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Project Management Methodology

The Project Management Methodologies are THE answer for transforming the world! Continue reading to discover (in plain English) what skills are you required to learn in order to become a great Project Manager.

Project Management Methodologies 101

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Let’s try understanding what a task administration philosophy is. The PMI’s expansive definition of project administration methodology is accommodating – ‘An approach is an arrangement of practices, systems, strategies and standards utilized by the individuals who work in a train’ – however a technique must be established in something more key that directs why we do things a specific way, so I’d recommend it ought to likewise incorporate themes.

As project managers, there are various approaches to convey initiatives. Comprehensively, these ways are our approachs – applying distinctive standards, subjects, systems, procedures and guidelines to help give structure to the way we convey projects.

Some project management approaches essentially define principles, as lithe. Others characterize a ‘full-stack’ philosophy structure of themes,  principles, and processes, for example, Prince2. Some are a broad rundown of standards with some procedure, similar to PMI’s PMBOK, or XP and some are light, and essentially characterize process, as Scrum.

Maybe questionably, as opposed to debating what’s a strategy and so forth, I’m utilizing the expansive (yes, mis)understanding of project management systems to mean basically the best practice structures we pound together to complete undertakings. I don’t think a strategy must be a total full-stack usage ‘framework’ to be viewed as a methodology.

It’s a decent and supportive definition in light of the fact that as a general rule, as project managers we utilize a mess of standards, subjects and procedures custom fitted for our customers and projects.

And how about we make one thing straight before we begin, while there are numerous philosophies, there is no ‘right’ approach. There is nobody estimate fits-each of the one procedure that is the methodology that ought to dependably be utilized for each project.

Ultimately, the best technique is the thing that bodes well and is most appropriate for the project, group and customer. Allows first investigate a portion of the more mainstream project management philosophies and see a portion of the significant takeaways for conveying initiatives in the realm of digital.

Critical Path Method (CPM)

Management specialists made the CPM project administration philosophy over 50 years prior to feature undertakings that groups can’t start until completing others. For instance, development laborers think that its best to introduce toilets and light installations simply after handymen and circuit repairmen have run pipes and wires through the dividers. Also, obviously, they spare drywall and painting for last.

CPM chiefs influence series of undertakings that each to rely upon the other. These successive things frame a group’s basic way. For instance, once laborers have established a framework and raised the casing of a house, they can lead various non-subordinate errands: plumbing, electric, cabinetry, and so on. Be that as it may, cover installers should hold up until every other person has completed their errands and left the house clean and tidy free.

By deciding a basic way and concentrating on these imperative undertakings over all others, directors can abstain from disappointing bottlenecks. They can apportion more assets to any things on a basic way that fall behind and undermine delays.

With the CPM, chiefs can pull laborers from superfluous assignments when they have to “unkink” the chain of occasions in their basic way. Since laborers can finish superfluous assignments whenever, the organization can keep working at a typical pace, in spite of changes in specialist allocation.

Critical Chain Project Management (CCPM)

Managers utilize the CCPM methodology (an augmentation of CPM) to organize basic assets. In spite of the fact that temporary workers on initiatives like home-building regularly risk certain groups sitting tight for others to complete, they should likewise time out the conveyance of basic supplies.

For illustration, a group pioneer may postpone a request with a solid organization on the off chance that they encounter delays while burrowing an establishment. In the event that the bond laborers were to arrive and there was no place to pour solid, they would need to dump their heaps or hazard its setting inside their trucks!

To stay away from bottlenecks and disturbances in the requesting of assets, supervisors put time cradles around basic errands. Despite the fact that this backs off task culmination marginally, it significantly diminishes their dangers of costly asset re-orders. These supported errands frame a “basic chain” of the most delicate undertakings on a basic path.

Instead of getting overpowered by this abundance of options, earn the features of each and settle on an educated decision for your business.

Agile methods

A group of software development experts developed the basics of the Agile Methods just over 15 years ago. They created a new way to deliver value to and interact with consumers that featured four key aspects:

  • Project managers must value individual interactions over systems and tools.
  • Software should work well and not require extensive documentation.
  • Teams and customers should collaborate, not haggle over contracts.
  • Companies must prioritize responsiveness over rigid adherence to plans.

In just a short time, PM experts have expanded these concepts into many implementation frameworks, including:

Though the linear Waterfall PM strategy suits many organizations, managers in certain fields find it quite limiting. By planning only at the beginning of a project, they lose the benefit of the knowledge and experience they gain while completing it.

Instead of creating detailed specifications for end products at the beginning of an endeavor, Agile managers only identify priorities. As their teams work towards their goals, these managers remain flexible, communicate with all stakeholders, and change product requirements whenever necessary.

The Agile PM methodology suits businesses that seek to quickly and consistently provide products to consumers. Software development companies prefer this “light-touch” management style which facilitates rapid production cycles.

With this system, team leaders can create responsive and transparent workplace cultures. By sharing responsibility with their team members, they can optimize their awareness of and reactivity to market trends and changes in demand.

Agile teams work in short “sprints” or burst of work. Team leaders quantify each of these sprints as small, deliverable units. Teams stay motivated by working on series of small, fast projects (such as software updates) and tracking their progress.

Companies increase their responsiveness to customer demands and changes in the marketplace. Software companies, for example, create Agile teams to rapidly adjust their offerings to new challenges like emerging platforms and operating system updates.

Scrum

For those of you not raving rugby fans, a scrum is a tangle of overwhelming individuals who strain against each other to obtain a little, elliptical, whitish ball. As business chiefs find such conduct bothersome underway groups, they utilize the Scrum method of task management.

Scrum groups meet for month to month Scrum sessions in which they separate their activities and expectations into 15-or 30-day lumps, called “dashes.” By moving in the direction of these little additions, groups stay away from the procedure overpower common of other PM systems. By re-organizing their endeavors every month to take care of buyer demand, they can remain adaptable and spurred – expanding both profitability and client satisfaction!

Dev teams often apply the famous Scrum variety of Light-footed Undertaking Administration. Chiefs discover Scrum simple to execute and extremely compelling in tending to issues influencing programming advancement teams.

Team individuals appreciate the way Scrum causes them unwind complex improvement cycles, reclassify true objectives amid an undertaking cycle, and get quality items to advertise exceptionally quickly.

In this framework, nobody holds the title of “project manager”. Rather, they split up their obligations by going up against specific parts: ScrumMaster, item proprietor, and group member:

Scrum Master

The ScrumMaster (in spite of their great sounding title) does not go up against the title of supervisor or group pioneer. This individual administers the Scrum procedure, not simply the activity. They guarantee everybody on the group conveys well on day by day extends, wipes out diversions, and addresses roadblocks in the gathering’s path.

Product Owner

This man, either a key client or a showcasing master, gives the group a steady vision of their underlying objective: to address client issues. Since a group’s idea of their final result can change as they work, the Item Proprietor plays out a crucial “establishing” function.

Team Member

Teams meet day by day to talk about their finished work and recognize any detours to additionally advance. The Scrum Ace consents to manage these barriers; the Item Proprietor teams up with the group to enhance item targeting.

The Scrum Strategy works best for little groups that cooperate in one condition and spotlight on just a single task at any given moment. It encourages open correspondence and inventiveness, and in addition quick advancement/testing cycles.

Scrum works particularly well when groups have considerable help from upper administration, as open budgetary and time budgets.

Kanban

Originally created by Toyota in the 1940s, Kanban means “flag card” in Japanese. This strategy depended on Kanban cards, which demonstrate the need to reorder certain provisions. Numerous chiefs consider Kanban a Lean Assembling framework since it takes out sat idle and assets. So, Kanban makes organizations “lean and mean.”

Many undertaking chiefs utilize Kanban ideas in conjunction with Light-footed techniques. The virtuoso of Kanban is “on-request” creation, in which client orders “pull” things through a generation facility.

This thought replaces the customary technique for delivering a lot of items and warehousing them fully expecting an expected request. In a product improvement setting, this thought of client request fueling a framework fits turn in glove with Agile.

In the working environment, Kanban groups initially pictured their work process as cards moving from left to ideal over a Kanban board. They assembled undertakings and initiatives into general categories:

  • In Line (a U.K./Province term signifying “in line”)
  • In Progress
  • Recently Completed

Modern Dexterous/Kanban administrators utilize virtual “cards’ to speak to units of work coursing through their frameworks. By connecting outwardly with their work process, colleagues and administrators can without much of a stretch gauge and organize up and coming tasks.

When doling out new errands (roused by client request), officials utilize Kanban sheets to evaluate a group’s present workload. They can without much of a stretch gauge the impacts extra undertakings would have on a group’s present productivity.

The Light-footed/Kanban half breed project management technique works best for little groups that work in a solitary, shared area. Indeed, even individuals who work freely discover this PM strategy useful.

Scrumban

Scrumban is a relatively new hybrid project management methodology that combines a mixed scrum and Kanban approach to project management. It takes the flexibility of Kanban and adds some of the structure of scrum to create a new way to manage projects.

Rather than working in potentially restrictive, timeboxed sprints, Scrumban uses a planning on demand principle to fill the backlog and tasks are assigned by the team pulling in tasks as they can accommodate them, as in Kanban. This means that work in progress is limited and the development team stays focused on the task at hand rather than worrying about the sprint review meeting and what the team committed to delivering in the sprint.

It’s not all Kanban though – Scrumban retains the daily scrum with reviews and retrospectives to improve the process only used when needed. Furthermore, without the constriction of sprints, planning is done on an as-needed basis rather than around a sprint – which potentially saves time.

Scrumban really just adds some flexibility to Scrum by removing sprints and allowing an adaptive approach to planning. Or you could see it as adding some much-needed structure to Kanban with meetings that can help with collaboration and optimizing the process.

Scrumban can be good for product development where there is an unclear vision, where there are evolving requirements or no clear roadmap and if the process needs to include support and maintenance work in the process.

The Scrumban Pattern

Extreme Programming (XP)

Like all Lithe systems, Extreme Programming focuses on collaboration and consumer loyalty. It highlights five essential tenets:

  • Communication
  • Simplicity
  • Feedback
  • Respect
  • Courage

Extreme Programming groups work in shorter dashes run of the mill for Deft/Scrum organizations. These shorter cycles enable them to keep up unbending assignment structures. EP groups don’t hold onto as much adaptability as other Spry groups, undertaking errands in a strict need order.

The EP approach orders particular building practices, for example, test-driven item advancement, robotized testing, basic and exquisite outline, refactoring, and so on. Specialists suggest groups start with Scrum and embrace EP gradually as they decide their own prescribed procedures and building protocols.

Adaptive Project Framework (APF)

The Adaptive Project Framework allows Light-footed groups to work with ideal adaptability and exemplify the possibility of “dexterity.” Now and again groups must ad lib their frameworks and conventions as they work, due to generally characterized objectives and outcomes.

The APF structure best suits novel difficulties which don’t call for one size fits all arrangements. This approach enables groups since they aren’t relied upon to aimlessly take after pre-appointed scripts.

In this model, customers work straightforwardly with Dexterous groups and select the correct highlights they require in completed items. Purchasers acknowledge not accepting items that meet a few, but rather not all, of their needs.

Similarities between Nimble Methodologies

Regardless of the kind of Spry you pick, they all offer certain shared characteristics. Nimble teams:

  • Maintain clear project targets, however last item may change as they work.
  • Work in iterative cycles, always assessing their results.
  • Optimize their expectations to meet shopper needs.
  • Collaborate persistently with each other, partners, and customers.

Waterfall

Many organizations utilize the Waterfall Method, the least difficult approach to design an undertaking. Undertakings stream down the rundown in successive request, much the same as a cascade. In this essential framework, a group must finish one stage before beginning the following. Supervisors discover this framework exceptionally direct and simple to-implement.

Just influence a rundown of the means you to need to achieve a deliverable thing and get the opportunity to work! Colleagues can rapidly comprehend cascade forms, sparing project managers important correspondence time.

More directors utilize the Cascade framework than some other, particularly in the development and programming advancement enterprises. Business pioneers have made numerous assortments of this PM procedure, however stay steady with these general components:

  1. Specification of Customer Requirements
  2. Concept, Outline, and Planning
  3. Creation of a Physical Item (Development, Coding, etc.)
  4. Integration into Ebb and flow Systems
  5. Validation (Testing, Troubleshooting, etc.)
  6. Product Installation
  7. Ongoing Maintenance

The Cascade strategy best suits groups in assembling and development that make physical items and take after exact gathering orders. They can undoubtedly duplicate designs from past undertakings and apply them to their present work with practically no change. Groups that need to change their plans as their tasks advance, notwithstanding, will discover this technique very limiting.

PRINCE2

Not to be mistaken for the PMBOK, the Project Management Foundation’s Undertaking Administration Collection of Information (an accepted procedures asset), PRINCE2 is an entire task strategy system.

Used by the U.K. government and numerous private-area associations over the globe, PRINCE2 has much to offer U.S. organizations:

  • Greater Asset Control
  • Increased Task Hazard Management
  • Clear and Structures Obligation Allocation
  • A spotlight on End-Client “Whos, Whens, and Whys”
  • Consistent, Sorted out Arranging and Execution
  • Regular Audit Defense Cycles

PMBOK

Some, yet not all, directors consider the PMI’s Manual for the Project Management Assortment of Information (PMBOK) a PM system in its own right. Others think of it as to a greater extent a reference book. Surely, the PMBOK gives a fundamental arrangement of traditions and institutionalizes the expert terms utilized by PM experts.

Regardless of feeling, the PMI has affected directors to break projects into five steps:

  • Initiation
  • Planning
  • Execution
  • Controlling
  • Closing

Six Sigma

The Motorola organization initially built up the very disciplined Six Sigma system to wipe out deformities. They needed their items and administrations to adjust totally to their unique determinations all through the whole plan, generation, and conveyance process.

Some specialists consider Six Sigma even more a quality-control and contraption than a genuine undertaking administration approach, because of its attention on social affair information and enhancing forms. Organizations normally utilize this strategy to expand effectiveness, raise profitability, and convey uniform items to consumers.

Six Sigma Directors utilize 5 process steps, all things considered called DMAIC-S:

  • Define customer needs. By distinguishing and profiling perfect clients and seeing how to serve them, directors can shape the degree and reason for a project.
  • Measure the execution of a procedure. By making suitable measurements for social affair information on profitability, supervisors can decide how well a framework meets buyer needs.
  • Analyze common issues. Six Sigma supervisors look at execution holes to decide their main drivers and move down their perceptions with hard data.
  • Improve systems. Officials configuration, test, and execute new frameworks to address the main drivers of foundational issues. They keep on relying on information in their assessments of these arrangements (and the usage of these fixes).
  • Synergize these comes about all through the organization. Six Sigma supervisors realize that progressions to one region of activities influence every other piece of a business, to some degree. They share the experience and information they have picked up from an improvement cycle with their associates and supervisors.

Some project managers take after the DMAIC technique without utilizing the whole Six Sigma administration procedure. They utilize this information driven technique to enhance, streamline, and settle their outlines, forms, and systems.

Picking the Right Project Manager Methodology

Choosing the correct undertaking administration strategy is vital on the grounds that it characterizes how we work. Project administration methodologies provide the structures that can control us toward project achievement or failure.

So when deciding what task administration methodology to use in a project, we have to think about the effortlessness or multifaceted nature of the task, the customer, our accessible assets and the undertaking requirements (counting the craving for change and hazard), course of events, apparatuses, and people.

When it comes to project administration methodologies, there is nobody estimate fits-every one of that works for all business composes, sizes or enterprises. Regardless of whether you’re working in a dynamic situation where there’s craving for advancement and change, thus embrace a coordinated approach. Or on the other hand in case you’re working inside exceptionally settled, inflexible, prerequisites, timetable and spending plan thus embrace a cascade approach, each task administration philosophy conveys its own particular qualities and weaknesses.

Ultimately, the strategy picked ought to be broke down based on its capacity to convey the most incentive to the customer, with minimal effect on those conveying it, how well it meets authoritative objectives and qualities, the requirements the project group needs to manage, the necessities of partners, the dangers included, the undertaking size, cost, and obviously, the many-sided quality of the project.

Angel Berniz

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