan. Schwalbe (2015) demonstrated that the organizations whether it is small or large, the topic project management has a great importance. Development of new product as well as service, development of new production line for various domains, public relations with the promotional campaign and major building of programmes are considered as the main elements of the project management methodologies (Boud, Cohen Sampson 2014). Early years: late 19th century- In the 19th century, the business faces lot of complexities due to improper principles of project management (Walker 2015). The business leaders are facing lot of problems while organizing the tasks and there are unprecedented quantities of the raw materials. Early 20th century efforts- In the 20th century, the business leaders are improving their productivity by focusing on the demand and longer working hours of the workers (Martinelli Milosevic 2016). Gantt chart is used to evolve the management functions of the business. Mid 20th century efforts- In this period, network diagram such as PERT charts as well as critical path is introduced for successfully plan the project. The manager can control the complex projects with implementation of strategies in addition to tools which can handle the growth of ever-changing environment (Nicholas Steyn 2017). Project management methodologies This particular methodology is suitable for energy and power generation as this methodology is the best to overcome with the problems into the business. This methodology is introduced in the year 1996, which defines both project inputs as well as outputs at various project stages (Leach 2014). Kerzner (2017) stated that PRINCE2 is a principle driven to the project management. This methodology solves the business requirements, consists of corresponding activities in order to develop the products and has distinct lifespan (Turner 2016). This methodology explains the need to manage the risk, quality and control the changes into the project. This particular methodology consists of techniques to control the impacts of the project changes. It prevents the project to go into wrong directions. The main benefit of this methodology is that it is flexible as well as responsive (Nicholas Steyn 2017). It also involves identifying the responsibilities of the team members for setting the processes to work throughout the project plan. The key phases and processes of this methodology are: directing of the project, start up the project, initiation, managing, controlling and managing of the product delivery, closing of the project and planning. This particular methodology is suitable for IT services as it is basically used for the development of software into the IT projects. The phases of this methodology are requirements, design, implementation, verification and maintenance. Requirement: Rainer, Prince and Watson (2014) concluded that within the project, the project manager should determine all the project requirements which are managed with integration of the dynamics taken place. The project requirements are to develop project charter, statement of scope and plan to manage and control the possible changes. Design: After determination of the requirements, the plan is designed. The projects are consisted of definite start as well as end date. As per the schedule of the project, there is a requirement to manage the time (Vijayasarathy Butler 2016). Proper design requires sequencing, estimation of resource as well as duration, development of schedule and controlling. Implementation: Based on the created design, the code is generated. The codes are being integrated for next phase. Unit testing are to be done for the codes (Rosemann vom Brocke 2015). Verification: The project work involves of particular deliverables such as project documents. The deliverables require meeting with the project objectives as well as performance standards. The quality involves of proper quality planning, controlling and assuring (Krysi?ski Miller 2016). Maintenance: The software developer should be sure that the application is running into respective environments. When any issues are being fixed, then updated code is being deployed into the environments (Tomanek Juricek 2015). Agile methodology This particular methodology is suitable for mining sector as it allows for the changes to be done at the initial planning phase. It adds features as it keeps up to date with latest development into the mining sector. Testing is done for each of the sprints which make sure that the bugs are being caught. All the products are being tested thoroughly. The phases and processes of this methodology are: project initiation, sprint planning, daily scrum, print retrospective and demo. Project initiation: It consists of some of the main elements such as project goals, constraints, problem statement, assign of the project manager, list of the project stakeholders and project milestones (Spundak 2014). Sprint planning: The plan determines the project scope, project objective with creating a work breakdown structure for the project plan. Daily scrum: The scrum master ensures that all the daily project works are done to meet with scope and acceptance levels are being understood from onset (Bartlett 2017). Print retrospective: Assign of the project manager to the work, determination of the needs and expectations of the project stakeholders, defining of the success criteria of the project, identification of the project budget with alignment of the strategic goals (Rosemann vom Brocke 2015). Demo: It is the ShowTime for the agile projects. The team members determine if the delivered products are meeting with the clients expectations. Conclusion It is concluded that PRINCE2, waterfall and agile methodologies are used for illustration of the project stages useful for implementation of the project plan. It is considered as an intended standard and also stage of project management. This report critically analyzes the framework as well as standards for the project management in various industries/domains. It also analyzes the allocation of the resources to the lifecycle of project management. The report discusses on the outputs of lifecycle in project management with strategies for continuous professional development. References Bartlett, D., 2017. Champions of local authority innovation revisited.Local Government Studies,43(2), pp.142-149. Boud, D., Cohen, R. Sampson, J. eds., 2014.Peer learning in higher education: Learning from and with each other. Routledge. Coppola, D., D'Ambrogio, A. Gianni, D., 2016. Bringing Model-based Systems Engineering Capabilities to Project Management: an Application to PRINCE2. InCIISE(pp. 6-15). Fleming, Q.W. Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute. Kerzner, H., 2013.Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Kerzner, H., 2017.Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley Sons. Krysi?ski, M. Miller, P., 2016. The Role of Conflict in Project Management in the PRINCE2 Methodology.Ekonomika i Organizacja Przedsi?biorstwa, (6), pp.3-12. Leach, L.P., 2014.Critical chain project management. Artech House. Martinelli, R.J. and Milosevic, D.Z., 2016.Project management toolbox: tools and techniques for the practicing project manager. John Wiley Sons. Nicholas, J.M. Steyn, H., 2017.Project management for engineering, business and technology. Taylor Francis. Rainer, R.K., Prince, B. A Watson, H.J., 2014.Management Information Systems. Wiley Publishing. Rosemann, M. vom Brocke, J., 2015. The six core elements of business process management. InHandbook on business process management 1(pp. 105-122). Springer Berlin Heidelberg. Sanjuan, A.G. Froese, T., 2015. Principles, characteristics, and methodology to develop a project management assessment tool at the construction project level. Schwalbe, K., 2015.Information technology project management. Cengage Learning. pundak, M., 2014. Mixed agile/traditional project management methodologyreality or illusion?.Procedia-Social and Behavioral Sciences,119, pp.939-948. Tomanek, M. Juricek, J., 2015. Project risk management model based on PRINCE2 and SCRUM frameworks.arXiv preprint arXiv:1502.03595. Turner, R., 2016.Gower handbook of project management. Routledge. Vijayasarathy, L.R. Butler, C.W., 2016. Choice of software development methodologies: Do organizational, project, and team characteristics matter?.IEEE Software,33(5), pp.86-94. Walker, A., 2015.Project management in construction. John Wiley Sons.