1. The document discusses several tools and techniques used in project management including Maylor's 4Ds framework, Gantt charts, critical path analysis, risk analysis, and Prince2 methodology. 2. Maylor's 4Ds involves defining a project, designing how to achieve its objectives, doing the required work, and delivering the final results. Gantt charts visually map out tasks and timelines while critical path analysis identifies the longest path of tasks. 3. Risk analysis evaluates potential risks through assessing likelihood and impact, and Prince2 provides a standardized approach with defined stages, controls, and products. The document compares these different project management methods.

1. (Mt) – Harvard University Theories Tools and Techiques in Project
Managagement Presentation
Institute of Management Creation HE5 – BMP5000 Proje. t Management Assessments The
approaches and techniques used in Project Management TOOLS MAYLOR 4Ds 1. Timetable
PROJECT MANAGEMENT management is a process of control. Being able to control the
delivery of the project through the project eginning to end. You have to do this every stage
of the project so control of money, control of people and of quality and delivery (Kerzner, et
al., 2017). elements of the process of project management and tools available can help
organisations to avoid or t internal project constraints also, to be ready for any unexpected
change in project objective and goals. ver project management applications has the got big
advantage as it help to monitor the project and plan it sfully (Munns, et al., 1996). •
Background • Sel your aims for the project intervention • Develop objectives to achieve the
aims DEFINE IT Idently a hichevel timescale er stages and milestones of he project
intervention) TAUKSME STARTDATI WA WASON woude 01/01/2018 1901/2009 Oberst
02/01/2013 501/2013 The timetable lists the task required in the project and makes a note
of the project milestones. It lists the start and due dates expected and the duration of the
individual tasks. This timetable allows the project to be broken down into smaller tasks
which can be managed (Raz, et al., 2001). • Plan to achieve the project objective Estimate
the time you require Prepare intervention timetable and cycle of Events Identify constraints
and dependencies • Select appropriate actions to add value to the working relationship •
Prepare to track and capture details of events Couporte 0401/2018 001/2011 DESIGN IT
16/01/2018 24/01/2018 PROCESSES Iveta previa 1101701 1701/2016 e are certain
elements of the process of project management which need t be controlled for the effective
ery of the project. • Plan events and activities including preparation time pre event • Carry
out activities • Reflection Action time post event • Capture and record data • Provide
feedback / timely responses • Review progress against plan DO IT 2. Gantt Chart • Test the
serviced product – gain appropriate feedback • Measure the outcomes against the project
objectives DELIVER IT Refine the aims and build into next yde of events • Learn from the
project and build into practice The Quality management resources can be defined as a
discipline and that’s because it help to ensure that outputs, benefits, and the processes by
which they are delivered, meet stakeholder requirements and are appropriate for the
purpose ( Russell, et al., 2003). Time Project time management involves the processes
required to (Atkinson, 1999) ensure timely completion of a project. Processes include:

2. Activity definition Activity sequencing Activity duration estimating Schedule development
Schedule control The Gant Chart is more of a visualisation of the timetable as this shows the
duration of each individual tasks in blocks from start to end date and any overlapping tasks
(Yamin, et al., 2001). PRINCE 2 3. Arrow Diagram/ Critical Path Analysis Quality – .
Budgeting Stakeholders The Arrow diagram shows the order of tasks which are needed in a
project. It highlights the most efficient way known as the critical path, to complete the
project and can highlight any problems which may be faced along the way (Yamin, et al.,
2001). – home 1. Budgeting in the project is the total sum of money that has been
distributed for the specific purpose of the project within specific period of time that has
been selected such as aims and objective and when need to be done. The main purpose of
the budgeting is to monitor the cost of the project within the limited budget that has been
approved by the manager (Atkinson, 1999). Budget management consists of a series of
tasks and steps designed to help manage the costs of the project, the steps are: a. Defining
the Budget b. Executing the Budget Controlling the Budget d. Updating the Budget .
According to Bentley (2012) Prince 2 states that every project will have a minimum of
stages, Planning and implementation Within each stage is 5 components: Organisation,
Plans, Controls, Products, Activities. Advantages Common and consistent approach. Regular
reviews of progress against plan. Flexible decision points. It allows the management of
stakeholders at the right time during the project Good communication channels between
the whole organization Prince 2 – product breakdown structure (PBS) Product breakdown
structure (PBS) use in Prince 2 most of time as it help to defend and identify all the product
that will be produce within the project in the word PBS help to define the project scoop and
goals. Advantage of Prince 2- PBS It allow the project to concentration to deliver outcomes
that required for the project This will help the project to see which product need to be done
and have already been done The PBS separates product to 3 group which is management
product, technical product and quality product COMPARISON 4D WITH P2 The stakeholders
are the people who are affected directly or indirectly by the project outcome such as team
members, customers, contractors etc. (De Wit, 1988). To help identify the stakeholders
processes include: Stakeholder definition – Stakeholder Map and register) Data gathering
via questionnaires and surveys Stakeholder analysis to make sure the stakeholder needs are
analysed and met Data representation Reviewing documents Expert Judgement Risk
quantification – an opportunity for one stakeholder may be a threat to another. 4. Risk
Analysis Risk is split into two elements: The probability of something going wrong, and the
consequences if it does. Probability is the likelihood that something will happen.
Consequences is how serious this is and how negatively impacts the company (Raftery,
2003). Assessing and identifying risks can help save a company time and money . C The
process is the same the scale is different P2 need budgeting, timetable quality control – so
beauracratic because it is a quality control system. These are the methods that let to control
within a certain scale in the project. Maylor’s 4Ds smaller scale and ideal for smaller
projects. For a very large construction project prince 2 ideals. The only difference is the
level of bureaucracy need to do the fundamental elements are still the same. Project
Management 1603934— Matthew Skivington Stakeholders The project manager is
responsible for estab- lishing stakeholders. These stakeholders will have different levels of

3. interest and influence to the project. This can be assessed with a stakeholder matrix to
establish | Gantt Chart A gantt chart can be used to establish the start and end time for a
task. This can be useful to establish the time period required to complete the whole project.
A Gantt chart can represent tasks that can be completed at the same time but doesn’t
represent task dependencies. Nig KAP Satsed a project? ct is defined as “the planning and
execu- all aspects of a project, management of project resources, and applications of
knowledge and methods to achieve the t’s objectives, goals, and requirements on within
budgetary limitations, and with a evel of quality. (Vellani, 2006) is a project management?
rding to PMBOK, a project is defined as “a orary endeavor with a beginning and an and it
must be used to create a unique uct, service, or result eja, 2019) Alamage Only Monitor
(Minimum Eifert Keep Imporma Tast 5 Test Tast Test 9 $ Risk Analysis Once stakeholders
are established, the project manager is able to establish possible risks. The manager is
responsible for establishing the se- verity of a risk and the likelihood of that risk oc- curring
S Mar 20 27 3 10 17 24 1 May May My Jun sun in N Negligible Minor Nocerade Sgnificant
Very Licos Low Na Mesum Wed (Crouhy et al, 2000) Nacim Lowles Nes High Lay Wh Na
Ubadhood 600 Low New Mesem MH Uhlikely Low Me Nasium Low Critical Path Analysis
The critical path analysis can be used to estab- lish the longest possible time a project will
take providing there are no underestimates for time frames for a task. Any element on the
critical path cannot begin until the other elements have been completed, meaning that if a
task on the critical path takes longer than expected, the whole project will be delayed.
(Dayani & Gelbard, 2015) Low Me Nesom Nesum Very Linky project manager’s role roject
manager’s role is to oversee that pro- t requirements are understood correctly by team, to
ensure that the scope is properly fined and agreed, to ensure risks are identi- d and
procedures are put in place to mitigate ese risks, and to ensure resources are uti- ced
correctly and efficiently to ensure a suc- essful project. (Shinde & Govender, 2017) erences
ny, M., Galai, D., Mark, R. & EBSCO ebooks (2000), Risk man- ment, McGraw Hill, New York.
ani, M. & Gelbard, R. (2015). “Automatic Conversion of Software cification into a Gantt-chart
subject to Organization’s Con- nts”, . pp. 73. eja, P. (2019). What is a Project ?. [online]
Managementstudy- de.com. Available at: https://www.managementstudyguide.com/
Maylor’s 4 Ds Define ay Maylor’s 4 Ds are separat- ed into 4 stages. Define, Design, Do, and
Deliver. Maylor can be applied to a small organisation to com- plete a project efficiently.
Design it 10 Do it 253 1 Critical Path = 4 Days Deliver it