Project Management – Intro to common Project Management

Methodologies

This lecture will introduce and consider some (but not all) of the current Project
Management methodologies that you may encounter in your work environment.

The learning outcomes for this lecture are:

• To recognise common Project Management methodologies in use today.

• To state the purpose of Project Management Methodologies and to be able to

translate some of the associated terminology into plain language.

Project management, as a function rather than as an applied methodology has been in

existence in one form or another for many centuries. The underlying ideas and principles
behind a structured approach to Project Management, as opposed to the modern jargon,
would have been as familiar to a Roman or Byzantine ship builder as they are to a modern
maritime project manager.

There were no ‘Project Managers’, as we define them today, when the first aeroplanes,
dams, tanks, multi storey buildings and oil tankers were built, but there were suitably
qualified and experienced people (SQEP) doing all of the multi layer checks, measures,
communications, decisions, leadership and control that we have learnt about previously in
this chapter.

Accredited Project Managers using defined Project Management methodologies are a

relatively new invention and are a recognition of the need to bring together existing good
practice and to attempt to standardise it under one approach. The reality though, is that
rather than the evolution of one, global, Project Management methodology, many different
methodologies have appeared and been adopted by different industries for different types
and styles of project. So why has this happened?

There are three principle reasons for the divergent evolution of differing methodologies:

Project Management as a function moved toward maturity in different parts of the globe –
principally Europe and the USA – at similar times. As a result, in the 1960’s and 1970’s
training, accreditation, and professional bodies for Project Management began to appear,
but as separate entities with similar but different methodologies appearing as a result. This
trend might have been expected to change back towards standardisation with the
globalisation of modern industry, but in fact the reverse is true and there are now more
Project Management Methodologies than ever before.

The Digital revolution and the growth of industries which trade or operate using software
and other virtual products has led to a realisation that project managing in this kind of
environment requires a different approach and, in some cases, a different skill set, to more
‘traditional’ industries which generate hardware of one form or another.

Project Management – Intro to common Project Management Methodologies.

As the Project Management function has become better defined and professionalised so
the value of developing and delivering Project Management training and accreditation has
increased exponentially. Project Management courses usually cost about £2500 for a 5
day training and assessment course per individual,

So, if you can take existing Project Management thought and practice and develop a
‘unique’ methodology which is then adopted by one or more industry sector leaders, then
you can teach that methodology to 10 students per course on 5 courses in 100 cities
around the world each week (at £2500 per person). The potential profits are further
increased if this same ‘new’ methodology also requires re-accreditation every five years,
and is dependent on accredited Project Managers having membership of the ‘professional
body’ associated with that methodology. In this light it is easy to see why multiple
methodologies have evolved!

But this divergence into multiple methodologies, while advantageous in that it can offer vey
refined and tailored approaches to Project Management for some industry sectors does
have the disadvantage that the many common ideas, principles and activities across the
spectrum of methodologies are often described using differing, or wholly different,
terminology – which can be very confusing.

For example, if you attend both a Projects in Controlled Environments (PRINCE2) course
and an Association of Project Management Professionals (APMP) course you will find
yourself in a situation where you have to learn two languages to describe the same things.

So how can you potentially avoid finding yourself in this situation?

First – try to gain Project Management accreditation in respect of the methodology most
widely used and understood in your particular field of interest or industry; noting that
methodologies in use may vary even with the different sectors of the Marine industry.

Also read widely and try to become methodology bi- or tri-lingual, so that if a colleague or
stakeholder speaks fluent PRINCE2 and you speak fluent APMP, you can still understand
each other.

Second - If you really can’t understand each other, get a pen and a Post-It note out, draw
a picture of what you’re both trying to articulate, get rid of the complex terminology and use
plain language to work out what it is you are trying to communicate

One reaction to the challenge of dissimilar lexicons has been the growth of alterative plain
language approaches to Project Management. By way of an example I recommend that
you visit Basecamp.com. Basecamp is, in effect, a Project Management methodology that
isn’t claiming to be a methodology; it’s a product of a group of clever and experienced
people designing a how-to-do-stuff/ project management process, in plain English, using
simple on-line collaboration.

Basecamp incurs no course fees or certificates, or complex software. Oh, and it is

probably worth noting that it’s used by at least some of the staff within 321 of the Fortune

Project Management – Intro to common Project Management Methodologies.

500 companies. Of course this is not intended to be a substitute for professional training or
accreditation, but as a start point and as a means to work through the jargon it is a good
option.

Third – You will need to be aware that some industries or businesses will dictate the
methodology you will have to follow as a PM; this is often based on commonality of
platform, or security. You may have to do another course!!

Finally – As I mentioned earlier, so called ‘new’ methodologies and facilitating techniques

for Project Management regularly appear on the market. Try to avoid getting caught in the
trap of trying to master every ‘different’ methodology. Having 20 different methodologies
and associated accreditation letters on your CV is not a substitute for deep experience in
the actual business of Project Management. Aim, instead to master a couple of
methodologies and to have a passing familiarity of others. In reality the majority of what
these new methodologies offer is just a reworking and rephrasing or re-visualising of what
already exists in Project Management.

So let’s now look at some of the more common Project Management methodologies on
offer:

These are 7 methodologies are in common use today across multiple industrial sectors.
We will now examine them each in a little more detail.

Waterfall

Traditional or “waterfall” project management handles things sequentially, from the

concept and planning phase through to development and quality assurance and finally
project completion and maintenance. Project requirements are usually defined at the
beginning, with little to no alterations to the plan unless absolutely necessary. The waterfall
methodology is used most often for large-scale software development projects where
thorough planning and a predictable process are paramount. You will recall that I used this
methodology to explore the Project Lifecycle in Lectures 2 and 3

Agile Project Management

Agile project management focuses on adaptability to changing situations and constant,

regular feedback – whether it’s from the client or from other members of the team. This is
ideal when clients or management need to be in on the production process, resulting in
changing requirements and drastic shifts in team assignments. Agile project management
is usually ideal for smaller software projects and/or those with accelerated development
schedules..

Critical Path Analysis

As opposed to Waterfall and Agile project management, that focus more on schedules and
tasks, the Critical Path Analysis project management methodology is geared more towards

Project Management – Intro to common Project Management Methodologies.

solving resource problems. Each project has a certain set of core elements, called a
Critical Path, which establishes a project’s minimum timeline. The Critical Path Analysis
methodology devotes adequate resources to this Critical Path while devoting enough
resources to other tasks such that they can run concurrently, but still have enough of a
buffer to reassign resources when needed. This setup is ideal for resource-heavy teams,
or for those who have enough flexibility in their team members’ respective skill sets.

PRiSM

Projects integrating Sustainable Methods (PRiSM) was developed by GPM Global as a

means of creating a methodology that took environmental factors into account while being
a repeatable, efficient process that could easily be incorporated into various large-scale
projects. PRiSM requires that project managers using it are accredited. PRiSM is used
primarily for large-scale real estate development or construction/infrastructure projects that
may result in adverse environmental effects.

PRINCE2

Projects in Controlled Environments. PRINCE2 is a government-endorsed project

management methodology, released in 1996, and supported by the UK government. It is a
very process-oriented methodology, dividing projects into multiple stages; each with their
own plans and processes to follow. Like PRiSM, PRINCE2 requires accreditation via
exams. PRINCE2 is a complicated yet thorough methodology. Prior to adopting PRINCE2
a PM should determine whether or not it will fit effectively with their specific project
requirements and this whether it is the best methodology to use. Of course, and in the
case of UK public projects as an example, the PM may have no choice but to use
PRINCE2 if this is what the client and the specification demands.

Scrum Methodology

Scrum is an iterative project management methodology that thrives in situations where

requirements constantly shift. Scrum delivers products in short cycles that allow for quick
feedback and a rapid response to change. Teams work within defined time units called
“sprints”, which can range from a week to a month. Each sprint must end in a usable
product. Scrum also emphasizes a strong team dynamic, with regular and close
collaboration between team members, and the lack of a traditional PM as such.

Lean Project Management Method

An offshoot of lean manufacturing, Lean Project Management focuses on delivering more

value with less waste in the project environment. It accomplishes this by empowering
people and creating an environment of self-accountability. It also relies more heavily on
process than some other methodologies, especially the concepts of standardisation and
Work Breakdown Structures, and can help streamline team workflows.

Project Management – Intro to common Project Management Methodologies.

Lean Project Management is most often used by project managers operating under severe
budget restrictions/reductions, or other constraints, although the principles can potentially
benefit any type of project.

So, let’s summarise all of that – as you can see from the slide there is considerable
variation between methodologies in use today., but remember they all have the same
underlying ideas, and this is only a small segment of the totality of methodologies available
for use.

Project Management – Intro to common Project Management Methodologies.

 Name Brief Description
Waterfall Traditional – thorough
planning and a
predictable process
required. Little room for
change.
Agile For projects where
changing requirements
are the norm
Critical Path Analysis Used in resource heavy
projects to better manage
resources and promote
concurrent efficiencies.
PRiSM Repeatable,
environmentally
considerate methodology.
PRINCE2 Thorough, complex
methodology for
controlled project
environments. UK
Government preferred
methodology
SCRUM Project Management on
fast forward. A sprint fast
methodology for rapidly
changing environments.
Lean Does what it says on the
tin. Trims any ‘fat’ from
the Project Management
process.
Project Management – Intro to common Project Management Methodologies.
Most Often Used For
Large scale software
projects
Small scale software or
accelerated development
projects
Those projects that are
resource heavy, also
used to establish and
utilise spare capacity in
Project Management staff
for concurrent work.
Large scale Property
building and infra projects
likely to encounter
environmental challenges.
Controlled Project
Environments.
Bringing order to chaos in
short term fast-paced
dynamic Project
Management situations
Most often used in
projects within financial
constraints, however this
approach ‘should’ be
reflected in all
methodologies.
In this lecture we have introduced the idea and purpose of Project Management
methodology, including explaining some of the fundamental ideas, which underlie much of
the modern Project Management language. We have also, briefly, looked at some of the
Project Management methodologies in common use today.

I recommend you now take a few moments to pause and consider the detail of this slide to
ensure you have a clear understanding of the detail and an idea of which methodology you
might select in a given situation. Each of these descriptions sits above a considerable
amount of detail – and each would require a module to itself. As I said earlier you should
aim to become fluent in one or two and have a degree of familiarity with several others.
The ones to choose for further study as a matter for you and your organisation, but to aid
you in this decision, I have included some links for further reading in the supporting
material section.

By now you should have met the learning outcomes of this lecture – take a moment to
remind yourself what they were and to confirm you have achieved them. They were:

• To recognise common Project Management methodologies in use today.

• To state the purpose of Project Management Methodologies and to be able to

translate some of the associated terminology into plain language.

Project Management – Intro to common Project Management Methodologies.

Attributions:
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Project Management – Intro to common Project Management Methodologies.