What are different Project Management Methodologies and Methods used in Agile?

What Different Project Management Maturity Levels Look Like

So what do these maturity levels look like in an organization? In the following table, we will cover what support, training, Project Managers, and Project Management standards look like for each level of maturity.

	Embryonic	Executive Management Acceptance	Line Management Acceptance	Growth	Maturity
Support	Recognize a need for Project Management but little to no active visible support from executives or line managers.	Executives understand and support Project Management, but not all line managers actively support Project Management.	Executives and all line managers understand and support Project Management.	All employees understand and support Project Management	Projects are integrated into the business plan and business success.
Training	Little to no training for Project Managers or other employees.	Some training for Project Managers, executives and/or managers.	All employees are trained on Project Management concepts and roles.	All employees are trained on Project Management standards used and roles. Advanced level training for Project Managers.	All employees are trained on Project Management best practices, standards and roles. Project Managers have clear career path for professional growth.
Project Managers	Very few Project Managers or functional leaders act as Project Managers.	Project Managers assigned to some projects but may not be full time.	Full time Project Managers are assigned to most projects.	Full time Project Managers are assigned to projects.	Full time Project Managers are assigned to projects.
Project Management Standards	No standards. Project success occurs based on the skill of the Project Manager as opposed to the support of the management or organization.	No standards. Some methods may be used or being identified for use.	Project management method used but non-standard or inconsistent.	Broad use of a standard Project Management method. Investment in maturing Project Management standards.	Best in class Project Management methods supported by best practices. Integrated business and project tools.

 

Project Management Methodologies

Organizations that reach the Growth and Maturity phases in the Maturity Model have invested time, money, and resources in the development of a standard methodology, thus achieving maturity in Project Management practices. A methodology is a series of processes, activities, and tools that are part of a specific discipline (such as Project Management) and designed to accomplish a specific objective. Methodologies can include a set of forms, guidelines, templates, and checklists that can be applied to a specific project. For companies that understand the importance of a standard methodology, the benefits are numerous: *

• Faster time to market
• Lower overall program risk
• Emphasis on customer satisfaction and value-added

There are multiple types of methodologies that can be used for projects. For organizations in the Growth and Maturity phases, they must have methodologies that meet the needs of their business, employees, and clients. We explore the Predictive method of managing projects (sometimes referred to as the Traditional method). This approach is widely accepted in the Project Management industry, but it is not the only method available.

Predictive Project Management, Agile Project Management (APM), and Critical Chain Project Management (CCPM) are three methods we will explore, compare, and contrast for greater understanding as to when each method should or could be used to optimize project success. The key is to match the needs of the project, the business, and the client to the correct method for the best results.

Predictive Project Management:
Predictive Project Management is used when the solution is clear and the goal is clear. This largely has to do with how Predictive Project Management works. Predictive Project Management is based on a life cycle of processes, from initiation through closure.

The process starts by identifying the expected result of the project, the objectives and goals that the project must meet, and the definition of the scope of the work of the project in order to create that result. 

This approach can only be used if the resulting product or service and goal are clear. Otherwise, we would not be able to detail out the project scope and the project plan. Without a detailed project scope, Predictive Project Management cannot be carried out correctly.

Once the detailed plan is developed, all the work as documented in the plan is completed in order to deliver the results of the project. Once all the work is complete and the deliverables are produced, the project is closed. This process works for projects with clearly-defined goals and results. However, when this process is forced on projects without clearly-defined goals or results, then problems can ensue, causing significant changes or missed expectations.

Agile Project Management (APM)

Agile Project Management is used when the goal of the project is clear, but the resulting product is not clear or only partially clear. In this scenario, the use of Predictive Project Management becomes difficult in that the details of the project scope and deliverables can not be fully documented. In this case, a different method should be used in order to effectively deliver the project. These projects are best delivered through the Agile Project Management method, which is adaptive in nature because the project goes through a series of iterations. This method is more amenable to accepting changes to the resulting product throughout the project. Because of its adaptive style, Agile Project Management has significantly grown in popularity and use in the last decade. According to the Project Management Institute, the use of Agile has tripled in the past 8 years. There are also studies from The Standish Group that indicate the success rate of Agile Project Management exceeds those using Predictive Project Management methods by as much as threefold. Agile originally was developed to better manage software projects, therefore much of the available literature and information is focused on software development. However, the Agile methodology has been adopted now by multiple industries.

Agile Method Types

The term "Agile" is more a description of a type of method. Within the Agile arena, there are multiple specific methods that have been developed. Scrum is one of the most well known Agile methods.

The Scrum Process Flow (Figure 12-14)

Wysocki, Robert K. Effective Project Management: Traditional, Agile, Extreme. 7th ed. (Indianapolis, IN: John Wiley & Sons., Inc., 2014).

The term Scrum comes from the sport of rugby. Think of how a rugby team plays - they all work together moving the ball down the field toward the goal, but the direction, approach, and results may be different each time. The Scrum method for Agile works similarly. A strong cohesive team with daily interaction with the client is required. The solution is developed in Sprint iterations, with each Sprint having a defined set of functions to deliver within 30 days. A product is developed at the end of each Sprint and reviewed with the customer. After each Sprint, the final product becomes more and more developed.

Scrum is not the only Agile method. There are other Agile methods such as Extreme Programming (XP), Dynamic Systems Development Method (DSDM), and Lean Development. All of these methods follow the same basic principles as previously described. Both XP and DSDM are mainly software development Agile methods. Lean Development incorporates the concepts of Lean Manufacturing in its approach and similar to Scrum, it can be used on various types of projects, although both of these methods are still primarily used in software development work.

Limitations to Agile

You might be thinking, why doesn't every project use Agile? There are some limitations and risks associated with Agile that must be considered before it is selected for use on a project. Agile does not satisfy top management's need for budget, scope, and schedule control.

• If the organization's management or the customer for the project requires a contract in advance that articulates what will be delivered for the solution, when it will be delivered, how it will perform, and exactly what it will cost, then Agile is likely not the best method to use. Predictive Project Management would be a better choice in this scenario as Predictive Project Management can provide this level of detail, where Agile Project Management cannot.
• Agile's principles of self-organization and close collaboration can be incompatible with corporate cultures or with client cultures. Agile works well with small, self-directed teams that organize the work on a daily basis and subdivide the work to be accomplished across the team, while being in regular daily communications with clients. Some organizations or clients may not be able to effectively support this highly collaborative model as it relies on a significant level of trust, communication, and teamwork to work effectively and a clear dedication of time and attention.

Think back to our discussion around the Project Management Maturity phases from earlier in this lesson. Typically, organizations that use Agile methods are at the Maturity phase within the model. Organizations that have little to no acceptance, understanding, and commitment to Project Management methods that venture into the Agile space may find it more difficult to succeed than if they first begin by understanding Predictive Project Management and then move the appropriate projects to an Agile method as their experience and expertise grows.