Definition of Project Management Methodologies †Free Samples

Question: Discuss about the Definition of Project Management Methodologies. Answer: Definition of Project Management Methodologies Theproject management methodology is a conceptual framework for carrying out the activities of the project or program and the activities of the methodology is set following some standards, guidelines, and processes (Kerzner Kerzner, 2017). The methodology acts as an evolving tool for communicating best practices for project and program management. Some scholars like Patwardhan et al. (2016), have definedproject management as an effective approach for consolidating the deployment of the procedures and arrangement of the successive integration management. The process of successive management development is assisted by the implication of the variousproject management methodologies and its principles. The management of the operations in project is followed up by the combination of the principles and operations of project management. It also helps in deploying better performance capacity and enhancing their functions. The capability of the project management software is considered for th e project rather than the tool itself (Martinelli Milosevic, 2016). The deployment of the activities is helpful for carrying out the development of the project activities. According to Kerzner (2017), project management methodology had helped in considering the ability to trace the actual task duration and estimation of the duration. The improvement of the functions of the project can be assisted by the implication of the project management methodology. The involvement of the guidelines and advices for the implementation of the project management has been helpful in formation of the support activities for the project. The project management methodology is the systematic approach for forming a common language and a framework suitable for the formation of the improved functional and operational development. The project managers can achieve the prospect of leveraging and sharing of experience, implication of best practices, and lessons learnt (Svejvig Andersen, 2015). The project management methodology had outlined the synthesis of current practices for forming the deployment of the specific methodologies for the organization. Comparing Agile with Project Management Body of Knowledge (PMBOK) Many authors such as Patwardhan et al. (2016), have compared and contrasted the PMBOK with the Agile methodology as PMBOK being the traditional approach while Agile as the new and improved approach for project activity development. The Agile methodology provides the simplicity and flexibility of the operations while development of the project plans. The project plans developed using agile methodology has the scope for improvement of the activities and achievement of the final deliverable. The Agile methodology is very helpful for considering the effective operations for the project activities. The analysis had shown that the agile methodology is helpful for the considering the administration of the profound maturity model (Kuhl, 2014). The deployment of the operations had listed the continuation of the operations for corrective and accurate functional analysis. The agile methodology is helpful for listing the inclusion of the effective operation development. On the contrary, Mahadevan, Kettinger and Meservy (2015) have explained that PMBOK is a more of a conventional and traditional approach for the alignment of the operations for the deployment of the successive development models. The PMBOK includes the general step by step process for listing the management of the successive operation development. The PMBOK analysis involves the determination of the successive and intrigued management process. In this process each of the steps is completed before the next step is taken. However, Mor et al. (2015) have pointed out the similarities between the traditional PMBOK and iterative Agile methodology. The Agile has been considered as a developed form of the PMBOK methodology. The agile methodology can be used for any deliverable type of project and it has scope in expansion within IT projects. Relation of Agile methodology with project life cycle (PLC) The Agile methodology comprises of requirements, plan, design, develop, release, and track and monitor processes (Snyder, 2014). The combination of all these factors would allow the integration of the supportive development model. The formation of the project plan development using agile approach would involve the use of the analysis of requirements, and the formation of the effective operation management for the project operations. The agile development includes the planning of the activities after analysis and then it shifts to design phase. The design of the software would be carried on by the implementation of the functions for the development of the supportive assimilation process. The design development is carried on by the development of the software for the project by using appropriate tools and processes (Brioso, 2015). The software development from the design made would be carried on by the implementation of the successive and improved communication methods. The outcomes of the project must be analysed for the project development and its monitoring process. The final deliverable for the project is dependent on the final deliverable of the project. The analysis supported the alignment of project activities along with the formation of the project deliverable analysis. The integration would also provide the formation of the improved activities. The Project life cycle includes the general step by step process for listing the management of the successive operation development (Mahadevan, Kettinger Meservy, 2015). The plan documentation analysis had shown that the project life cycle involves the determination of the successive and intrigued management process. In this process each of the steps is completed before the next step is taken. References Brioso, X. (2015). Integrating ISO 21500 guidance on project management, lean construction and PMBOK.Procedia Engineering,123, 76-84. Kerzner, H. (2017).Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley Sons. Kerzner, H., Kerzner, H. R. (2017).Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Kuhl, J. G. (2014). Incorporation of Agile Development Methodology into a Capstone Software Engineering Project Course. InProceedings of the 2014 ASEE North Midwest Section Conference(pp. 1-8). Mahadevan, L., Kettinger, W. J., Meservy, T. O. (2015). Running on Hybrid: Control Changes when Introducing an Agile Methodology in a Traditional" Waterfall" System Development Environment.CAIS,36, 5. Martinelli, R. J., Milosevic, D. Z. (2016).Project management toolbox: tools and techniques for the practicing project manager. John Wiley Sons. Mor, Y., Cook, J., Santos, P., Treasure-Jones, T., Elferink, R., Holley, D., Griffin, J. (2015). Patterns of practice and design: Towards an agile methodology for educational design research. InDesign for Teaching and Learning in a Networked World(pp. 605-608). Springer, Cham. Patwardhan, A., Kidd, J., Urena, T., Rajgopalan, A. (2016). Embracing Agile methodology during DevOps Developer Internship Program.arXiv preprint arXiv:1607.01893. Snyder, C. S. (2014). A guide to the project management body of knowledge: PMBOK () guide.Project Management Institute: Newtown Square, PA, USA. Svejvig, P., Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world.International Journal of Project Management,33(2), 278-290.