Discussion
A basic practice to start, plan, execute, control and finally close the complete work of any team to eventually attain the various objectives and goals and even to meet the respective success criteria in a specified time is termed as project management (Kerzner & Kerzner, 2017). The project management is responsible for bringing the extra values as well as beneficial changes. The most significant problem with the project management is that it often becomes difficult to achieve the project goals with the given constraints.
The most significant constraints for any project are time, budget, quality and scope. Allocation is optimized for the required inputs and finally these inputs are applied to meet every definite objective (Fleming & Koppelman, 2016). All of the methodologies substantially consist of the several benefits and demerits. This report provides a detailed description on the proper comparison as well as contrasting between agile methodologies and other PM methodologies.
The framework of project management can be described as the subsequent combination of the various procedures, tasks and tools, which are used for the project transition starting from initiation until completion (Walker, 2015). All the noteworthy and vital decisions are taken with the help of this project management framework and hence the project managers could make plans easily. Moreover, a PM framework is the specified structured collection of various types of important and significant knowledge regarding the subsequent process of bringing the major changes perfectly. There are three distinctive sections of project management framework and these are life cycle, control cycle and finally template or tool. The respective life cycle of framework depicts the main project stages as well as the project works and requirements within all stages (Nicholas & Steyn, 2017). The control cycles of the project management framework is responsible for helping to the control of project. The final part of the templates and tools are the methodologies of project management for helping in executing the project effortlessly.
The methodology of project management is the most efficient as well as effective method for describing a specific system, which is being used to complete any project. Before any project is initiated, the appropriate technologies and tools for the project management are needed to know (Pemsel & Wiewiora, 2013). Some of the most important and significant project management methodologies are present, which are waterfall, PRINCE2, CPM or critical path method, PMBOK, agile methodologies and several others. These above mentioned methodologies are quite efficient and effective in comparison to all the other PM methodologies. These project management methodologies have several similarities as well as dissimilarities between each other and hence they are separate from each other (Kerzner, 2018).
The various agile methodologies comprise of similar features as well as benefits. However, all of the agile methodologies have their own terminologies, practices and tactics (Beringer, Jonas & Kock, 2013). The major and the most significant examples of these agile methodologies are extreme programming or XP, lean, scrum, crystal and several others. Scrum agile methodology is the framework of project management that has broader application for properly managing and controlling the iterative and incremental projects of all types. Agile methodology is extremely simple and has the capability of acting as wrapper as well as proven productivities for the engineering practice, which is promoted by each and every agile methodology (Schwalbe, 2015).
Project Management Methodology
For the waterfall methodology, it is the linear sequential designing approach for the certain areas for the engineering designing. Within the software development, it eventually tends for being amongst the lesser iterative as well as flexible approaches; since progress flows within one specific direction (Martinelli & Milosevic, 2016). The phases of this model are conception, initiation phase, analysis, designing, constructing, testing, deployment and lastly maintenance of the project. The other significant methodologies are PRINCE2, CPM or critical path method, PMBOK and several others. All of these methodologies of project management follow some of the major principles and processes to complete several tasks. These PM methodologies are used in several types of projects and hence these are different from one another and proper comparison could be done here (Morris, 2013).
A detailed comparison and contrast within the agile methodology and few other PM methodologies are provided below:
|
Main Factors |
Agile Methodologies |
PMBOK |
Waterfall |
Critical Path Methodology |
PRINCE2 |
Earned Value Management |
Crashing |
|
1. Definition |
The agile methodology can be stated as the specified practice that is responsible for promoting the constant iteration of the development or testing for the complete SDLC or software development life cycle (Edwards & Bowen, 2013). The agile methodology is extremely effective and efficient for the significant unpredictability of software construction. There are various types of agile methodologies like scrum, lean methodology, extreme programming and many others. |
Project management body of knowledge or simply PMBOK can be stated as the specific set of few standard terminologies and standards for the proper management of project. There are five distinct phases of the methodology of project management body of knowledge, which are planning, organization, staffing, executing and lastly controlling the project. |
The methodology of waterfall can be described as the subsequent linear designing approach to few of the specified engineering designing areas. Waterfall methodology is lesser iterative and is also not at all considered as the flexible approach. Information for the project eventually flows in the downward direction only (Sears et al., 2015). The phases of this particular model are conception, initiating phase, analysis, designing, constructing, testing, deployment and lastly maintenance of the project. |
The critical path methodology or CPM is a basic sequential method, technique and algorithm, which is being utilized for planning all types of projects with various activities and also by involving the interdependent and complicated interactions. The critical path method is usually applied in the perfect analysis of project networking logic diagrams to produce the highest practical effectiveness. |
The Projects In Controlled Environments or PRINCE2 can be stated as the specific structured methodology of project management. This particular PM methodology substantially focuses on the proper division of several projects to either controllable or manageable stages. The methodology of PRINCE2 is thus on the basis of seven distinctive principles or seven themes (Braglia & Frosolini, 2014). Furthermore, there are seven procedures of the PRINCE2 methodology like project starting, project initiation, project directing, controlling the stages, management of the several project deliveries, and management of stage boundaries and lastly closure of that project. |
EVM or earned value management is a PM technique that helps in measuring the project performances or progresses within an objective method. |
Crashing can be stated as the basic technique that is utilized when the fast tracking has not properly saved enough time in the schedule (Schwalbe, 2015). Here, the resources are added in the project for the least cost possible. |
|
2. Features |
The most significant characteristics of the agile methodology are given below: i) Higher Quality: The most important and noteworthy characteristic of the agile methodology is the better quality it provides (Pemsel & Wiewiora, 2013). The testing in this methodology is properly integrated within the PLC and hence daily inspection is allowed. ii) Easy Identification as well as Resolving of Issues: The significant issues of project could be eventually identified and resolved without involving any type of complexity within the project. iii) Accommodating the Changes: Various changes are easily accommodated within the agile methodology since the planning is done beforehand and the client could change his requirement at all stages. iv) Better Visibility: Another significant characteristic of the agile methodology is its better visibility. The principles encourage the client’s involvement in this methodology. |
The main characteristics are given below: i) Provides Proper Guidelines: PMBOK is responsible for providing several guidelines for the proper management of project. ii) Easy Monitoring or Controlling: Project can be easily monitored and controlled with PMBOK methodology. iii) Easier Execution of Projects: Since guidelines are provided in this methodology, execution of projects are easier. |
Waterfall methodology has some of the major characteristics such as: i) Sequential Procedure: Waterfall methodology follows sequences and the stages are completed sequentially (Beringer, Jonas & Kock, 2013). ii) Easier Tracking: The project stages are easily tracked with this methodology. iii) Helps to Provide Clear Image of End Result: The next characteristic of the waterfall methodology would be that it is responsible for providing clear images of the end result. |
The most important characteristics of CPM are given below: i) Identifying Critical Activities: The several critical activities could be easily identified here. ii) Properly Defining Results: The next characteristic of CPM is that the results are defined properly (Kerzner & Kerzner, 2017). iii) Sequence Based Approach: The CPM methodology is responsible for following sequences and hence is subsequently termed as the sequence based approach. |
PRINCE2 comprises of few important characteristics that are provided below: i) Good Planning and Communication: PRINCE2 methodology provides scope for good planning or communication and thus is quite consistent in comparison to other methodologies (Harrison & Lock, 2017). ii) Easier Assessment: Another important and noteworthy characteristic of this PRINCE2 methodology is that it provides easier assessment for the project and there are clarifications in responsibilities and roles. |
The main characteristics of the earned value management are given below: i) Proper Project Plan: EVM can only be implemented if there is a proper and definite project plan (Fleming & Koppelman, 2016). ii) Previously Defined Earning Rules: EVM has previously defined earning rules for quantifying the total accomplishment of the work and this is termed as earned value (Burke, 2013). |
The main characteristics of the crashing PM technique are given below: i) Increasing the Requirements of Project: The project requirements are incremented with the help of this crashing technique. ii) Adding of Resources: The respective resources are being added in the project and hence this particular technique is much effective (Nicholas & Steyn, 2017). |
|
3. Disadvantages |
The most significant demerits of the agile methodologies are the lack of the needed documentation and lesser predictability (Fleming & Koppelman, 2016). |
The excess consumption of time or other resources is the main disadvantage of the PMBOK methodology. |
The major demerit of the waterfall methodology would be that this is quite slow and thus cannot executed in every project (Rose, 2013). |
CPM takes up excess time and hence this is termed as the main demerit of this methodology. |
The inadequate focusing as well as handling of the projects within PRINCE2 is main disadvantage here. Moreover, PRINCE2 does not allow changes in the project, once planning is completed. |
The main disadvantage of earned value management is that it could not be used for the bigger projects and is only used for smaller projects (Martinelli & Milosevic, 2016). |
Crashing only helps in schedule compression and thus the uses are lesser (Sears et al., 2015). |
|
4. Utilized in Project Types |
Agile methodologies could be only used in projects of software development. |
PMBOK methodology could be utilized in every type of project. |
Waterfall methodology is used in smaller projects due to the slow process. |
CPM is utilized in all types of projects. |
PRINCE2 methodology is only used in the construction projects. |
Earned value management is only used in the smaller projects. |
Crashing technique is used in all types of projects. |
Conclusion:
Therefore, from the above report, conclusion is drawn that project management methodology is the specific and definite combination of logic based processes, practices or methods to eventually determine the proper planning, controlling as well as development that is done to a project and how this project can be delivered in the continuing process of implementation till the proper initiation or completion. Furthermore, the methodologies of project management also provide the basic skeleton for the purpose of describing all the steps properly, so that project manager gets a clear ideology of project deliverables as well as work implementation according to the specifications of client, schedule or budget.
There are several requirements of stakeholders and these are properly defined and the respective cost estimate is complete, credible as well as accurate. The project management framework is responsible to provide the specific planning, execution or even delivering of the projects of various natures and sizes. The framework majorly focuses on the entire realization of all types of expected alterations with the chosen methodological approach. It then identifies and defines the process of management of the required changes in project. This report has properly described the proper comparison and contrasting of the agile methodologies with four other PM methodologies. Relevant details are provided here for this comparison.
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.
Braglia, M., & Frosolini, M. (2014). An integrated approach to implement project management information systems within the extended enterprise. International Journal of Project Management, 32(1), 18-29.
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
Edwards, P., & Bowen, P. (2013). Risk management in project organisations. Routledge.
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.
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.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
Morris, P. W. (2013). Reconstructing project management. John Wiley & Sons.
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.
Rose, K. H. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition. Project management journal, 44(3), e1-e1.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015). Construction project management. John Wiley & Sons.
Walker, A. (2015). Project management in construction. John Wiley & Sons.
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