What is the definition of Project Management Methodologies?

It is the repetitive and consistent process that can be used throughout the
project life cycle to ensure the success of the project.

Most of the project management methodologies have 5 major components:

Project Management Guideline

        A standardized method of working, body of knowledge,
        approach and checklists to be applied in the project life cycle.
        (eg. PMBOK, PRINCE2, IBM's MITP, ISO, CMM)

Project Management Life Cycle

An agreed definition of project management life cycle covering the phases, stages, activities and tasks.
(eg. Project Initiating, Planning, Executing, Control and Closure)

Project Management Tools

Usually, it is the computer software tool that adopted by project manager to plan, track and control the project schedule and resources. (eg. Microsoft Project 2000, Primavera Project Planner)

Project Management Techniques

Techniques are some defined methods or skills that assist Project Manager to carry out the project management tasks. It could be the hard techniques like Gantt Chart, Work Break Down Structure ,Critical Path Analysis & Earned Value Management. There are other important soft techniques like information analysis, workflow management, problem management, change management, decision-making technique, negotiation and conflict management techniques.

Project Management Templates

It is referring to the standardized project documentation to enable the project manager to reuse the deliverables.
(eg. sample project plan, project change request form, project risk register)

1.    PMBOK - Project Management Body Of Knowledge

PMBOK is developed by Project Management Institute based on scalable project

management methodology.

	Project Integration Management
	Project Scope Management
	Project Cost Management
	Project Time Management
	Project Quality Management
	Project Risk Management
	Project Communication Management
	Project Human resources Management
	Project Procurement Management

 

2.    PRINCE2

PRojects IN a Controlled Environment:

Produced in 1989 by the Central Computing and Telecommunications Agency (CCTA) a government agency for the development and implementation of IS/IT projects.

The main features are :-

	A defined management structure.
	A system of plans for resourcing and  technical issues.
	A set of control procedures
	A focus on products - deliverables to the customer and project deliverables for the management of the project.

The PRINCE Methodology defines

	Organisation Who is responsible for what A project board with strategic responsibility, a project manager, a project assurance team, work groups
	Plans
	Controls Management controls (meetings, progress reports etc) Product controls (Quality Reviews etc)
	Project Processes Start-up - defining the project brief (essentially the 'vision'), setting up the Project Board Initiation - demonstrating the business case Directing the project - strategic management by exception Controlling a Stage - operational management Managing Stage Boundaries - demonstrating that the objectives have been met Managing Product Delivery - setting and checking objectives for work groups Closing a Project Planning

 

3.    IDEAL

The IDEAL^SM model is an organizational improvement model that serves as a roadmap for initiating, planning, and implementing improvement actions. The IDEAL model is named for the five phases it describes: initiating, diagnosing, establishing, acting, and learning. The IDEAL model as originally conceived was a life-cycle model for software process improvement based upon the Capability Maturity Model® (CMM®) for Software, and for this reason the model used process improvement terms. Developed and refined by SEI (Software Engineering Institute).

	Initiation Set context Build sponsorship/support Character infrastructure
	Diagnostics Characterise current and desired states Develop recommendations
	Establishing Set priorities Develop approach Plan actions
	Action Create solution Pilot and test solution refine solution Improve solution
	Learning Analyse and validate Propose future actions

4.    IBM's MITP (Managing the Implementation for the Total Project)

4 Phases

Phase 1:    Commencing

Phase 2:    Establishing

Phase 3:    Implementing

Phase 4:    Ending

WBS

Level 1: Project

Level 2: Deliverables such as software or hardware

Level 3: Components such as the key work items needed to produce deliverables,
                modules of software

Level 4: Work-packages which are major work items, or collections of related tasks,
               required to produce a component

Level 5: Tasks which are tasks that will normally be the responsibility of a single person

Other useful models:

Berkeley Project Management Maturity Model (PM3)

	Level 1:    Ad hoc
	Level 2:    Planned
	Level 3:    Managed at Project Level
	Level 4:    Managed at Corporate Level
	Level 5:    Learning

Another Project Management Maturity Model (PM3) -
by Micro Frame & PMT

	Level 1 - Ad-Hoc: The project management process is described as disorganized, and occasionally even chaotic. Systems and processes are not defined. Project success depends on individual effort. Chronic cost and schedule problems.
	Level 2 - Abbreviated: Some project management processes and systems are established to track cost, schedule, and performance. Underlying disciplines, however, are not well understood or consistently followed. Project success is largely unpredictable and cost and schedule problems are the norm.
	Level 3 - Organized: Project management processes and systems are documented, standardized, and integrated into an end-to-end process for the company. Project success is more predictable. Cost and schedule performance is improved.
	Level 4 - Managed: Detailed measures of the effectiveness of project management are collected and used by management. The process is understood and controlled. Project success is more uniform. Cost and schedule performance conforms to plan.
	Level 5 - Adaptive: Continuous improvement of the project management process is enabled by feedback from the process and from piloting innovative ideas and technologies. Project success is the norm. Cost and schedule performance is continuously improving.

 

Dr. Kerzner's 16 Points to Project Management Maturity
1.	Adopt a project management methodology and use it consistently.
2.	Implement a philosophy that drives the company toward project management maturity and communicate it to everyone.
3.	Commit to developing effective plans at the beginning of each project.
4.	Minimize scope changes by committing to realistic objectives.
5.	Recognize that cost and schedule management are inseparable.
6.	Select the right person as the project manager.
7.	Provide executives with project sponsor information, not project management information.
8.	Strengthen involvement and support of line management.
9.	Focus on deliverables rather than resources.
10.	Cultivate effective communication, cooperation, and trust to achieve rapid project management maturity.
11.	Share recognition for project success with the entire project team and line management.
12.	Eliminate non-productive meetings.
13.	Focus on identifying and solving problems early, quickly, and cost effectively.
14.	Measure progress periodically.
15.	Use project management software as a tool - not as a substitute for effective planning or interpersonal skills.
16.	Institute an all-employee training program with periodic updates based upon documented lessons learned.