project management methodologies · pure waterfall model, modified waterfall models were...
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Project Management
Methodologies
Lecture 3
PRINCE2 & PMBOK
M. Tsiknakis
E. Maniadi, A. Maridaki & R. Chatzaki
What is a project?
A project is temporary in that it has a defined beginning and
end in time, and therefore defined scope and resources.
And a project is unique in that it is not a routine operation, but
a specific set of operations designed to accomplish a singular
goal.
The development of software for an improved business
process, the construction of a building or bridge, the relief
effort after a natural disaster, the expansion of sales into a
new geographic market — all are projects.
And all must be expertly managed to deliver the on-time, on-
budget results, learning and integration that organizations
need.
2
What is Project Management?
Project Management: Management
under constraints
3
Scope
TimeCost
Quality
SW development methodologies
One of the first decisions we face for each of our project
implementations is “Which development methodology
should we use?”
This is a topic that gets a lot of discussion (and often
heated debate).
Definition of development methodology:
it’s a way of organizing the work of software
development.
This is NOT about a style of project management or a
specific technical approach, although you will often hear
these terms all thrown together or used interchangeably.
Most popular
The two basic, most popular methodologies are:
Waterfall: which might be more properly called the
“traditional” approach, and
Agile: a specific type of Rapid Application
Development and newer than Waterfall, which is often
implemented using Scrum.
Both of these are usable, mature methodologies.
Both have strengths and weaknesses.
Project Management Methodologies:
How Do They Compare?
The waterfall model is a sequential (non-iterative) design
process, used in software development processes, in
which progress is seen as flowing steadily downwards
(like a waterfall) through the phases of conception,
initiation, analysis, design, construction, testing,
production/implementation and maintenance.
The waterfall development model originates in the
manufacturing and construction industries: highly structured physical environments in which after-the-fact changes
are prohibitively costly, if not impossible.
Because at the time no formal software development
methodologies existed, this hardware-oriented model
was simply adapted for software development.
The Waterfall Model
In Royce's original waterfall
model, the following phases are
followed in order: System and software requirements: captured in a
product requirements document
Analysis: resulting in models, schema, and
business rules
Design: resulting in the software architecture
Coding: the development, proving, and integration
of software
Testing: the systematic discovery and debugging
of defects
Operations: the installation, migration, support, and
maintenance of complete systems
Thus the waterfall model
maintains that one should move to
a phase only when its preceding
phase is reviewed and verified.
Royce, Winston (1970), "Managing the Development of Large
Software Systems" (PDF), Proceedings of IEEE WESCON, 26 (August): 1–9
The unmodified "waterfall model".
Progress flows from the top to the bottom,
like a cascading waterfall.
Criticism
In response to the perceived problems with the
pure waterfall model, modified waterfall models
were introduced, such as "Sashimi (Waterfall
with Overlapping Phases), Waterfall with
Subprojects, and Waterfall with Risk Reduction".
Some organisations, such as the United States
Department of Defense, now have a stated
preference against waterfall-type methodologies,
which encourages evolutionary acquisition and
Iterative and Incremental Development.
Agile SW development
methodologies
Agile software development describes a set of
principles for software development under which
requirements and solutions evolve through the
collaborative effort of self-organizing cross-functional
teams.
It advocates adaptive planning, evolutionary
development, early delivery, and continuous
improvement, and it encourages rapid and flexible
response to change.
These principles support the definition and continuing
evolution of many software development methods.
Waterfall vs. Agile: Which is the Right
Development Methodology for Your Project?
Answer: It depends ….
Agile vs Waterfall
One of the differences between agile and waterfall is the
approach to quality and testing.
In the waterfall model, there is always a separate testing
phase after a build phase;
however, in agile development testing is completed in
the same iteration as programming.
Because testing is done in every iteration—which
develops a small piece of the software—users can
frequently use those new pieces of software and validate
the value.
Methodologies
Why do we need one?
Be more efficient at implementing projects
To improve maturity of PM processes
To have a common understanding of steps
and roles
Options for selecting a methodology.
Custom develop one for your organization or
Use an existing proven methodology.
Developing an IT PM
Methodology
Just as projects are unique, so are approaches to project
management
A standard describes what should be done;
whereas a methodology describes how things should be
done
Many organizations develop their own project
management methodologies, especially for IT projects.
PRINCE2, Agile, Rational Unified Process (RUP), and Six Sigma
are different project management methodologies.
Project Management
Methodologies
The Traditional, Sequential Methodologies
+ Waterfall What is the most common way to plan out a project? Sequence the
tasks that lead to a final deliverable and work on them in order. This is
the Waterfall methodology — the traditional method for managing
projects and the one that is simplest to understand. One task must be
completed before the next one begins, in a connected sequence of items
that add up to the overall deliverable.
The power of this methodology is that every step is preplanned and laid
out in the proper sequence. While this may be the simplest method to
implement initially, any changes in customers’ needs or priorities will
disrupt the sequence of tasks, making it very difficult to manage.
Project Management
Methodologies
+ Critical Path Method (CPM)
The critical path method developed in the 1950s is based on the concept
that there are some tasks you can’t start until a previous one has been
finished. When you string these dependent tasks together from start to
finish, you plot out your critical path.
This way, if changes need to be made to the project schedule, you can
optimize your team’s work process without delaying the end results.
+ PERT
The program (or project) evaluation and review technique,
commonly abbreviated PERT, is a statistical tool, used in project
management, which was designed to analyze and represent the tasks
involved in completing a given project.
First developed by the United States Navy in the 1950s, it is commonly
used in conjunction with the critical path method (CPM).
Project Management
Methodologies
The PMI/PMBOK “Method” While it may be debatable whether this is a true project management
methodology, you will find organizations that say they use the PMI or
PMBOK method for managing projects.
What this simply means is they break down their projects into the five
process groups agreed upon by the Project Management Institute (PMI)
and documented in the Guide to the Project Management Body of
Knowledge (PMBOK), namely: initiating, planning, executing, controlling,
and closing.
Project management purists however insist that PMBOK is not so much
a methodology as it is an agreed upon set of standards and conventions
for managing projects.
The Agile Family After Waterfall and PMI/PMBOK, another popular project management
methodology is Agile and the various frameworks with which to
implement Agile.
Project Management
Methodologies
The world of project management and its
practices are vast.
With so many methodologies available, which
one is right for your project?
We will take a brief look at the methods
available.
And see if they do compare at all?
PM methodologies
From Agile methodologies to the Waterfall
methodology and everything in between, the
realm of project management and its
methods are there for the taking.
Project management experts everywhere will
argue one is better than the other depending
upon types and sizes of projects.
Is that really true or can you utilize any
methodology for any project?
Major PM certification bodies
These are:
The Project Management Institute (PMI) with the Project
Management Body of Knowledge (PMBOK® Guide ed. 5),
and
The Office of Government Commerce (OGC) with
PRINCE2, with the latest publication in 2009.
PMBOK and PRICE2 Adoption
Since many of the Projects outsourced are currently
from the US, the knowledge of PMBOK® framework
and the PMP® Certification have become more
desirable for companies from outsourcing countries.
PRINCE2® is already widely used in UK and
European Countries, whereas PMBOK® based
standard is quite popular in countries part of the
Americas.
However, as Consulting companies look beyond the
US for diversifying their client base, awareness and
knowledge of PRINCE2® is gaining popularity.
Comparison of PM standards
The PMBOK or Project Management Body of Knowledge
is intended to encapsulate all the knowledge that relates
to Project Management.
The PMBOK® Guide clearly aids the development of
knowledge and understanding about PM.
PRINCE2 is a methodology and process for managing a
project in any public or private sectors or industries that
improves the chances of successful project outcomes.
There are other methodologies that may do the same;
but PRINCE2 is the most widely adopted method world-
wide.
PMBOK and PRICE2
Characteristics
PMBOK
At a macro level, PMBOK® Guide is a Body of
Knowledge and PRINCE2® is a method for successful
management of Projects.
PMBOK® Guide is a highly descriptive
comprehension of the PM Processes, Tools and
Techniques.
PMBOK® Guide defines the collection of knowledge,
generally recognized as Best practices for managing
Projects, which a Project Manager should know.
PMBOK and PRICE2
Characteristics
PRINCE2
PRINCE2® takes a prescriptive approach for
Project Management, complete with
Templates, Roles and Responsibilities of
multiple Stakeholders etc.
In contrast to the PMBOK®, PRINCE2® is a
process-driven PM method, which describes
what the Project Manager and other major
Stakeholders should know and should do in
Projects.
The PMBOK Structure
In its publication, the Project Management
Institute (PMI®) says the PMBOK® is:
A Guide intended to help practitioners recognize
the general process of project management
practice and the associated input and outputs,
and techniques for its application.
The PMBOK® Guide is neither a textbook, nor a
step-by-step or ‘how-to’ type of reference.
The PMBOK® Guide calls on the practitioner to
apply a project management methodology (as a
tool).
PMBOK knowledge for the
Industry
Project management is the application of knowledge,
skills, tools and techniques to a broad range of activities
in order to meet the requirements of the particular
project.
Project management knowledge and practices are best
described in terms of their component processes. These
processes can be placed into 5 Process Groups:
Initiating
Planning
Executing
Monitoring
& Controlling
Closing
Disciplines of Project
Management (PMBOK)
Disciplines – 10 Knowledge Areas
1. Integration Management
2. Scope Management
3. Time Management
4. Cost Management
5. Quality Management
6. Human Resource Management
7. Communications Management
8. Risk Management
9. Procurement Management
10. Stakeholder Management
Major inclusions in PMBOK
Guide
The following are major inclusions in the PMBOK®
Guide for Project Manager in comparison to PRINCE2® Procurement Management (Contract Management)
Team Management
Cost Management and Earned Value Analysis
Schedule Management
Communications Management
PMBOK is better for evolving an Organization specific
methodology for managing Projects and as a guideline
reference.
“…this standard is a guide rather than a specific methodology.
One can use different methodologies and tools (e.g., agile,
waterfall, PRINCE2), to implement the PM framework”
(Reference: PMBOK 5th Edition, Section 1.1)
What is PRINCE2?
PRINCE2® is:
A structured, process based project management
method, endorsed as the industry standard by the UK
Government.
It stands for PRojects IN Controlled Environments.
It helps you plan and control a project of any size
around a structure of key activities, ensuring that the
benefits of a project always outweigh the costs.
In the UK and Europe, PRINCE2 is the project
management methodology of choice, and is required
by the UK government for all projects it commissions.
The PRINCE2 Structure
PRINCE2 ® does not claim to be as
comprehensive as the PMBOK® Guide. PRINCE2® is a project management methodology and tool for
practitioners.
PRINCE2® extracts and focuses on key elements (Themes)
which it identifies as being crucial to the successful assessment
and completion of all projects.
It contains a structured Process to tie those elements together to
reduce overall project risk, with several useful techniques to
support them.
PRINCE2® Principles, Themes and Processes are consistent
with the PMBOK® Guide, but PRINCE2® does not include all the
knowledge areas and details specified in the PMBOK® Guide.
Major strengths of PRINCE2
The following is an overview of major strengths of PRINCE2® for
the Project Manager in comparison to the PMBOK® Guide
Continuing alignment to Business Case throughout the Project Lifecycle
A clear delineation of Deliverables/Reports through Product Based
Planning approach and focus on achieving them
Well defined Roles and Responsibilities of multiple stakeholders/robust
system of checks and controls
Detailed guidelines for Change control / Configuration
Management/Project documentation
Uses tolerances in key areas such as risk, scope and quality
Focus on Products, Principles and Lessons Learned
Can be tailored and applied to any project regardless of project scale,
type, organization, geography or culture.
Offers a framework for facilitating individual Project success!
Prince2 Process Model and
Approach
Advantages
Offers the depth in project management practices (How to)
Knowledge is organized around Principles, Processes & Themes
Description and Templates of project management products are
provided
Tailoring approach and guidelines are provided
Focus is on Products and other key principles
Management by Exception allowing more focus on areas requiring
attention
Managing by Stages i.e. only one stage is committed at a time
Emphasis is on Business case and in achieving the Benefits
Detailed description on developing project documentations is provided
Trainings and Exams are completed in 5 days – with less prerequisites
Prince2 Process Model and
Approach
Limitations
Detailed techniques are not provided to plan and
carry out project activities
Leadership and People management skills are
not covered in the method
Little flexibility offered on adapting the best
practices as it is more a method
Little emphasis on guidance or development of
Project Managers skill sets
Who is PRINCE2 for?
Foundation Certification
New and experienced project staff
Ideal for those managing, or involved in, small to medium projects
Suitable for Junior Project Managers
Excellent introductory step for those interested in a career in Project
Management
Practitioner Certification
New and experienced project staff
Ideal for those managing small to large projects
Suitable for Junior Project Managers, Project Administrators, PMO
Coordinators, Experienced Project Managers, Project Directors,
Executives
Excellent next step for those interested in a career in Project
Management, who already have their PRINCE2® Foundation
qualification
Summary
PRINCE2 and PMBOK are complementary
PMBOK provides the knowledge and
PRINCE2 the how-to
There are both a good foundation for “doing
projects right”
They both provide an internationally proven
approach to implementing projects
Are both built on a family of “Best Practices”;
addressing all levels of organizational needs