Essays on New Strategy for Community Safety in London, Prince2 Methodology Case Study

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The paper 'New Strategy for Community Safety in London, Prince2 Methodology" is a perfect example of a management case study. The need for efficiency necessitates Project Management (PM) in every competent organization’ s undertaking. This is done through the use of PM methodologies. A methodology thus refers to a set of guiding principles tailored and then applied to a particular situation. It is a collection of methods, tools and processes meant to offer a checklist for key activities and deliverables to ensure that key tasks are not skipped (Lock, 2007).

For the purpose of this assignment, I shall evaluate on how to improve London Fire Brigade (LFB) to ensure that it is able to handle fire incidences in London by improving their existing strategy by suggesting on equipping the fire stations with new technologically advanced equipment and educate their staff. According to Dinsmore, (2005) continues training has proved that it improves the operations of the fire brigade operations as they are equipped with new skills which enable them to operate successfully. Well trained employees are essential for the success of the fire brigade as they will be having the appropriate skills to deal with fire incidences and be able to use modern fire equipment. In project management, a methodology encompasses a list of things to be done in the course of the project.

According to some studies, a methodology could also mean the specific approach, forms, checklists and the approach used in the course of a project’ s life cycle. Therefore, a project methodology is aimed at leading the work of every team member through the project’ s life cycle (Lock, 2007). The success of a project is dependent on the appropriateness of the methodology applied.

There are a number of factors that are paramount when considering the nature of methodology to be used and they include: accumulated experience; referring to the level of in-depth knowledge on methodologies coupled with vast and diverse experience with methodologies; applicability; indicating the suitability of the methodology to handle the situation at hand; technology available for the project work to realize the anticipated results; and the people. The methodology will be selected based on the compatibility between the methodology and the fit between the people and organizational culture.

While setting out the entire life cycle of the project step by step, the methodology helps the people involved to deliver projects results basing entirely on the same management process for the project. The methodology brings about consistency which makes the process simple and reduces the need for training. Different methodologies do exist and differ in the way they are structured to handle project management. As a holistic systems integration theory, the PM methodology encompasses thirteen principle aspects as its abstractions and which act as its architectural components.

These principles include reality, toolkit, standards, feedback, relativity, competency, motivation, adaptation, management system, specification, prediction, resource and collaboration (Sebastian, 2007). There exists a notion that all objects or subjects could become neatly compartmentalized and thus be managed through clear physical and logical boundaries. The emergency theory, on the other hand, suggests that though there may be relevant on the notion, slightly more abstract attributes could be employed to differentiate the components and view this system in a new way. For instance, an emergent approach has been used to come up with a general systems model involving the thirteen possible views of a PM methodology.

The model thus seeks to illustrate an example of how the emergent theory can be integrated into the PM methodology. The emergent theory is thus based on existentialism denoting a system of consequence, choice, and relative truth and of self-determination. The theory also constructs view that is systemic as regards to knowledge and existential value of every system component.

References

Cleland, D & Gareis, R, 2006, Global Project Management Handbook. New York: McGraw-Hill

Professional

Dinsmore, P, 2005, The Right Projects Done Right! New York: John Wiley and Sons.

Emergencycommandsystem, 2010, Command Support System. Available from:

Emma, C, 2010, Cigarettes and Alcohol Raise Fatal House Fire Risk. Available from:

Lock, D, 2007, Project Management (9 Ed.) Aldershot, Gower Publishing, Ltd.

Neil, O, 2010, London Fire Brigade Selects Command Support System. Available From:

Phillips, J, 2003, PMP Project Management Professional Study Guide. New York: McGraw-Hill

Professional

Prendergast, S, 2009, Command Support System: Bringing Mobile, Wireless Working To The Incident Ground Of The (Very Near) Future. Fire Magazine July 14, 2009. http://www.ijocc.org/ecs/wp-content/uploads/2009/07/34-Fire609CSSMobile.pdf

Rod, S, 2009, Working on a Common Operational Picture. Crisis Response. Vol. 5, No. 3, pp. 36-37. Available From:

Sebastian, N, 2007, The Definitive Guide to Project Management. 2nd Ed. London:

Financial Times / Prentice Hall

Stephen, P, 2007, London’s Command Support System Takes Emergency Command And Control To A Whole New Level. Fire Magazine July 26, 2007. Available from:

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