The innovation in the project management methodologies helps in resolving and minimizing the complexities associated with the phases of the project development program. The incompetency of the project development processes can be overcome by deploying and implementing the Project management body of knowledge and Agile project management (Obrutsky, 2016). The successfully can be completed if the required project management methodologies is implemented according to the requirement specified. The purpose of this paper is to compare the project management body of knowledge and agile project management methodology for increasing the efficiency of the project development and building phases.
The project management body of knowledge is the systematic process architecture for accomplishing the undertaken project with ease and efficiency. The PMBOK is comprised of knowledge areas and project management activities (Salameh, 2014). The synchronisation and systematic arrangement of the knowledge areas helps in completing the project within the projected time and cost. The PMBOK depends on the following knowledge areas:
Project Integration knowledge area: The integration of the processes and activities helps in completing the project within the projected time and cost. The processes which are comprised of project integration knowledge area are initialization of the project charter, constitutes the in-scope and out-of-scope activities and develops the scope management plan, implication of project management plan, project execution plan, Monitoring and controlling of the work process, integration of change management plan, and development of the project closure phase (Passenheim, 2015).
Project Scope management knowledge area: The encapsulation of the in-scope and out-of-scope helps in developing the effective scope management plan. The process which are comprised of developing the scope management knowledge areas are planning and summarising project scope, defining the parameters of the project in-scope activities, development and creation of the work breakdown structure, identification of verification and validation of project scope, and development of the scope control (Goncalves, Drumond, Mexas, 2016).
Project Time management knowledge areas: The success of the project depends on the time efficiency and effectiveness of completing the project plan within the approved time boundaries. The processes which are comprised of time management knowledge areas are defining the project activities, sequencing the project processes and activities, resource estimation and allocation process, defining activities time duration, developing the project schedule, and controlling the timeline.
Project Cost Management knowledge area: The efficiency of the project depend on the scheduling of the cost so that the variance in the expected cost and actual cost can be minimized. The processes which are comprised on cost management plan are estimating the cost associated with the physical and human resources, estimating the project processes cost, completing the project budget cost, identifying the cost control on cash inflow and out-flow (Tonder and Bekker, 2014).
Project Quality management knowledge areas: The quality standards of the undertaken project should be developed by having clear and concise knowledge of objectives and goal. The value driven program should be organized for analysing the expectation and requirement of the customers. The processes which are comprised of Quality management plan are planning of the quality standards, identifying quality assurance procedures, and quality control and monitoring process (Karaman, and Kurt, 2015).
The recruitment and selection process help in building effective team of varying skills so that project can be completed with good quality and skills. The processes which are comprised of human resource management program are planning of the human resources, defining required skills of the project team members, requirement and developing project team, and managing and controlling of the project team.
Project communication knowledge area: The communication among the team members helps in resolving the disputes and chaos among them. The effective management of communication tools helps in improving the coordination and cooperation among the team members by managing sharing of resources and information. The processes which are comprised of communication management plan are planning of the communication tools, identifying the process and information distribution, developing performance management program, and managing stakeholder communication plan.
Project Risks management knowledge area: The identification of risks and development of the risks management and mitigation plan at an early stage of the project helps in completing the project effectively and efficiently according to the systematic schedule of the project. The processes which are comprised of risks management plan are identification of risks and uncertainty, risk analysis through qualitative methodology, risks analysis through quantitative methodology, developing risks response and risks allocation procedures, and developing monitoring of risks and uncertainty associated with the project.
Project Procurement management knowledge area: The project procurement process model focuses on purchasing process by identifying the market price of the resources required. The processes which are comprised of procurement management plan are market analysis, development of project contract, selection of the contractor, and closure of the agreement.
The Stakeholder engagement plan should be prepared by developing the effective stakeholder planning, involvement of the stakeholder, contribution of the stakeholder, and division of role and responsibilities.
The Agile project management methodology is useful for incorporating the changes in the expectation of the customers. The scope management plan is flexible for managing the required changes in the development program of the undertaken project model. It helps in increasing the interaction of the customers and stakeholders for increasing the connection with the development process of the project. It helps in reducing the uncertainty of the project failure because it focuses on meeting the requirement of the customers effectively (Wilson, 2012). The processes which are comprised of Agile project management model are described below:
Pre-planning process: The pre-planning process helps in developing the road map of the underlying project concept. The technical requirement should be clearly defined for identifying the estimation of the cost. The high-level requirement should be specified so that the time and cost duration can be scheduled and estimated for the project start-up phase.
Planning process: The iteration and number of meetings are arranged with the stakeholders and customers so that the changes in the requirement can be easily incorporated in the project scope management plan (Munns, and Bjeirmi, 2012). The following diagram shows the iteration procedures which are laid down in the project planning process model:
The functionality and distribution of the role and responsibilities should be significantly distributed among the stakeholders. The correlation should be developed between the input provided to the project processes, technologies used for completing the process, and output driven from the underlying process (Owens, 2010). The diagram below shows the release planning model:’
The agile methodology is the accumulation of iteration process. The priorities should be allocated to the working processes according to the requirement of the project so that the critical activities can be completed prior to the other activities.
The iteration process helps in analysing the changes required by customers in the working model of the project. The scope and priority of the activities should be changed according to the change in requirement of the stakeholder for managing and completing the product effectively (Fitsilis, and Larissa, 2012).
The communication tools and technologies should be used for increasing the efficiency and working capabilities of the team so that the resources and information can be effectively managed.
The focus should be given on managing the meetings with the customers after the fixed interval of time. The feedback received of the iteration process should be taken under consideration for designing the project activities program.
The following diagram shows the process model of the Agile project management methodology which helps in completing the project with the active participation of the customers throughout the project program:
|
Features |
Agile Project Management Methodology |
PMBOK |
|
Definition |
Agile project management methodology is the Iterative model used for emphasising on analysing the customer requirement. |
The project management body of knowledge is the systematic process architecture for accomplishing the undertaken project with ease and efficiency. The PMBOK is comprised of knowledge areas and project management activities. |
|
Practical |
Practical |
Not |
|
Comprehensive |
Not |
Comprehensive |
|
Project Processes |
It is comprised of 7 processes |
It is comprised of 49 processes |
|
Knowledge areas |
Theory of Constraints Lean Principles Unification of processes Capability maturity model Creativity thinking Conversation management plan Change management plan |
Project integration Project Time Project Cost Project Scope Project Quality Project Human Resource Project Communication Project Risks Project Procurement Project Stakeholder |
|
Principles |
It is based on Iteration principles |
Not based on principles |
|
Techniques |
Iteration technique is used for managing changes |
Not based on technique |
|
Focus on |
Customers changing requirement |
Customer requirement |
|
Role of Stakeholders |
Throughout the project |
During the project start-up phase |
|
Environmental Impact |
Partly integrated with processes |
It is strongly correlated with knowledge areas and business processes (National Learning consortium, 2011) |
|
Risks and Uncertainty |
It helps in reducing the uncertainty of the project failure because it focuses on meeting the requirement of the customers effectively. |
The processes which are comprised of risks management plan are identification of risks and uncertainty, risk analysis through qualitative methodology, risks analysis through quantitative methodology, developing risks response and risks allocation procedures, and developing monitoring of risks and uncertainty associated with the project (Tracey, and Nathan, 2012). |
|
Managerial Efficiency |
It is effective for managing changes |
It is based on management by organization |
|
Advantages |
The Agile project management methodology is useful for incorporating the changes in the expectation of the customers (Tonder and Bekker, 2014). The scope management plan is flexible for managing the required changes in the development program of the undertaken project model. It helps in increasing the interaction of the customers and stakeholders for increasing the connection with the development process of the project. Resources can be effectively managed Gets immediate response and feedback |
Clear identification of goals and objectives Clear and precise management of resources Good team management plan Good communication plan Good stakeholder management plan Provides new opportunities to the team members |
|
Disadvantages |
No documentation Difficult in measuring actual progress of the project Time consuming No clear scope No clear project design Lack of Cohesion between the participating units |
Governance and control of the project depends on the project sponsors It focuses on developing descriptive approach |
|
Limitation |
It is customer oriented which takes longer time for the completion of the project |
It look as a single system which increases the coordination between the different knowledge areas |
Conclusion
It can be concluded that the project management body of knowledge is advantageous to handle the larger project because it is based on developing the knowledge areas and systematically achieved the final outcome of the project by modularizing it into smaller knowledge areas. The agile methodology is suitable for smaller project where the requirement of the customers changes dynamically. It helps in reducing the risks and uncertainty associated with the project effectively and completes the project within given duration of time and cost. The interconnection between the agile methodology and PMBOK program helps in increasing the efficiency of the project.
References:
Fitsilis, P., and Larissa, T. (2012). Comparing PMBOK and Agile project management software development processes. Retrieved from https://www.academia.edu/2953419/Comparing_PMBOK_and_Agile_Project_Management_software_development_processes
Goncalves, E., Drumond, G., Mexas, M. (2016). “Evaluation of PMBOK and SCRUM practices for software development in the Vital of specialists”. Independent journal of management and production, 8(5). Retrieved from https://www.redalyc.org/pdf/4495/449551667002.pdf
Karaman, E., and Kurt, M. (2015). “Comparison of project management methodologies: Prince 2 versus PMBOK for its projects”. International journal of applied science and engineering research, 4(4). Retrieved from https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.695.1164&rep=rep1&type=pdf
Munns, A., and Bjeirmi, B. (2012). The role of project management in achieving project success. 1st ed. [ebook] online. Retrieved from: https://notendur.hi.is/vio1/The_role_of_project_management_in_achieving_project_success.pdf
National Learning consortium. (2011). Continuous quality improvement strategies to optimize your practice. 1st ed. [ebook]online. Retrieved from https://www.healthit.gov/sites/default/files/nlc_continuousqualityimprovementprimer.pdf
Obrutsky, S. (2016). “Comparison and contrast of project management methodologies PMBOK and SCRUM”. International conference on project management. Retrieved from https://www.researchgate.net/publication/305969672_Comparison_and_contrast_of_project_management_methodologies_PMBOK_and_SCRUM
Otieno, F. (2014). The role of monitoring and evaluation in projects. 1st ed. [ebook]. Retrieved from https://www.irbnet.de/daten/iconda/CIB8942.pdf
Owens, J. (2010). Risk management. Retrieved from https://agile.csc.ncsu.edu/SEMaterials/RiskManagement.pdf
Passenheim, O. (2015). Project management(1st ed.). Retrieved from https://home.hit.no/~hansha/documents/theses/projectmanagement.pdf
Salameh, H. (2014). “What, When, Why, and How? A comparison between Agile project management and traditional project management methods”. International journal of business and management review, 2(5), pp. 52-74. Retrieved from https://www.eajournals.org/wp-content/uploads/What-When-Why-and-How-A-Comparison-between-Agile-Project-Management-and-Traditional-Project-Management-Methods.pdf
Tonder, J., and Bekker, M. (2014). Analysis of a methodology to obtain a work breakdown structure built up from interdependent key project deliverable package. 1st ed. [ebook] online. Retrieved from https://c.ymcdn.com/sites/www.projectmanagement.org.za/resource/resmgr/conference_proceedings_2002/10.pdf
Tracey, J., and Nathan, A. (2012). The strategic and operational roles of human resources: An emerging model. 1st ed. [ebook] online. Retrieved from https://scholarship.sha.cornell.edu/cgi/viewcontent.cgi?article=1804&context=articles
Wilson, D. (2012). Project Governance. Retrieved from https://www.masterresearch.com.au/downloads/pdfs/Project_Governance_V2.pdf
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