Do you know which Project Management methodology will be the best for you and your team? This is a crucial decision as its influence on your future work and its efficiency. With a well-managed workflow, the Project Management Office (PMO) helps organizations improve their performance, but understanding their organizational priorities is not enough.
For many companies, recent external factors such as COVID-19 and the industrial crisis will change their goals and priorities, and it is necessary to reconsider whether the methods implemented will work effectively.
With so many different ways to manage the complexity of a particular task, how do you know which way is best to manage the task? Here we describe the most popular PMMs in practice today and compare their methods and principles.
Most popular methodologies
At first, we have to say that there is no one super extra methodology that will suit perfectly one case, solution, team or company. Each case is different and needs different solutions only for itself. Remember that you can mix methodologies and adapt them to your needs so you’ll take from them only what is important for you.
Waterfall is accepted as a traditional method and has been a major project management methodology for many years. It can be used in many industries, but mostly in software development. It consists of vertical features (request analysis, design, testing, implementation, and maintenance) that are implemented in a specific line sequence. Waterfall gives you more control over any time. This provides a framework for the current process and increases the ability to understand all the requirements of the previous project. This reduces the loss of critical data and needs at the primary level. The disadvantage of this is that the waterfall is highly inflexible, so the work needs to be done one more time if the project’s scope changes after the start of work.
Agile took a different approach to the project than the Waterfall. Originally created for projects that require simplicity and speed of operation, the focus is on creating sustainable solutions to provide improved solutions. To achieve this, Agile consists of short delivery cycles, commonly known as “sprints.” Agile is probably best suited for projects that require less control and more communication time within a moving team.
As a project management approach, Agile is highly interactive and allows for a fast workflow between projects. It is often used in software development projects as it facilitates quick problem detection and changes at the beginning of the upgrade process without waiting for the test to complete. Agile provides a repetitive process, reduces risk, allows for a quick response, provides faster rotation, and reduces complexity. Cons include the long-term commitment required by stakeholders during the iteration of each project and less amount of documentation compared to waterfall.
Waterfall and Agile Mix
Try to visualize mixing these two the most popular methodologies (probably the most in the world) together. Take planning and requirement phases from Waterfall and rest (design, develop, implement, and evaluate phases) from Agile. It will be easier to plan but probably as much efficient as Agile.
Agile is commonly used in many organizations for ex. Scrum, Kanban, XP and a mix of these. The funny thing is that Scrum was used and named before the Agile Manifesto was developed, so don’t take seriously people who tell you that Agile is only Scrum or if you mix agile methodologies you can’t name yourself agile…
Was named after play formation in rugby. Scrum is part of a system of adaptation and interaction in nature. “Session Scrum” or “Run for 30 (7,14 or 21 will be okay too) days” is used to define priority tasks. Use Scrum Master instead of Task Manager for convenience. You can group small groups to focus on specific tasks one by one, meet with the Scrum Master to evaluate progress and outcomes, and prioritize the tasks ahead. Large groups have difficulty adapting to Scrum. Positions need to be clearly defined to avoid duplication and confusion. Moreover in Scrum are roles and responsibilities for each position. The Product Owner takes responsibility for different tasks than Scrum Master.
Kanban focuses on sustainable integration and improving the learning environment and sustainable development. Use boards and visual cards to help your team see completion, progress, and ending tasks. All tasks are based on the ability to view day-to-day activities, gradually adjust work in progress, and manage background data. However, overloading or ageing can lead to confusion and failures.
The mix of Scrum and Kanban offers a wide range of accessories and support groups along with the best Scrum and Kanban models. By combining Kanban’s drag-and-drop system and prioritizing slow-moving and short-circuiting, the team was able to not only work faster and more efficiently but also improve performance by expressing weakness. The squad has benefited both parties to reduce waste, reduce delivery times, and deliver high-quality products and services. The success of Scrumban depends on the availability of products or equipment, and the team’s activities must be clearly defined.
Advanced Program (XP)
This approach is designed to improve the quality and performance of the software when changing stakeholders are required. XP uses short circuit speeds and has frequent outputs, so integration is always required. Pros: XP has a tremendous effect on the productivity of project teams that require high levels of production. The team floated and found that XP was unintelligible and unstructured.