Category: 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 and the process for achieving it.
• Scope creep in project management is when changes are made to the scope that don’t aid in its successful completion.
• Creep can be caused by stakeholders making requests or team members making unauthorized changes.
• Scope creep can cause a project to fail, so is an important concern of project managers.
• Preventing scope creep requires a clear scope, a method of handling change requests, and fostering communication between team members and other stakeholders.
• There are a wide array of tools to assist in managing scope creep.

What Is Scope Creep?

While scope creep is one of the most common reasons projects fail, there is no single agreed-upon definition of scope creep. Broadly speaking, it refers to the addition of tasks outside the original, defined project scope. Another way to think of scope creep is as uncontrolled or unexpected changes that may be opposed to the requirements of a project.

Some people would add that scope creep only occurs when unauthorized changes are made. By that definition, any scope change approved by someone in authority doesn’t qualify as scope creep. Others have determined that changes of any kind, approved or otherwise, can impact a project’s success and therefore be considered scope creep.

An example of project scope creep might be adding a feature that recommends mechanics halfway through the development of a car buying app. Requirement creep like that might introduce useful new features, but it’s not part of the goal of the project. Additionally, it adds to project cost and time.

To understand scope creep and its effects, we first have to look at the project scope itself.

Project Scope and Product Scope

The scope of a project is both the product it will produce and the process needed to produce it. The initial scope is referred to as the baseline scope, including the scope statement and work breakdown schedule. 

The product can be anything from software to a new building. Whatever it is, the product has its own defined scope which needs to be part of the project plan. 

Scope creep occurs in both product scope and overall project scope. Either can be a factor in project failure. In general, the more detailed and precise the project scope is, the less likely scope creep is to occur. As a result, the chances of successfully completing a project increases.

Agile Projects

Agile projects is a project management methodology that has been criticized as a sort of organized form of scope creep. When a project manager uses Agile methods, the product scope is not defined at the start of the project. Instead, project teams follow a process of defining and redefining the product throughout the project. That can seem like a recipe for continually redefining scope.

However, this is where separating product and project scope can be helpful. Agile methods generally have fixed resources and schedules, which are initially defined as part of the project scope. Changing either of those in the course of a project could qualify as scope creep.

How To Identify Scope Creep and Its Causes

Some degree of scope creep is often inevitable. Particularly at the rate at which daily life changes in the modern age, project requirements are likely to change in the midst of work. However, it’s the job of a project manager to keep it to a minimum. 

Despite that, there is no simple method for identifying scope creep.

Successful project management means accomplishing goals outlined in the project scope within budget and according to schedule. When scope creep occurs, it draws further on resources and takes up more time, but doesn’t contribute toward reaching goals. 

Generally speaking, methods of identifying creep involve assessing project progress while monitoring resources. Expending resources without progressing is usually a sign of scope creep. Project management tools along with project management software can be a great aid in this process.

A more effective method of managing creep is often to identify causes of scope creep and then, putting measures in place to control them.

What Causes Scope Creep?

The causes of scope creep on a project can vary depending on the nature of the project itself. Creep in software development may have a different origin than in construction. However, there are some common causes, including:

1. Unclear scope definition.
2. Poor communication with project stakeholders.
3. No effective scope management.
4. Improper collection of project requirements.
5. Length of project.

Unclear Scope Definition

The first, and perhaps most common, cause of scope creep is an insufficiently defined scope. If you don’t know what the goals of the project are, you can’t have a clear idea of how to reach them. Those issues have to be worked out in the midst of the project, leading inevitably to wasted time and resources.

Agile methods are ideal for use in contexts when outside factors could affect the scope during the project. However, Agile projects still require some aspects of the scope to be clearly outlined.

Poor Communication With Project Stakeholders

The project sponsor is the person who will overall be held responsible for the outcome. They also often don’t have the knowledge or time to precisely define every aspect of a project. 

Stakeholders are those individuals who either are involved in the project or will be affected by it. They may have agendas or desire features that would draw resources away from primary goals.

Part of a project manager’s job is managing the relationship between interested parties. If that’s not done properly, it is possible to waste time and resources due to disagreements. Too many stakeholders also cause problems, as the more difficult communication becomes, the more likely creep is.

No Effective Scope Management

It may be inevitable that the scope of a project will change. Agile methods were developed specifically because requirements or resources change so frequently during a project. If project managers recognize this and put an organized method in place of changing scope, uncontrolled change can be much reduced.

Improper Collection of Requirements

Another aspect of working with stakeholders is a clear process for collecting requirements. Stakeholders may see opportunities to add new features, find aspects they personally like and wish to be included, or otherwise add ‘requirements’ that don’t actually work toward the overall goal. 

A clear process for collecting and assessing requirements can help prevent that wasted effort.

Length of Project

A longer project doesn’t necessarily lead to more scope creep. However, it does mean there is more opportunity for it. 

What Mistakes Were Made To Allow It To Persist and Build?

Scope creep tends to stick around for two reasons:

• Unclear scope definition: If it is never clarified, an unclear scope can continue to drive creep.
• No process for incorporating changes: Some changes may be unavoidable. A defined process for making those changes can assess which are necessary and how to alter the project with minimal impact to project timeline and budget.

Fixing scope creep in any particular project usually means addressing these two issues.

How To Fix Scope Creep

The estimated percentage of successful projects varies but is usually around 30%. That means that most projects either fail or are not completed satisfactorily, in many cases likely due to the effects of scope creep. There may be no simple way to mitigate scope creep in project management, but it’s vital to successful completion. Methods for addressing creep include:

• Create a clear PSS.
• Put a change management process in place.
• Improve stakeholder communications.

Project Scope Statement

The project scope statement (PSS) provides a basis from which to make all project decisions, direct project effort, and communicate the project’s scope. It can also be a way of defining the boundaries of the project. The statement is important when creating a work breakdown structure, a clear project schedule, and a breakdown of project management phases, among many other things.

As a tool for communication, a PSS can foster a better client relationship. It can also clarify when changing requirements or adding additional features would cause scope change. Creating a statement or improving an existing one can help limit change.

Change Management Process

Some scope changes may be inevitable. In some ways, it is in the management of scope creep, project management finds its underlying purpose. Managing to control scope creep while also adhering to the project schedule and budget is difficult, and requires a clear scope management plan.

One of the most important aspects is the process for handling change requests. Requests for changes from stakeholders are a key reason for scope change. A clear process makes it easier to decide what changes are necessary.

Stakeholder Communications

A stakeholder is not just a client or project sponsor. They can also be team members, end-users, and other interested parties. Communicating the project’s status clearly is important, as are reasons for project delays. 

A project’s success is greater when new requests for change taper off as the project nears its end. Doing so helps prevent feature creep and prevents the change control process from controlling the entire project. The best way to accomplish that is by collecting all the needed requirements from the start.

A quality project management software may help in improving communications between various team members.

How To Manage Scope Creep

As we’ve mentioned, it may be impossible to entirely prevent scope creep. Instead of trying to figure out how to avoid scope creep, it’s better to have a process to manage scope creep. 

The strategies for fixing scope creep we’ve already mentioned can also help prevent and manage it, including a formal change management process, defined PSS, and process for stakeholder communications. 

Those are broad approaches to handle scope creep and it might help to focus on some tools for accomplishing those goals.

While project charter and statement of scope are sometimes used interchangeably, they are not quite the same thing. A charter is a document that launches a project and gives it the initial goal. A PSS delves into greater detail and answers questions the charter may not. Creating a PSS is part of the initiating phase of a project.

Creating a Project Scope Statement

Elements of a Scope Statement

A PSS is a bridge between the initial idea and the actual work needed to accomplish it. It fills in the outline provided by the charter with specific practical steps. A PSS includes elements such as:

• Business or project objectives: Describe the characteristics of the goal and specific objectives to reach it.
• Product acceptance criteria: Create some criteria or processes to determine when goals have been met.
• Project deliverables: Describe the end products, including products, processes, deliverables, etc.
• Critical success factors: Describe what the project must absolutely achieve in order to be considered a success. 
• External entities and exclusions: Address issues, organizations, or goals that may be related to the project, but not associated with it.
• Project constraints: Outline limiting factors, such as budget, schedule, and more.
• Project assumptions: Outline contexts and factors that can affect the project, but in any case are outside the project’s control.

Defining the Project Scope

A PSS is a complex document and creating a clear statement of scope can potentially be difficult. Defining the edges of the scope and developing a plan can both present a challenge. Some tools that can help you clarify scope include:

• Context diagram: Identify outside factors that can impact the project. Recognizing those factors can outline what the project needs to address to achieve goals. It can also identify stakeholders and prevent scope drift.
• Use case diagram: Identifying the needs that have to be met by the project plan can reveal all the additional features that need to be included in the end product.
• Product backlog: Use stakeholder and user feedback to create a wishlist of requested functions. Prioritizing such requests can offer a clear view on scope.

Creating a Change Management Process

If defining the project’s scope is difficult, changing it once the project has begun is even more demanding. Despite that, managing changes to the scope is an imperative part of a project manager’s job. A few basic guidelines can somewhat simplify this challenging task:

1. Be lean: Particularly when a project manager is coming in from outside an organization, try to keep the process as simple as possible. Doing so can often keep things moving efficiently and with minimum disruption.
2. Properly define the project scope: If a clear PSS isn’t created, how can you know when it’s changing? A clear scope is necessary when managing scope creep.
3. Understand sponsor final acceptance: Project sponsors put the project in motion and will often have the final say over its completion. Understanding their requirements allows you to aim project work toward specific goals for success.
4. Define change request process: Provide a clear path for change requests to be evaluated and then put into action. 
5. Document and communicate change process: Outline the process and, vitally, make sure project team members understand it and are on board.
6. Manage change: You’ve determined a change is needed, now it’s time to put it into action. This is a complex topic that deserves study of its own scope change.

That covers the high-level goals of a change control process. However, in practical terms, it also has to fulfill several functions to be successful, including:

• Prevent changes outside the change control system.
• Review requests quickly.
• Maintain the integrity of the baseline scope.
• Decide which requests to approve.
• Manage each approved change request.
• Coordinate approved changes through the project.
• Document the changes made.

Understanding Stakeholders and Requirements

Managing the communication between project team members and key stakeholders, as well as managing a client relationship, are arts in themselves. However, there are a few tools that can help. Some can help you understand stakeholders in a more abstract way, while others bring them together to discuss issues directly. Described below are tools for both approaches.

Facilitated Workshops

A common tool in software development is the joint application design workshop. Similar gatherings can be used to help develop a complete understanding of scope for other types of projects, as well. The goal is to gather representatives from the different groups of stakeholders to discuss the project and reach a consensus.

A neutral facilitator can lead, which may not be the project manager, and may include a variety of activities to aid in communication. As an example, the participants may identify the strengths and weaknesses of the project, as well as any opportunities or threats. 

Workshops should end with outlining the next steps in the project’s progress. A collaborative process of this sort provides a roadmap for the project team and project managers that can help in preventing creep. 

Stakeholder Analysis

Stakeholder analysis is a range of tools used for several reasons. The goal is identifying stakeholders and understanding both the communicated and uncommunicated requirements they have for the project.

Stakeholders are at the heart of every aspect of project management. Analysis helps the project team best align their efforts with the project’s goals. Tools used in stakeholder analysis include:

• Stakeholder analysis context diagrams.
• Stakeholder interest and impact table.
• Interest-influence classification.
• Stakeholder participation matrix.

Final Thoughts: So What Is Scope Creep?

Scope creep has been the cause of any number of failed projects. Managing it can seem like an incredibly expensive game of whack-a-mole. However, with a clear plan and some elbow grease, you can avoid scope creep or even turn it into a positive.

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.

When To Use the Methodology

Waterfall methodology might work best with small groups for projects in which deadlines, budget, and scope are all clearly defined from the outset. 

Pros and Cons

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.

When To Use the Methodology

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.

Pros and Cons

Advantages include:

• Focus on creating working products.
• Works closely with the customer.
• Responsive to changing needs.

Disadvantages include:

• 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.

When To Use the Methodology

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. 

Pros and Cons

Advantages include:

• Flexibility.
• Clear goals.

Disadvantages include:

• 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.

When To Use the Methodology

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.

Pros and Cons

Advantages include:

• Close relationship with the customer.
• Frequent testing.
• Focused on simple coding.

Disadvantages include:

• 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.

When To Use the Methodology

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.

Pros and Cons

Advantages include:

• Flexibility.
• Visibility.
• Continuous improvement.
• Focus on releasing products.

Disadvantages include:

• 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.

When To Use the Methodology

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.

Pros and Cons

Advantages include:

• Combines flexibility with clear planning.
• Useful for large or long-term projects.
• Responsiveness to changes, while maintaining clear goals.

Disadvantages include:

• Complex.
• 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.

When To Use the Methodology

Lean is used in some IT companies. It may be a good choice whenever a project depends on an uninterrupted flow of resources.

Pros and Cons

Advantages include:

• 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.

When To Use the Methodology

This approach is best suited for complex projects that have limited resources or have to share resources with other projects.

Pros and Cons

Advantages include:

• 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.

When To Use the Methodology

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.

Pros and Cons

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.

When To Use the Methodology

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.

Pros and Cons

Advantages include:

• Clear goals.
• Well-defined process and schedule.
• Well-established methodology.

Disadvantages include:

• 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.

When To Use the Methodology

Any project that focuses on community reform and development could probably benefit from using outcome mapping. 

Pros and Cons

Advantages include:

• 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.

When To Use the Methodology

Six Sigma will be most useful when searching for inefficiencies in a process. Using this method, those inefficiencies can be corrected.

Pros and Cons

Advantages include:

• Process focused.
• Clear progression from planning to execution.
• Statistical approach.

Disadvantages include:

•  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. 

When To Use the Methodology

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.

Pros and Cons

Advantages include:

• Traditional approach.
• Wide applicability.
• Created by a project management body.

Disadvantages include:

• 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.
• Planning.
• Control.
• Phases.
• Risk management.
• Quality in project management.
• Configuration management.
• Change control.

When To Use the Methodology

PRINCE2 is probably most useful in large software development projects. Its complexity may require some expertise, however.

Pros and Cons

Advantages include:

• Detailed approach.
• Involves the customer in the planning stages.
• Addresses starting and ending a project.

Disadvantages include:

• Complexity.
• 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. 

When To Use the Methodology

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.

Pros and Cons

Advantages include:

• Staying within time constraints.
• Individual components can be adjusted.
• User input early in the process.

Disadvantages include:

• Possible to miss requirements due to time constraints.
• Infrastructure (backups, documentation, human factors) is neglected in favor of time management.

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.