Assessing and choosing the best project management methodologies (PMM) is essential. However, assessing which one works best for a particular project is complicated. While no “best” project management methodology works for all business types, sizes, or industries, there are ways to determine which methodology to use and how to apply it effectively.
Here’s how to go about it.
Previously, we discussed how to pick a project management methodology and covered some well-recognized methods and a few high-level factors that may impact selection decisions. These project management methodologies are repeatable, effective, and efficient processes that help organizations streamline project activities. Because these processes, once developed, can be documented and repeated, they help organizations spend less time focusing on the way to execute the project itself and more time on the project objectives and deliverables.
The process required to fully assess, document, and finally select the right project management methodologies for each project is much more detailed, time-consuming, and complex initially. Still, it is worth it (assuming that the most appropriate PMMs have been selected).
Key considerations when determining the best methodology
Even within the same company, PMMs are not a one-size-fits-all project type or industry. In one situation, a specific methodology may work best; in others, another one or a hybrid methodology might be more suitable. The same methodology is unlikely to work in the same organization on all projects; a best practice is to develop and implement a streamlined methodology assessment process (MAP) to determine the best approach for each project. Remember that this process may require reassessment and modifications as business factors change.
What to include in the assessment
This list of relevant assessment criteria applies to organizational development and projects; the same criteria should also be considered when selecting a methodology. The criteria can be broken down into internal and external and subcategories of each.
Internal criteria
Organization
Organizational maturity level and preparedness
- Setup and hierarchy
- Culture
- Products and services
- SWOT (strengths, weaknesses, opportunities, threats)
- Level of flexibility and agility
- Business drivers
- Risks involved
- Available resources
- Leadership beliefs, value systems, expectations, and support
- Industry, performance, competition, costs, productivity, and so on
Project
- Business and project requirements
- Project nature
- Size and complexity
- Timelines
- Stakeholder expectations
- Measurable PMM effectiveness
People
- Team members and their preparedness
- Experience
- Training
- Team location
Processes
- Internal processes, policies, and practices
Technologies
- Available software and tools
External criteria
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- External factors impacting the project processes
- Vendors
- External stakeholder expectations and requirements
- PMBOK guidelines
The assessment process
Once the assessment criteria have been factored into the decision, develop a process for identifying the best possible project-management methodology for specific projects. As mentioned previously, this process will need to be revisited and modified occasionally to keep up with the overall business and stakeholder needs.
Here are some general steps:
- First, determine project drivers and then identify and weigh the primary goals and priorities of the project.
- After determining the business drivers, project requirements, and goals, identify all the criteria a methodology will impact and vice versa.
- Identify all available and possible project management methodologies that are most relevant to the project.
- Spend some time comparing and contrasting each PMM concerning the project.
- Consider which methodology will yield the best results and offer the least risk.
- Gain feedback and buy-in.
- Document the methodology and rationale.
- Implement the methodology.
- Monitor and modify as required.
Although the biggest risk factors likely fall within organizational abilities and preparedness, any other criteria mentioned can create significant problems if they breach a key project requirement.
Some project management methodologies are also geared toward specific projects, but they may not always work in every instance. This is where hybrid options (combining more than one methodology) should be considered at various project stages.
Example:
Agile is commonly used in software development projects. It makes it easy to identify issues quickly and make modifications early in the development process rather than wait until the end of testing, as is the case with waterfall.
Agile offers repeatable processes, reduces risk, allows for immediate feedback, provides fast turnaround, and reduces complexity.
Waterfall offers a more formal planning stage that may increase the chances of capturing all project requirements upfront, thus reducing the loss of key information and requirements in the initial stages.
The benefits of both can create a case for a hybrid methodology solution.
Recognizing the priorities, project management methodologies, when, where, and how each methodology creates the most significant positive impact is highly valuable to project success. This is where project managers can assist organizations in improving how they implement projects most effectively and efficiently while reducing risks. It’s important to note there is no one solution in all cases, even within the same organization. PM experience truly comes into play, and this is where a project manager’s knowledge of the pros and cons of each methodology can greatly assist organizations in successfully navigating projects in ways that allow them to maximize the potential for stakeholders.
To assist in this regard, the Project Management Institute (PMI) developed the Organizational Project Management Maturity Model (OPM3)—now a globally recognized standard—to enable organizations to identify, measure, and improve PM capabilities, standardize processes, help solidify successful project outcomes, ultimately determine best practices, and strengthen the connection between strategic planning and execution. OPM3 focuses on organizational strategic effectiveness and incorporates project, program, and portfolio management. This standard was updated in 2008 and again in 2013 and is recognized by the American National Standards Institute (ANSI) as an American National Standard.
The PMI discusses high-level processes for tailoring project management methodologies in their Implementing Organizational Project Management Practice Guide.
Organizations should carefully evaluate which project management methodologies work for various projects based on factors in the PMI Methodology Tailoring Process to maximize strategic benefits.
Tip:
Remember to leverage the power of project management software like Wrike, Monday.com, Teamwork, Microsoft Project, Asana, and Trello. These software programs can provide a centralized platform for managing tasks, timelines, and resources. They enable project managers to create schedules, assign tasks, track progress, and collaborate with team members.
All content: Copyright 2018 by CIO.com—IDG Enterprise Inc., 492 Old Connecticut Path, Framingham, MA. 01701.
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