Project management methodologies are the approaches that a business management unit may take to control, direct, organize and plan all the operations or activities of the organization. These approaches help the management team to specify the best, most effective and efficient way to initiate, plan and execute certain specific organizational operations (Baptista et al, 2016). Project management process is entirely rules by three main interdependent factors which are: the scope of the project, the time period scheduled to successfully complete the project and lastly costs of the project which include the costs of all the resources to be involved (Papke-Shields et al, 2017). The methodologies help employees or team member to be more efficient and more collaborative. This is simply because every member will have an idea of what is to be done when, where and by who. Well, it has been proven that most team projects as well as business organizations have become very successful after the use of project management methodologies to track and organize their organizational activities (Too and Weaver, 2014). In that case, there is a good number of project management methodologies that have been devised by business analysts and researchers. The common of them all include the following: Agile, waterfall or traditional, Critical Perth, PERT method, Scrum, Six Sigma, Critical chain, Prince2 among others. These are commonly used and very popular among many business organizations. In addition to that, these methodologies have proved to be effective and efficient in ensuring business continuity and success. In this assignment I will discuss four of the best methodologies that I think are suitable for the three business organization. However, I will choose the most suitable, effective and efficient methodology for each business according to its needs.
It is the simplest of all methodologies. It handles the project’s activities sequentially. This means that an activity can be done only if the preceding one is completed, i.e. stage by stage. This method requires that before the start of any project, all the requirements are listed and defined. Also, it requires that no changes should be made to the project end result or execution process during this period of defining the requirements (Špundak, 2014). In this methodology, the project team members are not allowed to go back to any management stage after the stage is completed. This means that in each stage, the members should ensure complete and thorough (100% successful) work is done before going to the next stage. In other words, the members should ensure that no room for error or change during the planning process which has to be followed to the letter.
Advantages
Disadvantages
This method’s main objective is to inflict change in an organization whenever possible. Therefore, I focuses on producing good quality results and collaborating with the product users. It is offers completely different opportunities to the project member contrary to waterfall methodology. The project members are able to correct possible mistakes made in previous stages of project process. Also, the client as the opportunity to make any changes desired at any time or stage of the project process (Kannan et al, 2014). The methodology requires that the tasks and activities to be executed and delivered as the project process demands. Therefore, this characteristics make it a flexible, frequented design and effectively building process that can deliver results in an efficient manner.
It is called the Projects In Controlled Environment, Second Version methodology. It is the most widely adopted project management method. It is basically used by individuals and business organizations over a wide range of fields like in industries and other public and private sectors. This method is flexible which reflects its support for any kind of project regardless of the type or scale (Tomanek and Juricek, 2015). In this method, the project team members are given their specific roles and responsibilities. It focuses on defining the project processes and ensuring that each stage is performed effectively.
The organization is has a small number of employees which indicates that it is also a small business. In addition to that, the project managers have a specific reason for wanting to implement a project management methodology. They would like to improve or develop their own careers as well as bring a positive change to the business and its operations. In that case, the best type of methodology suitable for organization A is the waterfall project management methodology. The conditions that that the business show are the same conditions in which the waterfall methodology can be used.With the use of the Waterfall methodology, the organization will face the following challenges, receive the following advantages and earn the following benefits.
Challenges faced in waterfall methodology
Solutions to the challenges
The organization desires a project management methodology that will cater for its project manager to project manager or project to project needs. The organization has a medium or fair number of employees which makes it a fairly large business. It may not have specific requirements or features of management methodology end results. Basically, this means that the business is capable of making changes during the project management process. Therefore, the best and most suitable methodology for organization B is the PRINCE2 methodology. This specific methodology cab be used in different types and sizes of business organizations. Also, it is suitable for achieving any objective set (Al Matari, 2014). The methodology also allows the change of product’s end result at any point of project management stage.With the use of the PRINCE2 methodology, the organization will face the following challenges, receive the following advantages and earn the following benefits.
Challenges in PRINCE2 Project Management Methodology
Benefits Associated with PRINCE2 Methodology
PRINCE2 Methodology Implementation Plan
This is the largest organization among the three of them. It has a large number of employees which indicates its large size. The business has been using a specific standard methodology for a while now. This methodology is probably being controlled by the technological resources and devices that the business is using.This technology devices may include ant equipment or software systems. Therefore, the project management would certainly want to change the current organizational methodology. The purpose is to improve the business operations in any way possible. However, they project team managers do nave any specific development change. In that case, the best suitable methodology is the Agile project management methodology. This methodology specializes mostly on software development which means the improvement of an organization’s technology (Špundak, 2012). The methods will be able to build, upgrade or install improved technological devices or software systems (Quist, 2015). This method also allows the change of or interference from the clients. This gives the project team managers to make changes of exactly what they what as the end product. With the use of the Agile methodology, the organization will face the following challenges, receive the following advantages and earn the following benefits.
Implementing project management is a very important process and aspect of ensuring that a project is successful and that it has achieved its objectives and goals. Through project management implementation, the project managers are able to organize, direct and measure every activity involved in a project. This is simply because there will be application of skills, knowledge, tools and techniques that are required in achieving any project’s objectives and goals.
Some of the people that are involved in a project management methodology implementation are: project managers, stakeholders, users, project sponsors, expert consultants, business owners among other things.
For an implementation methodology to be successful, there should be a plan to be followed. The plan consists of specific stages that are to be executed one after the other. Therefore, each step should be completed before the next begins. The stages are:
Initiating- This involves defining of the whole project and obtaining any permission from authority to start the project from people in charge. This means that a project ides is presented, analyzed and evaluated in details to be able to determine whether it will be beneficial to the organization or not (Kerzner, 2013).
Planning- In this stage, the project managers and project team members have to decide the project scope, set objectives and goals of the project, activity schedules, divide the roles and responsibilities, come up with a budget estimate, list all resources that may be needed to name just but a few things. In addition to that, the team has to list and define the best courses of action to take in order for it the project to achieve its objectives (Martens and Carvalho, 2017).
Execution- This is the phase of actual action. The project team members puts into action the activities and ensuring their performance.
Monitoring and controlling- This involves the reviewing and tracking the progress of the project development. The mistakes and problems are identified, solutions sort among other things(Kerzner, 2013). In this stage, the previous steps are reviewed to ensure that they have followed the whole plan. Also, this stage ensures that the project was completed within the set budget, time and scope. In other words, this stage is responsible for ensuring schedule control, good quality, risk control and other responsibilities (Chin et al, 2012). The project managers basically compare the status of the completed project with the status or plan of the actual project.
Closing- this involves finalizing of the project activities. The client is supposed to approve the project outcome and performance. In addition to that, an evaluation should be done by the project managers to be able determine whether the objectives are met and if not, learn from the experience.
References
Al Matari, A., 2014. PRINCE2 and PMBoK: Towards a Hybrid Methodology for Managing Virtual Projects Master–Thesis.
Baptista, A., Santos, F., Páscoa, J. and Sändig, N., 2016. Project Management Methodologies as Main Tool for Current Challenges in Global Economy Driving Historical Changes. Journal of Advanced Management science, 4(2).
Chin, C.M.M., Spowage, A.C. and Yap, E.H., 2012. Project Management Methodologies: A Comparative Analysis Participation. Journal for the Advancement of Performance Information & Value, 4(1).
Chin, C.M.M. and Spowage, A.C., 2010. Defining & classifying project management methodologies. PM World Today, 12(5), pp.1-9.
Conforto, E.C. and Amaral, D.C., 2010. Evaluating an agile method for planning and controlling innovative projects. Project Management Journal, 41(2), pp.73-80.
Hwang, B.G. and Ng, W.J., 2013. Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 31(2), pp.272-284.
Kannan, V., Jhajharia, S. and Verma, S., 2014. Agile vs. waterfall: A comparative analysis. International Journal of Science, Engineering and Technology Research, 3(10), pp.2680-2686.
Karaman, E. and Kurt, M., 2015. Comparison of project management methodologies: prince 2 versus PMBOK for it projects. Int. Journal of Applied Sciences and Engineering Research, 4(5), pp.657-664.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Martens, M.L. and Carvalho, M.M., 2017. Key factors of sustainability in project management context: a survey exploring the project managers’ perspective. International Journal of Project Management, 35(6), pp.1084-1102.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), pp.169-179.
Quist, C., 2015. Benefits of Blending Agile and Waterfall Project Planning Methodologies.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Singh, R. and Lano, K., 2014. Literature Survey of previous research work in Models and Methodologies in Project Management. International Journal of Advanced Computer Science and Applications, 5(9), pp.107-122.
Špundak, M., 2012, January. Defining a Conceptual Categorization Model for Agile Software Development Projects. Project Management Institute.
Špundak, M., 2014. Mixed agile/traditional project management methodology–reality or illusion? Procedia-Social and Behavioral Sciences, 119, pp.939-948.
Stare, A., 2014. Agile project management in product development projects. Procedia-Social and Behavioral Sciences, 119, pp.295-304.
Tomanek, M. and Juricek, J., 2015. Project risk management model based on PRINCE2 and SCRUM frameworks. arXiv preprint arXiv:1502.03595.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
Turner, R., 2016. Gower handbook of project management. Routledge.
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