Project Management Frameworks
The project management could be stated as the core practice of beginning, planning, execution, controlling and finally closing the entire team work for the purpose of attaining the specified goals and meeting the success criteria within specific time (Pemsel & Wiewiora, 2013). It is the temporary endeavour that is being eventually designed to produce the distinctive products, results and services with a definite start and end point.
There are several important and significant methodologies of project management, which are agile method, scrum, waterfall methodology, PRINCE2, critical path method, adaptive project framework, PMBOK and many more. Each of these methodologies comprise of their own advantages and disadvantages. The following report outlines a brief discussion on the comparison and contrast between agile and PMBOK methodologies with relevant details.
Project management framework is the proper amalgamation of the several processes, tools and tasks that are utilized for transition of any project from initiation to completion (Kerzner & Kerzner, 2017). Each and every important decision are made in this framework and thus planning becomes extremely easy here. The project management framework is the respective structure collection of all types of relevant knowledge about the procedure of making the relevant changes methodologically. Three distinct parts of the project management frameworks are present, which are life cycles, control cycles and tool or template. The life cycles of the framework demonstrates about the major stages of the project and the requirements and project works of every stage. The control cycle of this framework helps in the proper control of the project (Marchewka, 2014). The tools or templates are the project management methodologies that help to execute the project easily and promptly.
Project management methodology is one of the most effective and efficient methodology to describe any particular system that is utilized for completing the project. Before, the initiation of the project, the correct tools and technologies of project management are required to be known (Larson et al., 2014). Moreover, the correct procedure should also be checked and understood properly for completing the project successfully. Two types of approaches are present for the project management methodologies, which are traditional approach and modern approach. There are some differences as well for all these methodologies and thus they are different from one another (Walker, 2015). However, these project management methodologies have one specific similarity within them, which is that all of them make the respective project execution extremely easier for the project manager.
PMBOK or project management body of knowledge is the set of standard guidelines and terminologies for project management. The guide of PMBOK subsequently overlaps the general management of operations like planning, organizing, staffing execution as well as control. There are some other disciplines of management present as well such as budgeting, management science and financial forecasting (Fleming & Koppelman, 2016). It is used in all types of projects.
The most significant features of PMBOK methodology are as follows:
i) Provides Guidelines: The first and the most important feature of this specific methodology is that it provides guidelines to the project manager.
Project Management Methodologies
ii) Easy Project Execution: The project that is following PMBOK methodology could be easily executed without any type of issue (Burke, 2013).
iii) Monitoring and Controlling: The project could be easily monitored as well as controlled in PMBOK methodology and thus is extremely effective and efficient.
PMBOK methodology consumes excess time and resources and hence is often avoided by the users.
The project integration management is the specific methodology for making several types of processes to work together. This refers to the fact that it eventually takes these various processes, which are being utilized within the project and ensuring that these are coordinated. The project integration management even accomplishes the objectives by making the trade-offs, which means it is not possible to complete a project without the required budget and time resources (Hwang & Ng, 2013). It is the usual operational process, when there exists competing objectives. The stakeholder’s expectations are required to be met. This type of management involves undertaking various choices regarding the trade-offs and resource allocation and also managing the interdependencies of PMBOK. The various deliverables of project integration management are project charter, scope statement, project management plan, managing project work, monitoring project work and project closure.
Scope management can be stated as the procedure of defining, which work would be needed and also making sure that all of these works are completed properly. The plan of scope management must involve the detailed procedure for scope determination, management as well as control. Project scope management is planned in advance and for identification of scope, project requirements are to be gathered from the stakeholders. It is the work that a project delivers and this involves planning, coordinating and managing activities.
Project schedule management is the significant procedure to develop, maintain and communicate the schedules for resources and time. The schedule is the specific project timetable, which shows the procedure of progress work over a time period and also undertakes the account factors like estimation of uncertainty and limited resources (Martinsuo, 2013). This scheduling procedure depicts clearly what should be delivered. According to PMBOK, the technical work, which creates outputs or the management work for delivering benefits are also involved.
The project cost management majorly concerns about the procedure of planning or controlling the project budget. The main activities here are planning, estimation, budgeting, financing, funding, management and control of costs for ensuring the project is being completed in approved budget. As per PMBOK, this cost management eventually covers the entire project life cycle from initial planning to project completion.
The project quality management is the next concept of PMBOK, which states that all procedures or activities that are required for determining and achieving the quality of project are extremely vital for the project (Burke, 2013). The requirement of the customers are properly met with this. Moreover, the major management concepts of quality are the customer satisfaction, prevention over the inspection and finally continuous improvement.
Another important concept of PMBOK is project communication management, which involves those procedures, which are needed for ensuring the timely as well as correct planning, collection, creating, distributing, storing, retrieving, managing, controlling, monitoring and also the actual disposition of the project information (Kerzner, 2018). These project managers spend their valuable time in communicating with other team member and stakeholders for having a better project execution.
Types of Project Management Methodologies
As per PMBOK, project risk management is the proper management of all uncertain conditions or events, which could bring positive as well as negative effect on the objectives of project. The major issues for the project are properly identified and managed with this risk management. The improvement of the PMBOK risk management would be the addition of future date to the risks.
Project procurement management can be defined as the proper creation of relationships with the other vendors as well as suppliers for the services and goods that are required for completing a project (Beringer, Jonas & Kock, 2013). There are five distinct steps in this particular procedure, which are initiation or planning, selection, writing of contract. Monitoring and finally closure and completing.
The project stakeholder is the final knowledge area of PMBOK. The proper management of the stakeholder expectation often becomes extremely difficult for the conflicting objectives and goals of that project. For example, when any one stakeholder wants the new IT system, which costs the lowest, the other group of stakeholder like the IT team would want the system with the most effective functionalities. Hence, conflicts could arise between them and by proper management of the stakeholder within the project.
Agile methodologies are the proper practices, which promote the continuous iteration of testing as well as development in the entire software development life cycle (Kerzner & Kerzner, 2017). These are effective in response to the unpredictability of the software construction. These are majorly utilized in the software development software.
The major features of the Agile methodologies are as follows:
i) Better Quality: The first and the foremost feature of this methodology is the high quality (Pemsel & Wiewiora, 2013). Testing is being integrated in the project life cycle and thus regular inspection is enabled.
ii) Better Visibility: The second feature of these Agile methodologies is the better visibility (Fleming & Koppelman, 2016). The principles eventually encourage the user or client active involvement here.
iii) Early Identification or Resolution of Problems: The project issues are easily identified as well as resolved without much complexities in these methodologies (Mir & Pinnington, 2014).
iv) Accommodation of Changes: Several changes are possible in these Agile methodologies at every stage of the projects.
The major disadvantages of this methodology are the less predictability and lack of required documentation (Harrison & Lock, 2017).
The several agile methodologies have similar characteristics and advantages. However, each of these agile methodologies has its own terminology, tactics and practices. The most important examples of the agile methodology are scrum, XP or extreme programming, Kanban, lean, crystal and many others.
Scrum is the agile project management framework with broader application to eventually manage as well as control the incremental and iterative projects of every type (Heagney, 2016). Scrum has eventually garnered the incrementing popularity within the software development community for the simplicity, ability of acting as the wrapper and proven productivity for every engineering practice that is being promoted by the other methodologies of agile framework.
Regarding the lean methodology, there are some of the most important principles involved, like elimination of wastes, amplifying of learning, taking decisions as much as late possible, delivering the project as much as fast possible, empowerment of the team, building team integrity and finally considering all the project works as one (Mir & Pinnington, 2014). This methodology majorly focuses on the easy decision making and even the ability to undertake significant decisions.
Comparison and Contrast between Agile and PMBOK Methodologies
Kanban, on the other hand, visualizes on the workflow and then limiting the amount of WIP or work in progress and also in the enhancement of the flow. It manages the proper creation of the products, by providing emphasises on the continuous delivery and not overburdening the team of development.
Extreme programming or XP is the disciplined approach that help in delivering the high quality software much quickly and promptly. The four values of extreme programming are simplicity, courage, feedback and communication (Nicholas & Steyn, 2017). The supporting practices of extreme programming are planning of game, small release, customer acceptance test, simpler designing, test driven development, coding standards, continuous integration and many more.
Crystal methodology majorly focuses on six aspects, known as people, interactions, communities, communication, skills as well as talents. The process of the project is considered as the secondary aspect in this methodology (Leach, 2014). Due to the agile environment, crystal method focuses on the frequent integration, configuration management and finally the automated testing. These are used for the short term projects.
The adaptive software development is the procedure of project, which embodies on the principle that the continuous process adaption of the work process is replacing the traditional methodologies (Harrison & Lock, 2017). The major characteristics of the ASD are mission focused, iterative, risk driven, time-boxed, change tolerant and feature based.
Conclusion
Therefore, from this above discussion, conclusion could be drawn that the methodology of project management is the strict defined amalgamation of the logic related practices, procedures and methodologies for determining how better the planning, development and controlling could be done for any project and how that project could be delivered within the continuous implementation process until the successful initiation and completion. Moreover, this type of methodology eventually provides the skeleton to describe each and every step in depth, so that the project management has the clear idea of deliverables and implementation of the work as per the client specification, budget and schedule.
The requirements of the stakeholders are defined and cost estimates are accurate, credible and complete. The project conflicts are spotted as well as resolved easily and each and every task is completed with the help of common methodological approach. The framework of project management helps in providing proper plan, execution and delivering of projects of all sizes and natures. This project management framework mainly focuses on the complete realization of the expected changes with the help of the selected methodological approach. The specific framework eventually identifies as well as defines the procedure of managing the various changes within the project. The above report has clearly outlined the detailed comparison of agile methodology with other PMBOK.
References
Beringer, C., Jonas, D., & Kock, A. (2013). Behavior of internal stakeholders in project portfolio management and its impact on success. International Journal of Project Management, 31(6), 830-846.
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Hwang, B. G., & Ng, W. J. (2013). Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 31(2), 272-284.
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Larson, E. W., Gray, C. F., Danlin, U., Honig, B., & Bacarini, D. (2014). Project management: The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Leach, L. P. (2014). Critical chain project management. Artech House.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Martinsuo, M. (2013). Project portfolio management in practice and in context. International Journal of Project Management, 31(6), 794-803.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), 202-217.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology. Routledge.
Pemsel, S., & Wiewiora, A. (2013). Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), 31-42.
Walker, A. (2015). Project management in construction. John Wiley & Sons.
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