Using PRINCE2 Methodology In Developing The E-Procurement System For Museum Victoria

Objective

Museums centers exist to move people in general, but since motivation is a troublesome idea to perceive and represent, they may not get full acknowledgment for the esteem they give. Such ‘difficult to quantify’ advantages of historical centers the parts of their social commitment, which exhibition hall staff and guests know exist, however which are hard to characterize and break down are frequently alluded to as ‘natural esteem’. The objective of the project is investigating how the Museum Victoria inspires their clients with the help of analyzing clients that are using social media. 

The activities of the project research have divided into four stages: 

1.Starting ‘lead-in’
2.Define further inspiration
3.For the inspiration of model uses valuable data
4.Opportunities finding with museum collaboration. (Ashley, 2014)

The PRINCE2 Development of Systems will produce the research with museum’s value. The customer satisfaction, prioritize PRINCE2 methodology, centralize the requirements of stakeholders and deliver system that most advantageous for the stakeholder in shorter period. PRINCE2 project management is used for completing the E-Procurement system. In the initiation phase of the project, there is a creation of the PID (Project Initiation Document). The PID includes the stakeholder overview (RACI), governance, risk management and extensive planning.

Below we have provided the various data analytics used in the E-Procurement process of the Museum Victoria:

For delivering the valuable work, the important and critical parts are managing the stakeholders and their needs. Thus, two of the frameworks were chosen for requirements management and stakeholder management. PRINCE2 methodology is used in e-Procurement system for Museum Victoria that mandates lot of attention to design, architecture, requirements management and planning tasks. These all tasks work parallel when development of e-Procurement system is doing underway. (Beck, 2001) Cohn quotes PRINCE2 Methodology as:

“Projects IN Controlled Environment (PRINCE2) is the method that is based on process for efficient management of project. PRINCE 2 is the standard used by the Government of UK, widely practiced and identified in internationally and UK in private sector.”

PRINCE2 projects that are used in the Museum Victoria divide the whole project into various smaller projects. These all shorter project work regularly and parallel and modification can be done to any at any given of time. Time is set for all tasks such as process improvement, design and planning. (Bourne, 2009)

In the E-Procurement system of Museum Victoria the PRINCE2 process will emphasize both flexible and rapid to modification in development environment, product and process. There are three main attributes which comes under PRINCE2 processes:

1.Time based – both concurrent and iterative work cycle, that provide progress checkpoint and feedback loops.

2.Lean and Modular – permitting components to work on the specific requirements from stakeholders and participants. (Bourne, 2012)

3.Evolutionary and Incremental – permitting adaptation to the events both external and internal. 

Thus, we can say in this case we are using Time based attributes. Because of this, stakeholder and all the associated participants will get update about the project in timely manner. Also at every progress checkpoint an updated mail will be shared to all containing the progress on E-Procurement system.

Integrate the Formal Management Procedure

The methodology of PRINCE2 makes the “go/no-go” decision for the project to get revised at any time of the project. Another important activity in the methodology of PRINCE2 for E-Procurement system is to define all the affected work area that is there in the proposed system. This also provides details about the activities that are there around project’s deliverables. With the result of this, there creates the list which contains high-level requirements of the project. (Buchholtz, 2012)

In the PRINCE2 methodology, projects give more importance to the design and architecture and that’s the reason we chose this methodology for E-Procurement system creation for Museum Victoria. This methodology also recommends that short experiments should be taken by the developers which last no more than the working of one day. Thus, potential solutions that are technological will be provided by employees in one working day. 

The issue in the E-procurement system for Museum Victoria is that every time meeting held to show the completed tasks, stakeholder comes with new requirement which is not even linear or incremental. So, if we chose the linear methodology then every time we have to start the project from stretch which will not allow completing the project on time and within defined budget. (Dahlberg, 2001)
Thus, we have chosen the PRINCE2 methodology.

As discussed above, the requirement from the stakeholder updated every time. Thus, it’s not possible to start from stretch every time. Thus, choosing PRINCE2 methodology is the best one. In this methodology we divide the whole project is small projects and after completion of each smaller project we will share the details to customer and seek for their feedback. Once client approved then we will close that and simultaneously working on the next phase. Later, if client come with any changes is completed stage then we will perform it and the only thing we have to make sure is to sync all the phases so that the new requirement will get reflected. (Damasio, 2004)

There are several obstacles that are faced by E-procurement system while using this Methodology:

The legacy for processes of project management that are used in E-Procurement system is displaced in the way that they can have space for new process.

There are some gaps that existed in legacy process of E-Procurement system that must fill with new process with the help of maintaining the integrity. (Edwards, 2013)

Below are some of the general threats:

Delivery Process of the PRINCE2 Software

Below are the seven principles:

1.Project Environment suit to Tailor

2.Products focus

3.Manage by the exceptions

4.Phases that are managed

5.Define some of the responsibilities and roles

6.Learn from the experience in project

7.Continue about the justification of the business

Below are seven themes that are used:

1.Progress
2.Modify
3.Risk
4.Plans
5.Quality
6.Company
7.Case of the Business

Below are the seven processes that are required in the PRINCE2 Methodology:

1.Initiating the project
2.Processing the project
3.Developing the project
4.Controlling the various stages of the project
5.Managing the delivery of the project
6.Managing the project stage boundary
7.Executing and closing all the phases of the project

1.The primary goal is working software – the main aim of the E-Procurement system is to meet the requirements of the stakeholders that are involved in the project. 

2.Rapid Feedback – the time among the tasks (action and provided feedback on that action) must get minimized. Closely work with the stakeholders of the E-Procurement system to understand clearly with their requirement. So that assigned team can work on the requirements and create the actionable plan. (Graham, 2009)

3.Numerous project views – For the similar process that are involved in the E-Procurement system have different views and are provided by various audiences. For creating the process related to Museum Victoria E-Procurement system there should be effective communication among providers, participants and stakeholders.

4.Manage with the process – various tasks should be created which are having stakeholders value. Project team should know a valid reason for creating the tasks that are used for the stakeholders and for E-Procurement system.

5.Stakeholder values are maximized – Stakeholders of the project that are involved for E-Procurement system are investing for the resources such as facilities, money, time etc. The stakeholder for the E-Procurement system expects that the project manager apply their investment in best way. (Graham, 2012)

6.Incremental Modification – Creating the whole project of E-Procurement system at once is not a good option. As, stakeholder can ask for modification then whole process need changes. Thus, it is advisable to divide the project into small projects and then build one small project and deliver to client for their feedback and suggestions or any modifications.

7.Embrace change – Over time the understanding of the requirements in stakeholder will change. The Stakeholder of the project may change at the time of project progress. Thus, the new project stakeholder may change the view point, thus requirements get changed.

8.Assume simplicity – As project for E-Procurement system involves so assume that simple solution as best option. (Karpf, 2012)

System Architecture and Requirement Analysis

Conclusion

Thus, we can conclude that in the development of the E-Procurement system for the Museum Victoria we are using PRINCE2 methodology. This is the best methodology as requirements are changing very continuously so it will divide the whole project into smaller projects. Thus, we will delivery smaller projects to the clients or stakeholders and get the feedback, suggestion or modification for the project. This is the responsibility of the project manager to have continuous and clear communication about the progress of the project. (Korschun, 2013)

Organizations with mature processes often define their activities in a formal manner, applying methods with rigor, and monitoring the processes and results carefully. These practices are many times built up over time and come about through direct experiences – either good or bad. Many times, they follow the formal structure of the underlying business process. The formal systems utilized hitherto have coordinated well with the PRINCE2 way to deal with arranging: the organized methodologies advanced by the Stakeholder Circle and formal hazard administration appear to fit with the consistent audit and process-change exercises ordered by PRINCE2. This is maybe the most critical decision for a venture chief considering utilizing an PRINCE2 approach PRINCE2 ought not be viewed as shorthand for an absence of custom or teach, however rather be considered increasingly a consolation to spread formal and restrained venture administration, partner administration, and business frameworks investigation strategies all through the life expectancy of the venture, in parallel with advancement. (Lazer, 2009)

References

Ashley, S. L. T., 2014, “Engage the world: Examining conflicts of engagement in public museums.” International Journal of Cultural Policy, 20(3), 1–20.

Beck, K., M. Beedle, A. van Bennekum, A. Cockburn, W. Cunningham, M. Fowler & D. Thomas, 2001, Principles behind the agile manifesto, https://agilemanifesto.org/principles.html 

Bourne, L., 2009, Stakeholder relationship management: A maturity model for organisational implementation. Farnham, Surrey: Gower; Burlington, VT: Ashgate.

Boyd, D., & K. Crawford., 2012, “Critical questions for big data.” Information, Communication & Society, 15(5), 662–679.

Buchholtz, A. K., & A. B. Carroll, 2012, Business and society: Ethics and stakeholder management. Independence, Kentucky: South-Western Cengage Learning.

Dahlberg, L., 2001, “Computer-mediated communication and the public sphere: A critical analysis.” Journal of Computer-Mediated Communication, 7(1).
https://onlinelibrary.wiley.com/doi/10.1111/j.1083-6101.2001.tb00137.x/full 

Damasio, A. R., 2004, “Descartes’ error and the future of human life.” Scientific American, 271(4), 144–145.

Edwards, A., W. Housley, M. Williams, L. Sloan, & M. Williams, 2013, “Digital social research, social media and the sociological imagination: Surrogacy, augmentation and re-orientation.” International Journal of Social Research Methodology, 16(3), 245–260.

Giglietto, F., L. Rossi, & D. Bennato, 2012, “The open laboratory: Limits and possibilities of using Facebook, Twitter, and YouTube as a research data source.” Journal of Technology in Human Services, 30(3–4), 145–159.

Giles, J., 2012, “Computational social science: Making the links.” Nature, 488(7412), 448–450.
Graham, H., 2009, “Department of culture, media and sport’s peer review pilot.” Cultural Trends, 18(4), 323–331.

Graham, H., 2012, “Scaling governmentality.” Cultural Studies, 26(4), 565–592..
Karpf, D., 2012, “Social science research methods in internet time” Information, Communication & Society, 15(5), 639–661.

Korschun, D., & S. Du., 2013, “How virtual corporate social responsibility dialogs generate value: A framework and propositions.” Journal of Business Research, 66(9), 1494–1504.

Lazer, D., A. Pentland, L. Adamic, S. Aral, A. Barabási, D. Brewer & M. Van Alstyne., 2009, “Computational social science” Science, 323(5915), 721–723.

Melchionne, K., 2010, “On the old saw ‘I know nothing about art but I know what I like.’” Journal of Aesthetics and Art Criticism, 68(2), 131–141.

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