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Top 10 Project Management Methodologies: An Overview

There are many different project management methodologies, and they all have pros and cons. Some of them work better in particular industries or projects , so you’ll need to learn about project management methodologies to decide which one works best for you.

What Is a Project Management Methodology?

A project management methodology is a set of principles, tools and techniques that are used to plan, execute and manage projects. Project management methodologies help project managers lead team members and manage work while facilitating team collaboration.

We’ll go through some of the most popular project management methodologies, which are applied in many sectors such as software development, R&D and product development.

Top 10 Project Management Methodologies

If you manage projects, you need to learn about project management methodologies. Here’s a quick overview of the most commonly used project management methods that you can use.

1. Waterfall Methodology

This may be the most straightforward and linear of all the project management methods in this list, as well as the most traditional approach. The name is apt, as the waterfall methodology is a process in which the phases of the project flow downward. The waterfall model requires that you move from one project phase to another only once that phase has been successfully completed.

When to use it: The waterfall approach is great for manufacturing and construction projects , which are highly structured, and when it’s too expensive to pivot or change anything after the fact. The waterfall method makes use of Gantt charts for planning and scheduling.

2. Agile Methodology

What it is: In a nutshell, Agile project management is an evolving and collaborative way to self-organize across teams. When implementing the agile methodology , project planning and work management are adaptive, evolutionary in development, seeking early delivery and are always open to change if that leads to process improvement. It’s fast and flexible, unlike waterfall project management.

The agile methodology offers project teams a very dynamic way to work and collaborate and that’s why it is a very popular project management methodology for product and software development. That’s because what we think of as agile really appeared in 2001 with the publication of the “Manifesto for Agile Software Development,” authored by 17 software developers.

When to use it: The practice originated in software development and works well in that culture. How do you know if agile is for you? It has been applied to non-software products that seek to drive forward with innovation and have a level of uncertainty, such as computers, motor vehicles, medical devices, food, clothing, music and more. It’s also being used in other types of projects that need a more responsive and fast-paced production schedule , such as marketing.

3. Scrum Methodology

What it is: Scrum is a short “sprint” approach to managing projects. The scrum methodology is It’s ideal for teams of no more than 10 people and often is wedded to two-week cycles with short daily meetings, known as daily scrum meetings . It’s led by what is called a scrum master . Scrum works within an agile project management framework, though there have been attempts to scale Scrum to fit larger organizations.

The term scrum was introduced in a “Harvard Business Review” article from 1986 by Hirotaka Takeuchi and Ikujiro Nonaka. It became a part of agile when Ken Schwaber and Mike Beedle wrote the book “Agile Software Development with Scrum” in 2001. Schwaber formed the Scrum Alliance in 2002, a certified scrum accreditation series. Schwaber left the Scrum Alliance in 2009 to start a parallel accreditation organization called Scrum.org.

When to use it: Like agile, the scrum methodology has been used predominantly in software development, but proponents note it is applicable across any industry or business, including retail logistics, event planning or any project that requires some flexibility. It does require strict scrum roles , however.

4. Project Management Body of Knowledge (PMBOK)

What it is: This is the granddaddy of methodologies if it’s a methodology at all. The Project Management Institute (PMI) is a not-for-profit membership association, project management certification and standards organization.

This organization produces a book called the “Project Management Body of Knowledge” or PMBOK. The PMBOK provides definitions and guidelines for project planning, scheduling, executing and controlling. For example, the project management process groups describe the project life cycle, while the 10 project management knowledge areas explain how to manage a project.

When to use it: Almost any project can benefit from PMBOK, as all projects big and small are going to go through the various stages of the project life cycle outlined in the book. It’s a great way to keep everyone on the same page, so to speak, and offers a clear definition of how a project is managed.

The Project Management Institute it’s also the organization that grants various project management certifications such as the project management professional (PMP) certification, which is the gold standard among project managers and is recognized all over the world. PMBOK is a great traditional framework to run a project.

5. Critical Path Method (CPM)

What it is: In the critical path method (CPM), you build a model of the project, including all the activities listed in a work breakdown structure , the duration of those tasks, what if any task dependencies there are and marking off milestones to indicated larger phases of the project or points in which your project deliverables are due.

With this information, you can identify the longest sequence of tasks to finish the project, which is called the critical path. You’ll need to keep an eye on those tasks because if one of them is delayed, the whole project will be delayed.

The critical path method was developed in the late 1950s by Morgan R. Walker of DuPont and James E. Kelley, Jr., of Remington Rand. DuPont was already using a precursor of CPM as early as the 1940s, and it was applied to the Manhattan Project.

When to use it: CPM works better with smaller or mid-sized projects. The larger the project, the more difficult it can be to take all the data you need to diagram and make sense of it without project management software .

6. Critical Chain Project Management (CCPM)

What it is: In , you’re focusing on resources that you’ll be using to complete the project, such as teams, equipment, office space, etc. It’s a less technical method of project management that doesn’t put as much emphasis on task order or schedule , but rather on balancing resources and keeping them flexible.

First introduced in 1997, in the book “Critical Path” by Eliyahu M. Goldratt, it has been credited with making projects anywhere from 10-50% faster and/or cheaper.

When to use it: CCPM can be applied to both large and small companies, and for projects that include industries such as construction, software development and tech research and development.

7. Kanban Methodology

What it is: The kanban methodology is a visual approach to project management. The name is literally billboard in Japanese. It helps manage workflow by placing tasks on a kanban board where workflow and progress are clear to all team members. The kanban methodology helps reduce inefficiencies and is a great project management tool for many purposes such as lean manufacturing or agile projects.

Kanban project management has been around since the late 1940s when it was studied by Toyota used the rate of demand to control the rate of production of its vehicles. The car company applied it to its lean manufacturing model, known as the Toyota production system.

With the dawn of visual planning boards in software in our era, like Trello, there are now new uses for kanban tools and kanban methods. Agile teams use kanban boards for story-boarding user stories and for backlog planning in software development.

When to use it: Another process developed initially for manufacturing and for software teams, the kanban method has since expanded and has been used in human resources, marketing, organizational strategy, executive process and accounts receivable and payable. Almost anyone can plan with Kanban boards, adding cards to represent project phases, task deadlines, people, ideas and more. Kanban software makes this methodology especially accessible.

8. Extreme Programming (XP)

What it is: It sounds like some dangerous sport the kids are into, but in fact, XP is a type of agile software development with short development cycles and multiple releases to improve productivity. Customer requirements are sought and can adapt to the course of the project.

Created by Kent Beck while working on the Chrysler Comprehensive Compensation System payroll project, he literally wrote the book (“Extreme Programming Explained”) in 1999. But many of its practices have been around for a while.

When to use it: When requirements change frequently, then you’ll want to use a methodology such as XP. It’s good when your customer doesn’t have a clear idea of what they want.

9. Lean Methodology

What it is: Lean project management is what you’d think it is from its name: a way to cut waste and in so doing increase value in projects and manufacturing processes. So, lean focuses on eliminating waste from key processes to continuously be impacting positively on the value stream. It does this by optimizing separate technologies, assets and verticals.

Lean project management goes back to Henry Ford and his flow production for automating the process of building cars. Toyota picked up on the idea, as well, extending their idea beyond manufacturing to the continuous improvement of the product development process.

Today, software development teams run lean processes to focus on end-user feedback and increased value, which means Lean methodology has taken on a new meaning, particularly with the publishing of Lean Startup, by Eric Ries, who advocates for rapid prototyping, end-user feedback and early and rapid product delivery.

When to use it: Lean project management was first developed by Toyota and is obviously a great methodology for manufacturing. In fact, it’s also referred to as lean manufacturing , but it has been adopted by construction and education industries, among others in the manufacturing space and countless startups and software development firms looking to drive products focused on the end-user.

10. Six Sigma

What it is: Introduced by engineers working at Motorola in the mid-1980s, Six Sigma works to improve quality by identifying what is not working in the project. It applies quality management, including empirical statistics, and employs personnel who are experts in these disciplines. There is also a Lean Six Sigma that adds lean methodology to eliminate waste.

As a doctrine, it says that continued efforts to achieve results that are stable and expected are most important to success. Processes can be refined and improved. It takes the whole organization, from the top down, to sustain quality in a project.

When to use it: This methodology works best in larger organizations. Even companies with a few hundred employees are likely too small to take advantage of its benefits. It requires a certification to practice. Learn about six sigma certification here.

11. PRINCE2

What it is: PRINCE2 stands for Projects IN Controlled Environments and is a structured certified methodology. It was initially created by the UK government for IT projects. PRINCE2 is not like other traditional methods like waterfall, in that it’s not a one-size-fits-all solution, but follows seven principles, themes and procedures.

When the UK government adopted standards for IT systems in 1989, they called in PRINCE. PRINCE2 came about in 1996 as a more general project management method. It is now a popular project management methodology throughout all UK governmental agencies and the United Nations.

When to use it: Adopted by many other countries’ governments, PRINCE2, so, as you can imagine, it’s not always suitable for smaller projects.

ProjectManager Works with Any Project Management Methodology

There are almost as many methods to manage as there are projects. But they all share one thing in common: getting deliverables done on time and within budget. No matter which project management methodology you choose ProjectManager is the one software you’ll need to do it.

Tools for Waterfall Project Management

Waterfall is structured. One thing follows the next and it’s all planned out. No problem. ProjectManager has an online Gantt chart . Import your task list to start a new project. Add due dates and the tasks populate a timeline. Link-dependent tasks to avoid bottlenecks. Set milestones to separate the project into phases. You control the project step by step.

Tools for Agile Project Management

Gantt charts aren’t going to help as much as other project tools if you’re working in an agile framework. That’s true, but ProjectManager is flexible enough to serve scrum teams with multiple project views.

Use the kanban view to map out your sprint. Product backlogs are collected on cards, which can be prioritized for scrum teams to know which user story to work on first. Then the sprint can be archived, so when doing a sprint retrospective, teams can learn from their mistakes and improve the process.

Multiple Views for Diverse Teams

What if your organization is larger, with different divisions, some that work with an agile project management framework and others with a more traditional waterfall methodology? What’s great about ProjectManager is that it can switch from one view to the other, giving IT teams a kanban board view for their scrum sprints and managers a Gantt chart for a bigger project planning overview.

The real-time dashboard and reporting features gather the same data and crunch the same numbers, so whatever project management method you use is tracking the same results.

Yes, ProjectManager is an award-winning project management software for a reason. It’s flexible enough to work in an agile environment, traditional waterfall methodology or a hybrid of the two. You decide, not the software, which means ProjectManager is the one tool to bring in your project, however, you manage it, successfully.

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There are more project management methodologies, but these are some of the most popular. Regardless of which you use, you need a project management tool to best manage all your processes and projects. ProjectManager is an online PM tool, so whatever methodology is right for you our software will help you apply it to a successful end. Try it free for 30 days and see for yourself.

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6 popular project management methodologies and what they’re best suited for

You’re a project manager who has just been tasked with managing two very different, yet intertwined projects. It’s up to you to choose the best project management methodology for each project.

One project is with your development team. They need to overhaul your organization’s website to improve the clunky and somewhat confusing user experience—from the moment that a customer lands on the site to after they make a purchase. The development team is super flexible and open to breaking up into smaller teams in order to tackle specific aspects of the website overhaul faster.

The catch with this project? It’s on a time crunch.

The website has to be overhauled before the launch of your second and longer-term project: a large-scale marketing campaign around a new line of products that are launching next quarter.

First of all, you can do this! Breath in, breath out, read on, choose the best project management methodology for each task, and get to work doing what you do best!

How To Choose The Best Project Management Methodology

No two projects are alike.

Some may remind you of a past project (that you absolutely nailed, by the way!) but there’s always a catch, isn’t there? One project may have unlimited budgets, endless resources, and flexible timelines—a walk in the park for you—, while another may have high stakeholder expectations, limited budget, tight timelines, multiple teams, and dozens of dependencies.

Since every project is so different, there are many project management methodologies to choose from that support the various project and team needs. There are so many methodologies, in fact, that new ones may have emerged while you’re reading this!

What Is A Project Management Methodology?

Glad you asked. Methodologies are the systems (or simply, methods) used to do something.

The Project Management Institute defined it as “a system of practices, techniques, procedures, and rules used by those who work in a discipline.”

Choosing the right methodology , as well as project management tools and teams, will set you up for success before your project kicks off. For example, you wouldn’t pick a fast-paced, quick iteration project management methodology for a long-term, large-scale, inflexible, and stakeholder-heavy project. Pair like projects with like systems.

To do that, let’s look at your project factors or considerations, such as constraints and dependents.

What Project Factors Are You Working With?

As mentioned earlier, there are many considerations at play that make each project unique. Some factors to consider what you’re evaluating your project management methodologies include:

• Project budget: How much money is going to be spent on this project? How is it divided up?
• Timeline: When is your project due by?
• Goals: What are the project’s end goals and deliverables? Start there and work backward.
• Values: How do your organizational goals and values apply to this project? Knowing this will help set expectations (and help you hold team members accountable for their commitments ).
• Complexity and Scale: How complex or simple is this project?
• Flexibility: How flexible or rigid is this project and its end goals, timelines, deliverables, and team or stakeholder expectations?
• Project type and industry: Some methodologies work best for certain industries and project types, such as highly creative projects or product development sprints.
• Team: Consider the team size, diversity, flexibility, experience, and individual expertise or strengths and weaknesses, as well as their ability to collaborate and communicate when choosing a methodology.

6 Popular Project Management Methodologies And What They’re Best Suited For

It’s important to learn the similarities and differences of various methodologies available to you. For example, some project management methodologies work best if the end goal is fixed and clear, such as the Waterfall method, whereas others better suit those projects that aren’t, such as Agile and Scrum. Keep your project factors in mind while you read on—and then choose the best method for your team.

Let’s get to the methodologies.

1. Agile: Flexible, Fast, And Short Collaborative Sprint Projects

More than a methodology, agile is a set of principles that would be ideal to follow for your first (hypothetical) project.

Agile is made up of fundamental values that are ideal for small teams to work in short and fast project cycles or sprints without blockers. Blockers include too much documentation, work in progress, meetings, or processes to slow them down. The working team would need to be protected from these blockers so that they can stay focused on the tasks at hand.

Teams who work well together can collaborate on small tasks and adapt and respond to an ever-changing task list. Because agile is an iterative design and build process, teams must be flexible with the outcomes and the path they take to get there.

2. Scrum: Quick And Continuous Development Projects

If agile is a set of principles that teams follow to work quickly and respond adaptively to changes as they arise, then Scrum is a project management methodology and the most popular and simple framework that puts agile principles to use.

Scrum is an ideal methodology for your project with the development team to overhaul the website. It’s ideal for continuous improvement and rolling task lists. Something like improving the customer journey on a website may have a timeline, but will always have room for improvement—especially as customer expectations and the digital space change so quickly.

The goal of Scrum is to develop, build, deliver, and sustain complex products using small collaborative and highly accountable teams and iterative task lists. There are roles, events, and artifacts. Roles include a product owner, development team, and scrum master, while events include sprints, daily scrums, or standup meetings, and artifacts include product and sprint backlogs.

3. Kanban: Visualize Task Progress For Agile Teams

Like Scrum, Kanban is another product management methodology that follows agile principles. Kanban is ideal for projects that are done by small, flexible, and collaborative teams, like Scrum, but there is a highly visual aspect as well.

Tasks are visually displayed in-person on sticky notes or in software such as Trello using columns as they progress. This is called a Kanban board. Tasks move from a backlog through the board’s columns that represent various stages of the process from the backlog, start to finish.

Having a visual representation of backlogged work, work in progress, and completed tasks is a great project management tool for most projects.

This would also be helpful for your second project, in particular, to keep track of tasks’ status as they move throughout the creative process. For example, designing a webpage for the new line of products will have various steps and creative team members involved. Visually seeing how the project is progressing will help you and the team to see how it’s coming along and where blockers are.

4. Lean: Projects That Do More With Less

For those organizations that are looking to transform how they do business, the lean methodology may be one to consider. Lean aims to maximize customer value and minimize waste. This is a great way to put out quality work while increasing efficiencies that minimize unnecessary spending, resources, teams output, or time.

Lean was created in the Japanese manufacturing industry to improve quality control and remove redundancies that may increase the price or value for customers down the line.

Known as the three M’s, Lean methodology defines three types of project waste: muda, mura, and muri.

• Muda is about getting rid of the waste or anything that doesn’t add value.
• Mura streamlines processes, so if one aspect of the project takes too long, for instance, then something further down the task list will have to be completed faster.
• Muri is about removing blockers, such as too many stakeholder meetings.

5. Waterfall: Large-Scale, End-Goal Focused, And Fixed Projects

Tried, tested, and true, the Waterfall methodology has been around since the 1970s. Like a waterfall that cascades downhill, this method is sequential with ordered tasks following one after another as they are completed.

The Waterfall method requires a very solid understanding of the end goal and the necessary steps to get there. As such, it doesn’t leave much room for errors or flexibility. This is great for projects that you’ve done in the past where there is minimal need to adapt on the fly.

This could be something to consider for your large-scale marketing project if you’ve launched new product lines many times in the past and don’t expect any surprises.

With this method, collect and analyze any and all project requirements and deadlines. This requires a lot of up-front work and planning. Then design your approach to meet every stage and their deadline in sequence before reviewing it and putting it into action.

6. Hybrid: Flexible And Fast-Paced Projects With Structured Plans

If agile aims to move fast, adapt quickly, and be flexible, Waterfall is its polar opposite, with fixed deadlines, clear deliverables, and mapped-out categorized project plans.

Hybrid is a methodology that blends the two. Think of it as the best of both worlds. You get the structure and organization of planning milestones out and the flexibility and speed of agile workflows.

It takes the flexible and fast pace of agile principles and blends them with the structured goals and mapped out plans of Waterfall. Take a look at your project requirements, task list, deadlines, and goals. The hybrid methodology uses those as your guidelines, but when it comes to getting the work done, teams should work with some flexibility on rapid iterations.

May The Best Methodology Help You Deliver On Your Projects

There are many more methodologies to name and discuss—and picking the right one for your project can be tricky! In the end, however, it’s all about picking a system that works for you, your project, and your team.

Project management methodologies were created to help you deliver the best possible outcomes based on your project’s circumstances. Take your time to find what works best, try them out, and do a debrief with your team on what worked and what didn’t. If it wasn’t the right methodology for one project, it may be ideal for another—and now you’re armed with that much more knowledge and expertise.

Happy project planning!

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• Project management methodologies: 12 po ...

Project management methodologies: 12 popular frameworks

Project management is an ever-evolving field that requires a number of approaches to be successful. Learning the most popular project management methodologies can help you become an industry expert. 

In order to be the best possible project manager , learn about each of these 12 frameworks to find the one that best fits your team’s needs. 

12 project management frameworks

What it is: The Agile project management methodology is one of the most common project management processes. But the reality is that Agile isn’t technically a methodology. Instead, it’s best defined as a project management principle. 

The basis of an Agile approach is:

Collaborative

Fast and effective

Iterative and data-backed

Values individuals over processes

When it comes to putting the Agile manifesto in place, teams often choose specific methodologies to use alongside Agile. These could include Scrum, Kanban, extreme programming, crystal, or even Scrumban . That's because connecting Agile methodology with a more detailed approach produces a well-rounded project management philosophy and a tangible plan for delivering great work. 

Who should use it: The Agile framework can be used for just about any team. This is because the principle behind it is rather universal. The real trick is deciding which methodology to use with it.

2. Waterfall

What it is: The waterfall model is also a very popular framework. But unlike Agile, waterfall is an actual methodology that is rather straightforward. The waterfall methodology , also known as software development life cycle (SDLC), is a linear process in which work cascades down (similar to a waterfall) and is organized in sequential order. 

To achieve this approach, each work task is connected by a dependency. This means each task must be completed before the next task can be started. Not only does this ensure that work stays on track, but it also fosters clear communication throughout the process. 

While viewed as a traditional approach by some modern organizations, this method is good for creating a predictable and thoroughly planned-out project plan . 

Who should use it: Since the waterfall project management methodology is so detailed, it’s great for working on large projects with multiple different stakeholders. This is because there are clear steps throughout the project and dependencies that help track the work needed to reach goals. 

What it is: The Scrum methodology involves short “sprints” that are used to create a project cycle. These cycles span one to two weeks at a time and are organized with teams of 10 or less. This is different from the waterfall approach where individual tasks are broken down into dependencies.

Scum is unique for a variety of reasons, one being the use of a Scrum master. Or, in other words, a project manager that leads daily Scrum meetings, demos, sprints, and sprint retrospectives after each sprint is completed. These meetings aim to connect project stakeholders and ensure tasks are completed on time. 

While Scrum is technically a project management methodology in its own right, it’s most commonly associated with an Agile framework. This is because they share similar principles, such as collaboration and valuing individuals over processes. 

Who should use it: Teams that use an Agile approach should use, or at least try, the Scrum methodology as well. Since sprints are divided into small teams, this approach can work for both small and large teams. 

What it is: The Kanban methodology represents project backlogs using visual elements, specifically boards. This approach is used by Agile teams to better visualize workflows and project progress while decreasing the likelihood of bottlenecks. It’s also usually in the form of a software tool that allows you to change and drag boards seamlessly within projects, though it’s not a requirement. 

Since this method doesn’t have a defined process like others, many teams use it differently. The main concept to keep in mind is that Kanban aims to focus on the most important project tasks, keeping the overall framework simple.

Who should use it: Kanban boards are great for teams of all sizes and specifically remote-first teams. This is because the visual capabilities of Kanban boards help team members stay on track no matter where they are. 

5. Scrumban

What it is: As you may have guessed, Scrumban is a methodology that draws inspiration from both Scrum and Kanban frameworks. Some think of this as a hybrid approach that incorporates the best of each. 

Scrumban uses a similar sprint cycle as Scrum but allows individual tasks to be pulled into the plan like Kanban. This allows the most important work to be completed and keeps project plans simple. Scrumban also uses Scrum meetings to enhance collaboration and keep goals top of mind. 

Who should use it: If you like the idea of breaking down a project into smaller tasks, but likewise want to keep it visually simple, Scrumban might be for you. It’s the perfect intersection of simplicity and clarity.  

What it is: PRINCE2 , otherwise known as PR ojects IN C ontrolled E nvironments, uses the overarching waterfall methodology to define stages within a project. It was initially created by the UK government for IT projects and still primarily suits large IT initiatives over the traditional product or market-focused projects. 

There are seven main principles of PRINCE2, which include:

Starting a project

Directing a project

Initiating a project

Controlling a project

Managing product delivery

Managing a stage boundary

Closing a project

These seven principles create a thorough project process and make for an effective enterprise project methodology altogether. It aims to define roles and back management. Not only that, but PRINCE2 can be used to streamline a ton of individual project management tasks, like controlling a stage, managing product delivery, and initiating and closing a project. 

Who should use it: Due to the particular nature of the PRINCE2 project management methodology, it’s best suited for large enterprise projects with a number of project stakeholders . Using it for small projects may create a longer and more complicated process than necessary. 

7. Six Sigma

What it is: Unlike the other PM methodologies, Six Sigma is used for quality management and is frequently described as a philosophy rather than a traditional methodology. It is often paired with either a lean methodology or Agile framework, otherwise known as lean Six Sigma and Agile Six Sigma. 

The main purpose of Six Sigma is to continuously improve processes and eliminate defects. This is achieved through continuous improvements by field experts to sustain, define, and control processes. 

To take this method one step further, you can use a Six Sigma DMAIC process, which creates a phased approach. These phases include:

Define: Create a project scope , business case , and initial stand-up meeting.

Measure: Collect data that helps inform improvement needs.

Analyze: Identify the root causes of problems. 

Improve: Solve the root causes found.

Control: Work to sustain the solutions for future projects. 

Who should use it: Six Sigma is best for large organizations, usually those with a few hundred employees or more. This is when the need to eliminate project waste starts to have a larger impact on your organization. 

8. Critical path method (CPM)

What it is: The critical path method works to identify and schedule critical tasks within a project. This includes creating task dependencies, tracking project goals and progress, prioritizing deliverables , and managing due dates—all of which are similar to a work breakdown structure .

The objective of this methodology is to properly manage successful projects at scale so that milestones and deliverables are mapped correctly. 

Who should use it: The critical path method is best for small and mid-size projects and teams. This is because large projects require many deliverables with multiple stakeholders and the CPM isn’t built to manage complex projects. 

9. Critical chain project management (CCPM)

What it is: The critical chain project management framework is closely related to the critical path methodology but is even more detailed, making it one of the most comprehensive options. 

Along with implementing a work breakdown structure like CPM, CCPM includes specific time requirements for each task. This helps take task tracking one step further, making it clear when tasks are going over their allotted time. It also uses resource leveling which aims to resolve large workloads by distributing work across available resources. 

Not only do these help both productivity and efficiency, but they also help connect the work needed to be completed with project goals. Many project management tools even have visual elements to better visualize these goals, creating an organized road map for team members. 

Who should use it: CCPM is a great method for both small and large teams, but it mostly helps solve project efficiency problems . It can also be a great way to report work in progress to leadership. 

What it is: The lean project management methodology aims to cut waste and create a simple framework for project needs. This ultimately means doing more with less in order to maximize efficiency and teamwork. 

While reducing waste originally referred to a physical product (which dates back to the method used by Henry Ford and later by Toyota and Motorola), it now refers to wasteful practices. There are three Ms that represent this:

Muda (wastefulness): Practices that consume resources but don’t add value  

Mura (unevenness): Occurs through overproduction and leaves behind waste 

Muri (overburden): Occurs when there is too much strain on resources  

As a project manager, your job is to prevent the three Ms in order to better execute projects and streamline processes. This is similar to the approach of rational unified process (RUP), which also aims to reduce waste. The difference is that RUP aims to reduce development costs instead of wasteful practices. 

Who should use it: Since lean is all about reducing waste, it’s best suited for teams struggling with efficiency issues. While this will have a greater impact on large organizations, it can be helpful for project teams of all sizes. 

11. Project management institute’s PMBOK® Guide

What it is: While the PMI’s Project Management Body of Knowledge is associated as a project management methodology, it’s more closely related to a set of best practices that take into account various development processes. 

This framework focuses on implementing the five project management phases , all of which help easily manage a project from start to finish in a structured phase approach. The five phases include:

Project initiation

Project planning

Project executing

Project performance

Project closure

While this is a good foundation to keep in mind, the PMBOK® Guide isn’t necessarily as specific as other approaches. This means you’ll need to decide which tasks to complete in each phase. 

Who should use it: The PMBOK® Guide can be used on its own for small teams on standard projects, though it’s a good idea to pair it with a more detailed methodology (like CPM) for large teams handling complex projects. 

12. Extreme programming (XP)

What it is: As the name suggests, extreme programming is used for fast-paced projects with tight deadlines. The approach works by creating short development cycles with many releases. This makes for quick turnaround times and increased productivity . 

Extreme programming has a few core values, which include simplicity, communication, feedback, respect, and courage. It also includes a specific set of XP rules which includes all phases from planning to testing. 

Who should use it: Extreme programming can be used for individual projects with tight deadlines, most commonly with small to midsize teams. Since XP is a fast-paced method, it should be used lightly in order to prevent burnout . 

Choosing the right project management methodology for your team

There is no one-size-fits-all approach when it comes to project management methodologies. Each one offers unique principles to take a development project from an initial plan to final execution. 

The main aspects to keep in mind are the size of your team and how your team prefers to work. Here are some additional tips to consider:

Your industry : Consider if you’re in an industry that changes frequently. For example, a technology company would be an industry that is ever-evolving. This will affect project consistency and should be paired with either a flexible or stagnant methodology. 

Your project focus : Consider the objectives of your projects . Do you value people over efficiency? This will help pair you with a methodology that matches a similar objective. 

The complexity of projects : Are your projects on the more complex side, or are they usually straightforward? Some methods aren’t as good as others at organizing complex tasks, such a CCPM.

The specialization of roles : Consider how niche the roles within your team are. Can multiple team members alternate the same type of work, or do you need a method that focuses on specialization?

Your organization’s size : The size of your organization and team should be weighed heavily when deciding on a methodology. Methods like Kanban are universal for team size, while options like CPM are better suited for small teams. 

Whether your team members prefer a visual process like Kanban or a more traditional project management approach like the waterfall method, there’s an option for every type of team. To take a project management methodology one step further, consider a work management tool to better track and execute development projects. 

Methods to manage your projects mindfully

With the right project management methodology in place, you’ll be able to take your projects to new levels of efficiency and implement processes that are right for your team, your organization, and yourself.

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12 Project Management Methodologies: Types, Tools, Techniques, And How to Choose

Written By : Bakkah

10 Jun 2024

Table of Content

Definition of Project Management Methodologies:

Types of project management methodologies, project management methodologies tools , project management methodologies techniques, how to choose a project management methodology, explore bakkah's leading courses to boost your skills in project management and business analysis:, popular articles.

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Project management methodologies are systematic frameworks and guidelines utilized by organizations to efficiently plan, execute, and complete projects. They offer structured approaches to project management, ensuring adherence to timelines , budgets , and objectives . These methodologies encompass diverse principles, practices, and tools designed to facilitate effective communication and coordination among project-implementing teams. 

Project management methodologies vary in their approach, with some emphasizing flexibility and adaptability (e.g., Agile) while others focus on sequential and structured processes (e.g., Waterfall). The appropriate methodology must be selected according to the type of project and its unique circumstances. The goal is to enhance project efficiency, minimize risks, and deliver high-quality results, ultimately contributing to achieving the specified goals and objectives of the project.

Project management methodologies refer to the systematic frameworks, processes, and guidelines organizations follow to plan, execute, monitor, and complete projects. These methodologies provide a structured approach to managing projects, ensuring they are completed on time, within budget, and meet the specified goals and objectives.

Project management methodologies encompass diverse principles, practices, and tools designed to facilitate effective communication and coordination among project-implementing teams.

They can vary in their approach, with some methodologies emphasizing flexibility and adaptability (e.g., Agile ), while others focus on sequential and structured processes (e.g., Waterfall ). The appropriate methodology must be selected according to the type of project and its unique circumstances.

The goal of Project Management Methodologies is to enhance project efficiency, minimize risks, and deliver high-quality results, ultimately contributing to achieving the specified goals and objectives of the project.

Various tools support their implementation, enhancing collaboration and communication, while diverse techniques facilitate effective project planning, execution, and control.

There are diverse project management methodologies, each with different principles, processes, and approaches. Here are some common types:

1. Waterfall Methodology

Waterfall project management is a traditional approach to project management where tasks are completed sequentially and linearly. 

The methodology is called "waterfall" because progress is seen as flowing steadily downwards through phases, like a waterfall. Each phase must be completed before moving on to the next one, and changes to the project are generally not allowed once a phase is closed.

Here are the main phases in the waterfall project management methodology:

• Requirements: Define project scope , objectives, and deliverables.
• Design: Create a detailed plan for how the solution meets requirements.
• Implementation (or Construction): Include coding or construction of the project.
• Testing: Ensure the project meets specified requirements through various testing phases.
• Deployment (or Implementation): Implement the project in the production environment after the success of testing.
• Maintenance and Support: Address issues and user concerns and make updates as needed.

The waterfall methodology is best suited for projects where the requirements are well-understood and unlikely to change significantly during the development process.

It is often used in industries like construction and manufacturing. However, one of its main drawbacks is its inflexibility to adapt to changes once the project has started, as it does not easily accommodate changes in requirements.

2. Agile Methodology

Agile methodology is an iterative and flexible approach to project management that focuses on collaboration, adaptability, and customer satisfaction.

Unlike the linear nature of the waterfall model, agile divides a project into small increments with minimal planning and delivers functional pieces of the project in short time frames, known as iterations or sprints.

Primary principles and practices of agile include:

• Projects are divided into small manageable iterations, delivering potentially shippable product increments.
• Collaboration and communication between team members, stakeholders , and customers are crucial for quick adaptation to changes and alignment with goals.
• Continuous customer feedback allows for adjustments based on changing requirements.
• Agile is flexible and adaptable to changes in requirements or priorities at any stage.
• Continuous delivery aims for a potentially shippable product at the end of each iteration, allowing for early and regular value delivery to the customer.
• Prioritization and timeboxing based on value and importance ensure focus and urgency in delivering value.
• Agile encourages self-organizing, cross-functional team formation that collectively possess the necessary skills to deliver a complete product.

Popular agile frameworks include Scrum , Kanban , and Extreme Programming (XP), each with specific practices and roles. 

Agile is widely used in software development and various industries for its adaptability and customer-centric approach.

3. Scrum Framework

Scrum is one of the most widely used agile frameworks for managing complex software development projects. It provides a structured yet flexible approach to product development.

Key elements of the Scrum framework include:

• Roles: Include Product Owner, Scrum Master, and Development Team.
• Artifacts: Comprise the Product Backlog, Sprint Backlog, and Increment.
• Events: Include Sprint Planning, Daily Stand-up, Sprint Review, and Sprint Retrospective.

Scrum's iterative and incremental approach, along with its emphasis on collaboration and adaptability, makes it particularly effective for projects where requirements may change or evolve during development.

4. Kanban Methodology

Kanban is a project management methodology that visualizes workflow using boards, cards, and columns. It also limits tasks that are in progress simultaneously to prevent overloading the team and ensure a steady flow of work.

Emphasizing continuous improvement, Kanban employs feedback loops and a pull system, adapting work based on demand. Service Level Agreements (SLAs) are often used in Kanban to define the expected time frames.

Known for flexibility and adaptability, Kanban suits various industries like architecture, construction, marketing, education, software development, design, and law. Kanban fosters collaboration and shared responsibility and allows incremental process improvements based on specific needs and context.

5. Lean Project Management

Lean Project Management (LPM) is an approach to project management that draws inspiration from Lean principles. The Lean philosophy focuses on minimizing waste, optimizing efficiency, and continuously improving processes.

Lean principles are applied to enhance project delivery, reduce unnecessary activities, and deliver value more effectively. 

Principal aspects of Lean Project Management methodology include eliminating waste, using value stream mapping, continuous improvement (Kaizen) , customer focus, pull scheduling, visual management, batch size reduction, flexible planning, and cross-functional team use. LPM is suitable for industries like manufacturing, construction, and software development.

Its focus on efficiency and customer value makes it a valuable approach for organizations seeking to optimize their project delivery processes.

6. PRINCE2 (Projects IN Controlled Environments)

PRINCE2 (Projects IN Controlled Environments) is a widely adopted project management methodology developed by the UK government. It provides a structured and process-driven approach to project management, emphasizing flexibility and adaptability.

PRINCE2 divides projects into manageable stages, with defined roles and responsibilities, ensuring organized and controlled project execution.

The methodology consists of seven processes:

• Starting Up a Project (SU): Ensures project prerequisites are in place.
• Initiating a Project (IP): Defines project scope, objectives, and plans.
• Directing a Project (DP): Provides senior management with chief controls.
• Controlling a Stage (CS): Manages day-to-day project activities.
• Managing Product Delivery (MP): Ensures efficient product work.
• Managing a Stage Boundary (SB): Focuses on transitioning between stages.
• Closing a Project (CP): Formally closes the project and ties up loose ends.

PRINCE2 is known for its focus on continuous improvement and adaptability, making it a valuable tool for delivering successful projects within time, cost, and quality constraints.

Boost your career with Bakkah’s PRINCE2 courses:

• PRINCE2® Training Course Online
• PRINCE2® Agile Foundation & Practitioner Online Course and Certification

7. Critical Path Method (CPM)

Critical Path Method (CPM) is a project management technique that identifies the critical path of activities, potential risks, team roles, and the sequence of tasks determining the shortest project duration. Key steps:

• Task Breakdown: Identify and sequence project tasks. 
• Duration Estimation: Assign time estimates to tasks.
• Network Diagram: Create a visual representation of task dependencies.
• Critical Path Identification: Find the path critical for project completion.
• Float/Slack Calculation: Determine non-critical task flexibility.
• Resource Allocation: Efficiently allocate resources.
• Monitoring and Control: Monitor progress continuously, update schedules, and take corrective actions., update schedules, and take corrective actions.

CPM is an essential tool for effective project planning and control. It aids in prioritizing critical tasks, managing time constraints, and optimizing project schedules. CMP can be used in several projects, such as engineering, manufacturing, construction, and science.

8. Six Sigma ( Continuous Improvement Methodology)

Six Sigma is a data-driven project management methodology focused on improving process efficiency continuously and reducing defects or errors. Developed by Motorola in the 1980s, Six Sigma seeks to minimize variations and achieve higher levels of quality in processes. It is often applied in manufacturing and process improvement projects. Here is a concise overview of the Six Sigma project management methodology:

• Define (D): Clearly articulate the problem, project goals , scope, and customer requirements.
• Measure (M): Establish metrics, collect data, and measure baseline performance.
• Analyze (A): Use statistical tools to identify root causes of defects or inefficiencies.
• Improve (I): Develop and implement solutions, testing and refining as needed.
• Control (C): Establish measures to sustain improvements and prevent the recurrence of defects or issues.

The Six Sigma methodology is often represented by the acronym DMAIC (Define, Measure, Analyze, Improve, Control). Additionally, for more complex or considerable process changes, there is another phase known as DMADV (Define, Measure, Analyze, Design, Verify).

Bakkah provides certification levels such as Six Sigma Green Belt and Six Sigma Black Belt are available for individuals to demonstrate proficiency in applying Six Sigma principles and methodologies. Organizations implementing Six Sigma often experience enhanced efficiency, reduced defects, and improved customer satisfaction.

9. RAD (Rapid Application Development)

Rapid Application Development (RAD) is a project development methodology that prioritizes quick iterations and prototypes over extensive planning.

It involves user participation throughout the process, parallel development of system components, and a flexible, adaptive approach. Prototyping is a key feature, allowing for continuous refinement based on user feedback. RAD aims to deliver a functional product rapidly, focusing on time and cost efficiency.

Popular RAD tools include Microsoft Visual Basic, PowerBuilder, and OutSystems. The methodology suits projects with changing requirements but may not be ideal for highly structured endeavors.

10. Incremental and Iterative Methodologies

Incremental development involves dividing the project into small increments, each delivering a part of the final product's functionality linearly. User feedback is integrated after each increment, providing ongoing adaptability and the ability to identify and correct issues early. This approach enables early delivery and reduced project risk.

On the other hand, iterative development goes through cycles or iterations, refining the entire system with each iteration. It is highly flexible and accommodates changing requirements throughout the development process.

11. Hybrid Methodologies

Hybrid methodologies in project development involve blending elements from different traditional and agile approaches to create a flexible and tailored solution. That allows teams to adapt practices based on the project's unique requirements, leveraging both structured planning and iterative development. 

In a hybrid methodology, the most appropriate elements from each methodology are identified and combined harmoniously. Examples include combining Waterfall and Scrum or integrating lean principles with agile practices.

The goal is to manage risks effectively, enhance flexibility, and address the project-specific needs. Effective communication is crucial to mitigate potential challenges introduced by diverse practices integration.

12. Extreme Programming (XP)

XP is an Agile methodology that emphasizes collaboration, adaptability, and delivering high-quality software through practices such as continuous testing and frequent releases.

Extreme Programming methodology is one of the famous methodologies for managing and developing software and other technical projects. It is based on diverse principles and practices, focusing on increasing software quality and improving team productivity.

A team needs to follow this method if the project is fast-paced or subject to regular change and thus has a dynamic rather than static nature.

The Extreme methodology also aims to achieve productive cooperation between team members and increase the quality of the final product and its flexibility in the face of changes.

Here are the main principles and practices of Extreme Programming:

• XP is built on a set of core values, including communication, simplicity, feedback, and courage.
• Developers work in pairs, one writing code and the other reviewing it in real-time. That promotes collaboration, knowledge sharing, and code quality.
• Developers write tests before writing the actual code. That ensures that the code meets specifications and facilitates maintenance and updates.
• Code is integrated frequently to identify and address integration issues early in the development process.
• XP improves code design regularly without changing its functionality.
• XP keeps the design as simple as possible, making it easier to understand, modify, and maintain.
• Frequent and direct interaction with the customer allows for quick adjustments to changing requirements and priorities.
• XP emphasizes continuous improvement through regular reflection on the development process and changes in implementation to enhance efficiency and quality.

Bakkah provides a variety of accredited project management Courses for all professional certificates in project management, risk management, and others.

In brief, choosing the most suitable project management methodology depends on factors such as project size, complexity, industry, and organizational culture. Project managers often customize or combine methodologies to best fit the unique requirements of their projects.

Project management methodologies are often supported and implemented using various tools to enhance efficiency, collaboration, and communication throughout the project lifecycle. Here are some commonly used tools associated with project management methodologies:

1. Project Management Software

Tools like Microsoft Project, Asana, Jira, Trello, and Monday.com provide features for project planning , scheduling , task assignment, and progress tracking.

2. Version Control Systems

Git, SVN (Subversion), and Mercurial help manage changes to source code and documentation, ensuring version control and collaboration in software development projects.

3. Communication and Collaboration Tools

Slack, Microsoft Teams, and Discord facilitate real-time communication, file sharing, and collaboration among team members, supporting Agile and remote work environments.

4. Gantt Charts

Tools like GanttPRO and SmartDraw help create visual representations of project timelines, tasks, and dependencies, commonly used in Waterfall and traditional project management methodologies.

5. Kanban Boards

Trello, KanbanFlow, and LeanKit enable teams to visualize work and optimize workflow, particularly in Agile and Lean methodologies.

6. Scrum Tools

Jira, VersionOne, and Targetprocess support the Scrum framework with features for sprint planning, backlog management, and burndown charts.

7. Resource Management Tools

Workfront, Mavenlink, and TeamGantt assist in resource allocation, workload tracking, and managing team capacity in project management.

8. Risk Management Tools

RiskWatch, RiskyProject, and ProjectManager.com help identify, assess, and manage risks throughout the project lifecycle.

9. Collaborative Document Management

Tools like SharePoint, Google Workspace, and Dropbox Business enable teams to collaborate on documents, share project-related files, and ensure version control.

10. Continuous Integration and Deployment (CI/CD) Tools

Jenkins, Travis CI, and GitLab CI/CD automate integration code changes process and deploying software, commonly used in Agile and DevOps methodologies.

11. Time Tracking and Timesheet Tools

Harvest, Toggl, and Clockify assist in tracking project-related activities, allowing for accurate time management and resource allocation.

12. Customer Relationship Management (CRM) Tools

Salesforce, HubSpot, and Zoho CRM support customer-centric projects. That helps teams manage client interactions, feedback, and requirements.

Project managers and teams should carefully select tools that align with their chosen methodologies and project requirements. Integrating these tools can significantly improve project management efficiency and contribute to successful project outcomes.

Project management methodologies involve various techniques to plan, execute, and control projects effectively. Here are some commonly used techniques associated with project management methodologies:

1. Work Breakdown Structure (WBS)

Break a project into smaller, manageable tasks and create a hierarchical structure to define clearly the scope and deliverables.

2. PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method)

Techniques for scheduling and managing tasks by identifying critical paths and dependencies and estimating project duration.

2. SWOT Analysis

Evaluate the project's Strengths, Weaknesses, Opportunities, and Threats to make informed decisions and develop effective strategies.

3. Risk Management

Identify, assess, mitigate, and monitor risks throughout the project lifecycle to minimize potential negative impacts.

4. Stakeholder Analysis

Identify and analyze stakeholders to understand their interests, influence, and expectations and ensure effective communication and engagement.

5. PERT Charts (Program Evaluation and Review Technique)

Graphical representations of project tasks and their dependencies, helping visualize the project schedule and critical path.

6. Scrum Meetings

Daily Standups, Sprint Planning, Sprint Review, and Sprint Retrospective are regular Scrum meetings that facilitate communication and collaboration in Agile projects.

7. Earned Value Management (EVM)

Analyze project performance by measuring the planned value, earned value, and actual cost to assess progress and forecast future performance.

8. Quality Management

Implement techniques such as quality audits, inspections, and control charts to ensure project deliverables meet predefined quality standards.

9. Mind Mapping

Visualize project ideas, requirements, and tasks using mind maps to stimulate creative thinking and organize information in a structured way.

10. Critical Chain Method

Identify and manage resource dependencies to optimize project schedules and improve overall performance.

11. Prototyping

Creating a working model or prototype of a product or system to gather feedback early in the development process is common in Agile and iterative methodologies.

12. Benchmarking

Compare project performance metrics and processes against industry standards or best practices to identify areas for improvement.

13. Dependency Mapping

Identify and visualize dependencies between different tasks or project activities to understand their interrelationships and potential impacts.

14. Agile Estimation Techniques

Use techniques like Planning Poker, Relative Sizing, and Story Points to estimate the effort required for Agile project tasks.

15. Change Management

Implement strategies and techniques to manage and communicate changes effectively, ensuring minimal disruptions to project progress.

16. Communication Plans

Developing plans outlines how project information will be communicated to stakeholders, ensuring clear and consistent communication.

These techniques are often applied based on the specific requirements, characteristics, and principles of the chosen project management methodology. Project managers may tailor and combine these techniques to suit the needs of their projects.

Choosing a suitable project management methodology is crucial for the success of a project. The decision should be based on the project's characteristics, team dynamics, organizational culture, and the nature of the work to be performed. Here is a step-by-step guide on how to choose a project management methodology:

1. Understand Project Requirements

Clearly define the project scope, objectives, and deliverables. Consider the size, complexity, and nature of the project work.

2. Assess Team Skills and Experience

Evaluate the skills and experience of the project team. Consider their familiarity with different methodologies and their adaptability to new approaches.

3. Consider Project Flexibility

Assess the level of flexibility required throughout the project. Some projects may benefit from a more adaptive and iterative approach, while others may require a more structured and sequential process.

4. Examine Project Constraints

Identify any constraints such as budget limitations, time constraints, regulatory requirements, or client preferences that may influence the choice of methodology.

5. Evaluate Organizational Culture

Consider the existing organizational culture and whether it aligns with the principles of certain project management methodologies. Some organizations may prefer traditional, plan-driven approaches, while others may be more receptive to Agile or iterative methods.

6. Define Stakeholder Involvement

Determine the level of involvement and collaboration required from project stakeholders. Some methodologies, like Agile, emphasize continuous stakeholder engagement and feedback.

7. Analyze Project Risks

Evaluate the potential risks associated with the project. Some methodologies, such as Agile, are well-suited for projects with high uncertainty and evolving requirements.

8. Review Industry Standards

Consider industry standards and best practices. Certain industries or project types may have specific guidelines or regulations that align with particular methodologies.

9. Explore Hybrid Approaches

Assess the possibility of combining elements from different methodologies to create a hybrid approach tailored to the project's specific needs.

10. Pilot or Prototype

If feasible, consider running a pilot or prototype using a small-scale version of the project to test how well a methodology fits the team and project requirements.

11. Consult with Stakeholders

Seek input from key stakeholders, including team members, clients, and sponsors. Understand their preferences, expectations, and concerns regarding project management approaches.

12. Training and Transition Plan

Evaluate the readiness of the team to adopt a new methodology. Plan for necessary training and establish a transition plan to smoothly implement the chosen methodology.

13. Continuous Improvement

Be open to evaluating and adjusting the chosen methodology throughout the project. Continuous improvement is essential to address evolving project needs and improve overall project management processes.

Elevate your project management skills with Bakkah Learning's expert-led courses. From PMP to Prince2, Six Sigma to Agile, we offer tailored programs to suit your career goals. With interactive learning, flexible access, and certification preparation, we're your partner for professional growth. Start your journey to mastery today with Bakkah Learning!

Here are some Project Management Courses :

• Certified Associate in Project Management CAPM Course
• PMI-ACP® certification
• PgMP certification
• PMI Scheduling Professional - PMI-SP certification

Risk Management Courses And Certifications:

• Risk Management Professional - PMI-RMP Course
• MoR Certification and course

PRINCE2 Courses

• PRINCE2 Certification
• PRINCE2 Agile.

Project Management Tools:

• Primavera P6 Course
• MSP Course - Managing Successful Programmes
• Microsoft Project training course  

Portfolio Management

• P3O Foundation certification
• Management of Portfolios MoP
• The Portfolio Management Professional – PfMP certificate
• Lean Six Sigma Yellow Belt Course
• Lean Six Sigma Green Belt Course
• Lean Six Sigma Black Belt Course

Ultimately, the choice of a project management methodology should be a thoughtful and informed decision that aligns with the unique characteristics of the project and the organization. Regularly reassess the chosen methodology to ensure its continued effectiveness and make adjustments as needed.

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Project Management Methodologies

Waterfall, Agile, Scrum, Kanban and more. If you’re wondering which methodology you should choose, then you need to read this guide to project management methodologies.

Table of Contents

What is a project management methodology, why are there so many different types of project management methodologies, the project management process: how to choose the right project management methodology, 17 project management methodology examples and frameworks, choosing the right project management methodology.

Once you’ve decided you want to  become a project manager , the next step is to figure out which project management methodologies are right for you and your team.

The landscape of project management methodologies can seem a bit overwhelming.

Whether you have a formal project management certification or you’re learning to become a project manager from experience, there’s an absolute smorgasbord of project methodologies to choose from. And they often come with their own rules, lists, principles, and endless acronyms.

We believe that finding the right project management methodology to manage your work shouldn’t be rocket science. So we’ve compiled this list of different project management methodologies to help you figure out which methods, principles and approaches you can use for each team and project.

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A project management methodology is a set of principles and practices that guide you in organizing your projects to ensure their optimum performance.

Basically, it’s a framework that helps you to manage your project in the best way possible.

Project management is so important  to organizations and teams, but in order for it to be really effective, you need to make sure you’re correctly mapping your project management methodology to your team type, project, organization, and goals.

No two projects are exactly the same (even when you’re using handy features like project templates to replicate your past successes).

And when you factor in the different goals, KPIs and production methods of not only different types of teams but also different types of  industries , it makes sense that there’s no one-size-fits-all approach to managing a project.

What works best for one type of team could be an absolute nightmare for another.

For example, many software developers started to find that traditional project management methods were hindering — rather than helping — their workflows and negatively affecting their performance and results.

As a result, software teams began to develop a new type of project management methodology, which was designed to address their particular concerns.

Before long, other teams and industries started to adapt those new project management methods to fit  their  unique needs and concerns. And on and on, with different project management methodologies being repurposed and adapted for different industries and tweaked to fit specific use cases.

What we’re left with is a ton of different project management methodologies to choose from. So how do you know which project management method (or methods, plural) is right for you and your team?

There are lots of factors that will impact which project management methodology is right for your project, team, and organization. Here’s a quick breakdown of some of the key considerations that can help you decide:

Cost and budget: On a scale of $ to $$$, what sort of budget are you working with? Is there room for that to change if necessary, or is it essential that it stays within these predetermined limits?

Team size: How many people are involved? How many stakeholders? Is your team relatively compact and self-organizing, or more sprawling, with a need for more rigorous delegation?

Ability to take risks: Is this a huge project with a big impact that needs to be carefully managed in order to deliver Very Serious Results? Or is it a smaller-scale project with a bit more room to play around?

Flexibility: Is there room for the scope of the project to change during the process? What about the finished product?

Timeline: How much time is allotted to deliver on the brief? Do you need a quick turnaround, or is it more important that you have a beautifully finished result, no matter how long it takes?

Client/stakeholder collaboration: How involved does the client/stakeholder need — or want — to be in the process? How involved do you need — or want — them to be?

Waterfall methodology

Agile methodology

Scrum methodology

Kanban methodology

Scrumban methodology

eXtreme programming (XP) methodology

Adaptive project framework (APF) methodology

Lean methodology

Critical path method

Critical chain project management

New product introduction (NPI)

Package enabled reengineering (PER)

Outcome mapping

PMI’s PMBOK

PRINCE2 methodology

Rapid application development (RAD) methodology

We’ve compiled a list of 17 effective project management methodologies to help you get to grips with the basics. Let’s dive right in.

1. Waterfall methodology

The Waterfall method is a traditional approach to project management. In it, tasks and phases are completed in a linear, sequential manner, and each stage of the project must be completed before the next begins.

The stages of Waterfall project management generally follow this sequence:

Requirements

Construction

Deployment & maintenance

Progress flows in one direction, like a real waterfall.

Also like a real waterfall, though, this can quickly get dangerous. Since everything is mapped out at the beginning, there’s a lot of room for error if expectations don’t match up with reality. And there’s no going back to a previous stage once it’s completed (just imagine trying to swim against a waterfall — not fun).

Try this project management methodology if:

The end goal of your project is clearly defined — and isn’t going to change.

The stakeholders know exactly what they want (and it isn’t going to change).

Your project is consistent and predictable (i.e. isn’t going to change).

You’re working in a regulated industry that needs extensive project tracking or documentation.

You might need to bring new people into the project midway through and get them up to speed quickly.

This project management methodology might not be for you if:

Your project is liable to change.

You don’t have a full picture of all the requirements before you start.

You need to do continuous testing or adapt to feedback during the process.

2. Agile methodology

Agile project leaders help their team balance at the edge of chaos - some structure, but not too much; adequate documentation, but not too much; some up-front architecture work, but not too much. Finding these balance points is the art of agile leadership." ~ Jim Highsmith, author and software engineer

The agile project management methodology came from a growing dissatisfaction with the linear approach of traditional project management methodologies.

Frustrated with the limitations of project management methods that couldn’t adapt with a project as it progressed, the focus began to shift to more iterative models that allowed teams to revise their project as needed during the process instead of having to wait until the end to review and amend.

The concept of agile project management has gone on to spark several specific sub-frameworks and methodologies, such as scrum, kanban, and lean. But what do they all have in common? The key principles of agile project management methodologies are:

It’s collaborative.

It’s quick.

It’s open to data-driven change.

As such, agile project management methodologies usually involve short phases of work with frequent testing, reassessment, and adaptation throughout.

In many agile methods, all of the work to be done is added to a backlog that teams can work through in each phase or cycle, with project managers or product owners prioritizing the backlog so teams know what to focus on first.

You’re not sure at the outset what the solution will look like.

You need to work quickly, and it’s more important that you see speedy progress than perfect results.

Your stakeholders or client needs (or wants) to be involved at every stage.

This project management methodology isn’t for you if:

You need a lot of documentation (for example, if you’ll be bringing new people on-board during the project).

You need a predictable deliverable, and you need to be crystal clear about what that looks like from the outset.

Your project can’t afford to change during its course.

You don’t have self-motivated people.

You have strict deadlines or deliverables that you need to stay on top of.

The Best Agile Project Management Tools To Use In 2023 & Beyond

It does little good to adopt the Agile method while still using a software that bogs down or complicates your projects. The best agile project management software should go hand-in-hand with the Agile method and make these adaptations smooth, fast, and easy.

3. Scrum methodology

Scrum is a form of agile project management. You can think of it more like a framework than as a project management methodology in itself.

With Scrum, work is split into short cycles known as “sprints”, which usually last about 1-2 weeks. Work is taken from the backlog (see: Agile project management, above) for each sprint iteration,

Small teams are led by a Scrum Master (who is not the same as the  project manager ) for the duration of the sprint, after which they review their performance in a “sprint retrospective” and make any necessary changes before starting the next sprint.

You’re striving for continuous improvement.

You don’t have the full commitment from the team needed to make it work.

4. Kanban methodology

"Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process." ~ David J. Anderson, Author and pioneer of the Kanban method

Kanban is another method within agile project management.

Originating from the manufacturing industry, the term “kanban” has evolved to denote a framework in which tasks are visually represented as they progress through columns on a  kanban board . Work is pulled from the predefined backlog on a continuous basis as the team has capacity and moved through the columns on the board, with each column representing a stage of the process.

Kanban is great for giving everyone an immediate visual overview of where each piece of work stands at any given time. (You can use kanban boards for everything from your  content marketing process  to  hiring and recruitment .)

It also helps you to see where bottlenecks are at risk of forming — if you notice one of your columns getting clogged, for example, you’ll know that that’s a stage of your process that needs to be examined.

When used as part of an agile project management methodology, it’s also common to implement work in progress (WIP) limits. Work in progress limits restrict the amount of tasks in play at any given time, meaning that you can only have a certain number of tasks in each column (or on the board overall).

This prevents your team from spreading their energy across too many tasks, and instead ensures that they can work more productively by focusing on each task individually.

You’re looking for a visual representation of your project’s progress.

You want at-a-glance status updates.

You want to encourage using WIP limits so your team can stay focused.

You prefer to work on a continuous “pull” basis.

Your process is super complex or has tons of stages.

You want a push system instead of a pull system.

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5. Scrumban methodology

It’s the answer to the age-old question: what if scrum and kanban had a baby?

Scrumban is a hybrid agile project management methodology that has scrum’s nose and kanban’s eyes.

The main benefit of scrumban as a method is that instead of deciding which task from the backlog to work on in each sprint at the outset (like you would in a “traditional” scrum framework), scrumban allows teams to continuously “pull” from the backlog based on their capacity (like they would in a kanban framework).

And using work in progress limits (from kanban) during your sprint cycle (from scrum), you can keep a continuous flow while still incorporating project planning , reviews and retrospectives as needed.

You’ve ever looked at scrum and kanban and thought “I wish those two crazy kids would get together”.

You’ve ever looked wistfully out the window and thought, “Oh, scrum is scrum, and kanban is kanban, and never the twain shall meet”.

6. eXtreme programming (XP) methodology

The eXtreme Programming (XP) methodology is another form of agile project management that was designed for software developmen t.

It emphasizes teamwork and collaboration across managers, customers, and developers, with teams self-organizing. It has a  defined set of rules  that teams should follow, which are based on its five values: simplicity, communication (face to face is preferred), feedback, respect, and courage.

You want to foster teamwork and collaboration.

You have a small, co-located team.

You’re a rulebreaker.

Your team is spread across different places and time zones.

7. Adaptive project framework (APF) methodology

The adaptive project framework (APF) methodology, also known as adaptive project management (APM), is a type of agile project management methodology that was designed with the inevitability of change in mind.

The adaptive project framework knows that, as John Steinbeck might say, even the best-laid projects of mice and men often go awry. So the fundamental attribute of APF is that teams need to be able to adaptively respond to change.

That means that using adaptive project framework methods, teams must try to anticipate the risks and prepare for the unexpected in their project. They need to understand that key components are constantly in flux, and be able to constantly re-evaluate results and decisions with these moving parts in mind.

This requires lots of communication with all stakeholders and — like other agile project management methodologies — be able to work collaboratively.

You know your ultimate goals (in project management terms, you’ve outlined your Conditions of Satisfaction; or, in Beastie Boys terms, you’re clear about you’re clear about whatcha whatcha whatcha want).

You need predictability.

You don’t have the resources to handle the potential negatives of adaptability (e.g. scope creep, rework, misuse of time).

8. Lean methodology

Lean is another project management methodology that has its origins in manufacturing (and specifically the Toyota Production System). It’s all about applying lean principles to your project management methods to maximize value and minimize waste.

While this originally referred to reducing physical waste in the manufacturing process, it now refers to other wasteful practices in the project management process. These are known as the 3Ms: muda, mura, and muri.

Muda  (wastefulness) consumes resources without adding value for the customer.

Mura  (unevenness) occurs when you have overproduction in one area that throws all of your other areas out of whack, leaving you with too much inventory (wasteful!) or inefficient processes (also wasteful!).

Muri  (overburden) occurs when there is too much strain on resources such as equipment and people, which can often lead to breakdowns — in both machines and humans.

Using the key principles of lean, a project manager can reduce these types of waste to create more efficient workflows.

You’re looking for a set of principles that will help you cut the fat and optimize your flow.

You’re always trying to improve and add value for the customer.

You want to ultimately decrease costs.

You can’t afford to run into supply problems (e.g. you don’t have enough inventory in stock) or lose room for error (e.g. in the case of essential equipment failure).

You don’t have the budget to invest in it (while lean project management aims to reduce costs overall, it can be costly to implement).

You’re a raccoon and you love waste, actually.

9. Critical path method

A project without a critical path is like a ship without a rudder." ~ D. Meyer, Illinois Construction Law

The critical path method (also known as critical path analysis) is a way of identifying and scheduling all of the critical tasks that comprise your project, as well as their dependencies.

That means that you need to:

Identify all of the essential tasks you need to do to achieve your project goal

Estimate how much time each of those tasks will take (bearing in mind that certain tasks will need to be completed before others can be started)

Use all of that information to schedule the “critical path” you’ll need to take in order to get the project done as quickly as possible without missing any crucial steps.

The longest sequence of critical tasks becomes your critical path, and will define the timeframe for your project.

Along the path, you’ll have  milestones  to meet that will signal when one set of tasks (or phase) is over and you can move on to the next one.

There are lots of ways to visualize the critical path, depending on the complexity of your project, from flow graphs to Gantt charts .

Your project is large-scale and complex.

Your project has a lot of dependencies.

You’re looking for a visual way to map out the sequence of tasks.

You need to identify which tasks are the most important so you can better allocate your resources.

You have a strict plan and deadlines, with no room for silly business.

You love algorithms. Love ‘em!

You don’t need something with a lot of complexity.

You’re unsure about deadlines, timings, or durations.

Your project needs wiggle room to change.

10. Critical chain project management

Critical chain project management (or CCPM) takes the critical path method (CPM) one step further.

While the critical path method defines the length of time needed to get each critical activity done from the beginning of the project to the end, it can often be, well, unrealistic when the time comes to actually put it into practice.

Critical chain project management addresses those issues by allowing a bit more time for the human elements of your project — like delays and resourcing issues.

In critical chain project management, you have a few buffers built in that your critical chain can use without derailing everything else, so that your entire project doesn’t have to go off track just because life happens.

You like the sound of the critical path method, but you want something a little more realistic.

You were already overestimating task durations in CPM to allow for a buffer and you want more accurate data on how long the work is actually taking compared to your projections.

You think buffers are just a safety net for people who didn’t plan it right the first time.

Nothing could possibly go wrong.

11. New product introduction (NPI)

New product introduction is a great project management methodology for when you want to, well, introduce a new product.

Also known as new product development (NPD), the new product introduction process covers everything you need to define, develop and launch a new (or improved) product.

The project follows a single product through the entire development process. This process involves multiple phases or a stage-gate process, which can vary from organization to organization, but usually include things like:

Defining the product spec and project scope

Evaluating the feasibility

Developing the prototype

Validating the prototype via testing and analysis

Manufacturing the product on a larger scale

Evaluating the product’s success in the market after launch

As the requirements for a successful new product introduction span a number of departments across an organization, from leadership to product managers to marketing and more, it requires a lot of cross-functional collaboration and communication.

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You’re bringing a new or improved product to market.

You’re focusing on a single product.

You want to foster key stakeholder and cross-functional alignment right from the beginning.

You’re not bringing a new or improved product to market.

You’re looking for a more agile approach to product development (as NPI is usually sequential rather than iterative).

12. Package enabled reengineering (PER)

Package enabled reengineering (PER) is a project management methodology that aims to help organizations redesign products or processes with fresh eyes. It focuses on facilitating business transformations quickly and strategically, whether through redesign of processes or realignment of people.

Your organization needs an overhaul.

You need a fresh perspective on your products or processes.

You’re not trying to improve an existing system.

13. Outcome mapping

Outcome mapping is a project progress measurement system that was designed by the International Development Research Centre (IDRC). It differs from the other project management methodologies on this list in that it doesn’t focus on measurable deliverables; instead, it focuses on creating lasting behavioural change.

It’s a common project management methodology used in charitable projects in developing countries. As a project management methodology, it’s less about the project itself than the long-term impact of the project and its ability to effect change in the community. As a result, it measures influence rather than other (perhaps more “typical”) measures of project progress.

Outcome mapping consists of a lengthy design phase followed by a record-keeping phase to track the results.

Your project is aimed at changing behaviour rather than producing deliverables.

Your project is related to change and social transformation (e.g. in the fields of international development, charity, communications, research).

Your project is all about finished products rather than behavioural outcomes.

14. Six Sigma

"Measurement is the first step that leads to control and eventually to improvement. If you can't measure something, you can't understand it. If you can't understand it, you can't control it. If you can't control it, you can't improve it." ~ H. James Harrington, author and management mentor

Six Sigma is a method for improving processes with an emphasis on ensuring consistency in output and impeccable quality. (And if it’s  good enough for Jack Donaghy… )

There are a few different flavors available, such as Lean Six Sigma and Agile Sigma, but ultimately Six Sigma is a business methodology that aims to eliminate defects and reduce variation by using its defined methodologies.

Six Sigma methods can be used to optimize and improve existing processes or create new ones.

To improve business processes, you can use the Six Sigma DMAIC process, which stands for the phases in the project methodology:  D efine,  M easure,  A nalyze,  I mprove,  C ontrol.

To create new processes or products, you can use the Six Sigma DMADV process:  D efine,  M easure,  A nalyze,  D esign,  V erify.

As a set of principles and techniques (sometimes it’s even described as a “philosophy”) rather than a project management methodology in itself, Six Sigma methods can be applied alongside many other project management methodologies, like Lean and Agile.

You’re looking for a set of principles and philosophies you can bring with you to almost every project and organization.

You don’t have a lot of budget to invest in training — it can be expensive to get trained and certified.

You’re looking for a defined process for a particular project rather than a set of guiding rules.

15. PMI’s PMBOK

The Project Management Institute’s Project Management Book of Knowledge (AKA the PMI’s PMBOK) isn’t a project management methodology in and of itself. However, it is a best practices guide — and it forms the basis of the PMI’s Project Management Professional (PMP) certification, one of the leading project management qualifications.

As such, the PMBOK is an industry-standard set of guiding principles that you can use to ensure that your projects across multiple types of teams and organizations meet the PMI’s high standards and comply with best practices.

You have (or want to get) a PMP.

You want to stay up-to-date with industry standards and best practices.

You live and work in a place where the PMP is the standard project management qualification (such as the US).

You need a solid project management methodology to map your project, rather than general (albeit helpful) project management knowledge.

16. PRINCE2 methodology

PRINCE2 ( PR ojects  IN   C ontrolled  E nvironments) is a project management methodology and certification that aims to equip project managers with knowledge of best practices and processes.

Unlike the PMP certification, it doesn’t require a number of prerequisites, making it a good choice for project managers looking to get both a methodological grounding and a qualification.

Also unlike the PMP, PRINCE2 is a methodology in itself. It’s guided by seven principles, which in turn dictate the seven processes a project manager needs to use in each project when using PRINCE2.

You’re looking for a certification to give you an edge.

You live and work in a place where PRINCE2 is the standard project management qualification (such as the UK).

You don’t want to commit to full certification.

The seven-step process doesn’t map to your projects.

You find yourself tailoring (or outright ignoring) the process stages so much that it becomes PINO — “PRINCE in name only”.

17. Rapid application development (RAD) methodology

Rapid application development (RAD) is a type of agile project management methodology that aims to facilitate faster software development .

It uses rapid prototype releases and iterations to gather feedback in a short period of time, and values that user feedback over strict planning and requirements recording.

You want to be able to give customers/clients/stakeholders a working model much sooner (even if it’s not perfect).

You want to create multiple prototypes and work with stakeholders to choose the best one.

Speed is of the essence.

You want to encourage code reuse.

You don’t have an experienced team.

Your clients or stakeholders don’t have the time to commit to such a collaborative process or can’t give feedback within the necessary timeframes.

You have a large team.

You prefer to have a detailed spec that outlines all functional and non-functional requirements.

The right project management methodology can elevate your project and help the project manager to get the best out of each team.

Whether you prefer the agile methods favored in IT project management or the more traditional waterfall project management and critical path methodology used in construction and manufacturing, there’s a project management methodology for every team.

But no matter which methodology you go for, you need a collaborative, flexible, and easy-to-use project management tool to support you every step of the way.

Choosing a team management software that supports multiple methodologies — i.e. that doesn’t lock you into one methodology or way of using it — like Teamwork.com means that every team in your organization has the freedom to work the way that works for them without sacrificing on features or complexity.

No matter how you like to work, Teamwork.com helps your team to replicate their best practices, ensure compliance and consistency, and constantly improve their processes.

What project management methodology allows some of the phases and tasks to overlap?

The project management methodology that allows some of the phases and tasks to overlap is known as "Agile" or "Agile Project Management." Agile is a flexible and iterative approach to project management that tends to be divided into "Sprints", which are time-boxed periods of work. Within each Sprint, cross-functional teams work on various tasks and features, allowing for a degree of overlap between different project phases.

What project management methodology requires the team to complete the previous phase before the next phase starts?

The project management methodology that typically requires the team to complete the previous phase before the next phase starts is the "Waterfall" methodology. Waterfall is a traditional, linear, and sequential approach to project management. In a Waterfall project, each phase must be completed in its entirety before the next phase can begin.

Why do project managers use project management methodologies?

Project managers use project management methodologies to bring structure and organization to their projects, ensuring consistency, risk management, resource allocation, and quality assurance. These methodologies promote effective communication, change management, and scope control, leading to increased efficiency, client and stakeholder satisfaction, and overall project success. They also foster a culture of continuous improvement and adaptability, allowing project managers to navigate changing requirements and uncertainties effectively.

How many project management methodologies are there?

There are numerous project management methodologies, with dozens of well-known approaches like Waterfall, Agile, Scrum, PRINCE2, Kanban, Lean, and Six Sigma, among others. Custom methodologies are also created by organizations to meet specific needs.

What is the difference between agile and scrum?

Agile is a broader project management philosophy that emphasizes flexibility, collaboration, and customer feedback, while Scrum is a specific Agile framework. Scrum introduces roles (Scrum Master, Product Owner, Development Team), fixed-time sprints, and defined ceremonies (Sprint Planning, Daily Standup, Sprint Review, Sprint Retrospective) to guide project teams. It also includes key artifacts like the Product Backlog, Sprint Backlog, and Increment.

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Project Management Methodologies and Frameworks Every Project Manager Should Know

You might find yourself drowning in information, tools, and processes as a project manager. To stay afloat and thrive, you must choose the right project management methodologies and frameworks that suit your team and project needs.

Many different project management methodologies are available and deciding which one is right for you can be challenging. This article provides an overview of the most popular frameworks to get you started.

What is a Project Management Methodology?

A project management methodology is a set of principles, processes, guidelines, and tools that help to plan, manage, and control a project. The methodology helps to ensure that a project is on schedule, within budget, and that the project goals are met.

A project team or an organization uses a management framework to execute a project. The information generated is usually documented and shared with others. Recording the information is essential as it will help others understand the project requirements and responsibilities.

While most project management methodologies take a standardized approach, some are for specific purposes, i.e., manufacturing or software development.

Project Management Framework vs. Methodology

The terms framework and methodology are often used interchangeably in project management. However, there is a slight yet distinguishable difference between the two approaches.

A framework provides more flexibility and freedom. You can adopt new rules and change or remove existing ones as necessary. As such, a framework provides the structure and direction needed for a project without being too rigid or detailed.

On the other hand, a methodology is a set of principles and processes that guides the management of a project. It is a formal approach that is strictly defined and generally adheres to a strict code complete with steps and rules.

Another way to understand the two approaches is that most of the time, methodologies are for implementing ideas and values, while a framework provides a step-by-step guide to attain that idea or manage that project.

Project Life Cycle Processes

A project management framework includes the whole project management life cycle, which will guide you from the beginning to the end. In a project management life cycle , there are five steps:

• Initiation : The beginning stage of the project, where the main focus is to narrow down the required key components to kickstart the project. Teams get together to research, brainstorm and conduct analysis and stakeholder mapping/interviews to gather information.
• Planning : Here, the teams and members working on the project are identified along with activities, milestones, risks, management structure, and success benchmarks.
• Execution : During this stage, the project kickstarts and is implemented.
• Management/Monitoring : At each milestone, the progress will be monitored, documented, and reported. Key progress and outputs will be shared with stakeholders as well.
• Review/Closing : This stage marks the end of the project. Project leaders and team members will review and analyze how the project progressed and setbacks to identify future improvements. Updates or replacements will be scheduled if necessary before wrapping up.

5 Key Project Management Methodologies and Frameworks

1. waterfall framework.

The Waterfall Framework is a linear approach that first gathers stakeholder and customer requirements before creating a sequential project plan to address the identified requirements. Consisting of five main stages, each stage is completed before progressing to the next–similar to a cascading waterfall.

The main stages of the waterfall framework are:

• Requirements : needs and requirements of the business/project are identified, analyzed, and documented.
• Design : possible solutions are explored before a detailed plan is made to achieve the goals.
• Implementation : the project plan and activities are set in motion along with progress measurements.
• Verification/Control : the product is reviewed, and the project plan is compared with the performance to address issues.
• Maintenance/Closure : the end result is shared with clients for feedback and final fixes. Approval is obtained before the project is closed.
• As project and client requirements are identified and agreed in the very first stage, it sets clear client expectations that are easier to plan.
• Extensive documentation ensures that each activity and task is well documented and that no knowledge is lost.
• The project schedule is laid out at the beginning stages. As such, project costs, deadlines, and other resources can be estimated accurately.
• Easier to measure and understand as you progress through each milestone one after the other.

Disadvantages

• Identifying all client/customer requirements at the very beginning is difficult.
• Changes to the product at the end stages are costly and difficult if the customer is unsatisfied.
• Lack of flexibility due to the linear nature of the framework, which provides minimal room for change and adaptation in case of unexpected events.

2. Lean Methodology

Lean methodology originated in the 1950s in Toyota and currently focuses on eliminating waste, maximizing value, and improving efficiencies. Many organizations have opted to adopt the Lean Framework as it can be applied to any business, regardless of size, to achieve objectives in a sustainable manner.

The two main guiding concepts in Lean are respect for people and continuous improvement. Accordingly, necessary training and tools are provided, constant improvement is encouraged, and management takes on a more active role in understanding and meeting the needs of employees to initiate better work performance.

Besides the above two concepts, lean has five core principles that support the methodology:

• Value : customer defines the value of the product offered.
• Value stream : a clear and in-depth understanding of the product’s life cycle from research to development. Each step of the value chain is analyzed to identify waste areas and improvements.
• Flow : every process should be in sync with one another, and the value stream should flow seamlessly.
• Pull : ensures that products are made only when required, leading to shorter delivery cycles and increased flexibility.
• Perfection : always strive for perfection by uncovering quality or waste issues and applying strict measures to address inefficiencies.
• The quality of products is high due to the constant attention to value.
• Reduced costs and increased profits as Lean focuses on providing value and minimizing waste.
• Improved customer relations as the focus is to deliver what the customer requires.
• Regular communications among employees, stakeholders and management pave the way for better decision-making.
• Emphasis on constant improvement leads to continuous learning opportunities.
• Organizations may focus too much on Lean principles that they lose sight of the bigger picture leading to a lack of strategy.
• If there are bottlenecks or resource issues, delivery can be delayed leading to unsatisfied customers.

3. Agile Methodology

Agile is often used in the software industry, though it has spilled into others recently due to its adaptability. It is an iterative approach that promotes collaboration among team members, emphasizing adaptive planning and early delivery of functional products. In an Agile project, development work is carried out in short-term periods called sprints, and the management focuses on continuous improvement throughout the project’s life cycle.

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Popular frameowkrs such as Scrum and Kanban stem from Agile, which acts as an umbrella term that encompasses several different frameworks. To learn more about Scrum and Kanban, check out The Ultimate Beginner’s Guide to Scrum and How to Better Manage Your Projects with Kanban Boards .

The Agile Manifesto highlights four core principles that are the building blocks of any agile approach. They are:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
• Agile promotes smaller teams, making it easier to keep up the pace and quickly adapt to necessary changes, leading to faster response times and ample flexibility.
• Faster turnaround times due to the ability to quickly detect and provide solutions to issues.
• Low wastage and costs as tasks are always up-to-date with constant feedback and follow-ups, allowing developers to experiment and test ideas.
• Agile is practiced by many and has a considerable following. Therefore, you can always reach out for help and share knowledge with others if you run into trouble.
• Difficult to measure the progress as it is estimated across several cycles, which may take time.
• Documentation is not given prominence, leading to misunderstandings and difficulty for newer members to be up-to-date.
• At times, there is no clear end date; therefore, the overall project may seem to go on forever. This can also lead to scope changes beyond what was initially agreed (scope creep).
• Due to the short cycle times, the design thinking process may be stinted, leading to a lack of cohesion and fragmentation.
• Teams may tend to avoid key features that may take too long to deliver.
• The need for constant communication can take a toll on team members who have to spend extra energy and time.

4. Critical Chain Project Management Framework

Critical Chain Project Management (CCPM) is a project management framework that helps the planning and managing of projects by monitoring the resources required to execute the project tasks. The framework helps project managers to deliver projects in a cost-effective and timely manner.

Buffers are safety margins that ensure all tasks are completed within schedule. CCPM identifies strategic points in the project and inserts buffers to ensure that project milestones are met on time, regardless of constraints or uncertainties. There are several types of buffers used in CCPM.

• Project buffers : this is positioned between the completion date of the project and the last task allowing team members to catch up on any outstanding tasks or delays.
• Feeding buffers : this is positioned between the non-critical chain and the critical chain to prevent delays.
• Resource buffers : resources that are kept aside in case of extra support in terms of resources are required.
• Team members tend to be more efficient and pace themselves rather than working more as the deadline approaches.
• Work is scheduled around resource availability, thereby optimizing resource utilization.
• The insertion of various buffers to address issues on time.
• The minimum time required to finish the project is taken into consideration.
• Major planning packages do not often support the framework.
• If the team does not understand the endpoint, many losses and setbacks could occur.

5. PRINCE2 Framework

PRINCE stands for “Projects In Controlled Environments” and is a process-based framework focused on organization and control. The framework started as PRINCE with a particular focus on the IT industry before expanding into others.

PRINCE2 details what each step of the project should look like, deliverables, roles, and responsibilities, and also structure each stage of the project with no loose ends at the point of completion.

• PRINCE2 is a good beginner framework to start project management as it has a defined process with clear steps.
• Due to the detailed and step-by-step guide provided, PRINCE2 is relatively easy to understand and follow. Furthermore, the ability to divide the project into manageable stages is helpful in managing the project.
• PRINCE2 is flexible in nature and can be easily adapted to suit different projects.
• Roles and responsibilities are clearly defined, which improves accountability.
• Lessons learned can be tracked and updated for future reference and improvements.
• PRINCE2 is not ideal for projects in fast-changing environments (i.e., technology-driven) due to the extensive documentation required.
• Requires the buy-in of the senior management for success.
• Requires experience to be managed and delivered successfully.

Key Steps to Follow when Selecting a Methodology or Framework

1. assess the project in terms of size and scope.

Size and scope play a significant role when selecting a suitable project methodology or framework. Some projects may be small, requiring a team of no more than 3-4 people and a short period. In contrast, others would be large, with multiple teams working together for several years.

Larger projects with several cross-functional teams and extended time frames would benefit from adaptive project management frameworks such as agile. In comparison, smaller projects that are less complex would do well with methodologies such as waterfall.

2. Look into the available project management methodologies and frameworks

Once the project scope and size are determined, look into the available methodologies and frameworks. Compare notes, and weigh the pros and cons as to which one would suit your requirements the best while minimizing risks.

3. Obtaining the acceptance and buy-in of your team

Reach out to your team to see their reaction and input. Make sure you listen to their viewpoints and present your side accordingly to obtain their buy-in. Otherwise, conflicts and challenges may hinder the project’s smooth progress.

4. Confirm the selection

Before starting the project, re-confirm the feasibility of your selection by comparing and assessing the success rate of projects delivered using the same framework.

5. Obtain feedback and conduct self-assessments

As the project progresses, ask for feedback from your colleagues regarding the processes followed. Furthermore, make sure to conduct self-assessments to see if the methodology or framework is proceeding according to your expectations and whether it allows you to manage your team successfully.

Tools and Techniques for Project Management Methodologies and Frameworks

There are several tools and techniques relevant to project management methodologies and frameworks. While some specific tools and techniques are similar across multiple frameworks, there are some that may differ. Below are a few commonly used tools and techniques.

Work Breakdown Structure (WBS)

Work breakdown structure Software can be used to break down the larger deliverables of your project into manageable smaller tasks. This is a productivity technique that uses a step-by-step approach to project management.

Gantt Chart

Gantt chart maker is ideal for tracking tasks' start and end dates and milestones. It helps teams to plan their work and jobs to meet deadlines and allocate resources accordingly.

SWOT Analysis

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. For each project, the SWOT identifies the internal (Strengths and Weaknesses) and external (Opportunities and Threats) drivers affecting your ability to meet the goal. For example, suppose your organization is well known for its expertise in customer service. In that case, improving customer service will be a competitive advantage and a meaningful driver for meeting your goals.

RACI Matrix

RACI stands for responsible, accountable, consulted, and informed. RACI matrix template is used to describe the roles and responsibilities of team members in a project.

Stakeholder Map

The stakeholder map is a tool to help you understand who your stakeholders are and their needs. Using this tool, you can map stakeholders according to their importance and potential impact on the project.

Decision Tree

A decision tree is used for effective decision-making and predicting potential outcomes when multiple courses of action exist. It allows the team to explore options and outcomes to understand the risks and rewards associated with each possible course of action. Use decision tree diagram maker to create effective decision trees faster.

Creately for Project Management

Creately has many tools to make your journey effortless and successful regardless of the type of project methodology or framework you decide to follow.

• Powerful documentation capabilities include doc blocks and attachments and image attachments to create reports and presentations.
• Built-in project management tools including Kanban boards, timelines, multi-role workflows, visual prioritization tools to enable any kind of workflow.
• Whiteboard and freehand drawing capabilities to brainstorm and discuss with colleagues and peers.
• Multiple templates and shapes to prepare project plans and schedules, Gantt charts, roadmaps, and other formats necessary for project management documentation and tracking.
• Multiple access and role levels to manage, share, edit and review, along with multiplayer editing capabilities to collaborate in real-time.
• Comment on anything, with context. Full comment threads and discussions for async collaboration.
• Data, note, and task panels to house information, assign roles and responsibilities, feed in information, and track the progress of activities.
• Integration with other platforms with 2-way syncing to manage data efficiently.
• Spotlight and presentation mode to conduct interactive and dynamic presentations right on the canvas.

Start your project management journey with Creately today!

Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.

More Related Articles

Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

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1 Project management methodologies: overview and definitions

Learning Outcomes

• Assess what constitutes project management methodologies.
• Determine the importance of methodologies in project management.
• Contextualise the various types of methodologies.

What exactly are methodologies in project management?

Methodologies for project management are a series of distinct processes that have been developed to offer assistance to project managers and team members. There are various definitions of a project management methodology but they all have the same grounding: it is a set of procedures, concepts, and regulations for managing a project to a successful end.

We would like to define it as: a collection of guiding principles and procedures for managing a project .

Project management methodologies describe the way we operate and communicate while managing projects. Methodologies are collections of guiding ideas and procedures that can be used to plan, manage, and execute projects. These methods of managing work are focused entirely on determining the most effective way to begin, plan, and carry out tasks. However, as a project manager, remember that your choice of approach for managing projects will impact how work is prioritised and how it is carried out.

When it comes to project management, using these methodologies serves 2 purposes: first, it expedites the completion of the duties associated with the project, and second, it provides solutions for dealing with problems as they appear. In addressing these two main purposes, the methodologies also guide the team through the entire project and provide them with steps to take and goals to work towards, while aiming to achieve the successful completion of the project.

Why use a project management methodology?

One of the most important objectives of a methodology is to standardise, structure, and organise the many methods within which the work is performed. This helps us to integrate all initiatives in the same way while offering us the capacity to reproduce successful components of the project. Well-adopted methodologies will also help us to learn from our previous errors, and ultimately lead us into a process of continuous improvement. Therefore, using a methodology can be a very helpful tool for developing project efficiency.

• Using a methodology in project management offers the opportunity for project managers to:
• better organise project life cycles
• adopt specific tools that allow for a precise time and cost estimation
• oversee and mitigate risks associated with the project
• improve the cost-benefit analysis of the project resources in a pragmatic way
• develop the team capabilities and competencies

In terms of resources, a methodology may help to speed up the learning curve of the project team, as it provides a well-established framework and structure for executing the project. When it is used in complex projects, methodologies can be adjusted and updated to be more in line with the individual working style of the team members as well as the strategic direction of the organisation. If a project manager selects a methodology that is acceptable and standardised, it is quite possible to improve the work performance while simultaneously lowering the need for extra resources to accommodate any changes triggered by the complexities of the project.

There is no doubt that the project team benefits from having access to a set of standards – a methodology that assists them to initiate and manage specific projects to a successful closure. Consequently, an effective methodology should have clear and transparent definitions, guidelines, and sample processes for the numerous project management activities that must be accomplished to execute successful projects. A project management methodology establishes a common basis for all the organisation’s activities. But most importantly, it establishes the grounds for success.

Project management methodologies offer the perfect planning framework to support the project throughout its life cycle. However, before attempting to implement a certain methodology style, it is necessary to have a thorough understanding of its benefits. Different project types require different management approaches. As a project manager, if you do not have a complete understanding of the benefits, you will be unable to maximise these effectively. Every methodology can be thought of as a reference framework, some of which are better suited to specific circumstances than others. Having the right methodology is critical. The right methodology adoption and implementation will assist project managers to lower or mitigate potential risks, prevent unnecessary duplication of tasks and activities, and eventually boost the overall outcome of the project. A methodology is a form of control mechanism that will enable and potentially ensure that the project closure is reached in the most efficient and effective way. Organisations that use a methodology in a disciplined, well-managed, and consistent manner will gain a competitive advantage and achieve consistent project success.

Figure 1. Project management methodologies support areas, by Carmen Reaiche and Samantha Papavasiliou, licensed under CC BY (Attribution) 4.0

Some of the benefits of having a project management methodology are shown above in Figure 1. But there are five significant advantages to using a project management methodology that we would like to focus on.

Advantage 1: Communication flow

When the project team members adhere to the same method, the communication channels and inclusive language become standardised. Because organisations often have many projects going at once, communication might become quite challenging. Having clear communication channels enables interaction and integration between various projects managers, allows team members and stakeholders to integrate their views, and helps sponsors to make decisions that are consistently sound and based on accessible information. Organisations should prioritise communication as an important goal and having a good methodology can support this goal.

Advantage 2: Control management

When project managers implement and run the right methodology, they are better equipped to monitor how the project and their management initiatives are progressing. A methodology provides a control system that enables project managers to monitor what is working well and what isn’t and determine whether objectives are meeting their maximum potential.

Methodologies are control management systems. When applied correctly, these systems act as governance tools that can guarantee that everything that is going on in the project life cycle can be easily identified, and that governance decisions are transparent and on time. In fact, project governance and monitoring make up a considerable portion of the components that comprise a project management methodology. They pave the way for project activities to progress in a manner that is not only organised but also easy to comprehend and communicate.

Advantage 3: Global competence

Tendering can be a complex process and in the globalised arena in which we live today it can be especially challenging for businesses to win contractual projects. The tendering process asks an organisation to respond to a formal request for the supply of goods, services and/or projects. Adhering to a consistent process can help an organisation win external contracts. In project management, there are a lot of bids that demand the use of specific methodologies. For example, in the engineering field there are many bids that list PRINCE2 as a prerequisite. In the public sector, tendering will require the application of Agile tools. Even if your role as project manager doesn’t require you to be involved in tendering or to participate in the bidding process of a contractual project, adopting a methodology (of any kind) is an essential component of good project management. It serves as a safeguard against everything that could possibly go wrong with projects and helps us to get back on track.

Advantage 4: Providing support during uncertain times

Methodologies can also assist project managers with overcoming the unknowns and uncertainties that are an inherent part of project management. With the support of procedures such as end-of-phase and gate reviews, it is possible for projects to transition from one stage to the next in a controlled and effective way. Without the proper control tools and methodology, many project managers would find it difficult to manage a project and access the information they need.

According to the literature (see, for example, Betts and Landsley 1995; Charvat 2003; Bondarenko 2017), the methodology capability of assisting with organising and structuring information is one of the main reasons why methodologies are important, particularly to project managers new to the trade. They provide supportive mechanisms that ensure that a project manager sticks to all the set protocols, follows the relevant processes, and obtains the required authorisations when required. These mechanisms are particularly useful and relevant in the face of uncertain events, ensuring that project managers do all the required tasks at the appropriate times. If project managers don’t have access to a set structure or guide, or lack instructions that might assist them, then they may be forced to access more management support to avoid managing their projects to failure.

Advantage 5: Mapping processes to success

Project managers with any level of expertise may benefit from methodologies that display a degree of flexibility as they provide the required level of support to aid efficiency and facilitate the project manager’s work. Methodologies can be very regimented, which means that they do not provide a great deal of room for deviations. To some project managers, this could be a disadvantage as it can restrict creativity. However, a well-structured methodology is more likely to guarantee successful project completion. Distinctions between the steps of the process can enable users to divide tasks more quickly and minimise errors that would otherwise be impossible to manage. Because of a methodology’s rigidity, project managers are required to pay meticulous attention to each stage, which in turn results in an automatically improved, controlled approach to the final outcome of the project.

Disadvantages

From a practitioner’s perspective we could extend the list of advantages presented above; however, it is also important to highlight some of the disadvantages that are prevalent when a project management methodology is adopted. The advantages of having a methodology are very encouraging, but there is some research that suggests that methodologies provide no value to projects (see, for example, Bondarenko et al. 2018; Perrin 2018). The lack of value is seen in scenarios where project managers are experts in the field of the project, have extensive expertise in managing complex large projects, and have a clear understanding of the organisation’s strategy. Methodologies have been proven to be effective in situations where they replace and/or complement project managers who lack the necessary expertise and skills, and this has generated a misconception that it is the only value they bring to projects. However, we should acknowledge that, when it comes to mid-level, experienced project managers who have an average amount of experience and accountability, there is also a point in the middle of managing a project, where the benefits of using a methodology begin to diminish.

Another disadvantage that we have seen is the disconnection that sometimes exists between what project managers believe to be of value for the project and what the organisation believes to be beneficial on a strategic level. Therefore, it is critical to establish a good communication system between all stakeholders and have everyone on the same level of understanding when implementing a methodology.

Methods aren’t flawless, but they do offer a lot of benefits to the individual project manager as well as the organisation. There are many different routes that can be taken to successfully implement a methodology and complete a project. The best and most popular approaches, strategies, and frameworks are always evolving so we cannot suggest a single example for you to adopt. Behind any successfully completed project is a plethora of different strategies, methodologies, and procedures. In fact, you will most likely have the opportunity to make use of more than one of them during your project management career.

In this book, we will discuss some of the key methodologies, as well as specific components of these methodologies, that you may apply in practice in order to successfully deliver projects to completion. Table 1 lists some of these key project management methodologies and provides a brief explanation of the techniques that will be covered in the next modules.

Table 1. Project management methodologies groups, by Carmen Reaiche and Samantha Papavasiliou, licensed under CC BY (Attribution) 4.0

In sum, the various methodologies, strategies, and frameworks available to project managers are also useful to others. Figure 2 below shows a few guidelines for adopting a new methodology, but keep in mind that there is no one-size-fits-all framework. As discussed earlier, the whole team working on the project will benefit from these as they will need a tool to help them gain a solid grasp of the project objectives and maximise the project’s and organisation’s resources. The right methodology will help the team achieve these. Irrespective of the methodology option you select, the processes embedded under each methodology will ensure that the rest of the project requirements and procedures are carried out without a glitch. Keep in mind that there is no such thing as a standard organisation strategy, typical project or team members – each of these are unique to the environment in which they and the project operates and resides. Therefore, each methodology must be understood and applied accordingly. Keep in mind that it is also possible that you will not find success using a methodology or an approach that has been successful for someone else. Because of this, we highly recommend that you try multiple methodologies and forecast in which way you might use these effectively for each of your unique projects.

Figure 2. A project management methodology roadmap adoption, by Carmen Reaiche and Samantha Papavasiliou, licensed under CC BY (Attribution) 4.0

Test your knowledge

Key Takeaways

• As a project manager, aim to establish a productive culture for project management which will enable you and your team to employ a project management methodology in an efficient manner.
• Enhance the abilities of your project team members and provide them with a comprehensive understanding as well as a stable basis so that they may effectively manage their projects.
• A methodology should facilitate the clarification of goals and the scope of the project by integrating the organisation’s strategy and best practices of all project management group processes.

Betts M and Lansley P (1995) ‘ International Journal of Project Management : a review of the first ten years’, International Journal of Project Management , 13(4):207–217.

Bondarenko S (2017) ‘Synergetic management as a management technology of enterprise innovative development’, Journal of Applied Management and Investments , 6(4): 223–230.

Bondarenko S, Lagodienko V, Sedikova I and Kalaman O (2018) ‘Application of project analysis software in project management in the pre-investment phase’, Journal of Mechanical Engineering and Technology , 9(13):676–684.

Charvat J (2003) Project management methodologies: selecting, implementing and supporting methodologies and processes for projects , John Wiley & Sons.

Perrin JM (2018) ‘The best-laid plans of mice and men often go awry: the disadvantages of project management’,  Project Management in the Library Workplace  ( Advances in Library Administration and Organization, Vol. 38 ), Emerald Publishing Limited, Bingley, 71–88.

Management Methods for Complex Projects Copyright © 2022 by Carmen Reaiche and Samantha Papavasiliou is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

Chapter 3: Project management methodologies

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There are many project management methodologies and frameworks out there, designed to assist with different types of projects. But how do you know which one is best for your efforts? 

In this section, we’ll walk through the most popular PM methodologies, and share advice for how to choose the best method to fit your needs.

Waterfall or traditional project management

Waterfall or traditional project management is based on a defined set of tasks that are completed sequentially to produce a final deliverable. This method of PM is simple and predictable, but not very flexible. 

Waterfall project management is ideal for projects with a single, large deliverable, like a building. While it’s less useful for projects that require a lot of flexibility, are subject to change, or require multiple, dependent tasks to be completed in tandem, like software development. 

The main benefits of Waterfall are tight planning and organization, and a high degree of control over each project task and the greater project schedule. That said, using Waterfall can make it difficult to adapt to unexpected events or changes to project scope, which can result in added time, resources, and cost.

Teams often use a Gantt chart , a visual timeline tool that maps out project tasks in succession, in Waterfall-managed projects. Learn more about Gantt charts in Chapter 9 .

To learn more about the phases and pros and cons of Waterfall, visit our in-depth guide to creating and using a Waterfall chart .

The Agile family

The Agile family is a category of project management methodologies that prioritizes flexibility and continuous improvement over rigid, sequential processes. There are many popular methodologies within Agile, and we’ve dug into each below.

Agile project management

In Agile project management , teams complete smaller, incremental tasks, and then continually review, refine, and iterate based on feedback and demands of the end users.

Agile project management was formalized in 2001 by a group of software developers intent on finding a more collaborative, flexible method to complete projects. The group documented their ideas in the Manifesto for Agile Development , which lays out the following four values:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

Agile PM prioritizes a collaborative relationship between the end user and the project team. The customer sets the project objectives, but the deliverables are subject to change as the team incrementally executes each project task. In Agile, each development feature is called a user story , which reflects how the end user will interact with it. 

Agile project management was initially intended for software development, but is now commonly used across a variety of industries and types of projects. Learn more about the Agile process and how to implement it by reading our comprehensive guide to Agile PM . 

Pros and cons of Agile project management

Agile is a good fit for projects that require a high degree of flexibility and are likely to shift as the project progresses. The top benefits of Agile include the following:

• Less upfront planning
• Increased open communication
• Continual feedback
• Flexible objectives 

When used effectively, Agile also often leads to speedier delivery.

However, there are some tradeoffs to this flexible approach: 

• Lack of concrete delivery date, which can lead to scope creep 
• A high degree of dedication and flexibility from the project team

Is Agile right for you?

Remember, Agile isn’t for everyone. The methodology is likely not right for your team if any of the following apply to you:

• Your project is not very urgent.
• Your client’s expectations don’t support Agile (e.g., they want to give final approval at every stage of the project, or incremental delivery isn’t appropriate for the project specs). 
• You or your client’s organization requires detailed documentation at every stage.
• Your current processes are not set up for a more flexible approach.
• Your team or organization doesn’t currently use Agile, and implementing it would be too costly or time consuming.

In the following sections, we’ll go over other methodologies that fall within the Agile family.

Additional Resources

The ultimate agile dictionary, free agile project management templates, best practices for agile project planning.

Scrum , the most popular Agile methodology, involves smaller teams that complete tasks in short, time-bound periods, called sprints , in order to incrementally work through pieces of a larger project or release.

Scrum typically leads to greater responsiveness in customer relationships, lower costs of development, increased job satisfaction, and more immediate returns. Scrum is a fluid practice that takes many moving parts, teams, and goals into consideration as the project progresses. 

Scrum teams also engage in four regular meetings, or ceremonies , which provide structure to each sprint: 

• Sprint planning: At this meeting, the product is presented and everyone on the Scrum team voices any concerns and feedback. The team designates priorities and estimates the timeline.
• Daily stand-up: The Scrum team meets daily during the sprint to debrief with the team, establish a daily plan, and voice any concerns so the team can address them together.
• Sprint review: Held at the end of each sprint, this meeting is a review of the working product and gives stakeholders transparency into what the team accomplished during the sprint.
• Sprint retrospective: The sprint retrospective is a meeting that occurs after each sprint to discuss team performance and establish ways to improve future efforts.

Each Scrum team has designated members who own specific pieces of the process. These roles include the following:

• Product owner: Possesses a thorough understanding of the product’s business value and serves as the middleman who communicates the stakeholder needs to the development team and writes and prioritizes user stories.
• Development team: Performs the technical development of the product and is responsible for the analysis, design, code writing, testing, and technical communication based on the user stories provided by the product owner.
• Scrum Master: Assists in the progress of the Scrum team by working hand-in-hand with the product owner and the development team to streamline work and eliminate distractions. 

As with Agile, Scrum is popular in software development, but it can also be deployed successfully across marketing, design, and other creative projects. Learn more by reading our guide to implementing Scrum with the right tools .

Kanban is an Agile framework that prioritizes continuous improvement , an ongoing effort to improve a product or service incrementally. Kanban teams complete work items based on team capacity and manage resources using a visual kanban board that shows task status.

Kanban originated in Japan in the 1940s. Based on what he had seen in supermarkets, Toyota engineer Taiichi Ohno implemented a supply-and-demand method on the factory floor, which greatly improved the company’s inventory management. 

Teams at Toyota created a visual cue (a kanban, which translates to “visual sign” or “card”) to communicate that they were ready to “pull,” or take on, more tasks or materials to complete their work. This approach enabled workers to only take on new tasks when they had capacity for them, which reduced excess work in progress (WIP) . This style of work is now known as the just-in-time (JIT) approach.

How to use a kanban board

The Kanban methodology centers on the kanban board, which is either a physical or digital “board” that includes three columns (or lanes ): to-do, doing, and done. Team members move cards, representing individual tasks, to different columns as a way to track task status. This provides a quick view of how items are progressing and ensures teams have adequate capacity to take on new work.

In recent years, teams have moved to online, digital kanban boards, which helps distributed teams collaborate on projects and gain real-time visibility into the work getting done. You can learn more about setting up a Kanban board with our guide . 

Pros and cons of Kanban

Overall, Kanban is great for teams that have many incoming requests, short work cycles, and flexibility with resources and scheduling. However, Kanban can be difficult for teams that work on many interconnected, dependent tasks, or have tight deadlines to adhere to. 

To learn more about implementing kanban from the ground up, read our complete guide for newbies .

Critical path method

Critical path method (CPM) is a technique for estimating the total duration of a project by identifying the order in which you must complete all project tasks, and then mapping out your sequenced tasks, called dependencies .

CPM follows the basic steps below:

• Identify all project tasks.
• Identify dependencies among tasks.
• Estimate the duration of each task. 
• Add up the durations to calculate the total duration of your project. 
• Update the critical path as the project progresses to compare estimated vs. actual timelines.

CPM helps teams reduce project timelines by identifying and scheduling the most important tasks and then scheduling other tasks to happen in parallel. CPM also helps with project planning, as you can easily reference estimated vs. actual project schedules and more accurately estimate how long each task will take on future projects.

Learn more about the steps and advantages of the method with our beginner’s guide to the CPM .

The change management methodologies

Change management is an umbrella term for techniques that help individuals, teams, and organizations implement new processes or achieve organizational change. In this section, we’ll cover event chain and extreme project management. 

To learn more, visit our essential guide to change management , or find free change management templates .

Event Chain methodology

In event chain methodology , you identify tasks (events) and their relationships (event chains) in order to properly allocate resources and assess and reduce project risk. 

The goal of event chain is to estimate the amount of time and resources you need to complete a project. This method follows some of the same steps as the critical path method — you also break down activities into smaller tasks and outline their dependencies and durations. But, in event chain, you do so to create a realistic timeline and budget, rather than to simply better manage the tasks (and task order).

Event chain can also serve as a modeling technique to create more conservative scheduling estimates, which ultimately improves performance by building in time to address unforeseen risks.

This methodology is often used in change management efforts to eliminate the need to overhaul projects, which can be extremely time consuming and resource-heavy.

Extreme project management

Extreme project management (XP or XPM) is used to manage a massive amount of change in a short period of time. XPM is ideal for fast-paced, complex projects that can handle a trial-and-error approach to successfully pull off the effort.

Think of XPM as the opposite of Waterfall methodology. As opposed to valuing a linear, planned project development process, XPM allows you to change your project plan, budget, and the final deliverable as requirements shift. In XPM, the onus is on the project team to self-correct and shift as necessary. 

Extreme project management works well for projects with a high-degree of uncertainty, but is less useful for projects with a clear-cut timeline, budget, and scope.

The process-based methodologies

Process-based methodologies approach work as a collection of processes, rather than a strict methodology that you apply to a single project. These approaches are sometimes used as part of a larger business process management (BPM) strategy.

Lean is an approach aimed at maximizing value while minimizing waste. When deployed properly, Lean helps to identify and eliminate bottlenecks, delays, and other inefficiencies in order to deliver value faster.

Lean originated in manufacturing in the 1950s, but it has evolved over time and is used today across industries. As laid out in the book Lean Thinking , Lean involves the following five core principles and activities:

• Define value: Identify the value of each product or service in the eyes of the customer. 
• Map the value stream: Map out the process (aka value stream ) and identify areas of waste, in terms of  resources, time, or redundancy.
• Create flow: Create a flow plan that eliminates the waste you identified. 
• Employ a pull system: Progress through the plan only as the customer has new needs. Doing so will prevent you from taking on too much at once, or creating a bottleneck at any stage of the process. 
• Pursue perfection: Using the idea of continuous improvement, aim to eliminate as much waste as possible from your process. 

Visit our comprehensive guide to Lean project management to learn more about different types of Lean methodologies and the best tools for implementing Lean.

Six Sigma is a process improvement methodology that aims to improve quality across projects. Six Sigma takes a statistical approach to measuring and eliminating bugs or defects in project deliverables and raising quality standards.

The basic steps in Six Sigma include finding defects, identifying and eliminating their cause(s), and optimizing processes to increase reliability and accuracy going forward. 

Building off the Lean principle of pursuing perfection, Six Sigma aims to eliminate all opportunities for defects by using data-driven improvement cycles to achieve its goal. 

There are two main Six Sigma methodologies:

• DMAIC: This stands for define , measure, analyze, improve, control , and is intended to help you improve existing processes.
• DMADV: This stands for define, measure, analyze, improve, verify, and is best for when creating new processes or products.

There is no single, formal certification body for Six Sigma, but many organizations offer training so teams can learn to implement the practice in their organization. Read our article on Six Sigma belts and certifications to learn more. 

Six Sigma works well for teams who are interested in implementing data-driven ways to reduce defects and optimize business processes, but is less ideal for those looking for a strict set of steps to follow.

Read our in-depth guide to all things Six Sigma to learn more.

Lean Six Sigma

Lean Six Sigma is a hybrid approach to process improvement that combines the Lean principle of no waste and the Six Sigma principle of no defects to improve quality across processes, projects, and products.

Lean Six Sigma offers the following benefits:

• Increased cost savings due to fewer bugs or defects
• Improved quality
• Time savings due to fewer process issues
• Improved data-driven decision making
• Continuous process improvement throughout the organization

While Lean Six Sigma originated in manufacturing, a variety of industries can deploy it to reap benefits. The most common use cases include healthcare, construction, design, and government.

All About Lean Six Sigma

Free lean six sigma templates, other project management methodologies.

Below, you’ll find details on a few more project management methodologies that are gaining traction in the modern PM world.

PRINCE2 , or Projects in Controlled Environments , is a project management methodology that focuses on defining and delivering work against precise requirements. As opposed to Agile PM, PRINCE2 emphasizes intense planning and documentation of work items.

PRINCE2 is a hybrid methodology initially used for information technology (IT) projects to help reduce cost and time overruns. Now, it’s deployed across many different industries. 

This approach works well for projects with a clearly defined goal. However, if you need more flexibility, or don’t have time to properly plan and document work, Agile methods might be a better option.

PRiSM , or Projects Integrating Sustainable Methods , is a modern project management methodology that values sustainability over all else. The goal of PRiSM projects is to reduce the environmental impact of a project and drive meaningful social impact.

The PRiSM model is based on the following six principles: 

• Commitment and accountability 
• Ethical decision making 
• Integration and transparency 
• Principal and values-based deployments 
• Social and ecological equity 
• Economic prosperity

Implementing PRiSM is a long term mindset shift that puts sustainability and equity at the center of all processes and projects and aims to maximize value for all involved.

Why you should choose a PM methodology for your organization

Choosing an organization-wide project management method ensures teams have a consistent guideline for how to manage each aspect of their projects, like resources, budget, communication, timeline, and more.

Of course, some teams and projects require different levels of planning, flexibility, and documentation. And, it can be overwhelming to choose one “perfect” approach when there are so many options out there.

But, by assessing the types of projects that you typically take on — as well as your existing processes — you can identify the most effective methodology for you.

In some cases, organizations may select multiple project management types to meet the requirements of different projects and teams.

How to choose the best PM methodology for you

To identify the right project management methodology, first consider the details of your project. Then, assess your existing systems and processes. Look at both what you need as well as what you already have in place to select the best method.

Ask yourself the following questions to evaluate your project needs:

Project basics

• What is the project’s focus?
• What industry are you in?
• How complex is the project?
• Is the project scalable?  

Flexibility

• How flexible are your timeline, budget, and deliverables?
• How much planning do you need to do beforehand?
• What is your allotted budget, and how flexible is it?
• What resources do you have, and what additional resources do you need to obtain?
• How flexible is your timeline?
• Are there set start and end dates?
• Does your project have key milestones or a critical path?

Roles and responsibilities

• How many people or teams are working together on this project?
• How specialized is the work?
• What is the level of customer and stakeholder involvement?

After you’ve worked through the project-related questions, follow these steps to identify which methodology aligns best:

• Outline the main variables, like timeline, resources, and budget, that will drive the project.
• Consider how the methodology you choose will impact these variables, such as how a more flexible approach might affect a hard-and-fast deadline.
• Weigh the pros and cons of each methodology against the needs of your project. Think both about which will be the best fit and which will be least disruptive to your current processes.
• Collaborate with other team members to get input.
• Roll out the methodology to the team. This includes educating everyone on the new processes and setting up the necessary tools and documentation systems.
• Apply the methodology to the project and monitor it for success.

Here’s a simplified cheat sheet you can use to identify which methodology will work for your next project:

Discover a better way to streamline workflows and eliminate silos for good.

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Top 10 Project Management Methodologies: An Overview

Methodologies for project management are organized frameworks that help companies and project managers plan, carry out, and finish projects quickly and successfully. With strategies, tools, and best practices to guarantee successful project delivery, these methodologies offer a methodical approach to project management. This post will go into the topic of project management methodologies, discussing their importance, typical applications across different sectors, and their role in project success.

Table of Content

Why do Project Management Methodologies Matter?

• Common Project Management Methodologies
• Selecting the Right Methodology

Implementing Project Management Methodologies

Challenges and considerations in project management methodologies, case studies: application of project management methodologies, future trends in project management methodologies, conclusion: project management methodologies, faqs: project management methodologies, what is a project management methodology.

A Project Management Methodology is a structured approach or framework that guides how projects are planned, executed, monitored, controlled, and closed. It provides a set of principles, processes, tools, and techniques for managing projects effectively and efficiently. Examples of project management methodologies include Waterfall, Agile, Scrum, PRINCE2 , and Lean, each offering its own unique approach to project delivery based on the specific needs and characteristics of the project and organization.

Project management methodologies are essential for several reasons:

• Standardization : They provide a standardized approach to managing projects, ensuring consistency and repeatability across different projects within an organization.
• Efficiency : By following established processes and best practices, project managers can streamline project execution, optimize resource utilization, and minimize risks and uncertainties.
• Clarity and Alignment : Project methodologies help align stakeholders and project teams by clearly defining project objectives, roles, responsibilities, and expectations.
• Flexibility : While project methodologies provide structured frameworks, they also offer flexibility to adapt to changing project requirements, environments, and constraints.
• Continuous Improvement : Many project methodologies emphasize the importance of learning from past experiences and continuously improving project management practices through feedback and reflection.

Top 10 Project Management Methodologies

Several project management methodologies are commonly used in various industries, each with its unique characteristics, advantages, and suitability for different types of projects. Some of the most widely recognized methodologies include:

• Waterfall : The Waterfall methodology follows a linear, sequential approach to project management, with distinct phases such as initiation, planning, execution, monitoring, and closure. It is well-suited for projects with clear, well-defined requirements and limited changes expected during the project lifecycle .
• Agile : Agile methodologies , such as Scrum and Kanban, emphasize iterative and incremental delivery, collaboration, and flexibility in responding to changing requirements. Agile is particularly well-suited for software development projects and projects where requirements are likely to evolve.
• Lean : Lean project management focuses on maximizing value while minimizing waste through continuous improvement, eliminating non-value-added activities, and optimizing processes. It originated in manufacturing but has since been applied to various industries, including healthcare, construction, and service sectors.
• PRINCE2 : PRINCE2 (Projects in Controlled Environments) is a process-based methodology that provides a structured approach to project management, with defined roles, processes, and governance principles. It is widely used in the UK and Europe, particularly in government and public sector projects.
• Critical Path Method (CPM): CPM is a mathematical algorithm used for scheduling and managing projects, focusing on identifying the critical path, which is the longest sequence of dependent tasks that determines the project’s duration. It is commonly used in construction, engineering, and manufacturing industries.
• Kanban Methodology: Kanban is one of the widely used software development methodologies along with Scrum. The Kanban Methodology was developed in the 1940s by Toyota for manufacturing purposes. However, for software purposes, it was released in 2001 after the release of the Agile Manifesto.
• Project Management Body of Knowledge (PMBOK): PMBOK is a process-based  project management methodology  (actually a framework), developed by the Project Management Institute (PMI). It constitutes a collection of project management processes, best practices, terminologies, guidelines, and tools, accepted as standard within the project management industry.
• Extreme Programming (XP): XP is based on the frequent iteration through which the developers implement User Stories. User stories are simple and informal statements of the customer about the functionalities needed. A User Story is a conventional description by the user of a feature of the required system.
• Six Sigma: Six Sigma is a powerful methodology for process improvement and quality management that originated with Motorola Corporation. This approach revolves around expressing process capability in terms of defects per million opportunities (DPMO), where a Six Sigma level implies a mere 3.4 parts per million defect probability.
• Scrum Methodology: Scrum  is the type of  Agile framework . It is a framework within which people can address complex adaptive problem while productivity and creativity of delivering product is at highest possible values. Scrum uses  Iterative process .

How To Choose the Right Project Management Methodology

Choosing the right methodology is crucial in software development as it directly impacts the success of a project. Methodologies provide structured approaches to planning, executing, and managing projects, ensuring that teams work efficiently and effectively towards achieving their goals. Here are some key points to consider when selecting the right methodology:

• Understand Project Nature: Start by getting a clear picture of what the project involves. Consider its size is it a small, straightforward task, or a large, complex endeavor? Understand its goals what are you trying to achieve with this project?
• Consider Organizational Culture : Take a moment to think about the culture of your organization. Is it a place where people are used to working in a flexible, adaptive manner, or is there a preference for more structured, step-by-step approaches? Understanding this can help you choose a methodology that aligns well with how things are typically done.
• Evaluate Stakeholder Preferences: Every project involves different people with their own preferences and expectations. Take the time to understand what these stakeholders—whether they’re clients, team members, or higher-ups—want and need from the project. How do they prefer to communicate? How much input do they want to have along the way?
• Assess Project Requirements: Dive deep into the specific requirements of the project. When does it need to be completed? What’s the budget? What resources are available to you—both in terms of manpower and tools? Understanding these constraints and limitations will help you plan effectively.
• Review Methodology Characteristics: Once you have a clear understanding of the project’s nature, organizational culture, stakeholder preferences, and requirements, it’s time to review different project management methodologies. Consider the characteristics of each approach—whether it’s Agile, Waterfall, or a hybrid method—and choose the one that best fits the unique needs of your project. Each methodology has its strengths and weaknesses, so pick the one that aligns most closely with your project’s goals and constraints.

Implementing a project management methodology requires careful planning, training, and buy-in from stakeholders and project teams. Key steps in implementing a project management methodology include:

• Assessment and Planning : Evaluate the organization’s current project management practices, identify areas for improvement, and develop a plan for implementing the chosen methodology.
• Training and Education : Provide training and education to project managers and team members on the selected methodology, including its principles, processes, and tools.
• Customization : Tailor the chosen methodology to fit the specific needs and requirements of the organization and the project at hand.
• Pilot Projects : Start with small pilot projects to test the effectiveness of the selected methodology in real-world scenarios and gather feedback for refinement.
• Continuous Improvement : Continuously monitor and evaluate the implementation of the methodology, solicit feedback from stakeholders, and make adjustments as needed to improve project outcomes.

Challenges and considerations in project management methodologies vary depending on the specific methodology used, the nature of the project, and the organizational context. Here are some common challenges and considerations that project managers may encounter across different project management methodologies:

• Adaptability : Employing a methodology that allows for seamless adjustment to evolving project demands and objectives, ensuring flexibility and responsiveness in execution.
• Stakeholder Engagement : Actively involving and communicating with all relevant stakeholders throughout the project lifecycle, promoting transparency, understanding, and buy-in to achieve shared goals.
• Resource Allocation : Strategically managing time, finances, and human resources across different project phases, optimizing productivity and efficiency to meet project milestones and deliverables effectively.
• Risk Management : Systematically identifying, analyzing, and addressing potential threats to project success, proactively implementing measures to mitigate risks and minimize their impact on project outcomes.
• Team Collaboration : Cultivating an environment of cooperation, trust, and effective communication among team members, fostering synergy and collective problem-solving, particularly vital in dispersed or remote team settings.
• Agile in Software Development : Agile is like building a puzzle. Instead of trying to finish the whole puzzle at once, you break it into small pieces and finish them one by one. This helps you adjust and improve as you go along, based on how the pieces fit together.
• Waterfall in Construction Projects: Think of building a house like following a recipe. You start with the foundation, then the walls, then the roof, and so on. Each step is finished before you move on to the next. It’s like building one layer at a time, making sure everything is solid before adding more.
• Hybrid Approach in Marketing Campaigns: Imagine planning a big party. You might have a general idea of what you want, but as the party gets closer, you might need to change things based on who’s coming or what’s available. A hybrid approach is like having a mix of plans – some that you can change easily and others that you stick to no matter what.
• Lean Six Sigma in Manufacturing: Picture a factory making toys. Lean Six Sigma is like having someone watch the process closely to find ways to make it smoother and faster. They might notice that certain steps aren’t necessary or that things could be done more efficiently. It’s about making the factory run like a well-oiled machine.

Future trends in project management methodologies are shaped by advancements in technology, changes in organizational structures, and evolving industry practices. Here are some emerging trends that are likely to influence the future of project management methodologies:

• AI Integration: This means using smart computer programs to help with tasks that are repetitive or predictable. For example, they might automatically organize information or predict future trends based on data.
• Blockchain for Transparency : Blockchain is like a digital ledger that records transactions securely. Using it in project management means keeping track of things in a way that everyone involved can see and trust. It’s especially helpful in projects involving things like shipping, where you need to know where items are at all times.
• Remote Project Management Tools: These are tools that help teams work together on projects, even if they’re not in the same place. They might include things like video calls, shared documents, or task trackers, making it easier for everyone to stay organized and connected.
• Agile Scaling Frameworks: Imagine a sports team getting bigger and needing new strategies to work together effectively. Agile scaling frameworks are like those new strategies for managing larger projects with multiple teams. They help everyone stay coordinated and focused, even when there’s a lot going on.
• Focus on Sustainability : This means considering the long-term impact of projects on the environment and society. It involves making choices that are good for the planet and for people, like using renewable resources or minimizing waste. Integrating sustainability into project management means thinking about these things from the start and finding ways to make projects better for everyone.

Project management methodologies are like roadmaps that guide organizations through the process of completing projects efficiently. By providing structured approaches, they help teams stay organized, communicate effectively, and deliver results. Whether it’s Waterfall, Agile, Lean, or others, choosing the right methodology depends on understanding the project’s needs and goals. With the right methodology in place, organizations can navigate their way to project success with ease.

Which project management methodology is best?

There’s no one-size-fits-all answer. The best methodology depends on the specific needs, goals, and constraints of the project.

What is the difference between Agile and Waterfall methodologies?

Agile is iterative and flexible, allowing for changes throughout the project, while Waterfall follows a sequential, linear approach with distinct phases.

How do I choose the right project management methodology?

Consider factors like project nature, organizational culture, stakeholder preferences, and project requirements to determine the most suitable methodology.

What are some common challenges in project management?

Common challenges include stakeholder engagement , resource allocation, scope management, and adapting to changes.

What are some emerging trends in project management?

Emerging trends include AI integration, blockchain for transparency, remote project management tools , Agile scaling frameworks, and a focus on sustainability.

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16 Project Management Methodologies – Choose the Right One for Optimised Workflow

Project management methodologies come in all shapes and sizes. The one you choose will depend on your project's goals, team size, time frame and budget. To help you determine what you need, this article will dive deep into which project management methodologies exist, what each one is and how to choose the right one for your company.

What Is a Project Management Methodology?

A project management methodology is a set of best practices, tools, and guidelines to help project managers effectively lead their project teams.

Each methodology defines a specific approach to delivering projects. While each project management methodology has different processes and deliverables, they all follow the same basic principles:

• Planning the project;

• Executing the work; and

• Monitor progress and manage changes to scope.

As you can see, using project management methodologies ensures that the team adheres to proven approaches for managing a project from start to finish.

How to Choose the Right Project Management Methodology

Now that you have a better understanding of the project management methodologies for your business, here are some considerations for selecting the right PM methodologies:

• Understand your project. The type of project you have, and its size will impact which project management methods will be most effective.

• Understand your team members. Consider what capabilities and skills your team members possess to choose the right project management methodology. As their skillset change when they learn or are trained, so should your approach to managing the project.

• Understand your customers. Understanding who they are and what they think is important because it can impact how a project should be managed from start to finish.

• Understand your organisation. It is critical to understand the culture of an organisation and its policies, standards, procedures, and practices to choose a methodology that will work best with the company's current processes.

• Understand your project environment. Internal and external factors such as available resources, the complexity of tasks involved, schedule constraints and budget restrictions could affect the implementation of a particular project management methodology.

16 Popular Project Management Methodologies

There are many different project management methodologies out there. Each methodology has its own strengths and weaknesses, and each is better suited for different situations and the personal management styles of a project manager. Choosing the right project management method can be difficult, but learning more about your options is the best way to do it.

1. Waterfall Methodology

Waterfall is one of the most popular project management methodologies. It is a process that proceeds through specific sequential phases to deliver a product successfully. Waterfall project management can be used to apply to both software development and non-technical projects.

The waterfall methodology is a traditional project management approach. This simple linear approach is often used when the requirements of a project are well understood by the client and work has been clearly defined, especially at the start of the project. Because it is easy to understand (at least initially), the waterfall method can be ideal for clients who are unaware of other project management methods or prefer not to get involved with how their work is carried out; they know what they want from you regarding results.

The waterfall project management methodology assumes you will gather all your requirements upfront before beginning. It is like planning a vacation—you list where you want to go, what you want to do there, when you plan on going there, and so on. You do not get halfway through your trip and decide it would be nice to add another destination, which would break your budget and make everything more complicated than necessary.

The Waterfall Methodology is popular across multiple industries, including technology and engineering, where projects require more planning than discovery. It works well for shorter projects with more predictable outcomes because there is little room for change once a phase has been completed.

2. Agile Methodology

Developed in 2001, the agile methodology was created to provide a framework for responding to change. Instead of following a linear and sequential process, teams who use the Agile approach work on projects in short bursts called sprints. These brief sprints allow project managers and their teams to continually re-evaluate and improve the project rather than creating a plan at the beginning of the project and sticking to it no matter what happens.

Agile project management is used in software development with great frequency. However, it can also be effective for other projects involving highly skilled workers or those where flexibility is needed. The agile approach is not necessarily right for all teams or projects. For instance, it would be impossible for your team to use this project management methodology if your client requires you to follow a rigorous timeline or schedule.

It works best in situations where flexibility is required. The Agile framework makes it easy to adapt as the needs change because it breaks down the project into small pieces that can be completed in one or two weeks.

3. Scrum Methodology

Scrum is not a methodology but a highly iterative, Agile project management framework. It is designed to help teams break down their projects into small iterations and deliver value in a short time span. The word "Scrum" is derived from the game of rugby, where it describes a method of restarting play following an infraction or awarding possession to the team that wins a contested ball. This name was chosen because the Scrum project management mirrors this action by setting up small, focused working groups led by an individual called scrum master to develop incremental updates while keeping your overall vision in mind.

Scrum is best used when you have complex projects and cross-functional work that needs to be completed quickly and without unnecessary process or hierarchy. For example, if you are working on a software project where product requirements change frequently or need to launch several product versions quickly, Scrum is likely your best bet for successful delivery.

Scrum project management can be utilised across industries and teams of all sizes. It can be used for software development projects but is also common for marketing agencies creating advertising campaigns or consulting firms building a new website for a client.

4. Kanban methodology

Kanban methodology is often compared to Scrum. Scrum and Kanban are both Agile project management methodologies or frameworks. Kanban is a project management system that utilises visual cues to help workers stay on track and complete tasks. The Kanban board allows the user to monitor workflow, and the cards within each board can be colour-coded to show each task's phase of production. Kanban boards are usually digital or physical and are used across various industries.

These boards are made up of columns of tasks arranged by their current completion stage. All projects start at the first column, and as workers complete tasks, they move them down columns until all parts of the project are finished. Columns typically include options like "In Progress" or "Needs Review" so that team members know what stage each task is in at any given time.

The Kanban methodology should be used when you need to manage a high volume of tasks at once, which means it is not right for every situation — especially when you only have one or two things that need your attention. It is also best used when everyone involved has similar workflows that do not require much customisation from person to person (e.g., all employees use the same computer programmes).

5. Scrumban Methodology

The Scrumban methodology is a subset of the Agile framework, combining the benefits of Scrum and Kanban project management methodologies. It uses a mix-and-match approach that allows you to pick what elements from each methodology will work best for your team.

Scrum tries to improve how teams manage their projects, emphasising planning and scheduling. On the other hand, Kanban is all about limiting work-in-progress (WIP) and improving efficiency by eliminating waste. Combining elements from both PM methodologies gives you a flexible approach that allows your team to adapt as needed.

This agile project management methodology is best used when your team has an ongoing stream of work or if it works on multiple projects at once. It is also helpful if you have unpredictable workloads — so if there are frequent scope changes or unforeseen problems pop up often — because it offers flexibility and regular feedback loops.

6. eXtreme Programming (XP) Methodology

Extreme Programming (XP) is an Agile software development methodology that aims to deliver significant value early and often. It is based on five core principles: communication, simplicity, feedback, courage and respect. These values are reflected throughout the entire lifecycle of a project. The project management methodology emphasises teamwork, with developers writing code in pairs, holding daily stand-ups (short meetings where everyone gives a quick update on their progress), and doing comprehensive testing on each new piece of code before it is added to the project's main body.

Since its inception in 1999, various organisations have adopted extreme programming across industries worldwide. It can be used for large-scale projects with strict deadlines and is very difficult to manage due to its size or complexity. Also known as eXtreme Project Management (XPM), this methodology is used in business intelligence system development and when working with a customer database and other business processes that demand strict timeframes.

7. Adaptive Project Framework (APF) Methodology

Adaptive project framework (APF) is a project management methodology that involves making decisions as the project progresses. It is also known as Agile project management and is used in IT, product development, and software projects. APF is more iterative than sequential, which means tasks are repeated multiple times instead of once.

An adaptive project framework can accelerate your schedule and execute deliverables faster when working with limited resources on complicated projects. Because this methodology focuses on delivering value rather than predefined processes, it is great for organisations that work in cross-functional teams to manage projects across different departments collaboratively.

8. Lean Methodology

Lean methodology focuses on maximising customer value while minimising waste. In practice, that means working to eliminate any task or activity that does not contribute to providing something of value to the customer.

Lean project management methodologies are often used in manufacturing industries, where teams must be efficient and streamlined. While the term "lean manufacturing" has been around since the 1990s, it was first introduced as a project management methodology in 2002 by Jim Womack and Daniel Jones in their book Lean Thinking: Banish Waste and Create Wealth in Your Corporation. However, many aspects of "lean thinking" can be traced back even further—some claim to Henry Ford, while others credit Toyota for developing its production system based on a just-in-time (JIT) inventory management approach.

Lean methodologies are best suited for projects where there is significant risk involved. By eliminating waste throughout the development process, teams can build products faster without sacrificing quality or missing deadlines and budgets.

9. Critical Path Method (CPM)

The critical path method (CPM) is a project management tool that helps you plan and complete projects on time. Like a work breakdown structure, CPM helps you balance your workload and ensures that important tasks do not fall behind schedule. It is a popular project management methodology because it works well with teams of all sizes, from small start-ups to large corporations.

Many companies, including Netflix, Nintendo and DuPont, have used the critical path methodology since it was first developed in 1957. It is often used for large-scale construction projects like building roads and bridges but can also be applied to smaller projects such as creating marketing campaigns or planning events.

Critical path methodology is most commonly used at the beginning of a project to figure out how long it will take and which activities are the most important. However, it can also be used during the middle or end of a project if you need to re-prioritise certain tasks or want to make sure everything stays on track. A critical path method is an important tool for any team leader who wants their organisation to run smoothly.

10. Critical Chain Project Management (CCPM)

Critical Chain Project Management (CCPM) is a methodology that focuses on managing project resources and constraints. It is commonly used in projects that have multiple stages, such as software development, product development and construction. It was first developed by Dr Eliyahu Goldratt in the mid-1990s and was driven by his theory of constraints, which states that all projects have bottlenecks or limiting factors that impact the final outcome of a project. CCPM focuses on these factors to maximise profits and reduce overall lead time.

The project management methodology can be used in many different industries, including manufacturing, construction and information technology (IT). However, it is most often used in IT for software development because it allows for iterative risk assessment along with its multi-stage approach to projects. For example, in a software development process, you would develop an MVP (minimum viable product) and then test the prototype with users before scaling it into a full-fledged application. The crucial part here is testing—if you were building an app for Amazon customers but failed to include them in your testing phases, you might end up making design decisions based on feedback from non-users who may not be familiar with your product purpose or target audience at all. This is where CCPM comes into play: identifying those bottlenecks so they can be addressed early on before any major damage occurs downstream when it becomes too late.

11. Six Sigma

Six Sigma is a set of tools used to define, measure, and improve quality by eliminating defects. It is a process that companies use to increase efficiency by focusing on identifying waste and reducing variation. The technique is most often employed in manufacturing but can also be used in business processes like sales or marketing. Six Sigma aims to improve performance by measuring how many defects there are in a process and systematically eliminating them until the number of defects is as close to zero as possible.

The techniques involved in Six Sigma can include statistical analysis, organisational culture management, business process reengineering, leadership development and training, project planning and implementation methods, design of experiments (DOE), data collection systems using software tools, descriptive statistics for small data sets (e.g., discrete control system data), hypothesis testing, regression analysis for estimating process parameters or identifying potential cause-and-effect relationships (regression on one variable), correlation analysis for estimating potential cause-and-effect relationships (regression on two variables).

It is important to remember that with any project management methodology, you should not use it just because it is popular or because everyone else is doing it—you should choose one based on the needs of your business and your projects. That said, if you have a process that could be made more efficient and does not move very quickly (i.e., it does not require rapid iteration), then using Six Sigma might be beneficial for your project management efforts.

12. PMI's PMBOK

Project Management Institute defines project management methodologies as a set of principles, tools, and techniques used to plan, execute, and manage projects.

PMI's PMBOK is a guide to project management and the processes that should be used within the profession. It lays out the industry standards and best practices for how projects should be completed, as well as explains why these practices are generally accepted.

The Project Management Body of Knowledge (PMBOK) is often used in an educational setting, specifically for people seeking a PMP certification or other accredited project management degree. You will also see it referenced when somebody discusses the "standard" approach to project management, but you are not likely to find it being used by actual project managers. The PMBOK is not prescriptive like some others on our list, so while it is helpful in understanding some of the more universal concepts of project management (e.g., initiating, planning, executing and closing), you will not necessarily find any explicit instructions on how to use it within your company.

Organisations primarily use the Project Management Body Of Knowledge methodology when they want to follow proven methods for managing projects and achieving consistent results. It is also used for more complicated projects that have multiple teams working on them simultaneously, as well as complicated deliverables or tight deadlines.

13. PRINCE2 Methodology

PRINCE2 , which stands for PRojects IN Controlled Environments, is a Project management methodology that comes with best practices, processes and terminology. PRINCE2 methodology focuses on business justification, defined organisation structure for the project management team and a product-based planning approach. It emphasises dividing projects into manageable and controllable stages. The project management methodology can be applied to any project regardless of size and complexity.

PRINCE2 provides guidance on how to tailor projects in accordance with their specific needs, requirements and scale of operation. Its main objective is to ensure smooth workflow throughout the process by defining responsibilities, describing products required at each stage and providing control points along the way (ensuring that things are going according to plan).

PRINCE2 methodology is used extensively in various industries such as aerospace, software development and IT services.

14. Rapid Application Development (RAD) Methodology

The RAD methodology is used when you want to build a product quickly. In the rapid application development methodology, the development process is split into four phases: business modelling, data modelling, process modelling and application generation. Each phase contains a series of iterations, and the users are involved in each project phase. Prototypes are developed for each iteration to increase user involvement early in the project's life cycle . The software does not have to be fully functional at each iteration as long as it displays features and functions that users can test.

Projects that use RAD methodology require more planning than other project management methodologies because it is necessary to determine how modifications will be made when they arise in the later stages of the project. In addition, clear milestones need to be set to make updates without disrupting previous work.

RAD methodology works best for projects where frequent interaction with end-users is required or where there are a limited number of small changes after great initial efforts have already been made. It works well for software products that need to get on the market quickly or if time constraints prevent longer development periods from being an option.

15. Dynamic Systems Development Method (DSDM)

The Dynamic Systems Development Method (DSDM) is another project management methodology that is designed to help companies respond to rapid business change. The DSDM approach prioritises user involvement and flexibility over detailed planning. It also encourages the early delivery of useful software, meaning that a company can begin using the software while the developers are still improving it.

DSDM focuses on business value and business priorities instead of technical concerns or deadlines. In order to deliver this value quickly, the method uses iterative development in which developers frequently add new features or make improvements. This incremental approach means that your team will start working on an initial version as soon as possible and then continue adding features later until you have built a complete product.

This project management methodology is popular in environments where products need to keep up with rapidly changing technologies. Companies often use DSDM when they do not know exactly what their final product should look like, so they want to be able to modify it as they go along.

16. Rational Unified Process (RUP) Methodology

Rational Unified Process (RUP) is a highly used project management methodology that the Rational Software Corporation created. It is considered a modern and adaptable process, which means it is integrated with other processes and can be tailored for projects.

In RUP, a project's work is split into four phases: inception, elaboration, construction, and transition. Each phase has its own set of activities to follow and guidelines and deliverables associated with each activity.

RUP is based on UML (Unified Modelling Language), which makes it more suitable for object-oriented analysis and design. It describes software development in terms of models instead of documents. This project management methodology is used in the aerospace, defence, automotive, and communications industries. It is flexible enough for use in various environments; it can be applied to large and small projects. RUP has been used successfully by teams from three to hundreds of developers worldwide in many project types.

A suitable project management methodology can elevate your project and help the project manager get the best out of each team. A comprehensive understanding of project management and its various methodologies will be needed to choose the right project methodology for your business.

The Institute of Project Management offers a variety of courses on Project management with globally recognised certifications. To explore your options, click  here .

• PSM Scrum Master
• Certified Agile Project Management
• Certified Project Management Diploma

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Top 20 project management methodologies

Choosing the right project management methodology is essential. here are the 20 most popular project management methodologies (pmms) in practice today..

With the right project management methodology, project management offices (PMOs) can assist their organizations in improving business outcomes — but this requires more than recognizing organizational priorities. For most companies, recent external forces such as COVID-19 and industry disruptions brought about by the pace of digital change have shifted company goals and priorities, making it necessary to re-evaluate whether the project methodologies they have in place can effectively and efficiently achieve new business goals while reducing risks

With so many different — and in some cases, overlapping — approaches to managing the complexities of any given project, how can you know which project management methodology is best? Here, we outline the most popular project management methodologies (PMMs) in practice today, comparing their focus and principles.

When considering these project management methodologies, it is important to note that there isn’t always a single solution in all cases, even within the same organization. The following table provides a brief snapshot of the focus of the 20 most popular project management methodologies, with the benefits — and drawbacks — of each defined more broadly below.

Waterfall is recognized as a traditional sequential methodology and has been a mainstay project management methodology for many years. It is used across many industries, but most commonly in software development. It comprises static phases (requirements analysis, design, testing, implementation, and maintenance) that are executed in a specific, linear order.

Waterfall allows for increased control throughout each phase. It offers a more formal planning stage that may increase the chances of capturing all project requirements upfront. It reduces the loss of any key information and requirements in the initial stages. One downside is that waterfall can be highly inflexible if a project’s scope changes after it is already under way.

Agile takes a significantly different approach to project management . It was initially developed for projects that require significant flexibility and speed, and it is focused on providing continuous improvement to delivering better quality solutions. To achieve this, agile is composed of short delivery cycles, aka “sprints.” Agile may be best-suited for projects requiring less control and more real-time communication within self-motivated team settings.

As a project management methodology, agile is highly interactive, allowing for rapid adjustments throughout a project. It is commonly used in software development projects in large part because it makes it easier to identify issues quickly and to make modifications early in the development process, rather than having to wait until testing is complete. Agile offers repeatable processes, reduces risk, allows for immediate feedback, provides fast turnaround, and reduces complexity. Drawbacks of agile include a greater time commitment needed from stakeholders when going through each iteration and potentially less documentation compared to waterfall.

Waterfall and agile hybrid

While many teams will favor either waterfall or agile, the benefits of both approaches can create a case for a hybrid project management methodology solution, one in which the planning and requirements phase is undertaken under a waterfall approach and the design, develop, implement, and evaluate phases follow the agile methodology.

Critical path method (CPM)

CPM is a step-by-step methodology used for projects with interdependent activities. It is focused on maximizing project activities and finding the shortest path (timeline) to task and project success using a work-breakdown structure (WBS) and a timeline to complete, as well as dependencies, milestones, and deliverables. It outlines critical and noncritical activities by calculating the “longest” (on the critical path) and “shortest” (float) time to complete tasks to determine which activities are critical and which are not. One downside to CPM is that some teams may not always recognize the critical path, especially in larger more complex projects.

Critical chain project management (CCPM)

CCPM differs from CPM in that it focuses on the use of resources within a project instead of project activities. To address potential issues with resources, buffers are built in to ensure projects are on time and that safety is not compromised. It requires ensuring everyone is up to speed on critical chain and effort to gain buy-in into this methodology from all stakeholders.

Six Sigma was originally developed by Motorola to eliminate waste and improve processes and profits. It is data-driven and has three key components:

• DMAIC: Define, measure, analyze, improve and control
• DMADV: Define, measure, analyze, design and verify
• DFSS: Design for Six Sigma, which can include the previous options, as well as others, such as IDOV (identify, design, optimize and verify).

Six Sigma is sometimes debated as a methodology in the project management community. This methodology adds some potential rigidity that can stifle creativity or delay project delivery.

Named after a play formation in rugby, Scrum is part of the agile framework and is also interactive in nature. “Scrum sessions” or “30-day sprints” are used to determine prioritized tasks. A Scrum master is used to facilitate instead of a project manager. Small teams may be assembled to focus on specific tasks independently and then meet with the Scrum master to evaluate progress or results and reprioritize backlogged tasks. Larger teams may have trouble adapting to Scrum and it can fail or be subject to scope creep, especially if all team members are not fully engaged and committed. To avoid duplication and confusion, roles need to be well-defined.

Lean development (LD)

Originally designed by Toyota, Lean was developed to focus on reducing waste while maximizing output and increasing stakeholder value. While Lean got its start in the manufacturing industry, it is applied in various industries today because its focus is not sector-specific. Lean follows seven key principles: reduce waste, improve quality, share knowledge with others, remain in a state of continuous improvement, faster turnaround, removing silos, and maintaining an environment of respect. Lean relies on full stakeholder commitment, which can be problematic when stakeholders are reluctant to change or afraid of change. This can result in delivery inconsistencies.

Lean Six Sigma

This hybrid of Lean and Six Sigma focuses on the customer with the goal of improving business efficiency and effectiveness in identifying and understanding how the work gets done (the value stream). Lean Six Sigma strives to improve processes, remove unnecessary waste, and reduce defects, but it can be costly and time-consuming for companies to implement in-house.

Kanban focuses on ongoing collaboration and fosters an environment of continuous learning and improvement. It uses visual boards and cards to help teams see tasks that are complete, in progress, and outstanding. All activities are based on being able to visualize daily tasks, carefully balance work in progress, and manage backlog. Overloaded or outdated boards, however, can create confusion or result in failure. 

Scrumban provides product development and support teams with the best features from Scrum and Kanban. By combining Kanban’s pull system and Scrum’s backlog prioritization and short cycles, teams are not only able to complete work quickly and effectively, but also improve processes by exposing areas of weakness. By leveraging the benefits of both frameworks, teams eventually reduce waste, shorten lead time, turnaround time, and deliver higher quality products and services. Geared toward larger teams, the success of Scrumban relies on a stable supply of products or components and team roles need to be well-defined.

Event chain methodology (ECM)

As an additional option to CPM or CCPM, ECM is focused on identifying, analyzing, and managing any potential risks at the start of a project. The goal is to determine the chance of a risk becoming a reality, when it might strike, and what the impact might be to the project. There are six major principles that guide ECM: identifying a chain of events, identifying their timing and status, identifying critical events, mapping out or diagraming the chain of events, monitoring the chain of events performance, and quantifying the impact. Some teams may not recognize that an event can trigger an opportunity rather than just a potential problem.

Extreme programming (XP)

This methodology is intended to improve the quality and functionality of software as stakeholder needs change. XP uses short development cycles and requires constant collaboration, due to frequent releases. Advantages: XP can do wonders for productivity for a project team that needs a high production level. Teams are kept on their toes and find XP less focused and structured.

As an agile approach, Crystal was designed by IBM as a way to improve project results by focusing efforts on the people-side of projects. Specifically the focus is placed on the skills, abilities, and collaboration of team members. Crystal is based on two core beliefs.

• Teams are likely to identify and develop workflow improvements
• Projects are unique, making it more likely that project teams are the most suited for determining how to do the work more effectively.

Crystal might not be suitable for some remote teams due to the need for close and frequent communication and brainstorming.

Feature-driven development (FDD)

Developed for larger-scale projects but applicable to projects of any size, FDD helps to address some of the complexities that larger projects might pose by developing fast, repeatable processes that can be accomplished in smaller spans of time by various teams throughout an organization. This approach follows some key processes that include developing an overall model, compiling a list of features, planning based on each of the identified features, designing the features, and building the features. FDD may not work best for smaller teams, and limited written stakeholder documentation may become an issue.

Dynamic systems development method (DSDM)

Developed as a way to align with companywide strategic goals, DSDM focuses on the delivery of proven business benefits. This approach focuses on eight key principles:

• The need to stay focused on business requirements
• On-time delivery
• Collaboration is essential
• Quality as a top priority
• Building incrementally based on solid pillars
• Using an iterative development approach
• Using clear and ongoing communication
• Maintaining control

Costly implementations using DSDM makes it less suited to smaller businesses.

Adaptive software development (ASD)

This approach works to help teams become more agile when dealing with change. Teams are encouraged to remain in a state of continuous learning in order to improve development. ASD is built on a three-phases, speculation, collaboration, and learning. ASD requires a significant amount of resourcing and higher costs making it more suitable for larger organizations.

Rapid application development (RAD)

RAD focuses on the user’s input based on testing, and how well a product is working compared to its intended goals. RAD first identifies the requirements, quickly builds prototypes and garners user input. Then based on the input, identifies requirements and builds prototypes again. User testing is then conducted and the final product is delivered. RAD is more complex and requires experienced and skilled team members seeking to deliver in shorter time frames.

Rational unified process (RUP)

RUP helps teams simplify product development and helps reduce risks. It works well in software development projects. It is similar to Waterfall, but RUP has four iterative phases: inception, elaboration, construction, and transition. Each stage involves regular and frequent stakeholder feedback while exploring ideas and defining requirements. One potential issue is, RUP is process-dependent and relies heavily on stakeholder feedback.

Combines waterfall and an iterative mode to make it easier for teams to adapt. Spiral is divided into four stages: analysis, risk evaluation, execution, and planning. It works best for long-term and higher-risk projects. Within every stage there are multiple risk assessments and review processes. Spiral is costly and is less suitable for smaller projects.

More on project management:

• Project management guide: Tips, strategies, best practices
• What is a project manager? The lead role for project success
• 5 early warning signs of project failure
• 12 project management myths to avoid
• 16 tips for a smooth switch to agile project management
• The 15 best project management tools for business
• Scrum vs. Lean vs. Kanban: Comparing agile project management frameworks
• Agile project management: A comprehensive guide
• 6 common project management mistakes — and how to avoid them
• Top 11 project management certifications for 2017
• 6 traits of highly effective project managers
• 7 goals every project manager should aspire to achieve
• Project management: 7 steps to on-time, on-budget, goal-based delivery

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The best Project Management methodologies to know about

Project management methodologies can get a bad wrap as processes scattered and riddled with grunt work. While projects can range from simple to complex, the most successful ones have a clear and consistent project management approach.

When it comes to choosing the best course of action for your team members, it’s best to start with a baseline understanding of both project methodologies and their respective frameworks.

In this blog, we’ll cover the distinction between these terms, popular project management methodologies and examples, and of course how to manage it all with the right project management tools.

Let’s get started!

What is the difference between project framework and methodology?

In general, frameworks outline what to do but lets the doer decide how to get it done. A methodology is more precise, specifying: what to do, when to do, how to do it, and why.

Projects in controlled environments—that require you to map details out from the start— might differ from those that allow for continuous improvement, but more on that soon.

Why is using a project management methodology important?

There are several reasons you may want to opt for a project management methodology. We’ve outline a few below:

Project management methods allow teams to clearly define roles, which helps improve the decision-making process and ensures accountability. This reduces confusion down the line, saving your teams time and frustration.

Whatever project management methodology you follow, you’ll implement a process for monitoring and controlling the project as a part of the project lifecycle. Project management methodologies set standards for how often these project checks take place, as well as any resulting actions incorporated into the workflow.

Whether there is a decision up front as to what the project deliverables are, or they emerge as the project progresses,

“following a project management methodology makes it almost 20% more likely the project will deliver what it’s supposed to.”

Using a project management method that’s been tried and tested means you can accurately plan the project initiation phase and the overall project timeline and budget from the start.

You can also incorporate lessons learned from other projects, increasing the chance of success.

Before jumping into specific project management methodologies and frameworks, let’s take a high-level look at the project management lifecycle. As most frameworks and methodologies use these steps in their own way, this will help put all approaches into context later on.

Quick review: 5 steps of the project management lifecycle

Below, you’ll read terms like ‘Waterfall’ and ‘Agile’ —we’ll explain these more in the following section. For now, here’s a quick summary of the project management lifecycle .

This is the very start of the project when teams put the business case together and senior stakeholders sign off on it. During project initiation you can identify a project sponsor and the project scope— what’s in and what’s out — in the project charter.

In this phase, the project manager will create the project plan . In the Waterfall methodology, this will be comprehensive, with all stakeholders agreeing on project deliverables and identifying milestones. In an Agile framework, the project planning phase is shorter and combined with the project execution phase.

For Waterfall projects, the project execution phase is all about following the project schedule and putting into action what was agreed on in the planning phase. In an Agile project, sprints start at this stage. Each sprint informs what will be delivered next, edging the project closer to the end goal.

Monitoring & controlling

Projects following a Waterfall model document their governance processes within a project charter. The key thing the project manager and other stakeholders will look out for is scope creep during project monitoring . While changes in scope happen, they should be formally documented through a change control process.

For Agile projects, a sprint retrospective at the end of each sprint gives the opportunity for a quick and dirty review of what is and isn’t working and what should be prioritized next.

Hooray, you made it to the end! Whether your deliverables were agreed upon upfront, or they emerged during the project life-cycle, it’s time to hand them over to the business and during project closeout .

Okay now back to our main topic: frameworks and methodologies. Next, we’ll quickly cover two of the most popular project management methodologies.

Two of the most popular project management methodologies

The two main project methodologies are Waterfall and Agile . Again, we will get more granular about each later on. For now, here’s an easy way to think about each one:

• Waterfall methodology: a linear, sequential process where each step in the project waits for the previous one to finish before it can start
• Agile methodology: functions in an iterative way, meaning work is completed in planned increments and each increment brings greater clarity as to what the final outcome will be

Here’s a more in-depth look at both methodologies, starting with Agile.

We started outlining Agile in a section above, but let’s get deeper into this method. Agile is an umbrella term that encompasses several different project management frameworks, such as Scrum , but it’s worth mentioning a few more details here.

It rejects rigid planning and says that teams needs to operate flexibly and iteratively—meaning you don’t “do it once, and do it right,” but rather you work on something small and execute it quickly, evaluate what’s working and what’s not, and then change and adapt from there.

Agile accepts uncertainty as a given and aims to empower project teams to be super flexible, execute their work quickly, and respond to change without a hitch. This could be a disadvantage to teams working with a tighter budget or timeline because the Agile method can feel fraught with unpredictability.

It also requires close and frequent communication—which is made easier with a Work Operating System. We’ll get into more on the Work OS further down, but here’s an idea of what Agile planning looks like on the software:

Waterfall model

Again, this isn’t technically a framework. This old-school method asks project managers to list all the tasks that lead to the end goal and work on them in order. Progress cascades downwards from one phase of the project to the next.

Teams must complete each before moving on to the next. The Waterfall methodology is great for anyone who makes pricier, physical products in repetitive process itself.

And in terms of smaller endeavors, if you’re an excellent planner working on a project with clear scope and requirements, the Waterfall method can help you land on a successful, predictable result.

If you’re unsure when to use Waterfall vs. Agile, we’ll break it down in the next section.

When should I use Waterfall?

Waterfall project management works best for projects with long, detailed plans that require a single timeline. It works best in a less volatile project environment, and where there can be an upfront investment from the client to ensure a high level of certainty around the final deliverables.

Check out some of the pros and cons:

Next up, Agile. Here’s when to use it and what you can gain or sacrifice from this method.

When should you use Agile?

Agile project management methodology works really well when the product vision or features don’t need to be well-defined. Agile allows product owners to tweak requirements and priorities throughout the project to take advantage of opportunities and ultimately deliver a better product to all of the project stakeholders.

Here are some advantages and disadvantages of the methodology:

If neither Agile nor Waterfall seem like the perfect fit for your project, there’s another solution.

Let’s meet in the middle: hybrid project management methodology 

Otherwise known as a hybrid methodology, this approach combines the best of both Agile and Waterfall project management methodologies.

Be warned, however, that combining them into one methodology can be challenging. Teams may have to work in ways they aren’t used to, or comfortable with.

Senior stakeholders may need some guidance as to how to get the data they need from unfamiliar metrics. Decisions may take longer, information may need repeating several times, and teams may miss something if responsibilities are unclear.

But, for an experienced project manager who understands the project’s challenges , the potential for increased efficiency and flexibility, the hybrid approach may just be worth it.

Now that we’ve gone over a few methodologies, here’s how to know which project management methodology is right for you.

4 factors for choosing the right project management methodology

Aside from understanding the pros and cons of each methodology, you can use these four factors to help you decide on your ideal approach.

1. Requirements: The first question you have to answer is whether you need to define project requirements upfront, as part of a scope statement, or whether they’re more flexible and can become clearer over the course of the project. Your answer will influence the project management methodology you choose.

2. Resources: If your project needs a specialist resource with limited availability, you need to be clear when in the project timeline you are going to use them and make sure you book them. Otherwise, you risk adding a significant delay.

3. Client culture: You’ll need to identify the client’s non-negotiables. If the project scope needs to be tightly controlled, but time and budget aren’t set in stone, you’ll need a different approach than when time and budget are fixed, but the end deliverable can be more flexible.

4. Level of stakeholder engagement: How is the client expecting to work with the project team? Will they be close to the project and on-hand throughout to make decisions and offer direction? Or do they want to provide all that at the start and then let the project run with minimal input?

If you’re still unsure of which methodology to use, let’s examine frameworks. We’ve gathered the top project management frameworks below, giving an in depth explanation of each.

What are the top project management frameworks? An in-depth explanation

While the project management field continues to evolve, there are several project management frameworks project managers and their teams favor. Keep reading to get the 411 on each.

PRINCE2 stands for P rojects IN C ontrolled E nvironments and is one of the process-oriented Waterfall project management frameworks that emphasizes clear steps and well-defined responsibilities.

PRINCE2 places heavy emphasis on planning, business justification, cost analysis, and risk mitigation, and is an incredibly thorough framework for running large and predictable enterprise projects .

It is also the most widely practiced project management methodology in the world, which means that a lot of people are familiar with it, know how it works, and understand its terminology.

It’s a tried-and-true classic for mapping out stages of a large-scale project from start to finish, clarifying what will be delivered, by whom, and when. It’s also pretty rigid and poses similar challenges most Waterfall projects have.

2. PMBOK methodology

Created by the Project Management Institute (PMI), PMBOK stands for Project Management Body of Knowledge, which breaks down project management into five phases: conception and initiation, planning, execution, performance and monitoring, and closing.

Although the PMBOK Guide doesn’t dictate methodology, many software project managers associate it with the Waterfall model. Just as there isn’t a PMI methodology (it provides project management practices and guides), PMBOK leaves it up to the team to decide which processes are best in their situation.

Scrum is the Agile project management framework of choice of most product development teams today, and it’s one that we loosely follow here internally at monday.com.

Scrum is famous for buzzwords such as “sprints,” “scrums,” “backlogs,” and “burndowns.” With Scrum, you don’t focus on projects per se, but you instead focus on time: what can you achieve as a team in the next two weeks?

Small teams (no more than nine people) divide work into two-week milestones known as “sprints” or “iterations.” They meet for daily 15-minute “stand-ups” led by a Scrum Master to discuss where things stand.

The Scrum Master acts as a facilitator whose job is to clear away obstacles and help the team work more efficiently. This Agile approach is great for creative projects where you can modify goals midway without derailing the entire project. Take a look at this example Scrum Sprint Planning board:

This philosophy focuses on achieving more by working with less. It’s mostly attributed to the Toyota Production System (TPS) who defined three broad types of waste: muda, mura, muri.

Lean aims to systematically eliminate all forms of waste so you’re working as efficiently as possible. It encourages you to strip away all the fluff of your day-to-day so you’re only left with the essentials that deliver real value.

Lean is easy to follow if you work in a manufacturing or production environment delivering a physical product, such as a Toyota car. Unfortunately, Lean is an old-school methodology that’s not as relevant teams working digitally.

The Kanban board is used to visually manage processes with several different columns that represent stages in your workflow . The stages could be as simple as “To-do,” “Working on it,” and “Done” or far more complex, as tailored to your process.

You then represent work via cards or sticky notes, moving them from left to right as they progress through your workflow—this way you can easily evaluate points of inefficiency: where are sticky notes building up?

Like Agile, Kanban was specifically developed for software development, but it people love it because it can be applied to basically any workflow that follows a predictable process.

People love Kanban for its simplicity and flexibility, but it doesn’t particularly help you strategize and plan ahead. You’re focused on what’s urgent, which may be different from what’s actually important. In addition, many projects follow non-linear processes that can’t be managed by a flat, single-layer display.

Whatever project management framework or methodology you choose, a key project success factor is using the right tools. If you’re using a Waterfall approach, you know that means to plan, plan, and plan some more. This is where monday.com Work OS comes in.

Manage any project with monday.com Work OS

As we mentioned earlier, monday.com Work OS is a Work Operating System. On our software, teams can create and customize any work solution for faster, more agile, and customizable workflows.

Our drag and drop capabilities mean anyone with permission can easily account for customer feedback or add another item to the product backlog for extra agility.

No matter which framework or methodology you use, we have a view or template to make planning and executing projects easier. More specifically, our project management planning template shows the tasks, timeline, and progress for each stage of the project lifecycle.

If you’re using an Agile project management methodology, you’ll need sprint planning templates . We’ve also got a handy template for your sprint retrospective .

Plus, we integrate with the tip-top collaboration, communication apps, and organization tools to prioritize tasks, assign workflows, and seek feedback from stakeholders.

For a hybrid approach, you can mix and match from our wide range of templates.

Start your project management engines

Choosing the right project management methodology is all about careful consideration and the right tools to match. If you’ve read this article, you’re already headed in the right direction.

To see how you can achieve your project management goals, get started with our free, 2-week trial—it’s on us! Be sure to try our customizable templates built for these project management methodologies and more.

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Essential project management methodologies and when to use them.

There is no single agreed-upon definition of project management methodologies. However, in broad strokes, it can be thought of as a set of guidelines, principles, and processes for meeting or exceeding a project’s requirements.

Any project management methodology may help you complete a project. That’s not quite the same thing as saying any methodology will help you successfully complete a project within budget and on schedule.

Key Takeaways: Project Management Methodologies

• Project management methodologies are a set of guidelines for running and completing a project efficiently.
• There is a wide range of methods, some very broad and others tailored to specific contexts.
• Agile methodologies feature customer input, decision-making by the entire project team, responsiveness, and an iterative process.
• Traditional project management methodologies feature a clear plan from the start and a hierarchy with the project manager on top.
• A project management methodology can be broad enough to use in several kinds of projects, or narrow enough to apply to a single person.
• The role of the project manager can vary.

How To Choose the Best PM Methodology

Many factors go into choosing the right project management methodology. However, some basic factors you’ll need to address include:

• Assessment of the project.
• Deciding what will bring the most value.
• Evaluation of your organization.
• Assessment of your team.
• Assessment of resources.

In the business world, a project is considered successful when it satisfies three criteria:

• Time: Meets required deadlines.
• Cost: Stays within an allocated budget.
• Scope: Meets requirements.

In the history of project management , these three factors were considered vital to managing successful projects and are generally referred to as the triple constraint. While they might not be the invariable guides they might once have been considered, they are still important to a successful project.

A project management methodology organized along traditional lines seeks to define each of those factors before the project begins. Newer methods, particularly Agile project management methodologies, may try to redefine them in the course of the project and the project scope may be changed several times.

Project management methodologies may include defining those goals, or they may be predefined. Either way, understanding the following basic factors can make the project management process go much more smoothly.

Assess the Project

The factor that is going to have the biggest impact on the project methodologies you choose is the nature of the project itself. Consider how the project is going to be planned. For example, construction requires very specific project management phases due to legal and financial constraints.

Project managers may also wish to consider a hybrid methodology, which combines the strengths of both traditional and newer approaches.

Decide What Will Bring the Most Value

In any project, it’s important to ask if each task actually creates a benefit, to the project or otherwise.

Deciding which value to emphasize is wrapped up in the project’s scope and goals, defining exactly what you’re trying to accomplish. It can also impact how you accomplish those goals. For example, green project management methodologies may have the same set of critical tasks but require green methods. 

Evaluation of Your Organization

Factors like skillsets and organizational goals also have to be considered. You may wish to focus on projects integrating sustainable methods, for example, if your organization prioritizes the environment. 

However, if your organization doesn’t have the proper skillsets or resources, more time may be spent obtaining those than actually working toward the project’s goal. Likewise, prior experience with a specific methodology may make it more attractive.

Assess Your Team

Just as the nature of your organization can define which methodology is going to be most successful, so can the nature of your team. 

You may wish to divide a larger group into several project teams so that multiple goals can be pursued at once. That has consequences when it comes to resource and time management that some methodologies are better suited to handling. Additionally, the role of project managers can vary depending on the project management methodology.

Assess Resources

Access to resources is important, as are other aspects of supplying what your project needs. There are some management methodologies, like PMBOK, that focus more on resource management than others.

Often, a project management tool can be a good way of tracking resources. The best project management tools offer some flexibility to meet many needs.

Types of Project Management Methodologies

Examining a number of project management methods can clarify which best fits your needs. Keep in mind that this project management methodologies list isn’t exhaustive.

Agile: Collaborate To Produce a Working Product, Which Is Improved Iteratively

Agile project management has come to refer to a whole class of different methodologies that have certain characteristics. However, it is also its own methodology, which has become one of the most popular project management methods out there.

Agile methodology focuses on responsiveness to changing conditions. We’ll cover some Agile methods, but examples include extreme project management and rational unified process.

Agile projects will involve all team members in initial planning sessions. The team then works on tasks for a set period, after which progress is reviewed and additional goals are set in continuous integration of feedback. It is an iterative process that works collaboratively with a client to produce working software in short order.

When To Use the Methodology

Agile was originally developed for small teams doing software development, which often doesn’t have or require precisely defined goals. 

Pros and Cons

Some benefits of Agile include:

• Continually improving.
• Feature-driven development.
• Response to changes.
• Cooperation with the customer.

Some cons include:

• Vulnerable to scope creep.
• Lacks a clear plan from beginning to end.

Waterfall: Plan Straight From Beginning To End

Waterfall project management is a common project management methodology. In broad strokes, it’s the basic approach to project management methodology most people would evolve on their own. Phases of the waterfall method include:

• Requirements: Analyzing needs.
• Design: Complete planning of the project.
• Coding: Following that plan.
• Testing: Features are extensively tested.
• Operations: Finished product is put into use.

Waterfall methodology might work best with small groups for projects in which deadlines, budget, and scope are all clearly defined from the outset. 

Some advantages of the waterfall method include:

• Clearly defined requirements.
• A well-defined plan for project completion.
• Cohesive end product.

Disadvantages include:

• Little flexibility.
• One missed deadline delays the entire project.

Scrum: An Agile Method Organized Around Short ‘Sprints’

Scrum is an Agile methodology, meaning it focuses on responsiveness to changing conditions and an iterative approach to tasks. It revolves around a couple of roles and a few events. Roles include:

• Scrum master: A facilitator that helps the team understand and apply the method.
• Development team: The project team members.
• Product owner: Client or customer who selects features.

Tasks are set and then worked on in a ‘sprint’ of a fixed length. The team meets daily, as well as having a larger meeting after the sprint to assess progress.

Like most Agile methods, Scrum was developed and is used most often by software development firms. It probably works best with a smaller team that can meet all at once and which is able to work closely with a client.

Advantages include:

• Focus on creating working products.
• Works closely with the customer.
• Responsive to changing needs.
• Lack of complete documentation.
• Difficult to manage with larger teams.

Kanban: An Agile Method Using a Board to Track Project Progress

This project management methodology method was originally developed for assembly lines in Toyota factories. It is another Agile method, focusing on an iterative process to continually improve. 

The defining feature of this approach is the Kanban board, which helps organize the project into repeated stages. The underlying goal is to remove bottlenecks that can slow the project process and add to the cost.

The board is divided into four or more sections, usually including:

• Ideas: Tasks that are still under discussion.
• To do: Tasks that are ready to be worked on.
• In progress: Tasks that are currently being worked on.
• Done: Completed tasks.

Kanban allows a decent mix of pre-planning and flexibility. Goals may change and tasks adjust. However, it does require a clear idea of what a ‘finished’ task looks like. 

• Flexibility.
• Clear goals.
• Lacks a clear process.

Extreme Programming (XP): An Agile Method Using Paired Programming

Another Agile software development method, extreme programming methodology is intended to offer small, updated releases periodically that each offers new functionality. It uses a strict testing method to identify problems and resolve them at each stage.

It focuses on several values, such as simple programming and collective ownership. XP is known for pair programming, in which two programmers work together, one programming while the other reviews for errors.

As the name implies, XP is focused exclusively on programming projects, specifically updating or replacing large, outdated systems. It combines pre-planning and an iterative approach.

• Close relationship with the customer.
• Frequent testing.
• Focused on simple coding.
• Limited application.
• Piecemeal release.

Scrumban: Track Sprints on a Kanban Board

As you might guess from the name, Scrumban combines the project management approaches of Scrum and Kanban. The Kanban board is great for organizing a project and tracking the status of tasks. However, Kanban lacks a connection to higher levels of management, as well as a way to put releases into operation.

Scrumban allows for the easy tracking of tasks through the board, while dividing a project into discrete, iterative phases. This allows the team to work toward concrete goals while advancing the overall project.

As with most Agile methods, Scrumban is primarily used in software development and is one of the most popular project management methodologies in that field. It is ideal for projects where there is a clear idea of what a finished task looks like, without having well-defined goals overall.

• Visibility.
• Continuous improvement.
• Focus on releasing products.
• Difficult for larger teams.
• No clearly defined endpoint.

Adaptive Project Framework (APF): Plan Agile, Work Traditional

Hybrid project management practices seek to combine the flexibility of Agile with the clearly defined goals and processes of traditional project management methodology. Adaptive project framework is an example of such a hybrid.

The methodology recognizes that parts of a project may be open to an Agile approach, such as initial planning, but other parts require clear goals and deadlines. A project is divided into parts, with a plan created with Agile methods that are followed traditionally—lessons learned are applied to the following parts.

While APF was devised for software development projects, it has become popular in other contexts. Environmental planning, urban planning, and construction projects also use APF.

• Combines flexibility with clear planning.
• Useful for large or long-term projects.
• Responsiveness to changes, while maintaining clear goals.
• Can be difficult to implement.

Lean: Smooth the Path From Supplier, to Production, to Customer

Lean methodologies use Agile concepts to focus on creating a simple, uninterrupted flow from suppliers, to production, and then to the customer. A Lean project may include suppliers in the planning process as a result. 

Additionally, Lean methodology attempts to identify a value for each product or service, in an effort to eliminate wasted effort and resources.

Lean is used in some IT companies. It may be a good choice whenever a project depends on an uninterrupted flow of resources.

• Customer collaboration.
• Working closely with suppliers.
• Eliminating waste.

Its primary disadvantage is that it might be better thought of as a management philosophy, rather than a true methodology.

Critical Path Method (CPM): Identify Tasks That Can’t Be Delayed

CPM is a traditional methodology focused on pre-planning and a clear path. The goal is to complete the project in the minimum time, at a minimum cost, drawing on as few resources as possible.

The critical path method involves creating a flowchart that can be used to identify critical ‘paths’ or task dependencies, as well as estimate completion times. In other words, it focuses on important tasks that can’t be started until other tasks are finished. This allows managers to focus resources on important points to prevent delays.

This approach is best suited for complex projects that have limited resources or have to share resources with other projects.

• Clearly defined goals and processes.
• Shared resource utilization.
• Reducing cost and time.

The primary disadvantage to CPM is that it may not be suited for smaller projects or projects in which resource management isn’t a concern.

Critical Chain Project Management (CCPM): Identify Critical Tasks, With a Flexible Schedule

Critical chain project management is similar in broad strokes to the critical path method. Both try to anticipate the path to project completion and identify important tasks along that path.

CCPM differs in assuming each task will be completed as efficiently as possible and so doesn’t need a fixed deadline. Instead, it uses task ‘buffers’, essentially scheduling extra time between one task and the next to allow for delays.

The context for CCPM is similar to that for CPM, with the difference that time is managed somewhat differently. CCPM might be a better option when it’s difficult to estimate task completion times.

Advantages and disadvantages are similar to CPM, with the difference that CCPM allows for more uncertainty in planning.

New Product Introduction (NPI): Cross-Department Cooperation To Bring New Products to Market

An NPI team is made up of representatives from different departments in a company and other interested parties. The team’s role is managing conflict between departments and outlining the overall process.

NPI focuses primarily on the production process, including design, feasibility, and pre-production testing. It’s a traditional methodology in which steps are outlined before work is begun.

NPI assumes the team is working within a larger organization that has production and testing facilities available. It also is most likely to focus on a physical product.

• Well-defined process and schedule.
• Well-established methodology.
• Not responsive to changes.

Outcome Mapping: Tracking Behavior To Plan Community Outreach and Development

Outcome mapping’s key attribute is that it is more concerned with behavior than a product or service. It was developed by an international development agency to organize development programs, such as assisting farmers in producing a wider range of crops. 

It has some characteristics of Agile methods, such as involving the beneficiaries in planning stages and reevaluating after a set period. However, the ‘product’ is a change in behavior in the community being developed.

Any project that focuses on community reform and development could probably benefit from using outcome mapping. 

• Evaluating changes in community behavior.
• Community involvement.
• Iterative structure to assess and evolve programs.

Its biggest advantage is also its greatest disadvantage, as the method’s narrow focus makes it unsuitable for use in other types of projects.

Six Sigma: Analyze Existing Processes To Eliminate Errors

Six Sigma is a methodology aimed at eliminating defects from products, processes, and transactions. It uses a five-step process that begins by identifying sources of error using statistical tools. In the following steps, users create solutions and ensure that the solution remains effective.

There is also a well-known project management certification program associated with Six Sigma.

Six Sigma will be most useful when searching for inefficiencies in a process. Using this method, those inefficiencies can be corrected.

• Process focused.
• Clear progression from planning to execution.
• Statistical approach.
•  Narrow use.
• Assumes there is always a problem to solve.

Project Management Institute’s Project Management Book of Knowledge (PMI’s PMBOK): Comprehensive Standards for Project Management

PMBOK was written by a professional association called the Project Management Institute. It has often been identified as a set of standards for different project management methodologies, rather than being a methodology itself. It outlines broad areas of concern, from contract negotiation to cost management. However, it does not give specific tools for addressing those areas. 

PMBOK is organized along traditional lines and is intended to be applicable in many situations. It is more like an outline for a method, which may be helpful in situations in which an established method isn’t available.

• Traditional approach.
• Wide applicability.
• Created by a project management body.
• Lacking specifics.
• Complexity.

PRINCE2 (PRojects IN Controlled Environments): Traditional Methodology Incorporating Customer Input

Originally developed as a method for managing IT projects by the UK government, PRINCE2 has been expanded for use in other areas. While not an Agile method, it still puts a priority on customer input. PRINCE2 is a complex method that uses nine elements:

• Organization.
• Risk management.
• Quality in project management.
• Configuration management.
• Change control.

PRINCE2 is probably most useful in large software development projects. Its complexity may require some expertise, however.

• Detailed approach.
• Involves the customer in the planning stages.
• Addresses starting and ending a project.
• Not as useful in smaller projects.

Rapid Application Development (RAD): Methodology With Time Management as a Top Priority

RAD is a project management methodology that breaks each project down into components. Each component has a deadline or ‘time-box’ by which it must be completed, even removing features if necessary to stay within constraints. 

RAD is perhaps most suited to small projects in which there is a degree of flexibility in the final product, or where there is a tight deadline.

• Staying within time constraints.
• Individual components can be adjusted.
• User input early in the process.
• Possible to miss requirements due to time constraints.
• Infrastructure (backups, documentation, human factors) is neglected in favor of time management.

Frequently Asked Questions (FAQs) for Project Management Methodologies

A project management method is like a handbook for managing projects, including a variety of tools to help keep things organized and running efficiently. Each project methodology may include an outline, timeline, recommended processes or standards, and more.

One common way of considering project management methodologies is by dividing them into five levels, or scopes of concern. They are: 1. Best practices, standards, and guidelines: Highest level methods that are widely applicable but contain few specifics. 2. Sector-specific methodology: A methodology tailored for a specific organization type. 3. Organization-specific, custom methodology: A method developed for use within a specific organization or business. 4. Project-specific methodology: A method designed for the needs of a specific project. 5. Individualized methodology: A method developed for a specific person or role.

There are a large number of different methodologies, each organized according to a specific use or philosophy. In addition to the methodologies we’ve described, other project management methodologies include: A. Dynamic systems development method. B. Harvard Business School methodology. C. The Association for Project Management (APM) Method. D. Cross-industry process for data mining (CRISP-DM).

Final Thoughts on Project Management Methodologies

This brief guide merely touched on some of the most well-known and useful project management methodologies. However, while it is a field that was developed only in the 60s, it has become a broad and highly developed field. 

The complexity and breadth of options may be overwhelming. However, taking some time to investigate and choose the right methodology for your project can pay dividends in time and money saved.

Rory is a content creator living in a small town in New England. She specializes in human resources and project management. Currently, she’s working on her first book about the importance of providing high-quality benefits for employees. Rory spends most of her free time hiking with her dogs or gardening in her back yard.

Waterfall vs Agile Methodology: What’s Better for Your Project?

Every project comes with its unique challenges. But there’s one challenge that accompanies every project you’ll work on: deciding which project management methodology to choose. The waterfall vs agile question is the most frequent one you’ll come across in this discourse.  As important as it is to answer, this question might have you bogged down …

Waterfall Methodology: History, Principles, Stages & More

If you’re discovering potential project management methodologies for a new project, you might’ve come across a lot of project management jargon. If you aren’t already familiar with them, terms like the waterfall, scrum, agile, lean, and kanban methodologies aren’t immediately digestible.  This guide is all about explaining one of these terms: the waterfall methodology, also …

All About Agile Project Management

Agile project management (APM) is a project philosophy that breaks projects down into iterations or sprints. The purpose is to produce bigger ROI, regular interactions with clients and end-users, and improved delivery of product features.  Today, Agile is used in virtually every industry from software development to real estate. Keep reading to learn more about …

What Are Agile Methodologies? Agile Methods Explained

In the last two decades, software development has undergone an Agile transformation because of the many benefits like improved quality and predictability across projects. Agile methods have become the standard in many contexts, using small, self-directed teams to create a product in short order. In this article, we’re going to cover the basics of the …

The Five Project Management Phases: Project Process Groups

One of the most important books in the project manager’s library is the Project Management Book of Knowledge. It contains processes that smooth any aspect of a project, grouped into five process groups or project management phases. While they don’t contain a specific method of organizing a project, they can be used with any sort …

What Is Scope Creep in Project Management?

The issue of scope creep has bedeviled project managers since the ancient Egyptians wondered if three pyramids might be more impressive than just one. It isn’t a difficult concept to understand. However, heading off scope creep often requires a great deal of effort and expertise. Key Takeaways: Scope Creep Project scope is the project’s goal …

Agile project management

Right now there is no single more popular topic in (especially in software) projects than Agile. Before I describe what it is, here are the most common misinterpretation of what it is not: it is not a methodology – it is a set of values and principles; it is not a project management ‘method’ – …

To RAID or not to RAID

A few weeks ago I was assisting a project manager with a troubled project. We reviewed the documentation from the beginning, starting with the usual suspects: project charter, WBS, schedule. They all seemed fairly straightforward and understandable. Once we got to his status reporting though, confusion started. This project’s status reports were spreadsheets about 10 …

Project management certification just got easier

If you’re a North American reader of this blog them you’re probably familiar with the Project Management Institute (PMI®) and its professional qualifications: Certified Associate in Project Management (CAPM®) and Project Management Professional (PMP®). If you’re a European reader, then you are more likely to be familiar with PRINCE2® and its 2 qualifications: Foundation and …

Agile Reporting From Waterfalls

Quite a few customers are jumping on the ‘Agile’ bandwagon these days, choosing an Agile methodology for specific projects, or for repetitive releases of their product. A challenge they are facing is how to manage and report Agile projects when the processes and templates provided by their PMO have been developed for Waterfall projects. And …

The Pareto Thing

The past few weeks have been quite busy helping a client prepare for an arbitration between a project contractor and the management of a troubled project. An arbitration is less severe than a lawsuit, in that the parties in disagreement choose an ‘arbitrator’ who is well qualified in the industry, to decide who is right …

‘Agile’ or ‘Waterfall’ ?

A few days ago, before the start of a meeting, a couple of developers where discussing ‘Agile’ project management versus the more traditional ‘Waterfall’ project planning. A ‘Waterfall’ approach, you may recall, is the type of project that flows sequentially from stage to stage, much like a waterfall. It came from, and was heavily influenced …

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Agile project management is an iterative and collaborative method that divides larger projects into smaller, more manageable tasks and shorter time segments. These smaller phases are called sprints or iterations.

Agile project management has grown in popularity in recent years as teams strive to tackle project management challenges in a more flexible and dynamic manner. Read on to learn more about the benefits, history, and implementation of Agile project management. 

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What is Agile Project Management?

Agile project management is a methodology that focuses on breaking the larger project lifecycle into more approachable portions of time and smaller tasks. Rather than delivering project deliverables and products at the conclusion of a project, Agile project management prioritizes the delivery of a working product throughout the process, allowing the project team and all types of stakeholders involved to work closely together during the course of the project execution while providing feedback—not just during the project post-mortem. 

Compared to other more traditional methods of project management, Agile project management is less rigid, which gives teams the ability to pivot in new directions as needed and adapt to changing circumstances or project needs.

Key Agile Principles 

According to the Agile Alliance , there are 12 foundational principles of Agile project management:

• Our highest priority is to satisfy the customer through the early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development . Agile processes harness change for the customer’s competitive advantage.
• Deliver working software (or products) frequently , from a couple of weeks to a couple of months, with a preference to the shorter timescale .
• Business people and developers must work together daily throughout the project.
• Build projects around motivated individuals . Give them the environment and support they need, and trust them to get the job done .
• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation .
• Working software (and products) are the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity —the art of maximizing the amount of work not done— is essential .
• The best architectures, requirements, and designs emerge from self-organizing teams .
• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Read more: Agile Software Development Methodology & Principles

Comparing Agile to Traditional Project Management

Agile vs waterfall: fast facts.

Agile and Waterfall are two of the most well-recognized project management methodologies today. The two methods are often referenced as opposites, but the relationship between Waterfall and Agile is more complex than that. 

Here are a few fast facts about Agile and Waterfall:

• The Agile methodology was created as a response to some of the limitations that fast-moving project teams faced when navigating projects using more traditional methods, namely, Waterfall.
• Teams are not exclusively limited to the use of one methodology over another. While one project may require the rigid structure of Waterfall, another may require the flexibility of Agile.
• Moreover, hybrid approaches combining Agile and Waterfall are possible in project management. In select circumstances, project teams may find great success in combining specific guidelines from Waterfall and Agile.

Overall, there are 6 main factors to consider when comparing Agile and Waterfall.

Read more: Agile vs Waterfall: What’s the Difference?

Popular Agile Frameworks

Defining frameworks in project management.

Project management frameworks represent a smaller subset of project management methodologies that provide more room for application. Whereas project management methodologies represent rigid rules and practices for completing a project, frameworks operate as a subset of methodologies, offering more flexible adaptations of how those rules can be applied in project management. Kanban

The Kanban framework is based on the Japanese word kanban , meaning visual card. Fittingly, the Kanban framework uses a card-like layout to represent each task within a project, dividing the project as a whole into three categories: to-do, in progress, and completed. As tasks hit milestones, they are moved under the category that reflects their current status, which makes it easy for project teams to visualize where individual tasks are in the larger project lifecycle. 

Whereas Kanban largely focuses on project visualization and task management strategies for applying Agile, Scrum breaks down projects into smaller “sprints” of time that are isolated from the rest of the project. Once these periods of time are divided, a unique form of project manager, called a Scrum Master, helps guide the team through each Sprint and facilitates significant Agile Scrum ceremonies . The Scrum framework also outlines other unique meeting types, roles, and more. 

eXtreme Programming (XP)

XP is an Agile framework geared toward software development teams that aims to help teams overcome common challenges in creating software. XP has 12 supporting processes that help outline the framework: 

• Planning game 
• Small releases 
• Customer acceptance tests 
• Simple design 
• Pair programming 
• Test-driven development 
• Refactoring 
• Continuous integration 
• Collective code ownership 
• Coding standards 
• Metaphor 
• Sustainable pace

Pros and Cons of Agile

History of Agile Project Management

Agile project management came about as a response to the 1990s technology boom when developers of new technologies realized the limitations of methodologies, like Waterfall, that were not designed to produce a tangible product quickly. 

In response, a group of 17 developers met in Snowbird, Utah, to discuss ideas together as “organizational anarchists” seeking to find a better way. After three days of discussion, they settled on the foundational ideas of modern Agile project management. 

Agile has gone on to become one of the most frequently methodologies, and at present, several Agile project management software tools are available to help make the application of this approach smooth for project teams.

Read more: What is Project Management?

Who is Agile best for?

While Agile may not be the best choice for every team or every project, there are a variety of situations where Agile practices can be a great fit:

• When project parameters are uncertain or rapidly changing
• Ongoing projects without a predetermined timeline
• For projects or teams that need a high degree of flexibility
• Software development teams and product developers who need a working product ASAP
• For teams who are facilitating collaboration between multiple teams (such as developers and marketing personnel)

When should Agile NOT be used?

Agile is a powerful methodology, but it isn’t the best choice in every situation. Here are some examples of situations where Agile should not be used:

• Projects or teams that need a very predictable project timeline
• Projects or teams that need clear project outcomes and a high level of documentation
• Projects with strict budgets
• Teams that struggle to self-organize or struggle with unpredictable staffing

Can I use the Agile methodology in combination with another methodology?

 In short, yes. Hybrid approaches to projects often happen when a team wants to include certain parameters of a project management methodology, but not others.

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What Is PMBOK in Project Management? Understanding PMBOK Methodology

What is PMBOK in project management?

PMBOK stands for Project Management Body of Knowledge, and it is the entire collection of processes , best practices, terminologies, and guidelines that are accepted as standard within the project management industry. PMBOK is considered valuable for companies as it helps them standardize practices across various departments, tailor processes to suit specific needs, and prevent project failures. 

Because the body of knowledge is constantly growing as practitioners discover new methods or best practices, it must be regularly updated and disseminated. This is an effort that is overseen by the Project Management Institute (PMI), a global not-for-profit member association of project management professionals. You can find a more in-depth discussion on PMBOK in Wrike’s Project Management Guide .

When discussing the PMBOK definition, it’s important to understand how it frames the essentials of project management. You can find a more in-depth discussion on these essentials in Wrike’s Project Management Guide . With this guide (and our powerful work management software), you can ensure compliance with PMI standards while preparing for PMBOK certification and deepening your understanding of project management.  

Find out how Wrike can help you optimize your project management processes today.

“If you work in project management, you have probably heard of the PMBOK. It’s pronounced ‘PIMBOK’ and stands for the Project Management Body of Knowledge.

The PMBOK is a compilation of the processes, best practices, terminologies, and guidelines accepted as standard practice within the project management industry. The PMBOK guide is written by a group of project managers, for project managers, and is overseen by the Project Management Institute.

The PMBOK is not a methodology or a step-by-step process for executing particular projects. It does not include every fact, although it is updated regularly. It is, however, considered the definitive guide to the topic, and therefore updated every few years. The sixth edition of the PMBOK was released in 2017.

The PMBOK is a valuable resource for project managers and companies alike. It helps companies standardize practices across departments, tailor processes, and prevent project failures. 

It’s important to understand how the PMBOK is set up. The PMBOK is broken into two parts. The first part comprises basic information about project management in 13 chapters. The first three chapters of the PMBOK lay the groundwork. They deal with what a project is, how project management fits into business structure, how project management fits into process groups, and what knowledge project managers should have.

The remaining 10 chapters in part one of the PMBOK comprise the knowledge areas to practice. They include how to manage the project schedule, cost, risk, quality, scope, and how to integrate these areas. 

Now, let’s look at part two of the PMBOK. The American National Standard Institute, or ANSI, has registered the PMBOK as a standard for the industry. So, part two deals with this area. It describes the process groups and processes within the PMBOK, including inputs, outputs, and benefits for each. PMBOK also has a formal review process, so part two includes information on this.

Finally, the PMBOK has a glossary, appendices, and an index that round out the gold standard for project management. There are two main accreditations those working in the field can complete: the Certified Associate in Project Management, or CAPM, and Project Management Professional, or PMP courses, run by the Project Management Institute.

These courses can improve credibility for project management professionals and offer opportunities to increase their skills and advance their careers. Both these courses use the PMBOK. For project managers, the PMBOK can serve as a reliable resource, help answer questions, and give projects direction. Project managers can rely on the PMBOK as they move from one position to another, bringing with them project management knowledge that can be applied in a variety of settings.

Finally, project managers should consult the latest edition of the PMBOK when they have a query, are embarking on a new project, or want to share their knowledge. If you are involved in the project management industry, you’ll want to make yourself familiar with the PMBOK. It’s a resource that can help you improve your project management. 

Once you’ve learned from the PMBOK, you’ll need the right software. Wrike project management software offers user-friendly tools that can help your project succeed. Want to try out Wrike’s project management software for your team? Start a free two-week trial today.”    

What is the PMBOK methodology?

PMBOK is technically not a methodology but rather an industry framework that incorporates best practices in project management. It is often associated with the W aterfall methodology , which aligns project stages in a sequential approach, but it is also compatible with newer methodologies such as Agile . 

The PMI does not advocate for any particular methodology as the processes of PMBOK can be tailored to suit a variety of project management situations — managers select what they need for their respective companies, teams, and projects. By understanding the PMBOK project management definition, you gain insight into a structured framework that will help you decide the best approach for your own team.

What is the history of PMBOK?

The origins of PMBOK date back to 1969, when the PMI was founded with the aim of providing a forum for professionals to share information and discuss problems encountered in the project management field. In 1984, the organization issued its first certification: the Project Management Professional (PMP). Forbes has described the PMP exam as “a crucial tool for prospective project managers to test and showcase their ability to perform their duties.” A PMBOK whitepaper was published in 1987, and an exposure draft of the PMBOK Guide followed in 1994.

Since then, project managers across the globe have embraced this established definition of PMBOK, meaning they can apply these principles more effectively on their teams, with the help of project management platforms such as Wrike. 

What is the PMBOK Guide?

The PMBOK Guide is an instructional book that includes foundational standards, guidelines, and terminology to help industry professionals manage multiple projects. It breaks project management processes down into five PMBOK process groups , which can be incorporated into your choice of project methodology. 

The first edition of A Guide to the Project Management Body of Knowledge (PMBOK Guide) was published by the PMI in 1996. It is now on its seventh edition, published in 2021, and is available in 10 languages. 

PMBOK Guide — Seventh Edition

The PMBOK Guide — Seventh Edition addresses the demands posed by emerging technologies, new methodologies, and rapid market changes. According to PMI, this edition enhances your ability to be proactive and adaptable when managing projects.

What’s in the seventh edition?

• An insight into all project management approaches — predictive, traditional, adaptive, Agile, and hybrid
• Detailed advice on tailoring methodologies and project management processes to fit the unique constraints and requirements of your projects
• An expanded arsenal of tools and techniques, including a new section on “Models, Methods, and Artifacts” that empowers project teams to apply the most effective practices
• Additional resources through PMI standards, supporting the practical application of the PMBOK Guide principles in real-world scenarios

Enhance your project management practices with Wrike

Project management covers a lot of ground but it can be simplified with the right tools and methodologies — and this is where Wrike shines. 

Using the PMBOK offers a structured approach that integrates seamlessly with Wrike’s flexible software. Our platform perfectly complements the PMBOK methodology, providing robust features to use alongside the seventh edition of the PMBOK Guide. Key features like customizable dashboards , time trackers , project templates , and automated workflows align with PMI standards to enhance project results. This synergy ensures you are equipped with everything you need to manage projects effectively, from initiation to closure. 

Whether you are working towards PMBOK certification or looking to refine your project management skills, Wrike is the solution you need.

Further reading:

• PMP Certification? Use this List of Helpful PMBOK Guide Resources
• 5 Online Project Management Courses for Beginners
• 20 Online Training Resources for Project Managers
• How Does Agile Relate to PMBOK?

Artem Gurnov

Artem is a Director of Account Development at Wrike. He previously held the role of Project Manager, overseeing a team of customer success managers (CSMs). Over the years of building teams and scaling business processes, he has successfully deployed multiple projects, from automating client outreach to setting up work prioritization tools for sales reps and CSMs.

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What Is the Project Management Triangle?

The project management triangle is a visual representation of the relationship between the scope, time, and budget constraints in project management. Explore more about this model and the potential benefits you could enjoy when implementing it.

The project management triangle is a model in project management that shows how the balance between three constraints—scope, time, and budget—affects the quality of the project. The triangle demonstrates that affecting one constraint will require adjusting one or both of the others in order to maintain quality. People also refer to it as the triple constraint model or the iron triangle. Project managers must oversee all three of these constraints to complete a project successfully. 

For example, imagine that you need to expand the scope of a project. This expansion might mean extending the project’s original schedule or increasing the budget to avoid affecting the quality of the output. Likewise, shortening the schedule to meet an earlier deadline might mean increasing the budget or tightening the scope. Do you need to absolutely reduce the budget and timeline without changing the scope? Then, the triangle might have to shrink, potentially reducing the product’s quality.

Scope: Scope refers to the deliverables and tasks the team must complete to achieve the project’s goals. It might change if stakeholders decide mid-project that they want to adjust a product or add another product entirely.

Cost: Project cost is the total amount of money required to complete a project, also called the budget. Costs might include salaries for employees and money for equipment, tools, office space, and other resources. Adding new members to a team or increasing the time it takes to complete a project can impact cost.

Time: Time is how long it takes to complete tasks in a project and the project itself. This constraint is also called the schedule. An expanded scope can increase timelines, as can a decreased budget—for example, if the team removes a team member due to budget constraints, it can take longer to complete a project.

Some models show an enhanced project management “triangle” with six constraints. The six-constraint model adds benefit (sometimes replaced by “resources”), risk, and quality as three more separate constraints [ 1 ]. This model is sometimes depicted as a six-point star made from overlapping triangles.

Project management triangle: Why it matters

The project management triangle guides the entire scope of a project and helps keep everyone involved apprised of the variables and elements that take priority. It is a useful concept for project managers for the following reasons:

It helps to see how changing one project constraint will affect other constraints. If you change the scope of a product you’re hoping to launch, you know that either the budget needs to increase or the timeline needs to be extended (or both).

It can help mitigate risks. Say your project to launch a new piece of software has a hard deadline, and you’re worried your engineers will fall behind. You can ask stakeholders for a contingency budget in case you need to hire another engineer to help complete tasks.

It can clarify priorities in a project. Does your project have a hard deadline, a strict budget, or specific deliverable requirements? Knowing this can give you a better idea of what a successful project will look like.

Managing the project management triangle

Understanding how the three elements in the project management triangle link together is an essential first step to managing it. The following offers a few concrete ways you can balance the constraints of the project management triangle: 

Communicate with stakeholders: Speak with stakeholders to determine what acceptable change is and which constraints need to be prioritised. Is the deadline immovable, or is the budget strict? This will give you an idea of how the project can adapt should changes become necessary. This is a crucial step in the initial stages of the project, but frequent communication should also happen throughout the project.

Establish risk management processes: Planning for risks should be baked into your project management process to prevent scope creep and stay within budget and on schedule. Identify risks, then establish a plan to mitigate each. 

Create change management processes: Change is often inevitable. A change management process creates a structured way of approving or rejecting changes. Doing so ensures the team is aware of changes as they happen and how they impact the project. It can also reduce scope creep.

Choose a methodology based on constraints: You might adopt a project management methodology based on your constraints. For example, you might manage projects that face strict constraints through Waterfall-type approaches. An Agile method like Scrum might be more fitting if you need more flexibility. Projects where you need to minimise inefficiencies as much as possible can benefit from a Lean approach.

Getting started in project management

The project management triangle has various benefits, from streamlining inefficiencies to reducing risks. Gaining a robust understanding of the project management triangle can help give you a foundation for a career in project management, which has evolved into a promising field in India. The demand for those with the right knowledge and skills continues to increase. 

Mastering the project management triangle is one of the many fundamental concepts aspiring project managers should know. If you’re looking for a place to learn other project management essentials, check out the Google Project Management: Professional Certificate.

Frequently Asked Questions (FAQs)

Why is the project management triangle important‎ ‎.

The project management triangle helps to illustrate the relationship between project constraints. It can also help reduce project risks or provide insight into how to deal with them if they happen. The project management triangle can also help establish what the priorities are in a project. ‎ ‎

What are the phases of the project management lifecycle?‎ ‎

The project management life cycle has four stages: initiating, planning, executing, and closing. Some resources list five phases, adding “monitoring and controlling” to this list. ‎ ‎

What causes scope creep in project management?‎ ‎

Various factors can contribute to scope creep. These include poorly defined scope, lack of communication between stakeholders and the team, unclear priorities, and too many dependencies. ‎ ‎

Article sources

Project Management Institute. " Six (yes six!) constraints: An enhanced model for project control , https://www.pmi.org/learning/library/six-constraints-enhanced-model-project-control-7294." Accessed August 29, 2024.

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Change Control in Project Management. How Does it Work

August 30th, 2024

It’s normal for things to change as work moves along.

The work environment, requests from important people involved, or unforeseen problems could all potentially require tweaks to schedules, budgets, or what gets made. That’s where good change control in project management comes in.  

Change control in project management is the process that assists project leaders notice, assessing, approving, and correctly applying any necessary changes.

Implementing a strong change management process is important to keeping projects progressing according to plan, within budget, and delivering the expected results – even when adjustments are needed along the way.

Key Highlights

• Change control in project management is the process of systematically handling any necessary changes to a project’s schedule, budget, what’s included, or what gets made.
• Using change control in project management helps project leaders spot and assess the potential effects of changes to keep projects on track.
• The main steps of change control in project management include writing down change requests, figuring out how changes could impact things, getting approvals, and sharing decisions.  
• Dealing with risks and including important people involved are important parts of good change management .
• Templates, project planning materials, and change management tools support stronger change management.
• Best practices include carefully considering the impact of changes, thorough documentation, clear approvals, and communication. Paying attention to how changes may affect the project and properly managing them is key for dealing with unpredictable parts of projects.

What is Change Control in Project Management

Change control in project management refers to the formal process of systematically dealing with all changes that come up during a project. This includes changes to what the project covers, the schedule, the budget, or what gets made at the end. It’s about identifying changes being proposed or happening and managing them properly.

Good change control in project management is important for a project to succeed for a few reasons. It helps projects adjust to changing business needs and situations while minimizing problems with the timeline and budget. When changes aren’t managed well, it can easily throw off a project’s schedule and goals.  

Change control in project management sets up clear transparency around all proposed changes through a standard process to evaluate, approve, or reject changes through a board overseeing changes. This reduces project risks.

Tracking all changes through documentation also helps avoid redoing work from recurring change requests. Carefully considering impacts early on plans better for potential risks or issues from changes. This improves the chances changes approved will succeed.

Paying attention to potential impacts and dealing sensibly with needed changes is key for keeping projects progressing positively, even when things change along the way.

Want to anticipate and mitigate risks before they impact your project? Learn more about powerful preventative tools.

Key Elements of Change Control in Project Management

Some key elements involved in any change control process typically include documentation procedures, a change control board, a change log to trace changes, and templates for standardizing change requests.

Documentation procedures involve how teams submit and document proposed changes for review. A change control board approves or denies proposed changes after conducting impact assessments .

A change log centrally tracks all approved and rejected changes for reference. Templates standardize how teams submit and provide details for changes to simplify the evaluation process.

In subsequent sections, we will explore each step of the change control process in more detail along with how tools and best practices support successful change management . But first, let’s examine the overall process at a higher level.

The Change Control Process

Being able to clearly distinguish between different types of changes is the first step in effective change identification.

There are generally two categories – unplanned changes and requested changes.

Unplanned changes refer to events outside a team’s direct control like weather delays, staff turnover, or technology issues. Requested changes come from internal or external stakeholders who submit formal change requests.

Change requests are the typical way changes enter the control process. Teams should use a standardized change request form template to record necessary details about each proposed change in a consistent manner.

The template collects information like the requested change description and reason, potential impact, and suggested implementation approach. This provides reviewers with the context needed to evaluate change feasibility and priority.

How can you ensure your project adapts smoothly to necessary changes? Learn to systematically evaluate modifications’ true impacts.

Change Impact Analysis

Once a change request is received, its implications must be thoroughly assessed. Project managers coordinate impact analyses to carefully evaluate how a change could influence scope, timelines, costs, quality, and risks if implemented.

They consider both potential benefits the change may offer as well as drawbacks. Scope impact looks at how the requested change adjusts functional or system requirements.

Schedule impact estimated timeline adjustments. Cost impact determines revised budget needs. This due diligence informs the change review and approval process.

Change Evaluation

Following impact assessments, a change control board meeting takes place. This committee, usually consisting of key project stakeholders and managers, makes the critical decision to approve, reject, or defer each pending change request.

Relevant considerations include alignment with business strategic priorities, compliance with budget and schedule constraints based on the impact analysis , and feasibility of completing necessary transition work. The board documents its ratification of approved changes.

Thoroughly assess the implications on scope, schedule, costs, quality, and risks before a decision is made.

Change Documentation

For approved changes, a formal change authorization known as a change order is generated. This contract-like form spells out adjusted project details and obtains necessary signoffs.

All changes, whether approved or rejected, are also recorded in a centralized change log for tracking purposes. Effective documentation provides an audit trail and helps communicate change decisions, new baselines, and pending additional transition work needed.

Risk and Stakeholder Management

Risk management plays an important supporting role in change control. Any change carries risks that must be mitigated to some degree. During impact assessments , project teams evaluate potential risks the change could introduce, such as delays, budget overruns, or quality issues.

They also assess the risks of not implementing certain changes. This risk analysis allows for proactive risk response planning like adjusting contingency reserves or adding preventative controls. Risk management enhances change success rates and overall project resilience to disruption.

Stakeholder Management

Stakeholder buy-in and clear communications are equally crucial to change control. Stakeholders may propose changes, provide input during impact reviews, and need detailed communication regarding final change decisions.

Project managers ensure stakeholder expectations are managed appropriately throughout the process. Status updates disclose potential and definite change impacts for transparency.

Ongoing stakeholder involvement through meetings or shared documentation systems helps socialize changes and secure necessary approvals. It eases transition work for implementing approved changes.

Learn how to evaluate the importance of change implications in a project. Analyze minute details to ensure success.

Project Planning and Templates

Robust project planning establishes the foundation needed for systematic change control. During initiation, detailed planning defines the project baseline – an approved scope description, schedule milestones, budget, and quality standards.

This baseline forms the basis against which future changes will be evaluated and approved.

Additionally, comprehensive planning reduces unforeseen issues arising later to introduce fewer changes. Strong change control depends on thorough upfront planning of the project framework to maintain.

Standardized templates further streamline change control processes. A change request form captures all details required from those proposing changes in a consistent format. This simplifies impact assessment and decision-making.

A change management plan formalizes the entire change control methodology, procedures, responsibility assignments, and integrates with overall project documentation. Templates reduce redundancies and reinforce governance across the project lifecycle .

Implementing and Managing Change Control in Project Management

Timeline Adjustment

Upon approval, changes must be implemented by modifying project schedules. Project managers use scheduling softwares to easily shift dependent work based on start and end date changes as needed.

Adjusted timelines are distributed to keep all team members synchronized on current deliverable due dates and budgets.

Resource allocation

Approved changes may require adjustments to assigned personnel or the availability of tools/equipment. Managers reallocate team members or request additional hiring according to impact analyses . Ensuring resources match approved changes helps seamless implementation.

Status updates

• Approval process

Transparency in change implementation is key. Regular status meetings and reporting disclose progress to stakeholders.

Any issues warranting reevaluation through the approval process are identified and readdressed. Consistent governance over ongoing procedures maintains structure and efficiency for change adoption.

Change Control in Project Management – Best Practices

Impact assessment.

Thorough impact analyses evaluating all potential consequences of changes are imperative. Considering scope, timeline, budget, quality, and risk factors leads to well-informed approval decisions. Quantitative data strengthens assessments over vague assumptions.

Approval Process

A standardized approval workflow through a designated change board provides structure and accountability. Consistent procedures maintain fair, consistent evaluations of each change request’s merits.

Communication

Frequent, transparent communication informs stakeholders of change decisions and potential impacts. Meetings and documentation systems keep all parties notified of project variances to secure buy-in and prevent issues.

Documentation

Maintaining a detailed audit trail of all changes crossed reference to original project documentation supports future reference, compliance, and demonstrates authorized evolution.

Budget and Cost Change Management

Prudent change control in project management incorporates flexible contingency planning and cost/funding reallocation to successfully implement approved changes within financial constraints.

Adhering to these practices yields optimal results from changes and safeguards progress toward objectives.

Change Control Software Tools

Dedicated change control software streamlines documentation, approval workflows, impact assessments , and status visibility. Integrated options avoid isolated manual efforts susceptible to human error.

Key capabilities to look for  

Look for flexibility to customize processes. Templates should expedite request submissions and reviews. Resource and task scheduling supports timeline adjustments. Reporting gives oversight into execution and outstanding changes.

Example tools

Microsoft Project supports change management capabilities. Jira Software facilitates submissions and board approval voting. Changepoint offers specialized functionality and cloud-based team collaboration . BlueAnt’s ClearScan combines request logging, impact analysis, and approval routing.

The right software selects boost productivity, standardization , and transparency around change control practices. Integrations maintain synchronization as changes propagate across workstreams.

As we’ve discussed, properly implementing change control in project management is important for projects trying to navigate uncertain situations. The process acts like the glue guiding projects through changes while still reaching important milestones.

Following tested practices such as impact assessments , clear documentation, and overseeing change approval supports control throughout a project’s progression. Choosing the right collaborative tools also streamlines processes for more efficiency.

Change control in project management establishes a structure for reasonably and methodically dealing with changes. It helps teams keep moving ahead positively despite variations. Including stakeholders and dealing with risks also counters how changes might affect things.  

Overall, a well-thought-out change management system protects projects from uncontrolled scope increases or delays because of unmanaged changes.

It ensures careful consideration and oversight of all adjustments. For any project leader, building strong change management foundations is worth the initial effort.

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Project Scheduling 101: How To Schedule Your Projects

Published: Aug 27, 2024, 8:40am

Table of Contents

What is a project schedule, what is included in a project schedule, project scheduling in 7 steps, project scheduling techniques, common pitfalls in project scheduling and how to avoid them, bottom line, frequently asked questions (faqs).

Project scheduling is the backbone of successful project management , ensuring that tasks are completed on time and resources are optimally allocated. Understanding project scheduling is crucial for anyone looking to manage projects efficiently, whether in construction, IT, marketing or any field requiring meticulous planning.

In this article, you will learn what a project schedule is, its importance, the key elements included in a project schedule and steps to create an effective project schedule. Let’s dive into the world of project scheduling and uncover how to set up schedules that lead to project success.

Project scheduling is a detailed plan that outlines what needs to be done, by whom, by when and what resources are needed. It helps teams visualize the entire project from start to finish. Project schedules are not just about timelines; they encapsulate the project’s scope, resource allocation, task durations and dependencies among tasks. This comprehensive blueprint is essential for ensuring that a project achieves its stated outcomes within the stipulated time and budget.

Why Is Project Scheduling Important?

Project scheduling ensures that project milestones are met, resources are efficiently utilized and potential bottlenecks are identified early. Effective scheduling aids in risk management by allowing project managers to anticipate issues and make informed decisions. Moreover, it facilitates better communication among stakeholders by providing a clear picture of project progress and expectations.

Ultimately, a well-crafted project schedule is indispensable for delivering projects on time and within budget while also satisfying stakeholders and enhancing team productivity.

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A comprehensive project schedule includes several critical elements. By integrating these components, project managers can create a roadmap that guides the project from conception to completion.

• Deliverables: These are the specific outputs or products that are to be delivered to the client or stakeholder at various stages of the project. They can range from documents and software to constructed buildings, depending on the project’s nature.
• Tasks and Milestones: Every project is broken down into manageable tasks, each with specific milestones to mark significant achievements.
• Start and End Dates: Precise timing for each task and milestone helps track progress and ensure the project remains on schedule.
• Resources Assigned: This includes the allocation of human, financial and material resources necessary for each task.
• Dependencies: Understanding how tasks are interlinked is crucial for sequencing activities and avoiding project delays.
• Work Packages: These are groupings of tasks that form a major component of the project, allowing for easier management and assignment of responsibilities.
• Budgets: Budgets are detailed financial plans that outline the costs associated with each phase or component of the project, ensuring that expenditures are kept within the allocated amounts.

Creating an effective project schedule demands attention to detail and a methodical approach. Project managers can craft a detailed and effective project schedule by breaking down the process into manageable steps. This sets the foundation for successful project execution and also ensures that all team members are aligned and informed about their contributions to the project goals.

1. Define Project Scope and Objectives

Start with a clear understanding of what the project aims to achieve and its boundaries. This clarity is crucial for aligning all project activities towards the desired outcome.

2. Break Down the Project Into Tasks and Subtasks

Segment the project into smaller, actionable items. This detailed breakdown makes it easier to manage, delegate and track progress.

3. Develop Work Packages

Group related tasks into work packages. This approach helps streamline task assignments and focuses on completing significant project components.

4. Estimate Task Durations and Assign Resources

Determine how long each task will take and allocate the necessary resources, including personnel, equipment and budget. Accurate estimations are key to setting realistic deadlines and ensuring resource availability.

5. Identify Dependencies and Define the Critical Path

Understand the relationship between tasks to identify dependencies. This allows you to sequence tasks effectively and identify the critical path, which is the longest sequence of dependent tasks that determines the project’s minimum completion time.

6. Draft the Project Schedule Using Scheduling Tools

Utilize project scheduling software to compile all the information into a cohesive schedule. Tools such as Microsoft Project , Asana or Trello can offer visual representations of the schedule, facilitating easier adjustments and updates.

7. Review, Optimize and Communicate the Schedule

Engage stakeholders in reviewing the draft schedule to ensure it meets project objectives and is realistic. Make necessary adjustments based on feedback. Finally, communicate the finalized schedule to the entire project team, ensuring everyone knows their tasks and deadlines and how their work fits into the larger project timeline.

Project managers employ various techniques to enhance the effectiveness of their schedules. By leveraging these techniques, project managers can create more accurate and flexible project schedules, adapt to project changes, optimize resource allocation and ensure successful project delivery. Here are some of the most widely used project scheduling techniques:

Critical Path Method (CPM)

This technique involves identifying the longest sequence of dependent tasks that determine the project’s minimum completion time. By focusing on the critical path, project managers can prioritize tasks that directly impact the project’s deadline, ensuring that delays in these tasks do not derail the entire project.

Program Evaluation and Review Technique (PERT)

PERT is a statistical tool used to analyze project tasks, estimate completion times for each task and determine the minimum time required to complete the entire project. PERT involves creating a project model that includes all the tasks, their durations, dependencies and the critical path.

Gantt Charts

A Gantt chart is a visual scheduling tool that illustrates a project schedule. It shows the start and finish dates of the various elements of a project. Gantt charts are useful for planning and scheduling projects, helping project managers visualize task durations, their sequences and how tasks overlap and link with each other.

Resource Leveling

This technique is used when resources are over-allocated or scarce. It involves adjusting the project schedule to smooth out the demand for resources, ensuring that they are used efficiently and without overburdening any resource at any time.

Time-Scaled Network Diagrams

Similar to Gantt charts, these diagrams represent tasks and their dependencies over time but offer a more detailed view of how tasks interconnect. This technique is useful for visualizing the flow of tasks and identifying potential bottlenecks.

Agile Scheduling

While not a traditional project scheduling technique, Agile methodologies offer a flexible approach to project management, focusing on delivering work in short, iterative cycles known as sprints. Agile scheduling is handy in projects where requirements evolve rapidly.

Work Breakdown Structure (WBS)

Work Breakdown Structure (WBS) is a hierarchical decomposition of all the tasks that must be completed to meet project objectives and create the required deliverables. By breaking down the project into smaller components, project managers can assign tasks more efficiently, estimate costs and durations more accurately and track project progress more effectively.

Project scheduling can be challenging, with some of the most common pitfalls being:

• Unrealistic deadlines that lead to rushed work and quality issues
• Poorly defined project scope that leads to scope creep and can derail the project timeline
• Inadequate resource allocation , which can create bottlenecks and delay project progress
• Dependency mismanagement that can lead to scheduling conflicts and delays
• Lack of contingency planning that doesn’t account for potential risks and can lead to issues and schedule disruptions

To avoid these pitfalls, engage in thorough planning, maintain open communication with the team and adopt a flexible approach to project management. Regularly reviewing and adjusting the project schedule in response to unforeseen changes can also help mitigate risks and keep the project on track.

Project scheduling is a critical skill that underpins successful project management. Project managers can significantly enhance project outcomes by understanding its importance and mastering the art of creating detailed and adaptable schedules. As you become more familiar with project scheduling, consider exploring advanced project management techniques and tools to further refine your skills and contribute to your projects’ successes.

What are the three types of project schedules?

The three main types of project schedules are the master schedule, milestone schedule and detailed schedule. The master schedule provides an overview of the project’s key phases and milestones. The milestone schedule focuses on major events and deliverables without detailing individual tasks. The detailed schedule breaks down each task, including start and end dates, resources needed and dependencies, offering an in-depth roadmap for project execution.

What are the seven steps of project planning?

The seven steps of project planning are:

• Define objectives
• Determine deliverables
• Assign resources
• Create a timeline
• Identify risks
• Establish communication protocols.

These steps guide from project conception through to execution, ensuring clarity and direction.

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What is Quality Management? A Complete Guide

• Written by Contributing Writer
• Updated on August 27, 2024

The importance of quality cannot be overstated when it comes to businesses, their success and their longevity. When there is quality, it translates to value for customers, streamlined processes, and continual growth.

We often hear the term “quality control” in the context of how a business produces goods or services to the satisfaction of its customers consistently. However, there’s a larger concept at play, which covers quality control and other quality-related strategies. It’s called quality management.

So, what is quality management?

If you’re a project manager or aspiring to be one, you’ll want to understand how quality management works. This article comprehensively examines what it is, how it works, the methods, and everything you need to know about quality management.

We’ll also discuss how you can better understand quality and other project management concepts through a Lean Six Sigma course .

Quality Management: Definition & Examples

In short, it involves management tasks and roles focused on defining and executing quality policies through strategies like quality planning, assurance, and control.

Let’s understand this through an example.

Consider running a bakery on your street. Sales are good, but you notice some areas for enhancement. The nearby shop has fresher flour, and your oven isn’t heating evenly. You decide to upgrade. You monitor the results and plan further refinements.

In essence, this illustrates quality management (QM). It’s the act of assessing and refining quality throughout an organization. It is the act of combining quality assurance (QA) with process enhancement.

QM sets objectives, identifies shortcomings, and makes necessary adjustments. In short, it’s the strategy to improve operations and bridge experience gaps.

Also Read: What Is Lean Management, and Why Is It Worth Mastering?

History of Quality Management in a Nutshell

Quality Management started with Walter Shewhart at Bell Laboratories in the early 20th century. He introduced statistical quality control (SQC), focusing on process improvement over the end product.

During World War II, the U.S. applied SQC for military production. However, post-war civilian manufacturers lagged in adopting these improvements. Then, engineers Deming and Juran traveled to war-torn Japan. Their approach emphasized ‘Total Quality,’ a holistic approach to improvement. Their efforts transformed Japan into a manufacturing titan.

By the 1980s, recognizing Japan’s success and shortcomings, the U.S. adopted Total Quality Management (TQM). 1987, the ISO 9000 standard was introduced, becoming a global quality benchmark.

As the 21st century rolled in, with globalization and technology at the forefront, approaches like Motorola’s Six Sigma emerged, emphasizing near-perfect outputs.

Today, quality management isn’t limited to manufacturing; it’s a universal pursuit, spanning sectors from healthcare to cutting-edge technologies like Blockchain.

What is Quality Management: Four Stages

The four Quality Management (QM) stages are often described as part of the Plan-Do-Check-Act (PDCA) cycle, also known as the Deming Cycle or Shewhart Cycle.

Here’s a brief overview:

This is the initial stage where you identify an opportunity and plan for change. This involves setting objectives, defining processes to meet the objectives, and determining the resources needed.

In this stage, you implement the plan on a small scale, ideally in a controlled environment. This is where the changes are tested, and data is collected for the next step.

Here, you assess your test results, comparing them against the expected outcomes to determine any differences. You’ll analyze the data collected during the “Do” phase to understand whether the change has led to improvements.

You take corrective action Based on the “Check” phase results. If the implemented change leads to the desired improvement, you can scale up the implementation. If not, you must revisit the “Plan” phase to identify new or refined solutions.

This cycle keeps repeating, always aiming to make things better. When one cycle finishes, it helps set up the next, ensuring we’re always checking and improving our methods for the best results.

Also Read: What Is Process Mapping & How to Create It?

Most Popular Quality Management Methods

Four essential quality management methods stand out. Each offers unique benefits and challenges; the best fit depends on a company’s structure, needs, and goals.

Standardized Systems

Set by the government, these standards, like ISO certifications, are mandatory for certain products (e.g., baby car seats). Some firms adopt these standards voluntarily to enhance their reputation or align with their vision.

Total Quality Management (TQM)

This aims to boost quality throughout a company. It assesses the firm’s overarching quality goals and then evaluates every process and factor affecting quality for improvement.

A detailed, data-centered approach, Six Sigma focuses on defining, measuring, analyzing, enhancing, and maintaining quality. Predominantly used by large manufacturers, it necessitates thorough training. For deeper insights, consider enrolling in a boot camp.

Continuous Quality Improvement (CQI)

As the name suggests, the enhancement never stops. Recognizing perfection is a journey, CQI prioritizes people over processes, using the Plan, Do, Check, Act framework to improve quality.

What are the Main Quality Management Principles?

Quality management revolves around several guiding principles. Adopted by the International Standard for Quality Management, these principles enable organizations to refine their processes for optimal results:

Prioritizing Customers

Every organization’s main goal should be to understand and surpass the needs and expectations of its customers. By recognizing and fulfilling both current and future customer needs, businesses ensure customer loyalty, leading to increased revenue. Effective and efficient processes enhance quality, satisfying more customers.

Importance of Leadership

The success of any organization is directly linked to its leadership. Effective leaders foster unity, setting clear goals that engage employees and stakeholders. A positive organizational culture helps employees achieve their potential and work towards company goals. Engaging employees in goal-setting often leads to heightened productivity and commitment.

Engaging Employees

Active employee involvement is crucial. All staff should be empowered to contribute value regardless of their employment status or role. Constant skill improvement and consistent performance should be promoted. Empowerment, decision-making involvement, and recognition motivate employees, ensuring they feel valued and responsible for their contributions.

Adopting a Process-Centric Mindset

Organizational performance hinges on efficient and effective processes. Recognizing that superior processes lead to consistency, efficiency, and ongoing improvement is vital. Organizations thrive when they can effectively manage inputs and the processes that yield outputs.

Commitment to Ongoing Improvement

An enduring focus on improvement can transform organizations, enhancing flexibility, performance, and adaptability. A proactive stance on creating and evolving processes is crucial to stay competitive.

Data-Driven Decision Making

Grounding decisions in analyzed and validated data offers a clearer understanding of the market dynamics. Such a factual approach ensures businesses can execute strategies that yield desired outcomes while providing a basis for past decisions. It aids in understanding the interconnected nature of actions and their consequences.

Building Strong Relationships

Effective relationship management, especially with suppliers and stakeholders, is paramount. Recognizing that various parties can influence an organization’s trajectory ensures better supply chain management. By cultivating and maintaining these relationships, businesses enhance their chances of long-term success and collaboration.

Also Read: What Is Lean Six Sigma? A Comprehensive Guide to Understanding the Methodology

What is a Quality Management System (QMS)?

Let us look at how the principles of quality management are implemented through the QMS or Quality Management System.

A Quality Management System (QMS) ensures that products are made to meet quality standards. It monitors products from start to finish, ensuring they align with industry and regulatory norms.

QMS can be manual or software-driven and comprises two main parts: quality assurance and quality control.

While quality assurance focuses on inspecting processes during production, quality control evaluates the end products using customer feedback and on-site inspections. Quality assurance maintains consistent quality during production, and quality control verifies the final product’s quality.

The Importance of Quality Management Systems in Business

Why do businesses need QMS? Here is a breakdown of what it means to the business processes:

Product Oversight

The QMS constantly monitors products, beginning with acquiring raw materials and continuing to ship finished goods. It’s vigilant about tracking the quantity of products made and promptly identifying faulty ones.

Vendor Product Evaluation

This aspect of the QMS ensures that products sourced from vendors align with predetermined quality benchmarks. Vendor products can be quickly identified and returned if they fall short of these standards.

Scheduled Evaluations

Regular assessments are scheduled for staff, products, and equipment, ensuring ongoing quality compliance.

Error Tracking and Rectification

One vital feature of a QMS is its ability to spot and record current errors within the system. Beyond identifying them, it establishes strategies to both rectify present issues and devise mechanisms to prevent similar problems in the future.

Supplier Performance Assessment

A QMS employs key performance indicators (KPIs) to evaluate suppliers’ efficiency and reliability critically.

Policy and Procedure Updates

An effective QMS stays updated with any changes to company policies and procedures.

Moreover, it provides detailed and actionable reports on all facets of the quality management process.

Things to Remember When Choosing a Quality Management System

When choosing a QMS, numerous options can be overwhelming. Here’s a condensed guide to making an informed decision.

Industry Experience

It’s essential to check if the QMS provider has experience in your sector. They should have worked with similar businesses and be conversant with your specific quality requirements. Moreover, they should offer reliable references and display deep industry knowledge in software, installation, and training.

Functionality Needs

Determine if the software aligns with your business requirements. Key functionalities to consider include:

• Meeting industry-specific quality compliance standards
• Integration capabilities with other systems
• Tracking non-conformities and offering a comprehensive audit trail
• Features like Correct and Preventative Action (CAPA) management to address root causes
• AQL and RQL sampling throughout processes
• Efficient document control to log all quality endeavors
• Display of KPIs for supplier performance evaluation
• Flexibility to gather data from various sources, including mobile devices or the web

Real-time visibility into quality events is crucial. A robust QMS provides insights across the enterprise, allowing proactive issue resolution. It should offer the ability to monitor vendors and employees for compliance and training needs.

Master Quality Management for Better Project Outcomes

Quality management is paramount in every industry. For project managers, it’s critical to ensure streamlined processes that lead to the desired level of quality and performance.

If you want formal training in quality management, enrolling in a professional Lean Six Sigma certification can be a great starting point.

You might also like to read:

Six Sigma Principles: A Comprehensive Guide to Implementing and Optimizing Your Processes

Six Sigma vs. Lean Six Sigma: Which Methodology Is Right for Your Business?

What is Lean Methodology?

Six Sigma in Healthcare: Concept, Benefits and Examples

The Top 24 Lean Six Sigma Interview Questions for 2023

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