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PPMP20010 Executing And Closing Projects

tag 0 Download 17 Pages / 4,218 Words tag 12-02-2021


Project Management in various domains is considered to be a relatively mature discipline. There is extensive body of knowledge that promotes project management and supports its main object of delivering successful projects. This knowledge base is supplemented by a well-established standards that have been evolving over years such as PMBOK and Prince2 to equip project managers with the knowledge, tools and skills to perform their role.
Having said that, project delivery in various domains is still unsatisfactory. Many recent studies and audits have revealed that project management fails to deliver successful project outcomes with alarming frequency. In the case of construction, for example, recent figures show that around 50% of projects fail to meet the delivery targets. Those problems are not exclusive to the construction sector. The IT sector projects also encounter an estimated 70% failure rate. This should be alarming to project management professionals and practitioners whose main duties are to ensure successful delivery of projects.
Since project management is supposed to improve project delivery, it is essential to fully appreciate the reasons behind project failure. Understanding the reasons for project failure will help protect management profession work towards achieving more consistent project delivery.

This is a group assignment (individual for distance education students). This assessment item requires you to consider:

Project execution,
Project success factors,
Reasons for cost and time overruns,
Application of project control systems,
Stakeholders' influence on project performance

You must demonstrate your understanding of the above in the context of a project of your choice and submit a critical analysis report. You are encouraged to use assignment output and ideas that you may have developed from previous practical assignments within this unit as supporting evidence for your analysis.
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Total 17 pages

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