Introduction to Agile and PMBoK Methodologies

Projects carried out by individuals and organizations vary in form and complexity. As a result,

there are several different ways an organization or individuals can choose to implement the

project. These ways give rise to project management methodologies. They are defined as a group

of varying approaches and techniques applied in project management undertakings by

organizations to deliver project objectives (Michael, 2019, p. 57). There are a variety of

methodologies used, the most common being PMBoK, PRINCE2, and Agile. Agile and PMBoK

are discussed in this report.

PMBoK Guide
PMBoK is more of a project management knowledge guide than a methodology, developed in

the late 1960s by the Project Management Institute (PMI) (Sergio Luiz Braga, 2020). The

institute produced a document on project management knowledge to develop professionalism

and exchange ideas in project management and build a terminology that unified communication

in project-related activities. In 1980, the institute first released a copy of project management

approaches and procedures and documented their first book in 1996. After the first edition, PMI

has released a new and updated version of the book "A Guide to the Project Management Body

of Knowledge" every four years, with the fifth edition being released in 2012 (Sergio Luiz

Braga, 2020).

The methodology has since grown and been incorporated across different industries and

corporations. It’s structure, consisting of five processes groups with 47 management processes,

has since been accepted as tactical know-how to manage projects. The processes include project

initiation, planning, execution, monitoring and control, and project close (Rose, 2013, p. 4).
 These process groups have knowledge areas defining each of them, constituting the PMBOK

guide.

Agile methodology
Software development had been ignored in the 1980s and 90s (Lynn, 2018). Traditional project

management methodology, commonly known as the waterfall approach, was most used, but its

product development and service delivery were poor, leading to the need for improvement. Agile

methodology was developed to fix weaknesses and development failures in the waterfall

approach (Michael, 2019, p. 58). In the late 1990s, some software developers came together to

search for a methodology that would be flexible, and in early 2001 the Agile Manifesto was born

(Lynn, 2018). This manifesto included a guideline for software development and had four key

values: interactions and individuals over tools and processes, working software over detailed

documentation, collaborating with customers instead of negotiating with them, and prioritizing

response to change instead of just following a plan (Michael, 2019, p. 58). After developing this

manifesto, the developers then developed a permanent organization, namely Agile Alliance.

Over time the company has grown, with 2012-2015 being their best years of development. The

methodology gained root every passing year among organizations mainly invested in DevOps

due to its lightweight nature and iterative patterns (Lynn, 2018). The guiding principles to date

have been prioritizing customers, assimilating change, and self-reflection in software

development.

Similarities Between Agile and PMBOK

While the two methodologies vary in application, there are several similarities between them.

They include:

Characteristic Agile Methodology PMBOK guide

templates, tools, and Offers tools such as Gantt charts and Provides different tools and techniques

techniques provision scrum boards to help developers such as questionnaires and interviews for

apply the methodologies. data collection, fault tree analysis for

managing risks, and Gantt Charts for

planning practices.

Detailed project Has four key values that Has five group processes, with ten

management strategy categorically define its leaning edge knowledge areas and 47 processes that

in project management, coupled with define the project management practice

twelve principles to back them up. in detail.

Prioritize solving Provides this by having an iterative Through its five process groups, it

challenges associated cycle that involves continuous ensures monitoring of the project's

with key project planning, designing, coding, and changes to ensure that everything is in

constraints testing practices. line with the initial plan.

Value and update the Specifies in its manifesto that Also prioritizes customer needs by

customer on project customers are prioritized over identifying status reporting as an

progress negotiations, and they ensure that the effective way to inform the customer on

needs of the customer come first the project's progress.

(Fernandez & Fernandez, 2009, p.

13).

Table 1. Similarities between Agile and PMBOK

Differences Between Agile and PMBOK Methodologies

These two methodologies are meant for project management, but their functionalities and

characteristics differ in form. The differences are listed in the table below:
Characteristic PMBOK Agile

Leaders and PMBOK has a project manager Agile methodology has a “SCRUM Master”

their roles responsible for the team members, instead of a project manager. The SCRUM

assigns them roles, and monitors their Master does not lead or assign roles but only

activities. facilitates the project development process.

Mandate on PMBOK does not give a preferred Agile methodology gives sprint formulas

approach approach on how to be an efficient that have to be followed to ensure the team

project manager but only gives a variety meets desired goals.

of practices for the leader to choose from

and adopt where applicable (Marcella

Dias de, Fernando Carvalho Cid de, &

Sergio Luiz Braga, 2019, p. 4).

Nature of PMBOK guide helps manage projects Agile methodology adopts more of a "plan

projects they that are well planned and certain of the as you go" approach. It is mostly applicable

manage implementation strategy to the end. to projects that have higher uncertainty

levels (Fernandez & Fernandez, 2009, p.

15).

Scope creep The five group processes of the PMBOK Agile methodology has an iterative nature,

guide are built on sticking to the plan and allowing for scope creep as the project is

not changing the budget, schedule, or being developed.

amount of resources required.

Procurement Project procurement planning is one of This methodology does not cover

management the ten knowledge areas where PMBOK procurement management in any aspect
 covers contracting, purchases, and through management practices (Fitsilis,

acquisitions seller selection and contract 2008, p. 6).

closure.

Table 2. Differences between PMBOK and Agile

How Each Method Treats Project Risk

Risk management is the process of recognizing, scrutinizing, and responding to risks with

mitigation practices. The risk management practices applied by PMBOK at undefined intervals

are in five key steps (Rose, 2013, p. 309). The first step is risk management planning, which

includes activities carried out to identify the risks initially. The second one is identifying risks,

which entails the processes leading to pinpointing possible risk sources. Third comes risk

analysis (both qualitative and quantitative), then response planning, which identifies response

strategies and intended response plans. Finally, it monitors and controls risks to check for

repercussions and the possibility of recurrence. Each of these practices aims to ensure that the

project managers and the teams are aware of risks, and mitigation practices are available when

and where necessary.

Agile methodology, on the other hand, respond to risk through iteration planning, metrics,

carrying out daily stand-ups where the scrum teams meet and share analysis of daily risks

(Fitsilis, 2008, p. 6). In this practice, risk identification and review is carried out at the beginning

of every iteration. The methodology also addresses key risks such as scope creep, productivity

variation, and schedule flaws, as it is open to new changes in different iterations.

Types of Projects Each is Used

Agile methodology is developed specifically for Software development projects. This

methodology is based on building a small part of the project, planning again, and then building
some more. As a result, it is implemented in short phases of two to four weeks, making it

convenient for software development projects. Also, according to Marcella Dias de et al. (2019,

p. 13), due to their application process, Agile methodology best suits projects that are very

complex and whose outcome is quite uncertain, to encompass the "plan as you go" setup.

PMBOK methodology is a diverse methodology that provides tools and techniques applicable to

all types of projects (Petar & Ivana, 2018, p. 5). These range from construction to design and

software projects. Any project, certain of its development process and with well-defined

outcomes, is best implemented using the PMBOK methodology. This is because this

methodology has a continuous plan that, once started, follows its implementation path to the end.

Conclusion

The two methodologies, PMBOK and Agile, are important in project management. While they

play different roles and are quite diverse from each other, each of them plays an important role in

project development. With their similarities and strengths, it is easy to see the two methodologies

complement each other one way or another. Despite treating risks in projects differently, the

methods used by each of the processes are effective in the project, as no two projects are the

same. Their differences in implementation define the variations in types of projects they are

applied to ensure project success.

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