Modern project management: methodology and framework

    Our relations with customers are mainly based on a project approach, i.e. on a temporary endeavor, one-time event, which has a start and an end data, schedule, resources, cost, quality constraints, contains risk and has a certain scope and deliverables.

 

    Traditional project management involves following stages: definition, planning, executing, controlling, and closing. Multiple projects that have strong relations with one another could be regarded as a programme.

    The project realization is usually built on a specific project methodology. A project framework means the various stages of the project while the methodology represents the means of getting from one stage to another.

 

    Methodology could be defined as a set of guidelines which define tasks, techniques, tools, roles and responsibilities, and milestones. These guidelines are used for delivering the project; they can be tailored and applied to a specific situation, e.g. the project guidelines as depends on a particular project might be just a list of things to do and how to do it.

 

    Generic project management methodology involves a number elements like roles, skills, activities, techniques, tools, teams, deliverables, standards, and quality measures. There is no unified project management methodology which will work universally in all industries and in any particular situation since there are differences in size, market sector, technology, product, life cycle. The criticality of the systems being created and the priorities of the project may also affect the applicability of the proper methodology

 

    Since each methodology deals with the project stages, measures progress, takes corrective actions if required, and assigns resources to various phases, it is clear that methodologies affect project management. Properly chosen methodology brings a number of advantages inter alia easy adaptability from project to project, reassessment of the project per phase, better planning, reduction of possibility of crisis, reviewing and improvement for future projects, etc.

 

    PRINCE (Projects IN Controlled Environments) may serve as a good illustration of a structured method for     effective project management.  PRINCE2 is based on the experiences of scores of projects, project     managers and project teams, who have contributed, some from their mistakes or omissions, others from     their successes. PRINCE2 is a de facto standard used extensively by the  UK government and is widely     recognized and used in the private sector, both in the UK and internationally.

 

    Traditionally project management was developed and implemented in the engineering and construction world, where clients usually clear about as to what they want, when they want it, and how much they will be willing to pay for it. The projects follow a very detailed plan that is built before any work is done on the project. Apart from certain deviations caused by change requests, the plan is followed and the goal achieved.

 

    In many business situations the goal may be clearly specified but not the solution. In situation if a client constantly introduces frequent changes to see what the solution will look like possibly to see immediate results or functionality of the product, then it is the case when an adaptive project framework approach should be applied.

 

    Adaptive project framework is an iterative and adaptive approach. The five phases that define the adaptive framework (version scope, cycle plan, cycle build, client checkpoint and post-version review) designed to deliver maximum business value to clients within the limits of their time and cost constraints. The fundamental concept underlying adaptive project framework is that scope is variable, and within specified time and cost constraints, adaptive framework maximizes business value by adjusting scope at each iteration. The client in this case is the central figure who decides what constitutes that maximum business value. At the completion of each iteration the client has an opportunity to change the direction of the project based on what was learned from all previous iterations. This constant adjustment means that an adaptive framework project course is constantly corrected to ensure the delivery of maximum business value.

 

    Though adaptive framework projects also follow a detailed plan, that total plan is not built at the beginning of the project. Instead, the plan is built in stages at the completion of each cycle that defines the adaptive framework project life cycle. The budget and the timeframe of the adaptive framework project are specified at the project start. At the completion of each cycle, the team and the client review what has been done and adjust the plan going forward. Adaptive framework project planning is performed just-in-time and little time and effort is spent on planning and scheduling solution.

 

    The adaptive framework may require an agile methodology which is less document-oriented. Projects are designed and built on face-to-face discussions, meetings, and the flow of information to the clients. General advantages are that it works well with change, it is people-oriented rather than process-oriented, and the methodology is complemented by the use of dynamic checklists.

 

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