There exists different type of Project Management Methodologies which can be implemented in order to achieve success in a project. The Project Management Methodology is selected in accordance to the type of project that is going to be conducted. Below are listed some of the project management methodologies which can be used for the different kind of projects.
Waterfall methodology is considered to be one of the simplest strategy that can be implemented in a project which is short and is not complicated. Along with this waterfall methodology can also be considered as a linear and sequential methodology which is associated with simple listing of the tasks in a sequential way which are checked as he projects moves forward. In this type of methodology, the tasks cannot be initiated unless and until the previous task is completed and besides this it is also impossible to return to the previous task as well (Martinelli and Milosevic 2016).in order to make the waterfall project management methodology achieve success it is to be made sure that all the steps are being accomplished and are arranged in a logical chronological order.
This is the project management methodology that is fast and is also associated with continuous improvement of the process. This was popularized mainly by the software developers however this methodology has now been adopted by almost each and every teams and industries. Agile methodology is associated with the usage of the sprints which are the short project cycles that are responsible for the continuous release of the enhancements to the products or services. Besides this the flexibility provided to the sprints is associated with allowing them in making the last minute changes and this initially results in high quality deliverable. This type of methodology is best suited for those project teams which require flexibility and speed.
Agile methodology is mostly associated with providing of guiding principles whereas the scrum methodology is associated with working within the Agile Framework so as to provide a specific set of rules for the project management. This methodology mainly includes the processes needed for identification of the tasks, the resources, date for completion and many more. This methodology is mainly designed so as to ensure fast delivery of the tasks assisted by rapid feedback cycles and responsive changes (Uhl and Gollenia 2016).
Close collaboration is considered to be the primary element that this methodology is having and the teams are associated with working upon the sprints together along with conducting short and daily standup meetings so as to provide reports about the progress. It is essential that each sprint is associated with the production of the usable products. This methodology is also considered to be an iterative methodology that is largely used by the software industries for the purpose of developing a product. However, it is also possible to apply this methodology in smaller projects which involves high level productivity and requires an intensive rate of refining.
Cases when there is a need of methodology that would be helping in the process of understanding the interdependency of the resources it is suggested to use to the Critical Path Method. This is the project management methodology that involves the gathering of the activities that are required for the purpose of completing a project and also for the purpose of sorting the activities in accordance to the duration and the dependencies (Marcelino-Sádaba et al. 2014).
For example, in a project which involves the publishing of a software update would be including an activity of writing the technical documentation and this would be requiring an time of 6 hours and is dependent entirely upon the finalization testing. By making use of the CPM methodology it is possible to see the critical and non-critical relationship that exists in between the tasks and the set timeframes in an easy way so as to complete the project. This methodology is best suited for the projects which are considered to big initiatives that are dependent upon a variety of resources that interact by making use of complex processes.
Unlike CPM which I entirely built upon the order to the task and the resources, the CCM or the critical Chain Method is associated with extending the CPM to factors in the resources availability. This methodology is associated with the development of hierarchy of the activities and the work streams that are based upon the access to the resources (Joslin and Müller 2015). One of the primary tactic that this strategy includes is the addition of the buffer to the task chain so as to make it accountable for the scarcity in the resources and the to protect the schedule of the project. CCM is better for the teams who needs to prioritize their tasks by considering the renewability of the resources and the minimal time that is needed for completion.
PRiSM or the PRoject Integrating Sustainable methods” is the PMM which mainly focuses upon the developments that are socially responsible. This is also considered to be an eco-friendly or green project management which is associated with considering the long-term sustainability by having a goal of reducing any kind of economic, social and environmental effects that are caused by the project (Hornstein 2015). This is the methodology that is primarily used for the development of real estates, infrastructure projects and construction projects.
PRINCE2 or the PRoject IN Controlled Environment is the standard methodology that the U.L government is having, however this methodology has also been implemented in various other industries and companies as well (Turner 2016). PRINCE2 methodology is entirely dependent upon the consistent processes, controlled stages, resources allocated in a proper way, review of the regular progress and the alignments with the business justifications. A board is responsible for overseeing the entire project when the project team is associated with the execution of the plan. This is the tactic that is best suited for the organizations large in size in which an extensive documentation and process management is required.
This was invented by Toyota in the year of 1953. Kanban is the project management methodology that is associated with the moving of the tasks along the stages to a well-defined work flow in the assembly line fashion. This method is considered to be a subset of the agile methodology, however this methodology is much more flexible and the primary goal of this methodology is efficiency (Joslin and Müller 2015).
A broad view is used by this methodology for the purpose of mapping and visualizing the progress of the team regarding a certain task. In the methodology the flow of work is continuous where the backlogs are tackled in accordance to the importance. This type of methodology is ideal for teams which need constant output from a project and is willing to maximize the efficiency. Kanban is famous amongst the teams associated with product development and the automakers.
Lean is another project management methodology which is another form of Agile methodology that is associated with targeting the aim of doing more by using less (Marcelino-Sádaba et al. 2014). Division of the tasks into smaller section is done by the agile as well as by the lean so as to execute those tasks individually. Lean is associated with the addition of streamlined workflow to each part of the project so as to make an effort of removing any kind of efforts that are excess in amount. A special emphasis is laid upon the processes which are standardized and helps in continuous driving of the various improvement along with helping in maximization of the efficiency. The techniques related to project management methodology is ideal for small teams who are having tight budgets along with other constraints and still is in need of delivering outputs of significant value.
PMBOK technically cannot be considered as a methodology. This is considered to be the Project Management Institute’s entire collection which is consisting of various terminologies, best practices, collection of processes and guidelines. PMBOK or the Project Management Body of Knowledge acts as the ultimate guide to the various project management standards in any kind of industry and is associated with outlining the five major processes of any project which includes the planning, initiation, execution, controlling and closure of the project (Uhl and Gollenia 2016). This is continuously being updated by the various continuous updates with new information and methodologies.
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Literature review:
According to Kerzner (2017), the major goal of project management methodology involves the increasing of the probability of delivering the projects successfully. Besides this the PMM is also going to bring consistency as well as flexibility which in turn would be responsible for the increase in efficiency of the team. There are also some other benefits of project management methodology which includes the better controlling of the project by better management of the goals and scope of the project, reduction of the risks, faster market for time and more efficient processes. The processes generally include the different decision making process the quality management process and better customer satisfaction, better management of knowledge.
This is by enabling of the exchanging of information between the projects and by enabling of more time for the valued added activities. However, despite of all this the methodologies by itself is not sufficient and are also not the preconditions that are needed for achieving success in a project.
In cases when a project scope ad he contexts are not understood fully by the organization or by the project team then there would not exist any such tool or technique within the any of the methodology which would provide the guarantee about the success of the project (Nicholas and Steyn 2017). Besides this the usage of the inappropriate methodology is also likely to have a negative impact upon the success of the project or is responsible for making the process of managing the project much harder.
According to Binder (2016), one of the precondition which leads to the success of the project management methodology is the usage of the coherence with the other processes of the company. And this is the major reason for which most of the organizations are associated with the development of their own project management methodology. Additionally, the methodologies should also be associated with the usage of sufficient number of details that are aligned with the organizational processes. This is also of great importance so as to understand the limitations that a methodology is having specially in context to the places where it is applicable.
For development of custom software projects, it is essential to make sure of the fact that the project management methodologies are necessarily being aligned with own organizations along with the customer organizations assisted by a difference that is the own processes of the company are light in weight along with being tailored accordingly so as to meet the specific needs and the customer processes would be complex along with being rigid (Kerzner 2018). For this type of project both agile as the traditional methods can be used. A similar conclusion can also be drawn from the overview of the other characteristics. The major reason lying behind this is that the project is not a clear representative of the application of the traditional or the agile approach.
All the above discussed fact helps in concluding to the fact that usage of one methodology is not enough for managing a project and there should exists several methodologies that are possible within the context of the organization or at least is having the possibility of adapting the methodology that is enough to specify the project (Binder 2016). One of the major challenge that is faced by this process is finding of the optimal number of appropriate elements of the methodology that would be contributing towards the success of eth project.
According to Hornstein (2015), Project management methodology element is consisting of a wider terms of the interconnected processes, milestones, quality, products, standards, activities, techniques, tools, teams, roles, skills, personalities and team values. Whereas amongst all this only the activities, techniques and tools are considered to be methodology elements (Kerzner 2017). Decisions regarding the selection of the appropriate element is entirely dependent upon the characteristics of the project and the characteristics that the organization is having. However, this can also be dependent upon the experience and expert knowledge of the project manager.
The project management methodologies which is consisting of the basic number of elements are generally termed as light whereas the methodologies that includes he large number of elements are termed heavy. This are also termed as little-m methodology and Big-M methodology respectively. There are factors which are likely to affect the influence the selection of methodology elements includes the size of the project, criticality of the project, priority of the project and the decision of the personal project manager.
All these factors can be further extended along with the size of the project team and experience, stakeholders location and number, flexibility of the requirements, customers understanding and their availability, cost, time, possibilities of the iterative approach and the risks (Hornstein 2015). PRINCE2 is the methodology that introduced the tailoring of the methodology which is an approach for adjusting the methodology in order to specify the project that are dependent upon the context of an organization and the characteristics of a project. However, this is done with all the methodology elements by just scaling all this with the specifics that the project is having.
PMM selection
The methodology that is to be selected for this project is the agile methodology. Some of the major reasons for which the agile methodology is to be selected is that it is associated with providing five major benefits and this includes the following:
There are few other reasons for which this methodology is used and this reason includes the engagement of the stakeholders, provides transparency to the project, early and predictive Delivery of the project, cost and schedule prediction, option for changing, focused upon the business value, focused upon the users and improves the quality of the project (Martinelli and Milosevic 2016).
PMM Implementation Roadmap
Roadmap
Source: Created by Author
Conclusion:
There are various ways by which the success of the selected methodology can be measures and this includes the on time delivery, quality of the product, User or customer satisfaction, increased business value, scope of the project that is the features and the requirements, visibility of the project, productivity, productivity, predictively and improvements of the processes. In order to measure the outcomes which would be helping in understanding is the project is continuously improving it is suggested to use the cumulative Flow chart which would be associated with explaining how the work is flowing all across the project development life cycle.
Productivity and predictability are also to be measured. The Burn Up chart can be used for measuring the productivity and the velocity terns can be used so as to generate the metrics that are related to the predictability. In order to provide clarity about the project each progress needs to be shared all across the different platforms in diverse forms like the dependency chart to everyone so as to let them what are the things that they need to contribute for making the project successful. Metrics needed for customer or user satisfaction generally includes statistics that are related to various features which are developed and delivered within the given time frame or usage of products or websites.
References:
Binder, J., 2016. Global project management: communication, collaboration and management across borders. Routledge.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.
Franková, P., Drahošová, M. and Balco, P., 2016. Agile project management approach and its use in big data management. Procedia Computer Science, 83, pp.576-583.
Galván-Cruz, S., Mora, M., O’Connor, R., Acosta-Escalante, F. and Alvarez, F., 2015. On project management process in agile systems development methodologies and the ISO/IEC 29110 standard (entry profile).
Gold, B. and Vassell, C., 2015, November. Using risk management to balance agile methods: A study of the Scrum process. In Knowledge-Based Engineering and Innovation (KBEI), 2015 2nd International Conference on(pp. 49-54). IEEE.
Heldman, K., 2018. PMP: project management professional exam study guide. John Wiley & Sons.
Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), pp.1377-1392.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley & Sons.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project risk management methodology for small firms. International journal of project management, 32(2), pp.327-340.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Routledge.
Nicholls, G.M., Lewis, N.A. and Eschenbach, T., 2015. Determining when simplified agile project management is right for small teams. Engineering Management Journal, 27(1), pp.3-10.
Saltz, J. and Crowston, K., 2017, January. Comparing data science project management methodologies via a controlled experiment. In Proceedings of the 50th Hawaii International Conference on System Sciences.
Špundak, M., 2014. Mixed agile/traditional project management methodology–reality or illusion?. Procedia-Social and Behavioral Sciences, 119, pp.939-948.
Turner, R., 2016. Gower handbook of project management. Routledge.
Uhl, A. and Gollenia, L.A. eds., 2016. Business transformation management methodology. Routledge.
Vijayasarathy, L.R. and Butler, C.W., 2016. Choice of software development methodologies: Do organizational, project, and team characteristics matter?. IEEE software, 33(5), pp.86-94.
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