Not sure as to the "context" of your question, but I've attached an Acrobat file that outliunes the various methodologies used at a high level. Tom Welch Saving Changes...
Slade BeardDirector| EcoThought Pty LtdGundaroo, Nsw, Australia
This is a huge question. Without some further information, it is difficult to judge the correct answer. What type of project are you running? What are your constraints, budget? time? quality?
More info would help provide a more detailed answer. Saving Changes...
Critical Chain Scheduling, Buffer Management, and Synchronized Multi-Project Management
Saving Changes...
John ZacharProduct Dev Manager| Association for Project Management (APM)Brackley,, Northamptonshire, United Kingdom
One thing that most fail to realise (English from England) is that there are two lifecycles in any project - the project lifecycle and the development lifecycle. The project llifecycle is basically initiate, plan, do or build, and finally closedown or terminate. The development lifecycle is the typical requirements, spec, design, build, test, handover. There usually is a large number of the latter in one of the former. Using the correct development lifecycle for the deliverable involved is important - a devleopment lifecycle for some software is much different that the lifecycle for a construction project. However, both may be required in the same project lifecycle. Hope this helps. Saving Changes...
I am new to Project Management but have the same question - Which PM Methods should I consider implementing within my Company?
We are and Internet Solutions Company who amongst other services build websites.
Our Projects do not usually last more than 6 months.
What Methods do you think we should consider for this environment?
Does anybody have any experience within this area ?
I have been looking at DSDM - any views ?
Any advice would be greatly appreciated.
Regards,
S.S.Virk Saving Changes...
Andy JordanPresident| Roffensian Consulting S.A.Cherry Grove, AB, Canada
To pick up on John's point, I think it is necessary to further distinguish between project methodology and development methodology.
A project methodology needs to be a carrier for a number of development methodologies because a single organisation (English from England too, originally) will approach different projects in different ways - time to market driven projects will likely utilise different development methodologies than a project that has to deliver a 100% error free product.
This means that the company (or department, PMO etc) wide methodologies need to be fairly generic in nature, and capable of being applied to very different situations.
This tends to come back to the methodologies that Frank mentions, but with an additional need to be sure that you have policies and procedures for implementing them within your organisations. It is these policies and procedures that need to be flexible (or multiple) in order to allow the methodology to be applied to individual scenarios. Saving Changes...
Anonymous
Looking for standard project lifecycles/methodologies to follow for Infrastructure and TechOps projects. I have always used the project lifecycle for Application Development projects. Any suggestions? Saving Changes...
I'm SO glad to read what John posted... That seems to get lost in most organizations today. You have to select the appropriate development lifecycle and project lifecycle. No matter which methodology you follow - you will always have the same phases. In SDLC, you go through requirements, design, development, testing and implementation. In PM, you go through planning, executing, controlling and closing. First, understand the project scope, the management expectations, and all other constraints you must work in and then select your sdlc and pmlc... One of the biggest challenges to being a pm is to realize that not all projects are created equal and you must use the right tool at the right time. Saving Changes...
As asked by you, Methodologies are available only with some best companies providing management consultancy services like Deloitte and address management related issues faced by the industry. These methodologies are developed to leverage the combined experience of literally hundreds of person-years on related projects and programmes, and are designed to allow our consultants harness this experience in their own programs.
George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
I would like to return the discussion to the original question: “What are some of the best methodologies used to ensure successful project delivery?”
I’m sure that my response will raise some eyebrows: no project management methodology ensures a successful project delivery. The project manager’s ability in coordinating an motivating the team, in managing stakeholders expectations, managing the project “technicalities” (scope, time/schedule, cost, risk, quality, communications, human resources, procurement), in dealing with executives and customers etc., that is what ensures a successful completion. A methodology (any methodology) is only a set of tools, templates, methods and guidelines available to the project manager to use as he/she sees fit for the project specifics.
Almost every medium to large company (at least in North America) has its own project management methodology, usually aligned with PMI’s guidelines as expressed in PMBOK. These methodologies adapt PMBOK concepts to the specific company culture and capabilities. They add templates to be used, procedural steps to advance the project from one phase to another, mandatory approvals and checkpoints, company standard tools for monitoring and reporting etc, and there you have it: a full-size company specific methodology.
Some consulting companies also make their internal methodologies available for sale to companies that are just growing and would like to start with something instead of reinventing the wheel. But what methodology is best for your company? A very short response: yours. You can start from PMBOK and define the documents etc referenced there, you can purchase a “template” methodology and adjust / fill in gaps, it does not really matter. What is really important is that the methodology you end up with is clearly anchored in you company’s realities. Do not try to change the company to fit a methodology: it will never work. Take a guidebook (either PMBOK or a fully developed methodology) and adjust it to create your own methodology.
And the final word reiterates the idea I started with: a good methodology increases your chances but does not ensure project’s success. The project manager’s abilities are of utmost importance in driving the project to a successful completion.
