UNIVERSITY OF BEDFORDSHIRE BUSINESS SCHOOL

BSS060-6 Project Management

Assessment 1

August/September 2019

Assignment Title: Evaluating the Use and Application of project Management

Assignment Format: Business Report

Unit Co-coordinator: Katharine Brymer

Student Name: Surindra Maharaj

Student ID: 1822279

Word Count: 2500 words

Due Date: Friday 23rd August, 2019

Page 1 of 24
 REPORT TITLE
CRITICALLY ANALYSE AND EVALUATE ONE OF THYE FOLLOWING APPLICATION
OF PROJECT MANAGEMENT METHODOLOGY: PRINCE 2, PmBOK OR AGILE FOR
THE DEBENHAMS PROJECT.
TO UNIVERSITY OF BEDFORDSHIRE
KATHARINE BRYMER

FROM SURINDRA MAHARAJ

DATE 23RD AUGUST 2019

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Executive Summary

The following report gives an indication of how a suitable Project Management

methodologies (Agile, Prince 2 & PmBOK) can be evaluated to address the issue with
Debenhams. The methodology seeks to identify how to effectively manage project closure
by managing the processes and knowledge areas and evaluating frameworks to attain a
successful outcome. This paper shall give a comprehensive breakdown comprising of
introduction, main body with subsections, conclusion and recommendations.
Using credible sources terminologies from various sources of data was used and
collected from journals, newspaper, industry publications, reports, webpages, and
university websites such as BREO and text books will be used to analyze the findings in
this report and identify which methodology is best required for the closure of Debenhams
stores.

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Table of Contents

Contents
1.0 Introduction ............................................................................................................................................ 5
2.0 Main Body ............................................................................................................................................... 6
2.1 Project Management Methodology.................................................................................................... 6
3.0 Risk Management ............................................................................................................................. 15
3.1 Communication Management .......................................................................................................... 15
3.3 Scope Management .......................................................................................................................... 16
3.4 Time Management ............................................................................................................................ 16
3.5 Cost Management ............................................................................................................................. 17
3.6 Stakeholder Management ................................................................................................................ 17
3.7 Project Quality Management ............................................................................................................ 18
3.8 Human Resource Management ........................................................................................................ 18
3.9 Project Closure. ................................................................................................................................. 18
4.0 Recommendations ................................................................................................................................ 19
5.0 Conclusion ............................................................................................................................................. 19
References .................................................................................................................................................. 20
Bibliography ................................................................................................................................................ 22

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1.0 Introduction

This report will seek to critically analyze Debenhams and the crisis that currently affects
the organization with regards to closure of several department stores across there chain.
Organizational power has shifted from the investors and stakeholders to lenders due to
the inability to create new strategies in the ever evolving globalization and technological
advancements era. Debenhams suffered due to retailer store expansions at the wrong
time when customers where shifting to online shopping, the expansion left the company
with expensive lease and debts. (News, 2019). New owners announced store closure
program through the Company Voluntary Arrangement (CVA) which allows them to
renegotiate rent for those that remains open. (News, 2019)
According to Debenhams Terry Dudley Debenhams executive chairman said:
“Debenhams has clear intentions to create a new strategy to by restructuring the group’s
portfolio and balance sheets”. Our Business is to save as many stores and jobs whilst
making business fit for the future”. (News, 2019)
A comprehensive analysis of Debenhams will be done using either of the following
methodologies PmBOK, Agile or PRINCE 2 as a project management diagnostic tool to
show which methodology would support the project, identifying specific features and
processes of the methodology which can enable the successful outcome of the
Debenhams project.
The overall report will consist with the addition of the introduction several sections which
are main body (Time Management, Cost Management, Risk Management, Scope
Management, Stakeholder Management and communication Management), conclusion
and recommendations.

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2.0 Main Body
2.1 Project Management Methodology
Project management methodology can be defined as a set of guiding principles and
processes for managing projects from beginning through its performance to its closure.
Project management Methodologies.
PRINCE 2 – is driven by the project's business case [8], which describes the
organization's justification, commitment and rationale for the deliverables or outcome.
(sandra Matos, 2013)
PMBOK – The PMBOK was created by the PMI (Project Management Institute), to ensure
a set of knowledge principles in project management. (sandra Matos, 2013)

AGILE Methodology
Agile project management is an iterative and incremental approach to delivering
requirements throughout the project life cycle. At the core, agile projects should exhibit
central values and behaviors of trust, flexibility, empowerment and collaboration. (APM
2019)
Some of the benefits of agile working are;

 Agile methods empower those involved; build accountability; inspire diversity of

ideas; allowing the early release of benefits; and promotion of continuous
improvement.
 Agile helps build collaboration between client and user because changes are
incremental and evolutionary rather than revolutionary: it can therefore be effective
in supporting cultural change that is critical to the success of most transformation
projects. (APM 2019)
 Agile can help with decision making as feedback loops help save money, re-invest
and realize quick wins. (APM 2019)
 Agile breaks down larger projects into smaller sub projects which can create a
better focus on specific goals. (Priyanka, 2016)
 From Table 1.1 it can be seen some of the advantages of agile and why the
methodology is chosen for the Debenhams project.

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Advantages and Disadvantages of PRINCE 2, PMBOK & AGILE
PRINCE 2 ADVANTAGES DISADVANTAGES
There is no proper period defined for any
It is product-based and divides projects into deliverable in Prince2. It depends on the
different stages making it easy to manage. scope.
It improves communication between all team Prince2 needs a huge amount of time for
members and with external stakeholders planning and designing.
Prine2 tools are project-benefits oriented
It gives stakeholder a chance to have a say such as cost-benefit analysis (Hinde,
when it comes to decision making 2012).
Prince2 is more on documentation and
standard templates oriented. Each step
This is the consistent approach needs to be documented (Hinde, 2012).
Prince2 team focus on their specific work
related activities based on defined roles
Business case driven and responsibilities.
It provides the greater control on the plan by Requires senior management buy-in to be
regular reviews of project progress successful
It implicates detailed competencies according
to the role being played in the project
Prince2 scrutinizes cost vs. benefit in each
stage.
Prince2 maintains a knowledge bank which is
utilized in critical situations
A vast range of risk management methods and
techniques are available in Prince2
Risk is focused on various levels in Prince2
such as stage level and project level.
Prince2 outputs are measurable by
outweighed benefits (Hinde, 2012).
Well defined roles and responsibilities of
multiple stakeholders
Detailed Guidelines for change control

AGILE ADVANTAGES AGILE DISADVANTAGES

Agile delivers products in 3 weeks and always Agile estimates the cost and focus on
performs tasks in time-boxing concept (Cobb, deliverables within the cost, need for cost
2015). control

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Agile is more flexible in planning and designing In Agile learning outcomes are not
processes). (Anita Friis Sommer, 2015) documented by the team.
Agile is enriched with its tools, such as Scrum
boards, Burn-down chart, daily Scrum, product
backlog and value-chain model.
Agile has less documentation work and more Agile focus more on technical risk in on-
focus on development (Cobb, 2015). going tasks.
Agile team performs more cross-functional
activities and the team has opportunities to Risk is focused on sprint level for that
explore more knowledge of the project. particular delivery.
Agile always focus on the final product
Focus on Business Needs irrespective of its benefits.
Deliver on Time
Cross Functional and Self-sustained Team
Build Incrementally from Firm Foundations
Develop Iteratively
Communicate Continuously and clearly
Faster Decision Making
Collaboration

PMBOK ADVANTAGES DISADVANTAGES

Project Manager is the sole decision Maker
Provides all round guidance and knowledge on
Project Management
Provides a complete step by step process on
managing a project
Guidance organized by process groups and
knowledge areas
Lists the tools and techniques that can be used
in a specific process
Knowledge on specific aspects of the project
for procurement and quality
Provides guidance and leadership and other
interpersonal skills
Table 1.1
Project Governance is around the use of a
project sponsor and stakeholders
Looks at a project as a single entity
Not enough details on the contents of
plan and how they should be developed
at varying levels of detail and by whom.
Cost, Communication and time overhead
Complexity: The PMBOK model can result
in being a very complex and costly for the
small project.
Contract management: The project
management model, PRINCE 2 does not
include any contract or people
management (Park, Lee and Kim 2016).

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Debenhams is in the process of closing down 22 stores out of 50 with priority to save as
many as they can within 6 months. (Debenhams 2019) Agility will be most suitable in this
instance to evaluate and assist Debenhams in managing the closure project by embracing
unpredictability, adjusting to flexibility and adaptiveness to changes in the ever changing
market. Agility also has the advantages of (1) a tendency to justify the cost of transitioning,
(2) a reluctance to return to old practices if new ones prove to have only a marginal
positive or negative net effect, and (3) variations in relevant measures (e.g., agile
practices create flexibility and customer satisfaction, but at the price of maintainability).
(Fred Neiderman, 2018)

Quadruple constraint will be use to indicate whether the project will be a success or
failure. Each constraint is measurable and considerably depends on the other.

As such the SCRUM framework will be used to manage the Five (5) process groups of
the project (Initiating process, Planning, Executing, Monitoring & Control and Closure) to
show at each iteration and how Debenhams can either effectively close a store or save it
from closing.
SCRUM.
SCRUM is a very simple and helpful framework for managing cross functional teams to
get high quality output. Teams are allowed to select the amount of work to be done
according to their capacities to produce their best results in an extremely creative
environment. (Mohammed Usman, 2014)Based on importance the scrum focuses on
work priority and making better quality what they are delivering. Making pattern to accept
the change requirements while the process of development in short time and steady
intervals. In scrum teams are allowed to make priority of requirements given by the
customer, providing what the customer needs at delivery time (achieving customer
satisfaction). (Mohammed Usman, 2014)

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SCRUM involves “inspect and adapt” framework which consist of roles, ceremonies and
artifacts which are designed to deliver in sprints of usually 1-4 weeks but not exceed 7
weeks.
Roles: Owner of product, Scrum Master and Team
Ceremonies: planning sprint, review sprint and daily scrum meeting
Artifacts: Burn down chart, backlog of product and backlog sprint.

Table 1.2

Table 1.2 defines scrums process and necessary roles, ceremonies and artifacts.
Product owner: Product owner is the link between Debenhams and the development
team who provides the development requirements and fills the gap between them. (Cobb
2015)
Scrum Master: Scrum master is the project facilitator who clears any uncertainties or
road blacks and keep the agile process going. (Cobb 2015)
Team: is responsible of developing functionality. Teams are self-managing, self-
organizing and cross functional and are responsible figuring out how to convert product
backlog to incremental functionality with the iteration. Teams are responsible for the
success of each iteration for the project. (Schwaber, 2014)

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Product Backlog: is a list of functional and non-functional requirements that when turned
into functionality, will deliver vision. Product backlog is prioritized according to priority and
divided into proposed releases. (Schwaber, 2014)
Sprint: is the duration of a product delivery which is not more than 3-4 weeks. (Priyanka,
2016)

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Knowledge Management Areas Initiating Planning Executing Controlling Closing
1. Revise Product 1. Plan iteration 1. Direct and 1. Monitor and 1. Conduct Sprint
Backlog Conduct sprint manage iterations control iterations Review meeting
Project Integration
planning meeting 2. Conduct sprint
Management
for Debenhams retrospective
Project meeting
1. Define Iteration 1. Conduct daily 1. Verify scope
2. Select Sprint Sprint meeting to results in the
backlog items from verify team and sprint review
the product sprint progress meeting with
Scope Management backlog stakeholders 2.
Revise product
backlog
3. Reprioritize
Product Backlog
1. Estimate 1. Update the 1. Recalculate
number of story number of story team velocity
points for each points remaining
Time Management user story and item for the sprint
included in the daily by the
Sprint backlog project team

1. Estimate 1. Monitor and

iteration cost control iteration
Cost Management 2. Determine cost
iteration budget

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 1. Define iteration 1. Perform 1. perform quality 1. Acquire
acceptance and Quality assurance control by customer
success criteria by as part of monitoring and acceptance and
the product owner iteration work; revising test sign off on the
Quality Management or Auditing firm test-driven results and iteration release
(KPMG) development iteration
acceptance
criteria

1. Define Iteration 1. Manage team 1. Self-Monitoring

for human in a collaborative and controlling
resources and Supportive team
leadership and 2. Conduct daily
Human Resource Management management sprint meetings
style

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 1. Conduct Sprint 1. Ensure one on 1. Conduct daily 1. Conduct Sprint
planning meeting one Sprint Meeting retrospective
communication 2. Update Sprint meeting
with the team burn down chart 2. Conduct Sprint
and stakeholders Review meeting
Communication Management such as Smart and
agile
communication
methods include
e-mails, walk ins
etc
1. Define and plan 1. Manage and 1. Closely identify
risk as part of the control risk and add new risk
Risk Management Sprint backlog in during daily to Product backlog
the sprint planning Sprint Meeting 2. Update Risk
meeting burn down chart
1. Conduct Sprint 1. Conduct daily 1. Update 1. Report Sprint /
planning meeting Sprint meetings Storyboard release status as
2. Update part of Sprint
Stakeholder Management iteration burn review meeting
down chart 2. Update release
board

Table 1.3 – Agile Project Management Process group & Knowledge Area – Iteration or sprint level.

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3.0 Risk Management
Risk management is the process of identifying possible risks, evaluating the possible
consequences, and then developing and implementing plans for minimizing any negative
effects. Risk management cannot eliminate risks of the project, but can be the best
chance for successfully completing your project despite the doubts of a changing
environment and globalization. The following steps indicates how to determine, evaluate,
and manage the risks that may affect Debenhams project:
1. Identifying risks - Determine which aspects of your plan or project environment may
change.
2. Assess the potential effects of those risks on the project. Consider what can happen if
those aspects don’t work out the way you envision.
3. Develop plans for mitigating the effects of the risks. Decide how you can protect your
project from the consequences of risks.
4. Monitor the status of your project’s risks throughout performance. Determine whether
existing risks are still present, whether the likelihood of these risks is increasing or
decreasing, and whether new risks are arising.
5. Inform key audiences of all risks involved with the project. Explain the status and
potential effect of all project risks — from the initial concept to the project’s completion.
Table 1.3 above outlines for the 5 processes how risk management will be assessed
during the course of the project and how Debenhams will have to adjust to ensure success
of the project.

3.1 Communication Management

Communication management plays an important role in the success of project
management and how information is communicated to all stakeholders for the
Debenhams project. Scrum does not have the level of formalism, but communication is
still important and as such scrum has regularly scheduled meetings within an iteration to
effectively manage communication. (Bennison, 2009)As seen from Table 1.3 it shows that
communication is present within the processes of (planning, executing, controlling and
closing). Project communication ideally contains communication planning, information
distribution, performance reporting and manage stakeholders. (Mohammed Usman,
2014)
An example of communication matrix will be seen below to show how communication
should flow throughout the project.

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 COMMUNICATION PLAN – Table1.4
COMMUNICATION DISTRUBUTION PERSON
STAKEHOLDERS TIMING FORMAT METHOD RESPONSIBLE

Daily after scrum Short

Landlord Team meetings Report Phone/Email Project Manager
Daily after scrum Short
Creditors Team meetings Report Phone/Email Project Manager
Short
Investors Monthly Report Phone/Email Project Manager
Short
Unions Monthly Report Phone/Email Project Manager
Short
Auditors Monthly Report Phone/Email Project Manager

3.3 Scope Management

Scope Management includes the processes required to ensure that the project includes
all the work required, and only the work required, to complete the project successfully .
(Bennison, 2009). Debenhams closing down 22 stores is in scope whilst trying to save
stores are out of scope. (News, 2019) Agile project management is set up to harness
change for customer’s competitive advantage and emphasizes continuous attention to
technical excellence and process improvement. If Debenhams decide to change the
scope of the project, agile teams will address these challenges through continuous and
progressive iterations between planning, controlling and closing stages. (Salameh, 2014)
Scope management takes responsibility of project scope controlling which contains
Create work structure break down (WBS), scope planning, scope definition, scope
verification and scope control. (Mohammed Usman, 2014)

3.4 Time Management

Time Management is the scheduled estimated amount of time allotted to complete the
project, or producing the deliverables. Usually, this is figured out by assessing the amount
of task usually from the beginning to the end of the project. A Work Breakdown Structure
(WBS) is used to take the large project goal and break it down into a series of more
manageable tasks. These tasks are then prioritized, dependencies are linked, and then
placed on a timeline. (Westland, 2018) Agile/scrum allows for the managing of time for a
project by evaluating the project through daily sprits and updating new stories which in
turn recalculates team velocity for project closure. From Table 1.3 time management can
be seen in the stages of planning, control and closing of the project.

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3.5 Cost Management
Cost management is the process for controlling and planning of budget for the project.
The following are a few ways to successfully manage a project budget and maintain
cost control: (Clarizen, 2017)

 Capture the entire scope in your WBS Statement

 Insist on input and collaboration from outside stakeholders
 Determine the cost categories used in the organization
 Develop a project management team trust
 Take action immediately (Clarizen, 2017)

It can be seen from Table 1.3 that cost management is important in the planning where
estimate iteration cost, determine iteration budget and executing stage where iteration
cost is monitored and controlled.

3.6 Stakeholder Management

Stakeholder management is defined as a group of individuals that are directly and
indirectly impacted by an entity or task. Stakeholders can be internal or external to the
project team or they can be internal or external to the project scope. (J.Scott Sutterfield,
2006) Based on project management each stakeholder has their own stakes and
objectives that they would like to meet and therefore the project manager needs to
communicate with stakeholders to understand the needs of the stakeholders in order to
effectively manage his or her desires, in this case the project manager will need to
communicate with Debenhams lenders and landlord to understand what are the
objectives and future plans for the company. In order for to achieve a successful project,
the project manager must adept at managing the interest of multiple stakeholders through
the entire project.

Appendix 1 – shows Internal and External stakeholders.

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From table 1.3 it can be seen that Stakeholder management is required across all 4
processes of planning, Executing, control and close.

3.7 Project Quality Management

Project quality management encompasses the processes and activities that are used to
figure out and achieve the quality of the deliverables of a project. (Ray, 2018)
Quality can be seen in Table 1.3 across the 4 processes of planning, executing, control
and closure. At each iteration quality is managed to ensure quality deliverables of the
project.

3.8 Human Resource Management

Project Human Resource Management includes the processes that organize, manage,
and lead the project team. The project team is comprised of the people with assigned
roles and responsibilities for completing the project. (Lewis, 2016) From table 1.3 it can
be seen that HR management is required for the planning, executing and controlling
processes.

3.9 Project Closure.

Project closure process is performed in both iteration and project levels to formally
complete the project, phase, or contractual obligations. This process group, when
completed, verifies that the defined processes are completed within all of the Process
Groups to close the project or phase, as appropriate, and formally establishes that the
project or project phase is complete. (emad, 2015)In other words, project closing is the
combination of the following when applied to a project:

1. Assurance that all the work has been completed,

2. Assurance that all agreed upon project management processes have been
executed, and
3. Formal recognition of the completion of a project—everyone agrees that it is
completed. (emad, 2015)

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4.0 Recommendations
For Debenhams project closure there are a few critical knowledge areas that will need to
be focused on to provide the most substantial results which can be beneficially to the
outcome of Debenhams project hence the methodology used to ensure the success of
the project. The project manager or SCRUM master is responsible for proper human
resources to ensure continuity and efficiency throughout the project. Proper
documentation of the processes and learnings by the SCRUM master, as reference
material when iterating the sprints. The project owner should ensure and work with
stakeholders (lenders, creditors & landlords) to ascertain the value of the outstanding
liabilities to the affected stores.
The implementation of a budget should clearly identify the value of assets and expenses
that may be incurred during the closure to minimize losses. It is the sole responsibility of
the SCRUM master and his team to analyze any risk that may incur any additional cost
and make it priority within the sprint, attempts should be made to resolve any risk
immediately if any exist. The closure project should be done in stages e.g. closing down
of stores by batches to implement any learning from the initial stages by SCRUM master
which may lead to a potential none closure of a store.

During the sprints, SCRUM master and team must conduct critical analysis of cost over
benefit during the daily scrum meeting to ensure that there are limited changes to the
scope which can bring about any unnecessary cost.

5.0 Conclusion
Having assessed the agile methodology which enables project management is an
iterative and incremental approach to delivering requirements throughout the project life
cycle. At the core, agile projects should exhibit central values and behaviors of trust,
flexibility, empowerment and collaboration. Project scope can be broken up into smaller
sub projects if it is large so that it could focus on specific goals to obtain better results.
The SCRUM frame work has made it possible to analyze the Debenhams closure project
to effectively identify how it can successfully achieve project closure and if there is any
possibility of saving any stores. The analysis makes it possible by breaking down the 5
process areas and identify the necessary knowledge management area that contributes
to the overall Debenhams project closure.
Comparison of methodologies was made to show which method would ideally be the most
appropriate for the project.

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References
Anita Friis Sommer, C. H. ,. I. D.-P. ,. K. S.-J., 2015. Improved Product Development Performance.
Research Teachnology management,
1(https://www.projectmanagement.com/content/attachments/jwoolcott_260515093635.pdf), pp. 34-
44.

Bennison, P., 2009. Agile and PMBOK® guide project management techniques. [Online]
Available at: https://www.pmi.org/learning/library/agile-pmbok-guide-project-management-scrum-
6954
[Accessed 21 08 2019].

Brian Hobbs, Y. P., 2017. Agile Approaches: Large Projects in Large Organizations. 1st ed. Pennsylvania:
Project management Institute.Inc.

Clarizen, T., 2017. The Importance of Cost Control in Project Management. [Online]
Available at: https://www.clarizen.com/importance-cost-control-project-management/
[Accessed 21 08 2019].

emad, A., 2015. Project management Institue PMI. [Online]

Available at: https://www.pmi.org/learning/library/importance-of-closing-process-group-9949
[Accessed 22 08 2019].

Fred Neiderman, T. L. Y. P., 2018. Extending Agile Practices In Software Development and Additional Task
Domains. [Online]
Available at: https://journals.sagepub.com/doi/full/10.1177/8756972818802713
[Accessed 20 08 2019].

J.Scott Sutterfield, S. S. F. S. L. S. B., 2006. A Case study of Project Management failures. Project
Management Journal, 37(5), pp. 26-35.

Lewis, g., 2016. Project Management.com. [Online]

Available at: https://www.projectmanagement.com/blog-post/21150/Project-Human-Resource-
Management
[Accessed 21 08 2019].

Mohammed Usman, T. R. S. M. N. B., 2014. Embedding Project Management into SCRUM,Xp and RUP.
European Scientific Journal , 10(15), pp. 299-302.

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Available at: https://www.bbc.com/news/business-48063604
[Accessed 17 08 2019].

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[Accessed 22 08 2019].

Priyanka, 2016. Critical Evaluation of prince 2 and Agile project management methodologies for complex
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Page 20 of 24
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[Accessed 21 08 2019].

Salameh, H., 2014. What, When, Why and How. A comparison between Agile & Traditional Project
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sandra Matos, E. L., 2013. Prince 2 or PMBOK. [Online]

Available at: https://www.sciencedirect.com/science/article/pii/S2212017313002417
[Accessed 20 08 2019].

Schwaber, K., 2014. Agile project Management with Scrum. [Online]

Available at:
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Page 21 of 24
Bibliography
Anita Friis Sommer, C. H. ,. I. D.-P. ,. K. S.-J., 2015. Improved Product Development Performance.
Research Teachnology management,
1(https://www.projectmanagement.com/content/attachments/jwoolcott_260515093635.pdf), pp. 34-
44.

Bennison, P., 2009. Agile and PMBOK® guide project management techniques. [Online]
Available at: https://www.pmi.org/learning/library/agile-pmbok-guide-project-management-scrum-
6954
[Accessed 21 08 2019].

Brian Hobbs, Y. P., 2017. Agile Approaches: Large Projects in Large Organizations. 1st ed. Pennsylvania:
Project management Institute.Inc.

Clarizen, T., 2017. The Importance of Cost Control in Project Management. [Online]
Available at: https://www.clarizen.com/importance-cost-control-project-management/
[Accessed 21 08 2019].

emad, A., 2015. Project management Institue PMI. [Online]

Available at: https://www.pmi.org/learning/library/importance-of-closing-process-group-9949
[Accessed 22 08 2019].

Fred Neiderman, T. L. Y. P., 2018. Extending Agile Practices In Software Development and Additional Task
Domains. [Online]
Available at: https://journals.sagepub.com/doi/full/10.1177/8756972818802713
[Accessed 20 08 2019].

J.Scott Sutterfield, S. S. F. S. L. S. B., 2006. A Case study of Project Management failures. Project
Management Journal, 37(5), pp. 26-35.

Lewis, g., 2016. Project Management.com. [Online]

Available at: https://www.projectmanagement.com/blog-post/21150/Project-Human-Resource-
Management
[Accessed 21 08 2019].

Mohammed Usman, T. R. S. M. N. B., 2014. Embedding Project Management into SCRUM,Xp and RUP.
European Scientific Journal , 10(15), pp. 299-302.

News, B., 2019. BBC Business News. [Online]

Available at: https://www.bbc.com/news/business-48063604
[Accessed 17 08 2019].

Park, L. ,., 2016. Advantages And Disadvantages Of Project Management Methods. [Online]
Available at: https://myassignmenthelp.com/free-samples/advantages-and-disadvantages-of-project-
management-methods
[Accessed 22 08 2019].

Priyanka, 2016. Critical Evaluation of prince 2 and Agile project management methodologies for complex
project. International Journal of engineering and computer science, 5(10), pp. 18702-18706.

Page 22 of 24
Ray, S., 2018. Project Quality Management. [Online]
Available at: https://www.projectmanager.com/blog/project-quality-management-quick-guide
[Accessed 21 08 2019].

Salameh, H., 2014. What, When, Why and How. A comparison between Agile & Traditional Project
Management Methods. International Journal of Business and Management Review, 2(5), pp. 52-74.

sandra Matos, E. L., 2013. Prince 2 or PMBOK. [Online]

Available at: https://www.sciencedirect.com/science/article/pii/S2212017313002417
[Accessed 20 08 2019].

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Available at:
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Appendices

Appendix 1

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