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Top 10 Project Management Methodologies: An Overview

There are many different project management methodologies, and they all have pros and cons. Some of them work better in particular industries or projects , so you’ll need to learn about project management methodologies to decide which one works best for you.

What Is a Project Management Methodology?

A project management methodology is a set of principles, tools and techniques that are used to plan, execute and manage projects. Project management methodologies help project managers lead team members and manage work while facilitating team collaboration.

We’ll go through some of the most popular project management methodologies, which are applied in many sectors such as software development, R&D and product development.

Top 10 Project Management Methodologies

If you manage projects, you need to learn about project management methodologies. Here’s a quick overview of the most commonly used project management methods that you can use.

1. Waterfall Methodology

This may be the most straightforward and linear of all the project management methods in this list, as well as the most traditional approach. The name is apt, as the waterfall methodology is a process in which the phases of the project flow downward. The waterfall model requires that you move from one project phase to another only once that phase has been successfully completed.

When to use it: The waterfall approach is great for manufacturing and construction projects , which are highly structured, and when it’s too expensive to pivot or change anything after the fact. The waterfall method makes use of Gantt charts for planning and scheduling.

2. Agile Methodology

What it is: In a nutshell, Agile project management is an evolving and collaborative way to self-organize across teams. When implementing the agile methodology , project planning and work management are adaptive, evolutionary in development, seeking early delivery and are always open to change if that leads to process improvement. It’s fast and flexible, unlike waterfall project management.

The agile methodology offers project teams a very dynamic way to work and collaborate and that’s why it is a very popular project management methodology for product and software development. That’s because what we think of as agile really appeared in 2001 with the publication of the “Manifesto for Agile Software Development,” authored by 17 software developers.

When to use it: The practice originated in software development and works well in that culture. How do you know if agile is for you? It has been applied to non-software products that seek to drive forward with innovation and have a level of uncertainty, such as computers, motor vehicles, medical devices, food, clothing, music and more. It’s also being used in other types of projects that need a more responsive and fast-paced production schedule , such as marketing.

3. Scrum Methodology

What it is: Scrum is a short “sprint” approach to managing projects. The scrum methodology is It’s ideal for teams of no more than 10 people and often is wedded to two-week cycles with short daily meetings, known as daily scrum meetings . It’s led by what is called a scrum master . Scrum works within an agile project management framework, though there have been attempts to scale Scrum to fit larger organizations.

The term scrum was introduced in a “Harvard Business Review” article from 1986 by Hirotaka Takeuchi and Ikujiro Nonaka. It became a part of agile when Ken Schwaber and Mike Beedle wrote the book “Agile Software Development with Scrum” in 2001. Schwaber formed the Scrum Alliance in 2002, a certified scrum accreditation series. Schwaber left the Scrum Alliance in 2009 to start a parallel accreditation organization called Scrum.org.

When to use it: Like agile, the scrum methodology has been used predominantly in software development, but proponents note it is applicable across any industry or business, including retail logistics, event planning or any project that requires some flexibility. It does require strict scrum roles , however.

4. Project Management Body of Knowledge (PMBOK)

What it is: This is the granddaddy of methodologies if it’s a methodology at all. The Project Management Institute (PMI) is a not-for-profit membership association, project management certification and standards organization.

This organization produces a book called the “Project Management Body of Knowledge” or PMBOK. The PMBOK provides definitions and guidelines for project planning, scheduling, executing and controlling. For example, the project management process groups describe the project life cycle, while the 10 project management knowledge areas explain how to manage a project.

When to use it: Almost any project can benefit from PMBOK, as all projects big and small are going to go through the various stages of the project life cycle outlined in the book. It’s a great way to keep everyone on the same page, so to speak, and offers a clear definition of how a project is managed.

The Project Management Institute it’s also the organization that grants various project management certifications such as the project management professional (PMP) certification, which is the gold standard among project managers and is recognized all over the world. PMBOK is a great traditional framework to run a project.

5. Critical Path Method (CPM)

What it is: In the critical path method (CPM), you build a model of the project, including all the activities listed in a work breakdown structure , the duration of those tasks, what if any task dependencies there are and marking off milestones to indicated larger phases of the project or points in which your project deliverables are due.

With this information, you can identify the longest sequence of tasks to finish the project, which is called the critical path. You’ll need to keep an eye on those tasks because if one of them is delayed, the whole project will be delayed.

The critical path method was developed in the late 1950s by Morgan R. Walker of DuPont and James E. Kelley, Jr., of Remington Rand. DuPont was already using a precursor of CPM as early as the 1940s, and it was applied to the Manhattan Project.

When to use it: CPM works better with smaller or mid-sized projects. The larger the project, the more difficult it can be to take all the data you need to diagram and make sense of it without project management software .

6. Critical Chain Project Management (CCPM)

What it is: In , you’re focusing on resources that you’ll be using to complete the project, such as teams, equipment, office space, etc. It’s a less technical method of project management that doesn’t put as much emphasis on task order or schedule , but rather on balancing resources and keeping them flexible.

First introduced in 1997, in the book “Critical Path” by Eliyahu M. Goldratt, it has been credited with making projects anywhere from 10-50% faster and/or cheaper.

When to use it: CCPM can be applied to both large and small companies, and for projects that include industries such as construction, software development and tech research and development.

7. Kanban Methodology

What it is: The kanban methodology is a visual approach to project management. The name is literally billboard in Japanese. It helps manage workflow by placing tasks on a kanban board where workflow and progress are clear to all team members. The kanban methodology helps reduce inefficiencies and is a great project management tool for many purposes such as lean manufacturing or agile projects.

Kanban project management has been around since the late 1940s when it was studied by Toyota used the rate of demand to control the rate of production of its vehicles. The car company applied it to its lean manufacturing model, known as the Toyota production system.

With the dawn of visual planning boards in software in our era, like Trello, there are now new uses for kanban tools and kanban methods. Agile teams use kanban boards for story-boarding user stories and for backlog planning in software development.

When to use it: Another process developed initially for manufacturing and for software teams, the kanban method has since expanded and has been used in human resources, marketing, organizational strategy, executive process and accounts receivable and payable. Almost anyone can plan with Kanban boards, adding cards to represent project phases, task deadlines, people, ideas and more. Kanban software makes this methodology especially accessible.

8. Extreme Programming (XP)

What it is: It sounds like some dangerous sport the kids are into, but in fact, XP is a type of agile software development with short development cycles and multiple releases to improve productivity. Customer requirements are sought and can adapt to the course of the project.

Created by Kent Beck while working on the Chrysler Comprehensive Compensation System payroll project, he literally wrote the book (“Extreme Programming Explained”) in 1999. But many of its practices have been around for a while.

When to use it: When requirements change frequently, then you’ll want to use a methodology such as XP. It’s good when your customer doesn’t have a clear idea of what they want.

9. Lean Methodology

What it is: Lean project management is what you’d think it is from its name: a way to cut waste and in so doing increase value in projects and manufacturing processes. So, lean focuses on eliminating waste from key processes to continuously be impacting positively on the value stream. It does this by optimizing separate technologies, assets and verticals.

Lean project management goes back to Henry Ford and his flow production for automating the process of building cars. Toyota picked up on the idea, as well, extending their idea beyond manufacturing to the continuous improvement of the product development process.

Today, software development teams run lean processes to focus on end-user feedback and increased value, which means Lean methodology has taken on a new meaning, particularly with the publishing of Lean Startup, by Eric Ries, who advocates for rapid prototyping, end-user feedback and early and rapid product delivery.

When to use it: Lean project management was first developed by Toyota and is obviously a great methodology for manufacturing. In fact, it’s also referred to as lean manufacturing , but it has been adopted by construction and education industries, among others in the manufacturing space and countless startups and software development firms looking to drive products focused on the end-user.

10. Six Sigma

What it is: Introduced by engineers working at Motorola in the mid-1980s, Six Sigma works to improve quality by identifying what is not working in the project. It applies quality management, including empirical statistics, and employs personnel who are experts in these disciplines. There is also a Lean Six Sigma that adds lean methodology to eliminate waste.

As a doctrine, it says that continued efforts to achieve results that are stable and expected are most important to success. Processes can be refined and improved. It takes the whole organization, from the top down, to sustain quality in a project.

When to use it: This methodology works best in larger organizations. Even companies with a few hundred employees are likely too small to take advantage of its benefits. It requires a certification to practice. Learn about six sigma certification here.

11. PRINCE2

What it is: PRINCE2 stands for Projects IN Controlled Environments and is a structured certified methodology. It was initially created by the UK government for IT projects. PRINCE2 is not like other traditional methods like waterfall, in that it’s not a one-size-fits-all solution, but follows seven principles, themes and procedures.

When the UK government adopted standards for IT systems in 1989, they called in PRINCE. PRINCE2 came about in 1996 as a more general project management method. It is now a popular project management methodology throughout all UK governmental agencies and the United Nations.

When to use it: Adopted by many other countries’ governments, PRINCE2, so, as you can imagine, it’s not always suitable for smaller projects.

ProjectManager Works with Any Project Management Methodology

There are almost as many methods to manage as there are projects. But they all share one thing in common: getting deliverables done on time and within budget. No matter which project management methodology you choose ProjectManager is the one software you’ll need to do it.

Tools for Waterfall Project Management

Waterfall is structured. One thing follows the next and it’s all planned out. No problem. ProjectManager has an online Gantt chart . Import your task list to start a new project. Add due dates and the tasks populate a timeline. Link-dependent tasks to avoid bottlenecks. Set milestones to separate the project into phases. You control the project step by step.

Tools for Agile Project Management

Gantt charts aren’t going to help as much as other project tools if you’re working in an agile framework. That’s true, but ProjectManager is flexible enough to serve scrum teams with multiple project views.

Use the kanban view to map out your sprint. Product backlogs are collected on cards, which can be prioritized for scrum teams to know which user story to work on first. Then the sprint can be archived, so when doing a sprint retrospective, teams can learn from their mistakes and improve the process.

Multiple Views for Diverse Teams

What if your organization is larger, with different divisions, some that work with an agile project management framework and others with a more traditional waterfall methodology? What’s great about ProjectManager is that it can switch from one view to the other, giving IT teams a kanban board view for their scrum sprints and managers a Gantt chart for a bigger project planning overview.

The real-time dashboard and reporting features gather the same data and crunch the same numbers, so whatever project management method you use is tracking the same results.

Yes, ProjectManager is an award-winning project management software for a reason. It’s flexible enough to work in an agile environment, traditional waterfall methodology or a hybrid of the two. You decide, not the software, which means ProjectManager is the one tool to bring in your project, however, you manage it, successfully.

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There are more project management methodologies, but these are some of the most popular. Regardless of which you use, you need a project management tool to best manage all your processes and projects. ProjectManager is an online PM tool, so whatever methodology is right for you our software will help you apply it to a successful end. Try it free for 30 days and see for yourself.

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6 popular project management methodologies and what they’re best suited for

You’re a project manager who has just been tasked with managing two very different, yet intertwined projects. It’s up to you to choose the best project management methodology for each project.

One project is with your development team. They need to overhaul your organization’s website to improve the clunky and somewhat confusing user experience—from the moment that a customer lands on the site to after they make a purchase. The development team is super flexible and open to breaking up into smaller teams in order to tackle specific aspects of the website overhaul faster.

The catch with this project? It’s on a time crunch.

The website has to be overhauled before the launch of your second and longer-term project: a large-scale marketing campaign around a new line of products that are launching next quarter.

First of all, you can do this! Breath in, breath out, read on, choose the best project management methodology for each task, and get to work doing what you do best!

How To Choose The Best Project Management Methodology

No two projects are alike.

Some may remind you of a past project (that you absolutely nailed, by the way!) but there’s always a catch, isn’t there? One project may have unlimited budgets, endless resources, and flexible timelines—a walk in the park for you—, while another may have high stakeholder expectations, limited budget, tight timelines, multiple teams, and dozens of dependencies.

Since every project is so different, there are many project management methodologies to choose from that support the various project and team needs. There are so many methodologies, in fact, that new ones may have emerged while you’re reading this!

What Is A Project Management Methodology?

Glad you asked. Methodologies are the systems (or simply, methods) used to do something.

The Project Management Institute defined it as “a system of practices, techniques, procedures, and rules used by those who work in a discipline.”

Choosing the right methodology , as well as project management tools and teams, will set you up for success before your project kicks off. For example, you wouldn’t pick a fast-paced, quick iteration project management methodology for a long-term, large-scale, inflexible, and stakeholder-heavy project. Pair like projects with like systems.

To do that, let’s look at your project factors or considerations, such as constraints and dependents.

What Project Factors Are You Working With?

As mentioned earlier, there are many considerations at play that make each project unique. Some factors to consider what you’re evaluating your project management methodologies include:

• Project budget: How much money is going to be spent on this project? How is it divided up?
• Timeline: When is your project due by?
• Goals: What are the project’s end goals and deliverables? Start there and work backward.
• Values: How do your organizational goals and values apply to this project? Knowing this will help set expectations (and help you hold team members accountable for their commitments ).
• Complexity and Scale: How complex or simple is this project?
• Flexibility: How flexible or rigid is this project and its end goals, timelines, deliverables, and team or stakeholder expectations?
• Project type and industry: Some methodologies work best for certain industries and project types, such as highly creative projects or product development sprints.
• Team: Consider the team size, diversity, flexibility, experience, and individual expertise or strengths and weaknesses, as well as their ability to collaborate and communicate when choosing a methodology.

6 Popular Project Management Methodologies And What They’re Best Suited For

It’s important to learn the similarities and differences of various methodologies available to you. For example, some project management methodologies work best if the end goal is fixed and clear, such as the Waterfall method, whereas others better suit those projects that aren’t, such as Agile and Scrum. Keep your project factors in mind while you read on—and then choose the best method for your team.

Let’s get to the methodologies.

1. Agile: Flexible, Fast, And Short Collaborative Sprint Projects

More than a methodology, agile is a set of principles that would be ideal to follow for your first (hypothetical) project.

Agile is made up of fundamental values that are ideal for small teams to work in short and fast project cycles or sprints without blockers. Blockers include too much documentation, work in progress, meetings, or processes to slow them down. The working team would need to be protected from these blockers so that they can stay focused on the tasks at hand.

Teams who work well together can collaborate on small tasks and adapt and respond to an ever-changing task list. Because agile is an iterative design and build process, teams must be flexible with the outcomes and the path they take to get there.

2. Scrum: Quick And Continuous Development Projects

If agile is a set of principles that teams follow to work quickly and respond adaptively to changes as they arise, then Scrum is a project management methodology and the most popular and simple framework that puts agile principles to use.

Scrum is an ideal methodology for your project with the development team to overhaul the website. It’s ideal for continuous improvement and rolling task lists. Something like improving the customer journey on a website may have a timeline, but will always have room for improvement—especially as customer expectations and the digital space change so quickly.

The goal of Scrum is to develop, build, deliver, and sustain complex products using small collaborative and highly accountable teams and iterative task lists. There are roles, events, and artifacts. Roles include a product owner, development team, and scrum master, while events include sprints, daily scrums, or standup meetings, and artifacts include product and sprint backlogs.

3. Kanban: Visualize Task Progress For Agile Teams

Like Scrum, Kanban is another product management methodology that follows agile principles. Kanban is ideal for projects that are done by small, flexible, and collaborative teams, like Scrum, but there is a highly visual aspect as well.

Tasks are visually displayed in-person on sticky notes or in software such as Trello using columns as they progress. This is called a Kanban board. Tasks move from a backlog through the board’s columns that represent various stages of the process from the backlog, start to finish.

Having a visual representation of backlogged work, work in progress, and completed tasks is a great project management tool for most projects.

This would also be helpful for your second project, in particular, to keep track of tasks’ status as they move throughout the creative process. For example, designing a webpage for the new line of products will have various steps and creative team members involved. Visually seeing how the project is progressing will help you and the team to see how it’s coming along and where blockers are.

4. Lean: Projects That Do More With Less

For those organizations that are looking to transform how they do business, the lean methodology may be one to consider. Lean aims to maximize customer value and minimize waste. This is a great way to put out quality work while increasing efficiencies that minimize unnecessary spending, resources, teams output, or time.

Lean was created in the Japanese manufacturing industry to improve quality control and remove redundancies that may increase the price or value for customers down the line.

Known as the three M’s, Lean methodology defines three types of project waste: muda, mura, and muri.

• Muda is about getting rid of the waste or anything that doesn’t add value.
• Mura streamlines processes, so if one aspect of the project takes too long, for instance, then something further down the task list will have to be completed faster.
• Muri is about removing blockers, such as too many stakeholder meetings.

5. Waterfall: Large-Scale, End-Goal Focused, And Fixed Projects

Tried, tested, and true, the Waterfall methodology has been around since the 1970s. Like a waterfall that cascades downhill, this method is sequential with ordered tasks following one after another as they are completed.

The Waterfall method requires a very solid understanding of the end goal and the necessary steps to get there. As such, it doesn’t leave much room for errors or flexibility. This is great for projects that you’ve done in the past where there is minimal need to adapt on the fly.

This could be something to consider for your large-scale marketing project if you’ve launched new product lines many times in the past and don’t expect any surprises.

With this method, collect and analyze any and all project requirements and deadlines. This requires a lot of up-front work and planning. Then design your approach to meet every stage and their deadline in sequence before reviewing it and putting it into action.

6. Hybrid: Flexible And Fast-Paced Projects With Structured Plans

If agile aims to move fast, adapt quickly, and be flexible, Waterfall is its polar opposite, with fixed deadlines, clear deliverables, and mapped-out categorized project plans.

Hybrid is a methodology that blends the two. Think of it as the best of both worlds. You get the structure and organization of planning milestones out and the flexibility and speed of agile workflows.

It takes the flexible and fast pace of agile principles and blends them with the structured goals and mapped out plans of Waterfall. Take a look at your project requirements, task list, deadlines, and goals. The hybrid methodology uses those as your guidelines, but when it comes to getting the work done, teams should work with some flexibility on rapid iterations.

May The Best Methodology Help You Deliver On Your Projects

There are many more methodologies to name and discuss—and picking the right one for your project can be tricky! In the end, however, it’s all about picking a system that works for you, your project, and your team.

Project management methodologies were created to help you deliver the best possible outcomes based on your project’s circumstances. Take your time to find what works best, try them out, and do a debrief with your team on what worked and what didn’t. If it wasn’t the right methodology for one project, it may be ideal for another—and now you’re armed with that much more knowledge and expertise.

Happy project planning!

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12 Project Management Methodologies: Types, Tools, Techniques, And How to Choose

Written By : Bakkah

10 Jun 2024

Table of Content

Definition of Project Management Methodologies:

Types of project management methodologies, project management methodologies tools , project management methodologies techniques, how to choose a project management methodology, explore bakkah's leading courses to boost your skills in project management and business analysis:, popular articles.

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Project management methodologies are systematic frameworks and guidelines utilized by organizations to efficiently plan, execute, and complete projects. They offer structured approaches to project management, ensuring adherence to timelines , budgets , and objectives . These methodologies encompass diverse principles, practices, and tools designed to facilitate effective communication and coordination among project-implementing teams. 

Project management methodologies vary in their approach, with some emphasizing flexibility and adaptability (e.g., Agile) while others focus on sequential and structured processes (e.g., Waterfall). The appropriate methodology must be selected according to the type of project and its unique circumstances. The goal is to enhance project efficiency, minimize risks, and deliver high-quality results, ultimately contributing to achieving the specified goals and objectives of the project.

Project management methodologies refer to the systematic frameworks, processes, and guidelines organizations follow to plan, execute, monitor, and complete projects. These methodologies provide a structured approach to managing projects, ensuring they are completed on time, within budget, and meet the specified goals and objectives.

Project management methodologies encompass diverse principles, practices, and tools designed to facilitate effective communication and coordination among project-implementing teams.

They can vary in their approach, with some methodologies emphasizing flexibility and adaptability (e.g., Agile ), while others focus on sequential and structured processes (e.g., Waterfall ). The appropriate methodology must be selected according to the type of project and its unique circumstances.

The goal of Project Management Methodologies is to enhance project efficiency, minimize risks, and deliver high-quality results, ultimately contributing to achieving the specified goals and objectives of the project.

Various tools support their implementation, enhancing collaboration and communication, while diverse techniques facilitate effective project planning, execution, and control.

There are diverse project management methodologies, each with different principles, processes, and approaches. Here are some common types:

1. Waterfall Methodology

Waterfall project management is a traditional approach to project management where tasks are completed sequentially and linearly. 

The methodology is called "waterfall" because progress is seen as flowing steadily downwards through phases, like a waterfall. Each phase must be completed before moving on to the next one, and changes to the project are generally not allowed once a phase is closed.

Here are the main phases in the waterfall project management methodology:

• Requirements: Define project scope , objectives, and deliverables.
• Design: Create a detailed plan for how the solution meets requirements.
• Implementation (or Construction): Include coding or construction of the project.
• Testing: Ensure the project meets specified requirements through various testing phases.
• Deployment (or Implementation): Implement the project in the production environment after the success of testing.
• Maintenance and Support: Address issues and user concerns and make updates as needed.

The waterfall methodology is best suited for projects where the requirements are well-understood and unlikely to change significantly during the development process.

It is often used in industries like construction and manufacturing. However, one of its main drawbacks is its inflexibility to adapt to changes once the project has started, as it does not easily accommodate changes in requirements.

2. Agile Methodology

Agile methodology is an iterative and flexible approach to project management that focuses on collaboration, adaptability, and customer satisfaction.

Unlike the linear nature of the waterfall model, agile divides a project into small increments with minimal planning and delivers functional pieces of the project in short time frames, known as iterations or sprints.

Primary principles and practices of agile include:

• Projects are divided into small manageable iterations, delivering potentially shippable product increments.
• Collaboration and communication between team members, stakeholders , and customers are crucial for quick adaptation to changes and alignment with goals.
• Continuous customer feedback allows for adjustments based on changing requirements.
• Agile is flexible and adaptable to changes in requirements or priorities at any stage.
• Continuous delivery aims for a potentially shippable product at the end of each iteration, allowing for early and regular value delivery to the customer.
• Prioritization and timeboxing based on value and importance ensure focus and urgency in delivering value.
• Agile encourages self-organizing, cross-functional team formation that collectively possess the necessary skills to deliver a complete product.

Popular agile frameworks include Scrum , Kanban , and Extreme Programming (XP), each with specific practices and roles. 

Agile is widely used in software development and various industries for its adaptability and customer-centric approach.

3. Scrum Framework

Scrum is one of the most widely used agile frameworks for managing complex software development projects. It provides a structured yet flexible approach to product development.

Key elements of the Scrum framework include:

• Roles: Include Product Owner, Scrum Master, and Development Team.
• Artifacts: Comprise the Product Backlog, Sprint Backlog, and Increment.
• Events: Include Sprint Planning, Daily Stand-up, Sprint Review, and Sprint Retrospective.

Scrum's iterative and incremental approach, along with its emphasis on collaboration and adaptability, makes it particularly effective for projects where requirements may change or evolve during development.

4. Kanban Methodology

Kanban is a project management methodology that visualizes workflow using boards, cards, and columns. It also limits tasks that are in progress simultaneously to prevent overloading the team and ensure a steady flow of work.

Emphasizing continuous improvement, Kanban employs feedback loops and a pull system, adapting work based on demand. Service Level Agreements (SLAs) are often used in Kanban to define the expected time frames.

Known for flexibility and adaptability, Kanban suits various industries like architecture, construction, marketing, education, software development, design, and law. Kanban fosters collaboration and shared responsibility and allows incremental process improvements based on specific needs and context.

5. Lean Project Management

Lean Project Management (LPM) is an approach to project management that draws inspiration from Lean principles. The Lean philosophy focuses on minimizing waste, optimizing efficiency, and continuously improving processes.

Lean principles are applied to enhance project delivery, reduce unnecessary activities, and deliver value more effectively. 

Principal aspects of Lean Project Management methodology include eliminating waste, using value stream mapping, continuous improvement (Kaizen) , customer focus, pull scheduling, visual management, batch size reduction, flexible planning, and cross-functional team use. LPM is suitable for industries like manufacturing, construction, and software development.

Its focus on efficiency and customer value makes it a valuable approach for organizations seeking to optimize their project delivery processes.

6. PRINCE2 (Projects IN Controlled Environments)

PRINCE2 (Projects IN Controlled Environments) is a widely adopted project management methodology developed by the UK government. It provides a structured and process-driven approach to project management, emphasizing flexibility and adaptability.

PRINCE2 divides projects into manageable stages, with defined roles and responsibilities, ensuring organized and controlled project execution.

The methodology consists of seven processes:

• Starting Up a Project (SU): Ensures project prerequisites are in place.
• Initiating a Project (IP): Defines project scope, objectives, and plans.
• Directing a Project (DP): Provides senior management with chief controls.
• Controlling a Stage (CS): Manages day-to-day project activities.
• Managing Product Delivery (MP): Ensures efficient product work.
• Managing a Stage Boundary (SB): Focuses on transitioning between stages.
• Closing a Project (CP): Formally closes the project and ties up loose ends.

PRINCE2 is known for its focus on continuous improvement and adaptability, making it a valuable tool for delivering successful projects within time, cost, and quality constraints.

Boost your career with Bakkah’s PRINCE2 courses:

• PRINCE2® Training Course Online
• PRINCE2® Agile Foundation & Practitioner Online Course and Certification

7. Critical Path Method (CPM)

Critical Path Method (CPM) is a project management technique that identifies the critical path of activities, potential risks, team roles, and the sequence of tasks determining the shortest project duration. Key steps:

• Task Breakdown: Identify and sequence project tasks. 
• Duration Estimation: Assign time estimates to tasks.
• Network Diagram: Create a visual representation of task dependencies.
• Critical Path Identification: Find the path critical for project completion.
• Float/Slack Calculation: Determine non-critical task flexibility.
• Resource Allocation: Efficiently allocate resources.
• Monitoring and Control: Monitor progress continuously, update schedules, and take corrective actions., update schedules, and take corrective actions.

CPM is an essential tool for effective project planning and control. It aids in prioritizing critical tasks, managing time constraints, and optimizing project schedules. CMP can be used in several projects, such as engineering, manufacturing, construction, and science.

8. Six Sigma ( Continuous Improvement Methodology)

Six Sigma is a data-driven project management methodology focused on improving process efficiency continuously and reducing defects or errors. Developed by Motorola in the 1980s, Six Sigma seeks to minimize variations and achieve higher levels of quality in processes. It is often applied in manufacturing and process improvement projects. Here is a concise overview of the Six Sigma project management methodology:

• Define (D): Clearly articulate the problem, project goals , scope, and customer requirements.
• Measure (M): Establish metrics, collect data, and measure baseline performance.
• Analyze (A): Use statistical tools to identify root causes of defects or inefficiencies.
• Improve (I): Develop and implement solutions, testing and refining as needed.
• Control (C): Establish measures to sustain improvements and prevent the recurrence of defects or issues.

The Six Sigma methodology is often represented by the acronym DMAIC (Define, Measure, Analyze, Improve, Control). Additionally, for more complex or considerable process changes, there is another phase known as DMADV (Define, Measure, Analyze, Design, Verify).

Bakkah provides certification levels such as Six Sigma Green Belt and Six Sigma Black Belt are available for individuals to demonstrate proficiency in applying Six Sigma principles and methodologies. Organizations implementing Six Sigma often experience enhanced efficiency, reduced defects, and improved customer satisfaction.

9. RAD (Rapid Application Development)

Rapid Application Development (RAD) is a project development methodology that prioritizes quick iterations and prototypes over extensive planning.

It involves user participation throughout the process, parallel development of system components, and a flexible, adaptive approach. Prototyping is a key feature, allowing for continuous refinement based on user feedback. RAD aims to deliver a functional product rapidly, focusing on time and cost efficiency.

Popular RAD tools include Microsoft Visual Basic, PowerBuilder, and OutSystems. The methodology suits projects with changing requirements but may not be ideal for highly structured endeavors.

10. Incremental and Iterative Methodologies

Incremental development involves dividing the project into small increments, each delivering a part of the final product's functionality linearly. User feedback is integrated after each increment, providing ongoing adaptability and the ability to identify and correct issues early. This approach enables early delivery and reduced project risk.

On the other hand, iterative development goes through cycles or iterations, refining the entire system with each iteration. It is highly flexible and accommodates changing requirements throughout the development process.

11. Hybrid Methodologies

Hybrid methodologies in project development involve blending elements from different traditional and agile approaches to create a flexible and tailored solution. That allows teams to adapt practices based on the project's unique requirements, leveraging both structured planning and iterative development. 

In a hybrid methodology, the most appropriate elements from each methodology are identified and combined harmoniously. Examples include combining Waterfall and Scrum or integrating lean principles with agile practices.

The goal is to manage risks effectively, enhance flexibility, and address the project-specific needs. Effective communication is crucial to mitigate potential challenges introduced by diverse practices integration.

12. Extreme Programming (XP)

XP is an Agile methodology that emphasizes collaboration, adaptability, and delivering high-quality software through practices such as continuous testing and frequent releases.

Extreme Programming methodology is one of the famous methodologies for managing and developing software and other technical projects. It is based on diverse principles and practices, focusing on increasing software quality and improving team productivity.

A team needs to follow this method if the project is fast-paced or subject to regular change and thus has a dynamic rather than static nature.

The Extreme methodology also aims to achieve productive cooperation between team members and increase the quality of the final product and its flexibility in the face of changes.

Here are the main principles and practices of Extreme Programming:

• XP is built on a set of core values, including communication, simplicity, feedback, and courage.
• Developers work in pairs, one writing code and the other reviewing it in real-time. That promotes collaboration, knowledge sharing, and code quality.
• Developers write tests before writing the actual code. That ensures that the code meets specifications and facilitates maintenance and updates.
• Code is integrated frequently to identify and address integration issues early in the development process.
• XP improves code design regularly without changing its functionality.
• XP keeps the design as simple as possible, making it easier to understand, modify, and maintain.
• Frequent and direct interaction with the customer allows for quick adjustments to changing requirements and priorities.
• XP emphasizes continuous improvement through regular reflection on the development process and changes in implementation to enhance efficiency and quality.

Bakkah provides a variety of accredited project management Courses for all professional certificates in project management, risk management, and others.

In brief, choosing the most suitable project management methodology depends on factors such as project size, complexity, industry, and organizational culture. Project managers often customize or combine methodologies to best fit the unique requirements of their projects.

Project management methodologies are often supported and implemented using various tools to enhance efficiency, collaboration, and communication throughout the project lifecycle. Here are some commonly used tools associated with project management methodologies:

1. Project Management Software

Tools like Microsoft Project, Asana, Jira, Trello, and Monday.com provide features for project planning , scheduling , task assignment, and progress tracking.

2. Version Control Systems

Git, SVN (Subversion), and Mercurial help manage changes to source code and documentation, ensuring version control and collaboration in software development projects.

3. Communication and Collaboration Tools

Slack, Microsoft Teams, and Discord facilitate real-time communication, file sharing, and collaboration among team members, supporting Agile and remote work environments.

4. Gantt Charts

Tools like GanttPRO and SmartDraw help create visual representations of project timelines, tasks, and dependencies, commonly used in Waterfall and traditional project management methodologies.

5. Kanban Boards

Trello, KanbanFlow, and LeanKit enable teams to visualize work and optimize workflow, particularly in Agile and Lean methodologies.

6. Scrum Tools

Jira, VersionOne, and Targetprocess support the Scrum framework with features for sprint planning, backlog management, and burndown charts.

7. Resource Management Tools

Workfront, Mavenlink, and TeamGantt assist in resource allocation, workload tracking, and managing team capacity in project management.

8. Risk Management Tools

RiskWatch, RiskyProject, and ProjectManager.com help identify, assess, and manage risks throughout the project lifecycle.

9. Collaborative Document Management

Tools like SharePoint, Google Workspace, and Dropbox Business enable teams to collaborate on documents, share project-related files, and ensure version control.

10. Continuous Integration and Deployment (CI/CD) Tools

Jenkins, Travis CI, and GitLab CI/CD automate integration code changes process and deploying software, commonly used in Agile and DevOps methodologies.

11. Time Tracking and Timesheet Tools

Harvest, Toggl, and Clockify assist in tracking project-related activities, allowing for accurate time management and resource allocation.

12. Customer Relationship Management (CRM) Tools

Salesforce, HubSpot, and Zoho CRM support customer-centric projects. That helps teams manage client interactions, feedback, and requirements.

Project managers and teams should carefully select tools that align with their chosen methodologies and project requirements. Integrating these tools can significantly improve project management efficiency and contribute to successful project outcomes.

Project management methodologies involve various techniques to plan, execute, and control projects effectively. Here are some commonly used techniques associated with project management methodologies:

1. Work Breakdown Structure (WBS)

Break a project into smaller, manageable tasks and create a hierarchical structure to define clearly the scope and deliverables.

2. PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method)

Techniques for scheduling and managing tasks by identifying critical paths and dependencies and estimating project duration.

2. SWOT Analysis

Evaluate the project's Strengths, Weaknesses, Opportunities, and Threats to make informed decisions and develop effective strategies.

3. Risk Management

Identify, assess, mitigate, and monitor risks throughout the project lifecycle to minimize potential negative impacts.

4. Stakeholder Analysis

Identify and analyze stakeholders to understand their interests, influence, and expectations and ensure effective communication and engagement.

5. PERT Charts (Program Evaluation and Review Technique)

Graphical representations of project tasks and their dependencies, helping visualize the project schedule and critical path.

6. Scrum Meetings

Daily Standups, Sprint Planning, Sprint Review, and Sprint Retrospective are regular Scrum meetings that facilitate communication and collaboration in Agile projects.

7. Earned Value Management (EVM)

Analyze project performance by measuring the planned value, earned value, and actual cost to assess progress and forecast future performance.

8. Quality Management

Implement techniques such as quality audits, inspections, and control charts to ensure project deliverables meet predefined quality standards.

9. Mind Mapping

Visualize project ideas, requirements, and tasks using mind maps to stimulate creative thinking and organize information in a structured way.

10. Critical Chain Method

Identify and manage resource dependencies to optimize project schedules and improve overall performance.

11. Prototyping

Creating a working model or prototype of a product or system to gather feedback early in the development process is common in Agile and iterative methodologies.

12. Benchmarking

Compare project performance metrics and processes against industry standards or best practices to identify areas for improvement.

13. Dependency Mapping

Identify and visualize dependencies between different tasks or project activities to understand their interrelationships and potential impacts.

14. Agile Estimation Techniques

Use techniques like Planning Poker, Relative Sizing, and Story Points to estimate the effort required for Agile project tasks.

15. Change Management

Implement strategies and techniques to manage and communicate changes effectively, ensuring minimal disruptions to project progress.

16. Communication Plans

Developing plans outlines how project information will be communicated to stakeholders, ensuring clear and consistent communication.

These techniques are often applied based on the specific requirements, characteristics, and principles of the chosen project management methodology. Project managers may tailor and combine these techniques to suit the needs of their projects.

Choosing a suitable project management methodology is crucial for the success of a project. The decision should be based on the project's characteristics, team dynamics, organizational culture, and the nature of the work to be performed. Here is a step-by-step guide on how to choose a project management methodology:

1. Understand Project Requirements

Clearly define the project scope, objectives, and deliverables. Consider the size, complexity, and nature of the project work.

2. Assess Team Skills and Experience

Evaluate the skills and experience of the project team. Consider their familiarity with different methodologies and their adaptability to new approaches.

3. Consider Project Flexibility

Assess the level of flexibility required throughout the project. Some projects may benefit from a more adaptive and iterative approach, while others may require a more structured and sequential process.

4. Examine Project Constraints

Identify any constraints such as budget limitations, time constraints, regulatory requirements, or client preferences that may influence the choice of methodology.

5. Evaluate Organizational Culture

Consider the existing organizational culture and whether it aligns with the principles of certain project management methodologies. Some organizations may prefer traditional, plan-driven approaches, while others may be more receptive to Agile or iterative methods.

6. Define Stakeholder Involvement

Determine the level of involvement and collaboration required from project stakeholders. Some methodologies, like Agile, emphasize continuous stakeholder engagement and feedback.

7. Analyze Project Risks

Evaluate the potential risks associated with the project. Some methodologies, such as Agile, are well-suited for projects with high uncertainty and evolving requirements.

8. Review Industry Standards

Consider industry standards and best practices. Certain industries or project types may have specific guidelines or regulations that align with particular methodologies.

9. Explore Hybrid Approaches

Assess the possibility of combining elements from different methodologies to create a hybrid approach tailored to the project's specific needs.

10. Pilot or Prototype

If feasible, consider running a pilot or prototype using a small-scale version of the project to test how well a methodology fits the team and project requirements.

11. Consult with Stakeholders

Seek input from key stakeholders, including team members, clients, and sponsors. Understand their preferences, expectations, and concerns regarding project management approaches.

12. Training and Transition Plan

Evaluate the readiness of the team to adopt a new methodology. Plan for necessary training and establish a transition plan to smoothly implement the chosen methodology.

13. Continuous Improvement

Be open to evaluating and adjusting the chosen methodology throughout the project. Continuous improvement is essential to address evolving project needs and improve overall project management processes.

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Here are some Project Management Courses :

• Certified Associate in Project Management CAPM Course
• PMI-ACP® certification
• PgMP certification
• PMI Scheduling Professional - PMI-SP certification

Risk Management Courses And Certifications:

• Risk Management Professional - PMI-RMP Course
• MoR Certification and course

PRINCE2 Courses

• PRINCE2 Certification
• PRINCE2 Agile.

Project Management Tools:

• Primavera P6 Course
• MSP Course - Managing Successful Programmes
• Microsoft Project training course  

Portfolio Management

• P3O Foundation certification
• Management of Portfolios MoP
• The Portfolio Management Professional – PfMP certificate
• Lean Six Sigma Yellow Belt Course
• Lean Six Sigma Green Belt Course
• Lean Six Sigma Black Belt Course

Ultimately, the choice of a project management methodology should be a thoughtful and informed decision that aligns with the unique characteristics of the project and the organization. Regularly reassess the chosen methodology to ensure its continued effectiveness and make adjustments as needed.

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• Project Management

Project Delivery Management: Types, Phases, Methods, and Tips

Home Blog Project Management Project Delivery Management: Types, Phases, Methods, and Tips

Project Delivery Management is a complex process that requires a combination of skills, knowledge, and experience to ensure project completion. It involves monitoring the entire project lifecycle, starting from planning and execution till the project delivery and closure, while keeping it on schedule, within budget, and meeting the expectations of stakeholders. Essential aspects of project delivery management include project scope definition, resource allocation, change management, and performance measurement. In this article, we will discuss the phases and processes of Project Delivery Management and some helpful tips for successfully delivering projects. With the help of training in Project Management and developing expertise in these areas, professionals can manage projects effectively and deliver value to their corresponding organizations. Let us get started.

What is Project Delivery Management?

Project Delivery Management is a process that includes planning, organizing, and controlling resources to deliver projects on time, within budget, and meeting stakeholders' expectations. It is a critical aspect of project management that ensures projects are completed successfully. The primary goal of Project Delivery Management is to ensure that the project is delivered on time and within budget while meeting the project's objectives.

What is the Role of a Project Delivery Manager?

The role of a project delivery manager is critical in ensuring the successful completion of projects. They oversee all aspects of project delivery, including planning, execution, and closeout. PMP certification preparation courses provide individuals with the necessary skills for becoming effective project delivery managers.

A project delivery manager should master the nuances of managing projects effectively, ensuring project success, and delivering value for their organizations. In addition, they are expected to possess practical, hands-on experience in project delivery management, which enables them to apply their knowledge and agile delivery management skills in real-world work-based scenarios. This comprehensive skill set is vital for navigating the complexities of project delivery and achieving desired outcomes.

Types of Project Delivery Methods

One should understand that a contracted product/service is considered delivered successfully only if the client receives it on time and at the cost which is agreed upon. In practice, several project delivery methods are available, each with pros and cons. Here are some of the most common project delivery methods:

1. Design-Build

Design-Build is a project delivery method where the owner contracts with a single entity to provide design and construction services. It is a collaborative approach where the design-build team works together for delivering the project.

• Only one point of contact for both design and construction
• Faster delivery time due to overlapping design and construction phases
• Limited owner control over design and construction decisions
• Potential for conflicts of interest between the design and construction teams

2. Design-Bid-Build

Design-Bid-Build is a traditional project management delivery method where the owner contracts with separate entities for design and construction services. The owner hires an architect or engineer to design the project, and then contractors bid on the project. This approach is used in the capital project delivery of large-scale construction projects.

• Owner has greater control over the design process
• Contractors compete for the project, potentially leading to lower costs
• Longer project delivery time due to separate design and construction phases
• Limited collaboration between the design and construction teams

3.  Construction Management-at-Risk

Construction Management-at-Risk is a project delivery method where the owner contracts with a construction manager to provide pre-construction and construction services. The construction manager assumes responsibility for the project's cost, schedule, and quality.

• Early involvement of the construction manager leads to more accurate cost estimates
• Greater collaboration between the owner, designer, and construction manager
• Potential for conflicts of interest between the construction manager and owner
• Owner has limited control over the design process

4. Job Order Contracting (JOC)

Job Order Contracting is a project management delivery method where the owner contracts with a contractor for a set of pre-defined work orders. It is commonly used for maintenance and repair projects.

• Faster project delivery time due to pre-defined work orders
• Cost-effective for smaller projects
• Limited design flexibility
• Potential for disputes over pricing and scope of work

5. Construction Management Multi-Prime (CMMP)

Construction Management Multi-Prime is a project delivery method where the owner contracts with multiple prime contractors for different portions of the project. The construction manager coordinates the work of the prime contractors.

• Greater collaboration between the owner, designer, and prime contractors
• Enhanced command over the planning and building process
• Coordination can become more complex since the owner has to manage multiple contractors and sub-contractors.
• If there are any disputes, it may be more difficult to determine who is responsible for the issue.
• CMMP may not be suitable for smaller projects with limited budgets.

6. Integrated Project Delivery (IPD)

IPD is a collaborative project delivery method that involves the owner, designer, and contractor working together as a team. Integrated Project Delivery (IPD) is often also used in Agile delivery management. This approach is used in complex projects with large budgets and schedules.

• Early involvement of all parties can lead to better collaboration, communication, and decision-making.
• Greater transparency and shared risk among all parties can lead to better project outcomes.
• IPD can result in reduced costs and project delivery time.
• IPD requires a high level of trust and collaboration among all parties involved, which may be difficult to achieve.
• IPD may not be suitable for projects with limited budgets or tight schedules.
• The complexity of IPD can result in higher administrative costs.

4 Main Phases of Project Delivery

Whether IT project delivery or core engineering project delivery, the basic phases of project delivery remain the same. A project delivery typically involves four main phases: Planning, Build-up, Implementation, and Closing Out of the project. Each phase of the project plays a crucial role in ensuring the success of a project. Let us have a closer look at these in detail.

1. Planning

The planning phase involves multiple steps including defining the project scope, objectives, and deliverables. The project manager is expected to establish a project plan, including a work breakdown structure (WBS), project schedule, project budget, and material and workforce resourcing plan.

2. Build-up

The build-up phase includes assembling the project team with relevant skills, defining roles and responsibilities for the team members, and establishing communication channels for the team to collaborate. The project manager is supposed to finalize the project plan, obtain necessary approvals, and secure required resources.

3. Implementation

The implementation phase involves executing the project plan, monitoring the progress of the project, and managing changes in the project. The project manager should also manage the risks, issues, and stakeholder expectations.

4. Closeout

The closeout phase includes completing project deliverables, conducting final inspections, and obtaining final approvals for the project. The project manager should conduct an in-depth project review and must prepare a report on lessons learned.

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Tips for Project Delivery Management

Effective project delivery management is important in delivering projects ahead of time and within budget. Below are some tips which we are going to discuss in view of helping project managers in delivering projects successfully:

1. Developing the Scope Statement

One of the key steps in project delivery management is to develop a scope document. The scope document outlines the objectives, deliverables, and boundaries of the project, providing a clear understanding of the required accomplishments of the project. The scope document helps in managing the expectations of the project and preventing scope creep.\

2. Conducting Stakeholder Analysis

Identifying and analyzing stakeholders is one more key aspect of project delivery management. Stakeholders, who are individuals or groups, will be interested in the project or are affected by its outcome. Conducting a stakeholder analysis helps us identify the stakeholders, understand their expectations, and manage the stakeholder involvement in the project.

3. Establishing and Communicating Project Plan

A project plan is a document that outlines the objectives of the project timelines, its resources, and deliverables. Establishing and communicating a project plan as part of project delivery management is critical. It helps keep all the stakeholders involved in the project on the same page by providing clarity and direction to the project team.

4. Reviewing the Work Breakdown Structure (WBS)

The work breakdown structure (WBS) is a hierarchical putrefaction of the project's deliverables and individual items of the project. The WBS helps us break down the project into manageable pieces by making it easier for managing and tracking the progress of the project. Reviewing the WBS helps us identify potential issues and risks, thus proactively addressing them.

5. Keeping Track of Actions, Issues, and Risks

Project delivery management involves tracking actions, issues, and risks that occur during the progress of the project. This activity helps identify potential problems in the project course and take corrective action to prevent them from escalating. By keeping track of actions, issues, and risks, project managers can ensure the project stays on track and deliver it successfully.

To summarise, achieving success in project delivery management requires a combination of effective planning, communication, stakeholder management, and risk management. Follow these tips and leverage appropriate project delivery methods to deliver projects on time and within budget, meet project objectives, and achieve stakeholder expectations.

Project delivery management is a prime component of project management, and mastering this skill helps professionals successfully deliver projects on time and within budget across industries. One can choose from a variety of project management courses and training programs which equip individuals with the required knowledge and skills for becoming effective project delivery managers. From understanding project delivery methods to mastering the four main phases of project delivery, these courses provide in-depth training on project delivery management.

By enrolling in KnowledgeHut's training in Project Management  and PRINCE2 training and certification courses , you can learn to develop a scope statement, conduct stakeholder analysis, establish and communicate a project plan, review the work breakdown structure, and keep an eye on actions, issues, and risks. By getting the right training and guidance, one can become a successful project delivery manager and deliver value for one's organization.

Frequently Asked Questions (FAQs)

Project delivery management is essential for ensuring projects complete right on time, within budget, and meet stakeholders' expectations. Effective project delivery management involves planning, monitoring, and controlling all aspects of a project to ensure its success. It helps organizations optimize resources, increase team productivity, and achieve strategic goals.

Project managers can improve project delivery management by focusing on critical areas such as planning, communication, risk management, and stakeholder engagement. They help develop comprehensive project plans and communicate effectively with team members and their stakeholders. They can identify and mitigate risks proactively and engage with stakeholders throughout the project lifecycle for ensuring their needs are met. Additionally, project managers can use data analytics for tracking progress and making informed decisions.

There are several tools which are available in the market for project delivery management, including project management software, collaboration, communication, and project analytics tools. Widely used project management software includes Microsoft Project, Asana, Trello, and Jira. Similarly, collaboration and communication tools such as Slack, Microsoft Teams, and Zoom are widely used for facilitating team collaboration and communication. Project analytics tools such as Tableau and Power BI provide insights on project performance, and the insights can be used in identifying areas for improvement, which can be important for the project to succeed.

Nithin Kumar Peratla

Nithin, an MBA from IIM Bangalore and M.Tech from IIT Madras,  has 10+ years of experience in product management, within data analytics, cloud, ERP and CRM domains. He works for Cognizant currently and is an adept writer in these domains of work.

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Project Management Methodologies and Frameworks Every Project Manager Should Know

You might find yourself drowning in information, tools, and processes as a project manager. To stay afloat and thrive, you must choose the right project management methodologies and frameworks that suit your team and project needs.

Many different project management methodologies are available and deciding which one is right for you can be challenging. This article provides an overview of the most popular frameworks to get you started.

What is a Project Management Methodology?

A project management methodology is a set of principles, processes, guidelines, and tools that help to plan, manage, and control a project. The methodology helps to ensure that a project is on schedule, within budget, and that the project goals are met.

A project team or an organization uses a management framework to execute a project. The information generated is usually documented and shared with others. Recording the information is essential as it will help others understand the project requirements and responsibilities.

While most project management methodologies take a standardized approach, some are for specific purposes, i.e., manufacturing or software development.

Project Management Framework vs. Methodology

The terms framework and methodology are often used interchangeably in project management. However, there is a slight yet distinguishable difference between the two approaches.

A framework provides more flexibility and freedom. You can adopt new rules and change or remove existing ones as necessary. As such, a framework provides the structure and direction needed for a project without being too rigid or detailed.

On the other hand, a methodology is a set of principles and processes that guides the management of a project. It is a formal approach that is strictly defined and generally adheres to a strict code complete with steps and rules.

Another way to understand the two approaches is that most of the time, methodologies are for implementing ideas and values, while a framework provides a step-by-step guide to attain that idea or manage that project.

Project Life Cycle Processes

A project management framework includes the whole project management life cycle, which will guide you from the beginning to the end. In a project management life cycle , there are five steps:

• Initiation : The beginning stage of the project, where the main focus is to narrow down the required key components to kickstart the project. Teams get together to research, brainstorm and conduct analysis and stakeholder mapping/interviews to gather information.
• Planning : Here, the teams and members working on the project are identified along with activities, milestones, risks, management structure, and success benchmarks.
• Execution : During this stage, the project kickstarts and is implemented.
• Management/Monitoring : At each milestone, the progress will be monitored, documented, and reported. Key progress and outputs will be shared with stakeholders as well.
• Review/Closing : This stage marks the end of the project. Project leaders and team members will review and analyze how the project progressed and setbacks to identify future improvements. Updates or replacements will be scheduled if necessary before wrapping up.

5 Key Project Management Methodologies and Frameworks

1. waterfall framework.

The Waterfall Framework is a linear approach that first gathers stakeholder and customer requirements before creating a sequential project plan to address the identified requirements. Consisting of five main stages, each stage is completed before progressing to the next–similar to a cascading waterfall.

The main stages of the waterfall framework are:

• Requirements : needs and requirements of the business/project are identified, analyzed, and documented.
• Design : possible solutions are explored before a detailed plan is made to achieve the goals.
• Implementation : the project plan and activities are set in motion along with progress measurements.
• Verification/Control : the product is reviewed, and the project plan is compared with the performance to address issues.
• Maintenance/Closure : the end result is shared with clients for feedback and final fixes. Approval is obtained before the project is closed.
• As project and client requirements are identified and agreed in the very first stage, it sets clear client expectations that are easier to plan.
• Extensive documentation ensures that each activity and task is well documented and that no knowledge is lost.
• The project schedule is laid out at the beginning stages. As such, project costs, deadlines, and other resources can be estimated accurately.
• Easier to measure and understand as you progress through each milestone one after the other.

Disadvantages

• Identifying all client/customer requirements at the very beginning is difficult.
• Changes to the product at the end stages are costly and difficult if the customer is unsatisfied.
• Lack of flexibility due to the linear nature of the framework, which provides minimal room for change and adaptation in case of unexpected events.

2. Lean Methodology

Lean methodology originated in the 1950s in Toyota and currently focuses on eliminating waste, maximizing value, and improving efficiencies. Many organizations have opted to adopt the Lean Framework as it can be applied to any business, regardless of size, to achieve objectives in a sustainable manner.

The two main guiding concepts in Lean are respect for people and continuous improvement. Accordingly, necessary training and tools are provided, constant improvement is encouraged, and management takes on a more active role in understanding and meeting the needs of employees to initiate better work performance.

Besides the above two concepts, lean has five core principles that support the methodology:

• Value : customer defines the value of the product offered.
• Value stream : a clear and in-depth understanding of the product’s life cycle from research to development. Each step of the value chain is analyzed to identify waste areas and improvements.
• Flow : every process should be in sync with one another, and the value stream should flow seamlessly.
• Pull : ensures that products are made only when required, leading to shorter delivery cycles and increased flexibility.
• Perfection : always strive for perfection by uncovering quality or waste issues and applying strict measures to address inefficiencies.
• The quality of products is high due to the constant attention to value.
• Reduced costs and increased profits as Lean focuses on providing value and minimizing waste.
• Improved customer relations as the focus is to deliver what the customer requires.
• Regular communications among employees, stakeholders and management pave the way for better decision-making.
• Emphasis on constant improvement leads to continuous learning opportunities.
• Organizations may focus too much on Lean principles that they lose sight of the bigger picture leading to a lack of strategy.
• If there are bottlenecks or resource issues, delivery can be delayed leading to unsatisfied customers.

3. Agile Methodology

Agile is often used in the software industry, though it has spilled into others recently due to its adaptability. It is an iterative approach that promotes collaboration among team members, emphasizing adaptive planning and early delivery of functional products. In an Agile project, development work is carried out in short-term periods called sprints, and the management focuses on continuous improvement throughout the project’s life cycle.

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Popular frameowkrs such as Scrum and Kanban stem from Agile, which acts as an umbrella term that encompasses several different frameworks. To learn more about Scrum and Kanban, check out The Ultimate Beginner’s Guide to Scrum and How to Better Manage Your Projects with Kanban Boards .

The Agile Manifesto highlights four core principles that are the building blocks of any agile approach. They are:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
• Agile promotes smaller teams, making it easier to keep up the pace and quickly adapt to necessary changes, leading to faster response times and ample flexibility.
• Faster turnaround times due to the ability to quickly detect and provide solutions to issues.
• Low wastage and costs as tasks are always up-to-date with constant feedback and follow-ups, allowing developers to experiment and test ideas.
• Agile is practiced by many and has a considerable following. Therefore, you can always reach out for help and share knowledge with others if you run into trouble.
• Difficult to measure the progress as it is estimated across several cycles, which may take time.
• Documentation is not given prominence, leading to misunderstandings and difficulty for newer members to be up-to-date.
• At times, there is no clear end date; therefore, the overall project may seem to go on forever. This can also lead to scope changes beyond what was initially agreed (scope creep).
• Due to the short cycle times, the design thinking process may be stinted, leading to a lack of cohesion and fragmentation.
• Teams may tend to avoid key features that may take too long to deliver.
• The need for constant communication can take a toll on team members who have to spend extra energy and time.

4. Critical Chain Project Management Framework

Critical Chain Project Management (CCPM) is a project management framework that helps the planning and managing of projects by monitoring the resources required to execute the project tasks. The framework helps project managers to deliver projects in a cost-effective and timely manner.

Buffers are safety margins that ensure all tasks are completed within schedule. CCPM identifies strategic points in the project and inserts buffers to ensure that project milestones are met on time, regardless of constraints or uncertainties. There are several types of buffers used in CCPM.

• Project buffers : this is positioned between the completion date of the project and the last task allowing team members to catch up on any outstanding tasks or delays.
• Feeding buffers : this is positioned between the non-critical chain and the critical chain to prevent delays.
• Resource buffers : resources that are kept aside in case of extra support in terms of resources are required.
• Team members tend to be more efficient and pace themselves rather than working more as the deadline approaches.
• Work is scheduled around resource availability, thereby optimizing resource utilization.
• The insertion of various buffers to address issues on time.
• The minimum time required to finish the project is taken into consideration.
• Major planning packages do not often support the framework.
• If the team does not understand the endpoint, many losses and setbacks could occur.

5. PRINCE2 Framework

PRINCE stands for “Projects In Controlled Environments” and is a process-based framework focused on organization and control. The framework started as PRINCE with a particular focus on the IT industry before expanding into others.

PRINCE2 details what each step of the project should look like, deliverables, roles, and responsibilities, and also structure each stage of the project with no loose ends at the point of completion.

• PRINCE2 is a good beginner framework to start project management as it has a defined process with clear steps.
• Due to the detailed and step-by-step guide provided, PRINCE2 is relatively easy to understand and follow. Furthermore, the ability to divide the project into manageable stages is helpful in managing the project.
• PRINCE2 is flexible in nature and can be easily adapted to suit different projects.
• Roles and responsibilities are clearly defined, which improves accountability.
• Lessons learned can be tracked and updated for future reference and improvements.
• PRINCE2 is not ideal for projects in fast-changing environments (i.e., technology-driven) due to the extensive documentation required.
• Requires the buy-in of the senior management for success.
• Requires experience to be managed and delivered successfully.

Key Steps to Follow when Selecting a Methodology or Framework

1. assess the project in terms of size and scope.

Size and scope play a significant role when selecting a suitable project methodology or framework. Some projects may be small, requiring a team of no more than 3-4 people and a short period. In contrast, others would be large, with multiple teams working together for several years.

Larger projects with several cross-functional teams and extended time frames would benefit from adaptive project management frameworks such as agile. In comparison, smaller projects that are less complex would do well with methodologies such as waterfall.

2. Look into the available project management methodologies and frameworks

Once the project scope and size are determined, look into the available methodologies and frameworks. Compare notes, and weigh the pros and cons as to which one would suit your requirements the best while minimizing risks.

3. Obtaining the acceptance and buy-in of your team

Reach out to your team to see their reaction and input. Make sure you listen to their viewpoints and present your side accordingly to obtain their buy-in. Otherwise, conflicts and challenges may hinder the project’s smooth progress.

4. Confirm the selection

Before starting the project, re-confirm the feasibility of your selection by comparing and assessing the success rate of projects delivered using the same framework.

5. Obtain feedback and conduct self-assessments

As the project progresses, ask for feedback from your colleagues regarding the processes followed. Furthermore, make sure to conduct self-assessments to see if the methodology or framework is proceeding according to your expectations and whether it allows you to manage your team successfully.

Tools and Techniques for Project Management Methodologies and Frameworks

There are several tools and techniques relevant to project management methodologies and frameworks. While some specific tools and techniques are similar across multiple frameworks, there are some that may differ. Below are a few commonly used tools and techniques.

Work Breakdown Structure (WBS)

Work breakdown structure Software can be used to break down the larger deliverables of your project into manageable smaller tasks. This is a productivity technique that uses a step-by-step approach to project management.

Gantt Chart

Gantt chart maker is ideal for tracking tasks' start and end dates and milestones. It helps teams to plan their work and jobs to meet deadlines and allocate resources accordingly.

SWOT Analysis

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. For each project, the SWOT identifies the internal (Strengths and Weaknesses) and external (Opportunities and Threats) drivers affecting your ability to meet the goal. For example, suppose your organization is well known for its expertise in customer service. In that case, improving customer service will be a competitive advantage and a meaningful driver for meeting your goals.

RACI Matrix

RACI stands for responsible, accountable, consulted, and informed. RACI matrix template is used to describe the roles and responsibilities of team members in a project.

Stakeholder Map

The stakeholder map is a tool to help you understand who your stakeholders are and their needs. Using this tool, you can map stakeholders according to their importance and potential impact on the project.

Decision Tree

A decision tree is used for effective decision-making and predicting potential outcomes when multiple courses of action exist. It allows the team to explore options and outcomes to understand the risks and rewards associated with each possible course of action. Use decision tree diagram maker to create effective decision trees faster.

Creately for Project Management

Creately has many tools to make your journey effortless and successful regardless of the type of project methodology or framework you decide to follow.

• Powerful documentation capabilities include doc blocks and attachments and image attachments to create reports and presentations.
• Built-in project management tools including Kanban boards, timelines, multi-role workflows, visual prioritization tools to enable any kind of workflow.
• Whiteboard and freehand drawing capabilities to brainstorm and discuss with colleagues and peers.
• Multiple templates and shapes to prepare project plans and schedules, Gantt charts, roadmaps, and other formats necessary for project management documentation and tracking.
• Multiple access and role levels to manage, share, edit and review, along with multiplayer editing capabilities to collaborate in real-time.
• Comment on anything, with context. Full comment threads and discussions for async collaboration.
• Data, note, and task panels to house information, assign roles and responsibilities, feed in information, and track the progress of activities.
• Integration with other platforms with 2-way syncing to manage data efficiently.
• Spotlight and presentation mode to conduct interactive and dynamic presentations right on the canvas.

Start your project management journey with Creately today!

Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.

More Related Articles

Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

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12 Project Management Methodologies: Your Guide

Follow this guide to the different types of project management methodologies available, with information to help you learn which may be most suitable for your organisation. The article gives descriptions of each methodology.

Set your project up for success by choosing the right project management methodology.

Your choice of project management methodology defines how you manage a project. Use this guide to learn about some common options (and how to choose the right one for your project).

What is a project management methodology?

The Collins English dictionary defines ‘methodology’ as “A system of methods and principles used in a particular discipline.” In the field of project management, this would be a set of rules and processes that define how you manage a project.

When discussing project management methodologies (PMMs), you’ll likely encounter a variety of terms—some of them are true methodologies and others would be more accurately described as principles or philosophies. For the purposes of this discussion, we’ll consider a variety of terms often referred to as PMMs, even if they don’t technically satisfy the definition.

12 popular project management methodologies

Often one of the first decisions you’ll make as a project manager involves which methodology to follow. As the industry has evolved over the years, so too have the PM methodology options. Keep in mind that there isn’t one ‘best’ option—the best methodology is the one (or combination) that best fits your project, team, and company. 

Before we discuss how to choose a methodology, let’s take a look at some common options in project management.

1. Waterfall

The waterfall method, first designed by Winston W. Royce in 1970 for software development, is considered a more traditional, linear approach to managing a project. With the waterfall methodology, a project flows through a series of steps or phases. Generally, each must be completed before the next can begin. 

Stages of the waterfall model

1. Requirements: In this first phase, you’ll work with stakeholders to clearly define the requirements of the project.

2. Design: The critical design phase is when you’ll plan what the final product will look like and what steps your team needs to take to get there. 

3. Implementation: This is where all your planning gets put into action. For software projects, this is when programmers will write the actual code. 

4. Verification: During verification, your team tests the product to ensure it meets the requirements laid out in the first phase.

5. Maintenance: After the project is complete, the development team responds to feedback and makes any necessary modifications. 

When to use waterfall

The logical flow of waterfall makes it an excellent option for short, predictable projects where you have a clear vision of the finished product and fixed requirements that are not likely to change. It’s best suited for teams and PMs that excel at planning and documentation. 

Agile takes an iterative approach to project management. The Agile Manifesto was created by several software development industry leaders as a way to adapt to quickly changing technology at the time. 

While not technically a full methodology — adopting Agile won’t give you a comprehensive plan for how to manage your projects — Agile does offer a series of values and principles to promote agility and efficiency in the development process. 

Four foundational values of Agile

1. Individuals and interactions over processes and tools: Managing a project around your agile team rather than your tools can help make your team more responsive and adaptable.

2. Working software over comprehensive documentation: Robust documentation involved in older software development techniques often led to long delays. You’ll still produce documentation in Agile, but the focus shifts to functionality.

3. Customer collaboration over contract negotiation: Instead of working out every detail of a project at the beginning, this method keeps clients and customers engaged in every stage of the collaborative development process. This is particularly helpful when a customer has unclear or changing requirements.

4. Responding to change over following a plan: Instead of front loading all the planning of a project, Agile encourages short iterations that help make changes an improvement rather than an expense.

When to use agile

An Agile approach works well on creative projects where requirements might change along the way and the final details of the product are not yet established. It’s also a good option for projects where clients or stakeholders prefer to offer feedback regularly, rather than only when the final product is delivered.

Scrum is a lightweight Agile framework designed to help self-organising teams develop more complex projects. The framework includes a set of roles and meetings centred on the values of commitment, courage, focus, openness, and respect.

To better understand Scrum, let’s take a look at some of its roles and practices.

Sprint: Short (usually one month or less) development cycle where a team creates a useable and (hopefully) releasable product increment.

Scrum master: Team leader responsible for coaching the team in the Scrum method, organising Scrum meetings and events, and ensuring team members have the support they need to succeed.

Daily scrum: 15-minute stand-up meeting held each day of a sprint where the team plans work for the next 24 hours.

Product backlog: Prioritised list of work still to be done on a product.

Product owner: Person responsible for maximising the value of the product by managing the product backlog.

Development team: Roles responsible for the actual development work of a project.

Sprint review: Informal session where the development team presents their finished iterations to stakeholders for feedback.

When to use Scrum

The Scrum method, best for self-managing teams and a culture open to innovation, can help bring products to market more quickly. The short development cycles and frequent stakeholder involvement can often lead to a better-quality product.

Read more: Agile vs. Scrum: Which Should You Use, and Why?

Kanban is an Agile method of project management that helps visualise workflow to improve efficiency. The method got its start in the Japanese manufacturing industry before gaining popularity across many fields. 

At the centre of the Kanban method is a kanban board—a physical or digital tool that divides workflow into columns organised by development stage, such as to-do, in-progress, and completed tasks. This helps eliminate multitasking by encouraging teams to focus on only a few tasks at a time. It also makes it easy for both the team and stakeholders to quickly see where the team is in the development process.

Did you know? The word ‘kanban’ means ‘billboard’ in Japanese. The method was developed by Toyota in the 1940s. 

Six Kanban practices

1. Visualise the workflow. The Kanban board visualises a team’s workload in a way that’s easy to understand and execute.

2. Limit work in progress. Restricting the number of tasks a team is working on at any given time helps maintain focus.

3. Manage flow. This method switches the focus from managing people to managing a smooth flow of work.

4. Make policies explicit. Keep them simple, visible, and easy to understand.

5. Use feedback loops. Revisiting project goals regularly helps the team respond to changes and take advantage of new opportunities.

6. Improve collaboratively. Teams with a shared vision can work together to achieve continuous improvement. These evolutions should be based on metrics and experimentation.

Read more: Kanban vs. Scrum: What's the Difference?

When to use Kanban

If you want to limit planning and meetings and focus on continuous improvement, Kanban could be a good choice. It’s particularly effective in helping teams work through big backlogs or deal with frequent requests from stakeholders.

The Lean methodology focuses on maximising value by reducing waste and improving efficiency. It’s another method that came from Toyota and has expanded in popularity well beyond manufacturing. 

Five core principles of Lean

The Lean methodology centres on five principles, outlined in the book The Machine that Changed the World and Lean Thinking .

1. Understand value. Think about value from the customer’s perspective. What are they willing to pay?

2. Identify the value stream. Use visual techniques to map out the actions required to develop and launch a product. Use this map to identify areas of waste.

3. Create value flow. You can achieve this by eliminating waste due to things like excess inventory, time spent waiting, or performing more work than isn’t necessary.

4. Use a pull approach. Deliver value as the customer requests it. This keeps the focus on delivering what the customer actually wants while eliminating time spent on features that might not be wanted or needed.

5. Continuously improve. Always be seeking perfection by assessing the project regularly for ways to reduce waste and enhance value.

When to use Lean

The focus on waste elimination makes Lean a natural fit for more traditional manufacturing projects. But it can also be effective in other industries, particularly when you want to keep the focus of development on the customer first.

6. Critical path method (CPM)

The critical path method defines the longest sequence of tasks that must be completed to successfully complete a project. These are the tasks that, if stalled, could cause delays in the entire project. The method also maps out the dependencies between tasks and an estimate of how long each task will take to complete.

Mapping out these elements can help establish important project deadlines and define a more accurate project schedule.  

When to use CPM

CPM is best for projects with a well-defined series of tasks that need to be performed in a set order (construction projects, for example). It’s a good option to keep projects with a fixed deadline on schedule.

7. Critical chain management (CCM)

Where CPM focuses on time, the critical chain method (CCM) shifts the focus to the supply chain. This method is used to map out a critical path based on resource availability. These resources could include people, physical space, equipment, or other physical components. Unlike a CPM map, a CCM map includes scheduled “buffers” to remind a project team that a certain resource is necessary to finish a critical task. 

When to use CCM

CCM is well-suited for projects that rely on limited or time-sensitive resources to complete. Overestimating task durations by building in buffers helps teams meet deadlines even in the face of unforeseen circumstances.

PRINCE2 stands for Projects in Controlled Environments. It’s a process-based project management methodology used to answer certain basic questions in product development:

What are you trying to achieve?

When will you start?

What do you need to complete it?

Do you need help?

How long will it take?

How much will it cost?

While used primarily by the British government, the PRINCE2 method has been applied to projects in a variety of industries around the world. The method is designed to be scalable to fit a variety of projects.

When to use PRINCE2

PRINCE2 is particularly popular in the UK and it is also used in more than 150 different countries. If your project involves multinational stakeholders, it might be worth considering this method. The focus on robust organisation makes it more appropriate for complex yet predictable projects.

The Project Management Body of Knowledge, or PMBOK for short, isn’t so much a methodology as a collection of best practices and guidelines outlined by the Project Management Institute (PMI). 

Did you know? The PMBOK Guide is currently in its sixth edition, published in 2017. The reference was designed to be used alongside the Agile Practice Guide .

The book, regularly updated by PMI, breaks down projects into five stages, often referred to as the lifecycle of a project:

1. Initiating

2. Planning

3. Executing

4. Controlling

While PMBOK is often associated with the waterfall method, its practices can also fit into an Agile framework. For large companies managing multiple projects, PMBOK can help standardise terminology and practices across different departments.

When to use PMBOK

Just about every company and project can benefit from the standardised practices outlined in PMBOK. Project managers who pursue the Project Management Professional (PMP) certification will want to be familiar with the material.

The Projects Integrating Sustainable Methods (PRiSM) model of project management places an emphasis on environmental sustainability. Specifically, the method focuses on minimising the ecological risks and increasing benefits that may impact the five Ps: people, planet, prosperity, process, and products.

Unlike other methodologies, PRiSM looks at projects beyond the scope of development to consider their impact beyond delivery.

Six principles of PRiSM

1. Commitment and accountability: Organisations should take responsibility for a clean environment, employee wellbeing, and equal opportunities. 

2. Ethics and decision making: All decisions should take into account the short and long-term impacts on both society and the environment

3. Integrated and transparent: Projects should promote financial, environmental, and social benefits at all policy levels.

4. Principal and values based: Projects should use technology to use resources more efficiently.

5. Social and ecological equity: Project managers should evaluate any impact a project may have on vulnerable populations or environmentally sensitive areas using demographic data.

6. Economic prosperity: Fiscal planning should balance the needs of company stakeholders and future generations.

When to use PRiSM

This approach is best for projects with an established environmental impact, such as real estate and industrial projects. It’s not as useful for things like software development, where environmental impact is less of a concern.

11. Six Sigma

Six Sigma, a quality management process developed at Motorola in the 1980s, comprises a set of tools and techniques to eliminate errors in development. This can help reduce costs and customer complaints stemming from errors.

The method generally takes a five-phase approach to improving existing processes:

Define: Analyse a business problem from a customer perspective.

Measure: Measure the problem in terms of data and define a performance metric.

Analyse: Quantify your goals and determine if your process is efficient and effective.

Improve: Find ways to improve process implementation.

Control: Implement and maintain the solution.

When to use Six Sigma

Six Sigma tends to be most effective in large organisations with several hundred or more employees. 

12. Extreme Project Management (XPM)

Doug DeCarlo, the creator of Extreme Project Management (XPM) defines it as “the art and science of facilitating and managing the flow of thoughts, emotions, and interactions in a way that produces valued outcomes under turbulent and complex conditions.”

This flexible approach helps teams adapt to the unknowns that pop up during a project, including frequent changes to requirements and complex project needs. For software development projects, this is sometimes referred to as extreme programming.

When to use XPM

XPM works best for short development cycles with less-defined product specifications. Teams that like to experiment to see what works could thrive with this method.

Hybrid Methodologies

Just as there’s no single “best” method for managing a project, you also don’t have to limit yourself to just one option. Project managers have mixed and matched to come up with new hybrid approaches, such as Lean Six Sigma or Scrumban (Scrum and Kanban).

How to choose a project management methodology

The best project management method for you will depend on your project, team, organisation, and tools. Let’s take a quick look at some things to consider and questions you should ask yourself when choosing a PM methodology.

1. Evaluate the project. Does your project have fixed or flexible requirements? Is the finished product well-defined, or will the team take a creative approach to defining it? How complex is it, and how long will it take to complete? What physical resources are involved? Will the stakeholders or clients be readily available, and how involved would they like to be?

2. Consider your team. Some methods work well with small, self-managing teams. Others lend structure to larger cross-functional teams. Also take into account what method your team might already be used to. Would the benefits of implementing a new method outweigh the time cost of teaching it?

3. Look at the organisation. What are your company’s goals and values? You’ll want to choose a methodology that aligns with these elements. Some companies may prefer and employ a particular approach that you’ll need to adapt to.

4. Think about your tools. Some project management tools are flexible enough to work with various different methodologies. Others might be more specific to a particular approach. Make sure the tools and software you’re proficient in are a good match for whatever methodology you select.

If you’re considering a career in project management, start to build job-ready skills with a Professional Certificate in project management from Google . Learn about traditional and Agile methods , access career resources to enhance your resume and interview skills, and get connected with top employers through the Google hiring consortium.

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The definitive guide to project management methodologies.

• Types of project management methodologies
• How to pick the right methodology

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Originally published July 14, 2019. Updated with current & new info on April 25, 2022.

What are project management methodologies? A project management methodology is essentially a set of guiding principles and processes for managing a project. Your choice of methodology defines how you work and communicate.

So, how do you choose a project management methodology?

What methodology you choose will depend on your team, project type, and project scope . Choosing project management methodologies (PMM) is one of the first decisions you’ll have to make as a project manager.

What methodology you pick will have a profound and ongoing impact on how you and your teamwork. Different project management methodologies have their own pros and cons for different project types. Some are geared for speed, and some for comprehensiveness. 

In this article, we’ll give you a complete overview of different PMMs and how to choose them.

Types of Project Management Methodologies

On paper, PM methodologies are tool agnostic, i.e. you should be able to use any methodology regardless of what PM tool you use.

In reality, most project management tools are specialized to use a handful of methodologies. This will be a factor in what methodology you eventually choose to use.

The question now is: What are the different types of project management methodologies? What are their advantages and disadvantages? What kind of projects are they best suited for?

Below, we’ll take a look at and explore 13 of the most popular project management methodologies.

1. waterfall methodology

What is the waterfall methodology.

The Waterfall methodology is the oldest methodology on this list. It was first outlined by Dr. Winston Royce in 1970 as a response to managing the increasingly complex nature of software development. Since then, it has become widely adopted, most prominently in the software industry.

The Waterfall methodology is sequential. It is also heavily requirements-focused. You need to have a crystal clear idea of what the project demands before proceeding further. There is no scope for a correction once the project is underway.

The Waterfall method is divided into discrete stages. You start by collecting and analyzing requirements, designing the solution (and your approach), implementing the solution, and fixing issues if any.

Each stage in this process is self-contained; you wrap up one stage before moving on to another.

Graphically, you can represent it as follows:

The above is from a software development perspective. Individual stages would be different for creative project management, but the approach remains the same.

Advantages of the Waterfall methodology

As Mike Wang, our Director of Training and Support, mentioned earlier :

“One of the driving factors behind waterfall management is that by investing time in the early stages of a project, managers ensure design needs and other requirements have been met—thus saving the time and effort generally associated with retroactively correcting problems”

Thus, the Waterfall method has several advantages, such as:

Ease of use:

Documentation:, disadvantages of the waterfall methodology, higher risk:, front-heavy:.

The Waterfall methodology is most commonly used in software development. It works best for the following project types:

• Short, simple projects
• Projects with clear and fixed requirements
• Projects with changing resources that depend on in-depth documentation
• For further reading on Waterfall methodology, see this post. 

2. Agile methodology

What is the agile methodology.

Agile , another software development-focused PM methodology, emerged as a response to the failure of the Waterfall method for managing complex projects. Although Agile PM ideas had been in use in the software industry for quite a while, it formally came into being in 2001 when several IT representatives released the " Agile Manifesto "

Graphically, it can be represented as follows:

Advantages of the Agile methodology

Flexibility and freedom:, lower risk:, disadvantages of the agile methodology, no fixed plan:, collaboration-heavy:.

The flexibility of the Agile approach means that you can adapt it to different types of projects.

That said, this methodology works best for:

• When you don't have a fixed end in mind but have a general idea of a product.
• When the project needs to accommodate quick changes.
• If collaboration and communication are your key strengths (and planning isn't)

3. Hybrid methodology

The Hybrid methodology focuses on gathering and analyzing requirements initially - a nod to the Waterfall method. From thereon, it takes the flexibility of the Agile approach with an emphasis on rapid iterations.

By combining attributes of Waterfall and Agile, the Hybrid method (sometimes called "Structured Agile") gives you the best of both worlds.

Advantages of the Hybrid Methodology

Increased flexibility:, more structured:, disadvantages of the hybrid methodology, requires compromise:, the "best of both worlds".

The Hybrid approach is best suited for projects that have middling requirements when compared to Agile and Waterfall, i.e. they require structure as well as flexibility.

Mostly, these would be medium-sized projects with moderately high complexity but fixed budgets. You would likely have an idea of the end product but you are also open to experimentation. You will need close collaboration, especially past the planning stage.

4. lean project management

Lean project management focuses on maximizing efficiency by minimizing waste. It is inspired by the 1980s Lean manufacturing philosophy which holds that waste (the expenditure of resources on anything other than the creation of value for the end customer) should be eliminated.

LPM groups tasks into three types:

Value-Added: Tasks that advance the completion of the project and generate value for the customer (e.g., adding a roof to a hotel).

Enabler: Tasks that the customer isn’t paying for, but which are necessary for the project to be completed (e.g., project planning or quality testing).

Waste: Tasks that are unnecessary and which do not add value by advancing the completion of a deliverable (e.g., a team member attending a meeting at which they are not required).

Applying Lean principles to project management boils down to reducing the time required to complete projects. This is because the longer a project takes, the more money it will cost. Plus, missing the project deadline can cause a loss of benefits and attract financial penalties. 

By eliminating wasteful activities so that more time can be spent on value-added tasks, LPM reduces the amount of time it takes to complete the project. 

Advantages :

• Faster project completion times: Realizing the project earlier means that the customer will receive more value at a lower cost. 
• Boost in quality : Attention is paid to details with the goal of minimizing mistakes and the need to make amendments. Processes become optimized and the quality of the work improves.  
• An improvement culture: Project Managers practicing PLM are always communicating with their team about ways to cut waste and work smarter. Teams feel empowered and open to making and suggesting improvements.

Disadvantages :

• Inventory could be at risk: To decrease carrying costs, lean companies keep stock amounts low, leaving them vulnerable to supply chain issues. 
• Expensive start-up: Updating legacy systems and introducing more efficient equipment, software and processes can be expensive and time-consuming.
• Requires culture change : Teams may be resistant to training and unwilling to adopt lean practices.   

LPM is best for engaging team members and reducing staff turnover as everyone is encouraged to take the initiative and make continuous improvements. Using this method can give an organization a competitive advantage as it drives up quality and profits. 

5. Scrum Project Management

Scrum isn't a fully-featured project management methodology. Rather, it describes an approach to Agile management with a focus on project teams, short "sprints" and daily stand-up meetings.

While it borrows the principles and processes from Agile, Scrum has its own specific methods and tactics for dealing with project management. As Mike put it earlier:

"Agile is the philosophy, and Scrum the methodology. While scrum is agile, agile isn’t scrum." 

The Scrum approach places the project team front and center of the project. Often, there is no project manager. Instead, the team is expected to be self-organizing and self-managing. This makes it ideal for highly focused and skilled teams, but not so much for others.

• Scrum "sprints" : The Scrum approach is heavily focused on 30-day "sprints". This is where the project team breaks down a wishlist of end goals into small chunks, then works on them in 30-day sessions with daily stand-up meetings. This makes it easy to manage large and complex projects.
• Fast-paced: The "sprint" approach with its 30-day limit and daily stand-up meetings promotes rapid iteration and development.
• Team-focused: Since the project team is expected to manage itself, Scrum teams have clear visibility into the project. It also means that project leaders can set their own priorities as per their own knowledge of their capabilities.

Besides these, it has all the benefits of Agile - rapid iteration and regular stakeholder feedback.

Disadvantages

• Scope creep : Since there is no fixed end date, nor a project manager for scheduling and budgeting, Scrum can easily lead to scope creep.
• Higher risk: Since the project team is self-managing, there is a higher risk of failure unless the team is highly disciplined and motivated. If the team doesn't have enough experience, Scrum has a very high chance of failure.
• Lack of flexibility: The project-team focus means that any resource leaving the team in-between will hugely impact the net results. This approach is also not flexible enough for large teams.

The Scrum approach is best for highly experienced, disciplined, and motivated project teams who can set their own priorities and understand project requirements clearly. It has all the flaws of Agile along with all its benefits. It works for large projects but fails if the project team itself is very large.

In short: use Scrum if you're developing complex software and have an experienced team at your disposal.

6. Kanban Project Management

Kanban is a visual agile project management framework developed by Japanese auto giant Toyota in the 1950s. At its core is a physical or digital Kanban (signboard), divided into three columns representing three stages of completion:

•     Work that hasn’t begun (backlog)
•     Work in progress (WIP)
•     Work that has been completed

Project tasks, listed on real or virtual Kanban cards, are added to the board and moved from one column to the next as their status changes. The more urgent a task is, the higher its position will be in the first and second columns.  

• Maintains a smooth flow of production: By limiting the number of tasks in progress at any one time, Kanban protects the project team from becoming overburdened by work. This approach can maximize efficiency and speed up delivery times. 
• Visible and transparent workflow: Kanban shows the status of each task and the overall progress of the project in a way that is immediately intuitive to most people.  
• Not designed for a dynamic environment: Kanban assumes that a project will be executed according to a pre-arranged plan. This makes Kanban unsuitable for creative agencies where changes can be transformative rather than evolutionary. 
• Lack of timeline: In Kanban, no timeframes are associated with each work stage. This makes it difficult to schedule deliveries and estimate things like project costs.

Best for:  

Kanban is best for teams who want to visualize a project from start to finish. This method will help you avoid workflow bottlenecks and prevent too many tasks from being in progress at the same time, which can overwhelm teams and cause morale to plummet.

7. Scrumban Project Management

Despite its name, Scrumban isn’t simply an amalgamation of the Scrum and Kanban project management methods. Though it was created with the intention of helping teams transition from Scrum to a flow method such as Kanban, today Scrumban exists as a standalone agile method based on Lean.

Like Scrum, Scrumban involves planning out chunks of work (sprints). These iterations must be completed within a set timeframe (typically two weeks). 

Deploying the same visual methodology and task-focused work organization as Kanban, tasks are represented as cards that move through different stages across a board. 

Instead of tasks being assigned, team members choose what they want to work on. Scrumban places a hard limit on how many tasks can be in progress simultaneously. 

• Good for large-scale or long-term projects : Scrumban simplifies complex projects by splitting them into smaller, manageable pieces. As an iterative Agile method, it allows small changes to be made over large stretches of time, making it a great framework for long-term projects.
• Prevents overwhelming workload: With Scrumban, the project is broken up into smaller tasks and teams focus only on what they have the capacity to complete. This helps to reduce the risk of scope creep.

Disadvantages:

Lack of management :.

Scrumban has no team hierarchy and no clear group leader. While this gives every person on the team the same opportunity to make decisions, it can cause confusion.

Troublesome tracking:

Best for: 

Scrumban is best for teams who need structure and flexibility. By limiting WIP, it cuts down on multi-tasking, helping teams to maintain productivity. Scrumban projects don’t necessarily need to have a deadline which makes this method a good choice for very long-term projects or projects with an ambiguous goal. 

8. Critical Path Method (CPM)

The above four project management methodologies emerged from software development. While you can certainly use them for non-software projects, there are better alternatives at your disposal.

One of the more popular alternatives is the Critical Path Method (CPM).

In the Critical Path Method, you categorize all activities needed to complete the project within a work breakdown structure . Then you map the projected duration of each activity and the dependencies between them.

This helps you map out activities that can be completed simultaneously, and what activities should be completed before others can start.

Better scheduling:

Prioritization:, scheduling requires experience:, no flexibility:.

The Critical Path Method is best suited for projects with interdependent parts. If you require tasks to be completed simultaneously, or for one task to end before another can begin, you'll want to use this methodology.

CPM finds a lot of application in complex, but repetitive activities such as industrial projects. It is less suited for a dynamic area such as creative project management.

9. Critical Chain Project Management (CCPM)

Critical Chain PM is one of the newer project management methodologies out there. It was developed as an alternative to the Critical Path method with a focus on resource management.

With CCPM, you work backward from the end goal. You recognize the deliverables, then use past experience to map out the tasks required to complete the project. You also map out the interdependencies between resources and allocate them accordingly to each task.

This graph from TrackerSuite shows the difference between a traditional vs. a CCPM project schedule.

CCPM emphasizes resource utilization and minimizing lost productivity. It is heavily reliant on "monotasking", i.e. focusing on the task at hand and avoiding multitasking.

For resource-strapped project teams, CCPM can be a powerful methodology.

Resource-efficient:

Focused on the end goal:, not appropriate for multi-project environments:, delays common:.

CCPM works best in environments where resources are devoted to a single project. If you have a dedicated team for a project, it works great. If your team is spread across several projects, you'll struggle with resource planning.

The resource-focused approach of CCPM is also ideal for resource-strapped project teams. If you find yourself constantly overworked or missing deadlines, the CCPM methodology might be for you.

10. Integrated Project Management (IPM)

Integrated Project Management (IPM) - sometimes also called "Integrated Project Delivery" - is a common project management methodology in creative industries. This methodology emphasizes the sharing and standardization of processes across the organization. 

The IPM approach came about as a response to the increasingly integrated nature of creative campaigns. You don't just produce a single ad; you integrate the ad with microsites, digital content, etc.  Most creative projects are a piece of a larger campaign. 

An integrated project has the following components:

By integrating processes across the organization, IPM gives project managers better insight into the project and access to the right resources.

This makes IPM particularly appropriate for creative agencies.

Transparency:

Accountability:.

Requires extensive planning: With the IPM approach, you will have to plan extensively upfront and ensure that all processes are well-integrated. This increases your burden significantly and can lead to delays.

Large agencies with diverse teams and processes benefit the most from Integrated Project Management. It works best for complex creative projects where you need resources from multiple teams and departments to interface with each other.

PRiSM (Projects Integration Sustainable Methods) is a project management methodology developed by Green Project Management (GPM) Global.

As hinted by the creator's name, the PRiSM approach focuses on accounting for and minimizing adverse environmental impacts of the project. It is different from traditional methodologies in that it extends beyond the end of the project. Instead, it factors in the entire lifecycle of the project post-delivery to maximize sustainability.

Here's an overview of how activities are organized in PRiSM :

The PRiSM approach is very pertinent for modern projects where environmental costs and sustainability are key success criteria. For large projects where reducing energy consumption, managing waste, and minimizing environmental impact is critical, PRiSM offers a viable project management ideology.

PRiSM is unsuitable for projects where environmental impact is not a concern (such as software or creative projects).

Success with the PRiSM approach also requires every part of the project team - including outside contractors and stakeholders - to be on board with the sustainability principle - a hard ask in most organizations.

PRiSM is mostly suited for large and complex real estate and industrial projects where sustainability is a key concern.

12. PRINCE2

PRINCE2 (Projects IN Controlled Environments) is the official project management methodology of the UK government (which means that most UK government projects use it). You can even get a PRINCE2 certification to make working as a project manager in the UK easier.

PRINCE2 is based on 7 principles, 7 themes and 7 processes. The 7 PRINCE2 principles, for instance, are:

• Continued business justification
• Learn from experience
• Defined roles and responsibilities
• Manage by stages
• Manage by Exception
• Focus on products
• Tailor to suit the project environment

Wikipedia has a great introductory article on this methodology. I suggest you start there if you're interested in PRINCE2.

Running a PRINCE2 project requires extensive documentation. Additionally, one of the guiding principles of PRINCE2 is to "Learn from experience". This focus on documentation and past experience can help reduce risk.

The disadvantage of PRINCE2's extensive documentation is that changes can be hard to accommodate. If the requirements change, you have to redo the documentation and re-allocate resources, which can hamper the project pace.

This methodology is best suited for large and complex projects with fixed requirements. If you're in the UK, you'll likely want to know the PRINCE2 methodology. It is widely used in the country and is a requirement for government projects.

13. What is Six Sigma Project Management? 

Developed in the 1980s by Motorola, Six Sigma is a data-driven quality-control management method focused on understanding customers’ requirements and eliminating waste and defects (anything that doesn’t meet customers’ expectations).

Statistical analysis is used to identify problems and determine their cause, and processes are improved through decisions based on data.   

This quality management process is monitored by a team with Six Sigma expertise. Inspired by martial arts, Six Sigma uses belts to designate different levels of methodological mastery. 

Within Six Sigma are two five-step methodologies: DMAIC (Define, Measure, Analyze, Improve, and Control) which focuses on incrementally improving existing processes, and DMADV (Define, Measure, Analyze, Design, Verify) which focuses on optimizing new products or processes to Six Sigma standards.

Advantages:

Proactive approach:, informed decision-making:, increased efficiency:, data deluge:, training requirements : companies must find certified six sigma institutes to train all their employees or conduct in-house training without formal certification., no framework:.

While Six Sigma can be a useful tool for small to medium-sized businesses seeking to reduce waste, it brings the greatest benefit to large-scale companies that continuously produce the same products or deliver the same services.

There are several other PMMs besides these, such as Crystal , Feature Driven Development (FDD), Dynamic Systems Development (DSDM), and Rational Unified Process (RUP).

For the most part, however, you’ll choose from one of the methodologies described above.

choosing the Right Methodology

From the above section, it is clear that different PM methodologies are better suited for different projects. You wouldn’t want to use PRiSM for a software project, just as you wouldn’t want to use Agile for big real-estate development.

When you’re picking PM methodologies, here are a few things to keep in mind:

1. Evaluate the Project

Focus on gathering initial requirements. If the requirements suggest that you need a large and diverse team, pick a methodology that supports flexibility.

Similarly, if you have a clear idea of the end result, pick a more structured methodology such as Waterfall. If the end result is vague (common in the case of in-house projects), pick an iterative methodology like Agile.

Some other things to consider when evaluating the project are:

• Project budget
• Size and complexity
• Stakeholder expectations
• Project type and industry

2. Evaluate Your Team

Your project management methodology is essentially a blueprint for the project. It tells your team what to create and when to create it.

For this to happen, however, your team should be able to read the blueprint itself.

In other words, if your team isn't familiar with the project management methodology of your choice, you will struggle to get results. You will have to devote time to learning the methodology (which some of your team members might be resistant to), leading to delays.

Here are a few things to consider when evaluating your team:

• Team experience
• Self-organization capabilities
• Team preparedness
• Team location (remote, on-site, etc.)

Essentially, pick a methodology that fits your team, instead of forcing your team to fit the methodology.

3. Evaluate Your Organization

How your company is organized, its culture, and its past records will have a big impact on your choice of project management methodology. Some methodologies only work with large organizations with established hierarchies. Others are more suitable for smaller, leaner outfits.

For instance, if your past records show that all your Agile projects have been delayed AND poorly received, it's a good idea to avoid this methodology in the future.

A few things you should consider when evaluating your organization are:

• Past records and experience with different methodologies
• Organization hierarchy
• Level of flexibility
• Organization maturity level
• Organization size
• Available resources, including external resources such as freelancers and contractors.
• Your industry

4. Evaluate Your Stakeholders

When choosing a PM methodology, factor in:

• Stakeholder involvement: Some methodologies demand that stakeholders be regularly involved at every stage of the project. With Agile, for instance, you need stakeholders to be regularly available for feedback. If the stakeholders are busy, pick a methodology that requires lower stakeholder involvement.
• Stakeholder requirements: How do your stakeholders work? What do they require from the project manager? If the stakeholders are known to change project scope frequently, pick a more flexible methodology. Similarly, if the stakeholders require daily updates, pick a methodology that can accommodate this demand.

Given the importance of stakeholders in the project’s success, keeping their requirements in mind will make for happier stakeholders and more successful projects.

5. Evaluate Your Tools

Project management tools are seldom methodology-agnostic. They are usually designed to work well with a specific methodology.

Hence, the software tools you have existing access to and expertise in will impact your choice.

To do this:

• Make a list of all software tools you currently use
• List their limitations and capabilities
• Compare their capabilities against the requirements for a specific PM methodology.

Ideally, the methodology you choose should work with your existing toolset. If you have to buy new tools, you will not only have to spend more but will also lose critical time in retraining your team.

Doing this in-depth evaluation will help you choose a methodology that aligns with your goals, your team’s capabilities, and your stakeholder’s requirements perfectly.

As a project manager, you have several project management methodologies to choose from. Each of these methodologies has its own strengths and weaknesses. Picking the right one will make running your project faster, smoother, and more efficient.

Pick from one of the several methodologies listed above. Then evaluate your project, team, organization, stakeholders, and existing tools to pick a methodology that aligns with your strengths and requirements.

Related Posts

Hybrid Project Management- Agile Waterfall Methodology Combined

Kanban vs. Scrum vs. Agile: Which Is the Best Methodology for Your Project?

Pros & Cons Of The Kanban Method In Project Management

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• What is Agile methodology? (A beginner’ ...

What is Agile methodology? (A beginner’s guide)

Agile methodology is a project management framework that breaks projects down into several dynamic phases, commonly known as sprints. In this article, get a high-level overview of Agile project management, plus a few common frameworks to choose the right one for your team.

Scrum, Kanban, waterfall, Agile. 

Agile project management isn’t just useful for software project management—all types of teams have been successful with this dynamic methodology. If you’re looking to get started with Agile, you’ve come to the right place.

What is the Agile methodology?

Agile methodology is a project management framework that breaks projects down into several dynamic phases, commonly known as sprints. 

The Agile framework is an iterative methodology . After every sprint, teams reflect and look back to see if there was anything that could be improved so they can adjust their strategy for the next sprint.

What is the Agile Manifesto?

The Agile Manifesto is a document that focuses on four values and 12 principles for Agile software development. It was published in February 2001 by 17 software developers who needed an alternative to the more linear product development process .  

What are the 4 pillars of Agile?

As outlined in the Agile Manifesto, there are four main values of Agile project management:

Individuals over processes and tools: Agile teams value team collaboration and teamwork over working independently and doing things "by the book.”

Working software over comprehensive documentation: The software that Agile teams develop should work. Additional work, like documentation, is not as important as developing good software.

Customer collaboration over contract negotiation: Customers are extremely important within the Agile methodology. Agile teams allow customers to guide where the software should go. Therefore, customer collaboration is more important than the finer details of contract negotiation.

Responding to change over following a plan: One of the major benefits of Agile project management is that it allows teams to be flexible. This framework allows for teams to quickly shift strategies and workflows without derailing an entire project.

What are the 12 Agile principles?

The four values of Agile are the pillars of Agile methodology. From those values, the team developed 12 principles. 

If the four values of Agile are the weight-bearing pillars of a house, then these 12 principles are the rooms you can build within that house. These principles can be easily adapted to fit the needs of your team. 

The 12 principles used in Agile methodology are:

Satisfy customers through early, continuous improvement and delivery. When customers receive new updates regularly, they're more likely to see the changes they want within the product. This leads to happier, more satisfied customers—and more recurring revenue.

Welcome changing requirements, even late in the project. The Agile framework is all about adaptability. In iterative processes like Agile, being inflexible causes more harm than good. 

Deliver value frequently. Similar to principle #1, delivering value to your customers or stakeholders frequently makes it less likely for them to churn. 

Break the silos of your projects. Collaboration is key in the Agile framework. The goal is for people to break out of their own individual projects and collaborate together more frequently . 

Build projects around motivated individuals. Agile works best when teams are committed and actively working to achieve a goal. 

The most effective way to communicate is face-to-face. If you’re working on a distributed team, spend time communicating in ways that involve face-to-face communication like Zoom calls. 

Working software is the primary measure of progress. The most important thing that teams should strive for with the Agile framework is the product. The goal here is to prioritize functional software over everything else.

Maintain a sustainable working pace. Some aspects of Agile can be fast-paced, but it shouldn't be so fast that team members burn out . The goal is to maintain sustainability throughout the project.

Continuous excellence enhances agility . If the team develops excellent code in one sprint, they can continue to build off of it the next. Continually creating great work allows teams to move faster in the future. 

Simplicity is essential. Sometimes the simplest solution is the best solution. Agile aims to not overcomplicate things and find simple answers to complex problems. 

Self-organizing teams generate the most value. Similar to principle #5, proactive teams become valuable assets to the company as they strive to deliver value.

Regularly reflect and adjust your way of work to boost effectiveness . Retrospective meetings are a common Agile practice. It's a dedicated time for teams to look back and reflect on their performance and adapt their behaviors for the future.

What are the benefits of the Agile development methodology?

You commonly find Agile project management used in application development or other types of software development. This is because software is constantly changing, and the needs of the product have to change with it. 

Because of this, linear project management methods like the waterfall model are less effective. Here are a few other reasons why teams use Agile:

Agile methods are adaptable

There's a reason why they call it the Agile methodology. One of the main benefits of using Agile processes in software development is the ability to shift strategies quickly, without disrupting the flow of a project. 

Because phases in the traditional waterfall method flow into one another, shifting strategies is challenging and can disrupt the rest of the project roadmap . Since software development is a much more adaptable field, project managing rapid changes in the traditional sense can be challenging. This is part of the reason why Agile project management is favored in software development.

Agile fosters collaborative teamwork

One of the Agile principles states that the most effective way to communicate with your team is face-to-face. Combine this with the principle that encourages teams to break project silos and you have a recipe for collaborative teamwork. 

While technology has changed since Agile’s inception and work has shifted to welcome more remote-friendly policies, the idea of working face-to-face still hasn't changed.

Agile methods focus on customer needs

One of the unique aspects of software development is that teams can focus on customer needs much more closely than other industries. With the rise of cloud-based software, teams can get feedback from their actual customers quickly. 

Since customer satisfaction is a key driver for software development, it’s easy to see why it was included in the Agile process. By collaborating with customers, Agile teams can prioritize features that focus on customer needs. When those needs change, teams can take an Agile approach and shift to a different project. 

Agile methodologies

The Agile framework is an umbrella for several different variations. Here are a few of the most common Agile methodologies. 

Kanban is a visual approach to Agile. Teams use online Kanban board tools to represent where certain tasks are in the development process. Tasks are represented by cards on a board, and stages are represented in columns. As team members work on tasks, they move cards from the backlog column to the column that represents the stage the task is in.

This method is a good way for teams to identify roadblocks and to visualize the amount of work that’s getting done. 

Scrum is a common Agile methodology for small teams and also involves sprints. The team is led by a Scrum master whose main job is to clear all obstacles for others executing the day-to-day work. 

Scrum teams meet daily to discuss active tasks, roadblocks, and anything else that may affect the development team.  

Sprint planning: This event kicks off the sprint. Sprint planning outlines what can be delivered in a sprint (and how).

Sprint retrospective : This recurring meeting acts as a sprint review—to iterate on learnings from a previous sprint that will improve and streamline the next one. 

Extreme Programming (XP)

Typically used in software development, Extreme Programming (XP) is an Agile framework that outlines values that will allow your team to work together more effectively.  

The five values of XP include:

Communication

Similar to daily Scrum standups, there are regular releases and iterations, yet XP is much more technical in its approach. If your dev team needs to quickly release and respond to customer requests, XP focuses on the “how” it will get done. 

Adaptive Project Framework (APF)

The Adaptive Project Framework, also known as Adaptive Project Management (APM) grew from the idea that unknown factors can show up at any time during a project. This technique is mainly used for IT projects where more traditional project management techniques don’t apply.

This framework is based on the idea that project resources can change at any time. For example, budgets can change, timelines can shift, or team members working on the project may transition to different teams. APF focuses on the resources that a project has, as opposed to the resources a project needs. 

Extreme Project Management (XPM)

This type of project management is often used for very complex projects with a high level of uncertainty. This approach involves constantly adapting processes until they lead to the desired result. This type of project involves many spontaneous changes and it’s normal for teams to switch strategies from one week to the next. 

XPM requires a lot of flexibility. This is one of the reasons why each sprint is short—only a few weeks maximum. This methodology allows for frequent changes, trial-and-error approaches to problems, and many iterations of self-correction.

Adaptive Software Development (ASD)

This Agile methodology enables teams to quickly adapt to changing requirements. The main focus of this process is continuous adaptation. The phases of this project type —speculate, collaborate, and learn—allow for continuous learning as the project progresses. 

It’s not uncommon for teams running ASD to be in all three phases of ASD at once. Because of its non-linear structure, it’s common for the phases to overlap. Because of the fluidity of this type of management, there’s a higher likelihood that the constant repetition of the three phases helps team members identify and solve problems much quicker than standard project management methods.

Dynamic Systems Development Method (DSDM)

The Dynamic Systems Development Method is an Agile method that focuses on a full project lifecycle. Because of this, DSDM has a more rigorous structure and foundation, unlike other Agile methods. 

There are four main phases of DSDM:

Feasibility and business study

Functional mode or prototype iteration

Design and build iteration

Implementation

Feature Driven Development (FDD)

Feature Driven Development blends different Agile best practices. While still an iterative method of project management, this model focuses more on the exact features of a software that the team is working to develop. Feature-driven development relies heavily on customer input, as the features the team prioritizes are the features that the customers need. 

This model also allows teams to update projects frequently. If there is an error, it's quick to cycle through and implement a fix as the phases of this framework are constantly moving. 

Organize Agile processes with Asana

You’ll often hear software development teams refer to the Agile process—but any team can run Agile. If you’re looking for a more flexible project management framework, try Agile. 

Related resources

What is technical debt and how to pay it off (with examples)

6 ways to develop adaptability in the workplace and embrace change

Burndown chart: What it is and how to use it (with example)

What are story points? Six easy steps to estimate work in Agile

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9 Project Management Methodologies Made Simple

I’m Ben Aston, a digital project manager and founder of thedpm.com. I've been in the industry for more than 20 years working in the UK at London’s top digital agencies including Dare, Wunderman, Lowe and DDB. I’ve delivered everything from film to CMS', games to advertising and eCRM to eCommerce sites. I’ve been fortunate enough to work across a wide range of great clients; automotive brands including Land Rover, Volkswagen and Honda; Utility brands including BT, British Gas and Exxon, FMCG brands such as Unilever, and consumer electronics brands including Sony. I'm a Certified Scrum Master, PRINCE2 Practitioner and productivity nut!

Learn about the most popular project management methodologies (and some handy lesser-known options) and when and how to use them to achieve project success.

When it comes to project management methodologies, there are just as many (if not more) opinions about them as there are actual methodologies—which is a lot.

Forward-thinking project managers and leaders don’t adhere to a single methodology. They become well-versed in many of them, and learn how to mesh together various practices in order to accommodate whatever the project calls for.

What Are Project Management Methodologies?

Project management methodologies are frameworks that outline the way work is completed throughout a project by providing procedures, rules, and practices.

A methodology does not have to be a complete full-stack implementation “system” to be considered a methodology.

• Some project management methodologies simply define principles , like agile.
• Others define a “full-stack” methodology framework of themes, principles, and processes , such as PRINCE2.
• Some are an extensive list of standards with some processes , like the Project Management Body of Knowledge (PMBOK).
• Others, like the Scrum methodology, simply define processes .

While simplistic, this definition is more realistic, as project managers use a hodgepodge of principles, themes, and processes tailored for our clients and projects. It also important to consider how project management software lends itself to project methodologies.

The 9 Most Popular Project Management Methodologies

In this section, I’ve described some of the most popular project management methodologies.

• eXtreme Programming (XP)
• PMI's PMBOK

1. Agile: A Flexible, Iterative Process

The truth is, agile project management isn’t a methodology, but a set of principles for developing software. Once you’re on board with these agile principles (outlined in the agile manifesto), you still need to define the processes you’ll follow.

These tend to be flexible, iterative design and build processes where tasks are executed and adapted as the situation demands, rather than through a pre-planned process (as opposed to waterfall , which conducts planning up front).

Teams can respond to unpredictability through incremental, iterative work processes, and focus on being adaptable and providing adequate and ongoing communication. Agile methods are most useful in dynamic environments, such as software delivery and game development. There are plenty of agile tools that are lend themselves well to agile approaches.

2. Scrum: Quick Delivery Via A Small Team

Scrum is a popular and simple framework for putting the principles of agile into practice. Scrum is more of a lightweight structure for developing and maintaining complex projects than a true methodology.

Scrum defines a simple set of roles (including the Scrum master role), meetings called Scrum events , and tools to iteratively and incrementally deliver valuable, shippable functionality. Work is divided into “sprints”, a development cycle of 2-4 weeks, during which the team works on items in the backlog (a collection of user stories or requirements, prioritized by the product owner).

Scrum was originally designed for software development and doesn’t fit neatly into the agency world. Instead, many agencies take some Scrum concepts—such as daily stand-ups , progress demos, and sprint retrospectives —and apply them in some kind of hybrid approach, typically using Scrum tools to keep track of project progress and deliverables.

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3. Kanban: Increased Visibility of WIP and Limiting Multitasking

Kanban is a project management methodology focused on increasing efficiency and releasing early and often with a collaborative and self-managing team. Compared to Scrum , it's less prescriptive.

The Kanban methodology, which was developed by Toyota, is light on process, flexible, and doesn’t have prescribed roles. It improves throughput by visualizing the workflow in real-time, limiting work in progress, making process explicit, and continually evaluating improvement. When deploying Kanban, project managers represent the team’s workflow on a Kanban board (this can be sticky notes on a whiteboard or digital cards using Kanban software ).

Kanban is well-suited to work that requires steady output but where priorities can change, like production, support, or maintenance. Within the world of agencies, it’s more accommodating to changes, and clients like to change their minds constantly. If Scrum seems too rigid an approach, but you want to “do agile,” Kanban is a simpler alternative.

4. Scrumban: Limits WIP and Adds Additional Structure & Processes

Scrumban is a relatively new hybrid project management methodology that combines Scrum and Kanban approaches to project management. It takes the flexibility of Kanban and adds some of the structure of Scrum to create a new way to manage projects.

Rather than working in potentially restrictive, timeboxed sprints, Scrumban uses a planning-on-demand principle to fill the backlog. Like Kanban, the team pulls in and assigns tasks as they can accommodate them, limiting work in progress. The development team thus stays focused on the task at hand rather than worrying about what they committed to deliver in the sprint.

Unlike Kanban, Scrumban retains the daily Scrum, but it holds reviews and retrospectives only when needed. The team also conducts planning on an as-needed basis rather. Scrumban is useful in product development where there is an unclear vision and evolving requirements or no clear roadmap. It is also useful when a process includes support and maintenance work.

5. Lean: Delivering More with Less

The lean methodology is focused on doing more with less. It identifies value and then maximizes it through continuous improvement and eliminating waste, which comes in the form of three dysfunctions.

• Muda is about eradicating waste : removing anything that’s not ultimately adding value to the customer.
• Mura is about eliminating variations : removing the overhead that variances to the standard process create.
• Muri is about removing overload : a team’s optimal capacity is 60-70%. Any more than that, and everything slows down.

Lean project management is about optimizing the flow of projects across technologies, assets, and departments to customers. Lean can be a helpful mindset to adopt when reviewing your project delivery process. Think about how you can pare back your development process to the essentials that deliver value and cut out fluff and tradition for its own sake.

6. eXtreme Programming: Develop Robustly to Ensure Software Quality

eXtreme programming (XP) defines values and processes to improve software quality and ensures responsiveness to evolving customer requirements. XP values are similar to Scrum and revolve around simplicity, communication, feedback, respect, and courage.

Where XP deviates from Scrum is in defining rules, or prescriptive processes, specific to development projects. These rules include user stories, test-driven development, pair programming, and continuous integration, among many others.

7. Waterfall: Predictability for Budget, Timeline, and Scope

The waterfall methodology , also referred to as the software development life cycle (SDLC), is a simple sequential approach that values solid planning to do it once and do it right. The team extensively plans the work upfront and then executes it, in strict sequence, adhering to requirements, to deliver the project in a single (and usually long) cycle.

The project team fully defines the requirements before any work starts. After the project sponsor approves the project plan , there’s little room to adjust unless absolutely necessary, and changes usually require change requests. Work then cascades, through the subsequent project phases, with no overlap.

There’s little scope to reflect, revise, and adapt once you’ve done something, but the waterfall method can be a useful and predictable approach if requirements are fixed, well documented and clear, the technology is understood and mature, and the project is short. A waterfall approach can offer a more predictable end result for budget, timeline, and scope.

8. PRINCE2: Clearly Defined Processes for Large-scale Projects

PRINCE2 is a process-oriented methodology that divides projects into multiple stages, each with their own plans and processes to follow. The methodology defines inputs and outputs for every stage of a project, so that nothing is left to chance. The acronym PRINCE2 stands for PR ojects IN C ontrolled E nvironments.

PRINCE2 is incredibly thorough—it’s great for running large, predictable, enterprise projects (more on enterprise project management methodologies here ). It clarifies what will be delivered, emphasizes project viability, defines roles and responsibilities, and endorses management by exception.

Although PRINCE2 is probably too complex to use in an agency setting (it was developed for IT projects), its emphasis on developing a good business case, defining clear roles and responsibilities, and managing change and risk are helpful considerations to apply to our own projects.

9. PMI’s PMBOK: Apply Best Practices to Optimize your Projects

The Project Management Institute’s PMBOK is not a true methodology but rather a framework of project management standards, conventions, processes, best practices, terminologies, and guidelines.

PMBOK refers to five process groups of project management (also known as the project life cycle ): initiating, planning, executing, monitoring and controlling, and closing. It also describes 49 process management processes that it organizes into 10 knowledge areas .

Its best practices are useful as a foundation, but to implement it as a methodology, you need to determine which processes you’ll apply, when, by whom, and to what extent. You also have to factor in your organization’s structure, governance, and workflows to adapt it to your specific circumstances. PMBOK doesn’t fly in an agency, but you can pick and choose from its standards to apply to your projects.

3 Most Commonly Used Methodologies

At agencies, the 3 most common methodologies you'll find used are usually agile, Scrum, and Kanban (or some hybrid methodology that incorporates elements of different project methodologies).

If you're working in a more rigid industry or governmental organization, you might find that traditional waterfall, PRINCE2, or PMBOK are used more often, although hybrids can be found here too.

How to Choose the Right Project Management Methodology

Choosing the right methodology is important because it defines how we work. It provides the structures that guide us toward project success or failure. Here are a few factors to consider when deciding which project management method to use in your project:

1. Degree of Project Complexity

This includes the project itself, the client, available resources and other project constraints (including the appetite for change and risk), timeline, project management tools, and people. List these factors and label them according to their simplicity or complexity.

2. Rigidity or Flexibility of your Work Environment

If you’re working in a dynamic environment where there’s an appetite for evolution and change, an agile methodology can work well for you. If you’re working within fixed requirements, timelines, and budgets, you might be better off with a waterfall approach or other traditional approach. 

3. What Delivers the Most Value

Ask yourself what delivers the most value to the client (or the stakeholder, or the end-user). For example, if clients tend to make ongoing requests and expect constant updates and changes, then an iterative methodology with short cycles will provide more value.

4. Alignment with Organizational Goals

Use the project goals or project objectives you’ve already created as a team or organization to guide your selection of a project methodology. Clearly, your methods should be a means to achieve your goals—the best method is the one that guides you towards your strategic objectives most directly with the greatest gains and least negative impact.

5. Alignment with Organizational and Team Values

Do a deep dive into your values. Team members are responsible for implementing the methodology you choose—don’t forget these team members are people with habits, opinions, and values. Use the ways your stakeholders think, relate, and work to build out a methodology that’s a natural fit.

Other Project Management Methodologies

The list of project management methodologies above is by no means an exhaustive list—these are simply the most common methodologies in the agency PM world. Additional project management approaches include:

• Adaptive project framework methodology is used when project scope is variable, but time and cost are constant, making it possible to adjust the project scope during execution to maximize business value.
• Lean Six Sigma was developed by Motorola and uses statistical tools to identify the cause of errors, eliminate defects, and reduce the possibility of future errors. Examples of Six Sigma statistical tools include cause and effect analysis, flow charts, histograms, and scatter plots.
• Critical path method (CPM) is a technique for modeling and scheduling project activities. Determine the activities needed to complete a project, the time that each will take, and dependencies. Calculate the longest and shortest paths to completion to determine which activities can be delayed without affecting your milestones and which activities can’t.
• Critical chain project management (CCPM) differs from CPM in that CCPM considers resource availability when calculating the duration of project activities. The critical chain methodology dedicates resources 100% to a project. If a task finishes early, you can proceed to the next task without bottlenecks.
• Program evaluation review technique (PERT) is a method for modeling, scheduling, and coordinating tasks within a project. In PERT, project activities are represented as nodes on a network diagram, with their durations listed on the lines connecting the activities. Read a comparison of PERT and CPM here .

What’s Next?

Get help using these methodologies optimally (and learn the fundamentals of project management!) with relevant, practical, expert-led training. Our online digital project management course provides expert instruction so you can lead happy teams and deliver high-value projects in the digital world.

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6 Construction Project Delivery Methods Compared

Last Updated Jun 16, 2024

Construction project delivery methods help determine the way that stakeholders work together during the planning, design, and building phases. While construction projects usually involve an owner, a design team, and a builder, the relationships between these members can differ depending on the project delivery method. Six of the most common project delivery methods in construction are Design-Bid-Build (D-B-B), Design-Build (D-B), Construction Manager at Risk (CMAR), Construction Management Multi-Prime (CMMP), Public-Private Partnership (PPP or P3), and Integrated Project Delivery (IPD).

Choosing the right project delivery method is a crucial step as it sets the tone for how the team will communicate and how payments will be distributed. Read on to learn the strengths of each project delivery method so that you can decide which is right for your project.

Table of contents

Overview of construction project delivery methods

The six main project delivery methods differ significantly in their approach to taking a project from design through completed construction.

For more details about each construction project delivery method, read on for descriptions as well as pros and cons.

1. Design-Bid-Build (DBB)

Design-bid-build (DBB), also called traditional project delivery, involves a design team and general contractor working directly for the owner under separate contracts.  

The design team works with the owner to develop the contract documents: drawings, specifications, and other exhibits. Once the design is finished, it is sent out for general contractors to provide a bid on the project.

Then, the design team and owner evaluate the proposals from the GCs and select one to enter into contract with. Once the contract is signed, materials and equipment are ordered so that construction can begin.

• Separating the design team from the construction team can potentially reduce conflicts of interest

Disadvantages

• The design phase can require the owner to spend a lot of cash before getting a firm price on the actual construction project.
• Depending on the quality of the design, the owner may be vulnerable to change orders, delays, and additional costs initiated by the contractor, who isn’t able to provide feedback before construction begins.

2. Design-Build (DB)

Design-build (DB) involves an owner contracting with a single firm for a project’s design and construction.

The entire project is led by either the architect or the contractor depending on who the contract is with — from start to finish, drawing a stark contrast to a design-bid-build project. In theory, when the design team and build team are rolled into one operation, the project becomes more efficient.

Architect-led agreements are generally used on projects that have a high difficulty of design, like new buildings, remodels, etc.

Contractor-led projects usually don’t rely on complex design, and involve repeatable work, like infrastructure or road projects.

No matter which way the contract is written, the architect and contractor are usually contractually connected between themselves, and one of them is connected to the owner and takes point on the project.

DB projects allow contractors and subcontractors to have a say in the design, which can be beneficial when they have extensive experience. The process from start of design to completion of construction is usually shorter too, so it is often used for fast-track projects.

• May be more efficient and less costly due to the improved collaboration between the design and construction teams
• Owners experience simplified communication and financial commitments since there’s a single contract
• Potential conflicts of interest between the contractor, who wants to keep costs low, and owners, who want a high-quality product
• May be added liability for general contractors, who could require additional errors and omissions insurance

Recently, a new design-build delivery method has emerged to address the risks of design build: Progressive design-build. Progressive design-build is a two-stage approach to design-build contracts that can effectively mitigate risk to both owners and contractors alike by giving them an “off-ramp” if they fail to reach an agreement during the design phase. 

Learn more about progressive design-build .

3. Construction Manager at Risk (CMAR)

With Construction Manager at Risk (CMAR), a construction manager acts as the owner’s representative during both the design and construction phases.

As with traditional project delivery, the CMAR method separates the design and building processes. The construction manager is involved from the beginning with the design process, mainly as a cost controller, and also oversees construction in a similar way to a general contractor.

However, the CMAR accepts the risk for meeting the project deadline and owner’s cost requirements, which are usually expressed as a guaranteed maximum price. 

If construction costs come in higher than expected, the CMAR is expected to absorb those costs, which reduces their overhead and profit. Of course, on the other hand, if costs are lower than expected, the CMAR will increase their profit, unless the contract calls for sharing the savings. Either way, the CMAR is invested in reducing costs and keeping the project on schedule, which helps the owner meet their project goals.

• Potentially helps keep costs under control
• Improves communication between the owner and the design team or general contractor
• A single point of failure exists in the CMAR, who can make or break a project
• The CMAR must actively guide and control the project or faces serious financial burdens from cost overruns

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4. Construction Management Multi-Prime (CMMP)

In Construction Management Multi-Prime projects — also called multi-prime (MP) — the owner acts as a general contractor and goes to contract with each of the design team members and major trade contractors. This method is best for owners who have a lot of experience managing construction projects and want more control. 

• Subcontractors have a direct contractual relationship with the owner, potentially reducing payment problems
• Owners with significant construction experience are able to guide their projects more directly
• Owners without sufficient experience can struggle to effectively guide projects
• The lack of a dedicated general contractor may lead to difficulties in managing problems as they arise on site

5. Public-Private Partnerships (PPP or P3)

Public-private projects — also known as P3 projects — get to reap the benefits of both public and private projects. As their name suggests, the project is the result of a partnership between a private and a public entity.

Projects like affordable housing and infrastructure are often the result of these types of agreements. Like private projects, they are built by a private company which helps create efficiency and add expertise. Like public projects, there’s a steady project owner, decreased payment risks, and a project that will greatly benefit the general public.

Depending on who plays what role in the project, there are two facets of these partnerships that contractors and suppliers need to be aware of: whether it’s subject to prevailing wage provisions and how each party can protect its payment rights. Publicly funded projects are subject to federal or state prevailing wage regulations. Privately funded projects are usually not.

When it comes to payment protection, mechanics liens can be used on projects where the property is owned by a private entity, but bond claims are needed to collect on publicly owned projects. On P3’s, it’s possible that neither type of claim is available — but bonds are usually present.

• The public benefits from government funding as well as private-sector expertise in construction
• Projects are typically protected by bonds, which ensure that everyone working on the project will be paid
• Projects can be delayed or impacted by changes in the priorities of the governmental agency
• Bond claims, if available, can be difficult to manage for contractors who aren’t paid for their work

6. Integrated Project Delivery (IPD)

Integrated project delivery (IPD) is a relatively recent addition to the suite of project delivery options. In these projects, all the project team members are contractually connected with only one contract. All team members are selected before design begins, and they each play a role in the whole process, from design to construction.

IPD is gaining popularity because everyone shares the risk on the project equally. Also, this method creates the most innovative and collaborative approaches to projects. When combined with other construction methods, such as lean construction, they can greatly improve the efficiency of construction methods and shorten project timelines significantly.

• Risk is shared equally among all stakeholders on the project
• Collaboration may be improved by gathering all parties from the project’s outset
• Can be difficult to make adjustments as the project goes on
• Requires a high degree of planning in the very early stages of a project

How to choose the best project delivery method for your project

Deciding which construction project delivery method is best for a project relies a lot on the type of project , how much control over the project and risk the owner wants, the project timeline, and the budget .

Each method provides a different amount of control and ties the parties together contractually in a different way. Every project is different, so you’ll need to choose the right method on a case-by-case basis.

Type of project

Different types of projects lend themselves to choosing certain project delivery methods. Projects involving repeatable infrastructure work will require a different approach to design and collaboration than projects with new designs, for example. 

The project delivery method should maximize the benefits to the quality of the final product and the considerations below.

Control over the project and risk

The owner’s control over the project will be more important on certain project types than others. Nobody wants to take on risk if they can pass it on to someone else — but an experienced contractor may be able to take on more risk in exchange for a higher reward if they’ve had several successful similar projects.

Project timeline

The considerations for the project timeline for choosing a project delivery method are a cross between competitive needs and project efficiency. Some methods cut out a layer of communication that may slow things down unnecessarily. Some projects may benefit from separating project roles to avoid conflicts of interest or mix and match expertise. 

Payment schedules may come into play as well, depending on how cash hungry each involved party is. Payments may also be a factor in the last section.

The budget may be fixed with a guaranteed maximum price, or be a consideration in assembling competitive bids, both of which can be best approached with different project delivery methods. Poor cash flow coming from the timeline may result in poor financial choices and budget overruns as well. 

All of these elements need to be considered together to make the right choice based on the expertise of all companies involved and the distinct characteristics of the project at hand.

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Dawn Killough

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Dawn Killough is a writer with over 20 years of experience in construction, having worked as a staff accountant, green building advisor, project assistant, and contract administrator. She shares fundamental green building strategies and techniques in her book, Green Building Design 101 . Dawn lives in Portland, Oregon.

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What Is Agile Project Management? | An Ultimate Guide

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Agile project management is an iterative and collaborative method that divides larger projects into smaller, more manageable tasks and shorter time segments. These smaller phases are called sprints or iterations.

Agile project management has grown in popularity in recent years as teams strive to tackle project management challenges in a more flexible and dynamic manner. Read on to learn more about the benefits, history, and implementation of Agile project management. 

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What is Agile Project Management?

Agile project management is a methodology that focuses on breaking the larger project lifecycle into more approachable portions of time and smaller tasks. Rather than delivering project deliverables and products at the conclusion of a project, Agile project management prioritizes the delivery of a working product throughout the process, allowing the project team and all types of stakeholders involved to work closely together during the course of the project execution while providing feedback—not just during the project post-mortem. 

Compared to other more traditional methods of project management, Agile project management is less rigid, which gives teams the ability to pivot in new directions as needed and adapt to changing circumstances or project needs.

Key Agile Principles 

According to the Agile Alliance , there are 12 foundational principles of Agile project management:

• Our highest priority is to satisfy the customer through the early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development . Agile processes harness change for the customer’s competitive advantage.
• Deliver working software (or products) frequently , from a couple of weeks to a couple of months, with a preference to the shorter timescale .
• Business people and developers must work together daily throughout the project.
• Build projects around motivated individuals . Give them the environment and support they need, and trust them to get the job done .
• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation .
• Working software (and products) are the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity —the art of maximizing the amount of work not done— is essential .
• The best architectures, requirements, and designs emerge from self-organizing teams .
• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Read more: Agile Software Development Methodology & Principles

Comparing Agile to Traditional Project Management

Agile vs waterfall: fast facts.

Agile and Waterfall are two of the most well-recognized project management methodologies today. The two methods are often referenced as opposites, but the relationship between Waterfall and Agile is more complex than that. 

Here are a few fast facts about Agile and Waterfall:

• The Agile methodology was created as a response to some of the limitations that fast-moving project teams faced when navigating projects using more traditional methods, namely, Waterfall.
• Teams are not exclusively limited to the use of one methodology over another. While one project may require the rigid structure of Waterfall, another may require the flexibility of Agile.
• Moreover, hybrid approaches combining Agile and Waterfall are possible in project management. In select circumstances, project teams may find great success in combining specific guidelines from Waterfall and Agile.

Overall, there are 6 main factors to consider when comparing Agile and Waterfall.

Read more: Agile vs Waterfall: What’s the Difference?

Popular Agile Frameworks

Defining frameworks in project management.

Project management frameworks represent a smaller subset of project management methodologies that provide more room for application. Whereas project management methodologies represent rigid rules and practices for completing a project, frameworks operate as a subset of methodologies, offering more flexible adaptations of how those rules can be applied in project management. Kanban

The Kanban framework is based on the Japanese word kanban , meaning visual card. Fittingly, the Kanban framework uses a card-like layout to represent each task within a project, dividing the project as a whole into three categories: to-do, in progress, and completed. As tasks hit milestones, they are moved under the category that reflects their current status, which makes it easy for project teams to visualize where individual tasks are in the larger project lifecycle. 

Whereas Kanban largely focuses on project visualization and task management strategies for applying Agile, Scrum breaks down projects into smaller “sprints” of time that are isolated from the rest of the project. Once these periods of time are divided, a unique form of project manager, called a Scrum Master, helps guide the team through each Sprint and facilitates significant Agile Scrum ceremonies . The Scrum framework also outlines other unique meeting types, roles, and more. 

eXtreme Programming (XP)

XP is an Agile framework geared toward software development teams that aims to help teams overcome common challenges in creating software. XP has 12 supporting processes that help outline the framework: 

• Planning game 
• Small releases 
• Customer acceptance tests 
• Simple design 
• Pair programming 
• Test-driven development 
• Refactoring 
• Continuous integration 
• Collective code ownership 
• Coding standards 
• Metaphor 
• Sustainable pace

Pros and Cons of Agile

History of Agile Project Management

Agile project management came about as a response to the 1990s technology boom when developers of new technologies realized the limitations of methodologies, like Waterfall, that were not designed to produce a tangible product quickly. 

In response, a group of 17 developers met in Snowbird, Utah, to discuss ideas together as “organizational anarchists” seeking to find a better way. After three days of discussion, they settled on the foundational ideas of modern Agile project management. 

Agile has gone on to become one of the most frequently methodologies, and at present, several Agile project management software tools are available to help make the application of this approach smooth for project teams.

Read more: What is Project Management?

Who is Agile best for?

While Agile may not be the best choice for every team or every project, there are a variety of situations where Agile practices can be a great fit:

• When project parameters are uncertain or rapidly changing
• Ongoing projects without a predetermined timeline
• For projects or teams that need a high degree of flexibility
• Software development teams and product developers who need a working product ASAP
• For teams who are facilitating collaboration between multiple teams (such as developers and marketing personnel)

When should Agile NOT be used?

Agile is a powerful methodology, but it isn’t the best choice in every situation. Here are some examples of situations where Agile should not be used:

• Projects or teams that need a very predictable project timeline
• Projects or teams that need clear project outcomes and a high level of documentation
• Projects with strict budgets
• Teams that struggle to self-organize or struggle with unpredictable staffing

Can I use the Agile methodology in combination with another methodology?

 In short, yes. Hybrid approaches to projects often happen when a team wants to include certain parameters of a project management methodology, but not others.

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Are Your Project Delivery Methods Driving Success for Your Organization?

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Project Delivery Methods That Drive Success for Service Organizations

Project delivery methodologies are forever shifting and evolving. The truth is that no matter the   project delivery methods  you choose, the goals remain largely the same:

• Deliver on time
• Deliver on budget
• Delight the customer

Types of Project Delivery Methods

Whether you’re focused on consulting, marketing, architecture or IT project delivery methods, or some other form of project delivery, you may be familiar with one or more of the following method types. And if your service organization is like most, you’re using more than one in a  hybrid way . Let’s take a look at a quick overview as well as some advantages and disadvantages of project delivery methods.

Waterfall Project Delivery Method

A more linear project delivery method, this is essentially classic project management where each stage of the project, from requirements to documentation through to release, is charted and dependencies are set. This method is great for easy estimating and scope definition up front, but doesn’t allow a lot of flexibility and creativity as the project progresses.

Lean Project Management Method

As the name suggests, Lean PM is about focus and cutting away wasteful processes and cycles. By centering on customer value to identify what the customer actually wants, instead of what they asked for, this is all about solving a problem versus delivery against a business case.

Agile or Adaptive Project Management

Balancing customer vision with team execution, Agile or Adaptive PM is iterative and incremental. Beneficial for creative projects with flexible goals that can be modified as needed along the project delivery process. Timelines and budgets, however, can be hard to define and manage to ensure on-time delivery without overruns.

Scrum Project Delivery Method

This is a type of agile process where teams commit to working within the larger project scope to deliver work in sprints, or subsets of time within the project. For projects requiring fast, on-their-feet thinking, this creative approach to project teams leads to more collaboration, but can foster scope creep if not tightly controlled.

Kanban Managed Projects

Continuous workflow and outputs are the main priorities in Kanban managed projects. By breaking down the workflows and representing them visually (you may be familiar with sticky notes or white boards depicting project processes), this method is best for understanding time spent but can be limited when scope shifts and changes.

Prince2 Project Delivery Method

Projects IN Controlled Environments (PRINCE2) is a more recent method for delivering large-scale projects. Its popularity is due to its effectiveness at defining the business reason for the project, including understanding customer, need, user, benefits and costs. This is a very structured project delivery method – so much so that a certain amount of training is necessary and it isn’t the best PM solution for smaller projects, where the effort to execute may be overly burdensome.

Finding a Balance for Your Project Delivery Strategy 

There are more methodologies out there, and new ones evolving every day as service organizations borrow from two or more methods to create a better fit for their organization. All in the pursuit of excellent delivery.

To delight customers.

But the best delivery organizations understand that delivery to customers is only a piece of the puzzle. The true success metric is a project delivery strategy that balances the needs of internal and external stakeholders and beyond. As PMI  indicates, the best delivery leaders worldwide have successfully broadened their delivery thinking to include social and global considerations. This trend toward wide consideration of impact is something every project manager should be aware of as they determine a project delivery method strategy.

How to Choose a Project Delivery Method and Develop Your Strategy

How you plan to deliver your project, or your project strategy, will inform the best project delivery method or mix of methods you ultimately go with. Consider the way your project needs to work with stakeholders:

• The customer and delivery team are both stakeholders: go back to the idea of agile and understand that certain types of projects require regular inputs from the project acceptor (most likely the customer but possibly another internal team). This integration is best managed by establishing key milestones within a project that act as times when both customer and delivery can come together to agree that things are on track.
• But wait, what about the end user? Ah, thanks for asking! Many projects, especially ones that involve longer-term IT solutions or software, also integrate not just the customer but the actual people who will receive (and ideally benefit) from the outcome of the project.  Incorporating feedback and insights from end users  informs development and de-risks project delivery and may push you more toward an iterative approach.
• And, of course, a critical element of your strategy for project delivery methods should be ensuring that what you deliver will ultimately make money for your organization. Understanding the larger goals of the organization, the expected billable utilization of your team, and the anticipated profit margin of a project should also inform your project strategy. At BigTime, we’re keenly aware of this need to balance the goals of your project with those of your business–it is fundamental to our approach to PSA software.

PSA Software for Project Delivery Methods

There are many options for software for project delivery models. The key is to look for a solution that mirrors your project delivery strategy and is flexible enough to accommodate your hybrid approach. Online project management software should allow for collaboration by internal and external teams, analysis and flexible reporting.

Software for project delivery methods should also ensure that systems within your company are able  to integrate with your project management tool  to facilitate project accounting, resource scheduling and time tracking.  If you’re using a best of breed PSA project delivery software, you will have this functionality built in. This takes the burden of administrative tasks off the project manager so they can focus on project deliverables in pursuit of delivery excellence for all involved.

Frequently Asked Questions About Project Delivery Methods

What are project delivery methods.

Project delivery methods for professional services organizations are the methods used by a service team to deliver a project on time and on budget while delighting the customer.

What are types of project delivery methods?

There are many types of project delivery methods for professional services, including:

• Agile or Adaptive PM

How to choose the best project delivery method for professional services?

The best project delivery method(s) for your professional services organization will depend on how you plan to deliver your project and how your project needs to work with stakeholders.

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5 Popular Project Management Methodologies and When To Use Them

With all the project management methodologies out there, how do you pick the right one? As a project manager, you know that selecting the correct methodology is an essential part of getting the project done correctly and on time. These processes provide you with guidance and a series of predefined steps that lead to task completion, but each one has its own set of rules, principles, and practices that enable progress and manage complications that may arise during project delivery.

So which one should you choose? It depends on your project scope, your project management tool and requirements: there is no such thing as a ‘right’ methodology for all situations. While there are different processes available (Six Sigma, Kanban, and Lean are popular examples), not all of them are a perfect fit for every project. Below is a list of 5 popular project methodologies and when they should be used for maximum efficacy.

Agile project management is well-named. It values individual interactions over impersonal processes and tools, so one of its core strengths is its ability to adapt to changing situations and ongoing feedback results. It uses iterative and incremental work sequences that are referred to as ‘sprints.’

When members of your team collaborate closely with upper management and clients, directions and solutions tend to evolve and change recognition is important. The Agile methodology is adaptable and flexible enough to allow for these face-to-face interactions and collaborative practices without sending the project off-track or even worse, stalling it completely.

Best suited for: Projects that involve a certain amount of uncertainty and complexity, such as software development. More emphasis tends to be on continuous improvement in the name of high-quality results and obtaining a competitive advantage for the client. IBM is one company that openly uses the Agile methodology to develop its software.

Although Kanban is technically an Agile framework, it is widely regarded as its own methodology. Originally developed to improve Toyota factory production lines during the 1940s, Kanban is a visual process that paints a picture of the project workflow system so that bottlenecks and similar problems can be detected during the early stages of product development.

Kanban visual cues are:

• A Kanban board that can be physical (such as a whiteboard drawing or carefully arranged sticky notes) or digital, like charts produced by web-based project management tools such as Trello . Its basic layout is three columns marked ‘ To Do’, ‘In Progress’ and ‘Done.’
• Kanban cards that each depict a task in the work process. They are used to visually convey information such as project status , upcoming deadlines, and overall progress.
• Kanban swimlanes that provide a good overview of the project workflow by categorizing tasks and deliverable and laying them out horizontally.

Best suited for: Software development and any other project that emphasizes continuous improvements in the development process. Many people also use it for personal productivity action plans.

The lean methodology aims to maximize customer value by using fewer resources, which minimized waste. Like Agile, it is a concept that evolved from the Japanese manufacturing industry, which emphasizes the elimination of waste as a method of improving quality and reducing both costs and production time.

Lean project management recognizes three types of waste, commonly known as the 3Ms:

• Muda :  Eliminating a process or activity that does not add value to the project. It can refer to a physical waste, such as raw materials and inventory, or a waste of resources, such as over-processing and overproduction.
• Mura : Trimming away workflow process delays that could affect scheduling and operations. Examples include a worker spending too much time perfecting a design, giving team members at the next stage in the timeline less time to do their work.
• Muri : Getting rid of excess baggage so that the process does not slow down. It refers mainly to project managers who slow their team members down via poor organization, micromanaging, and other time-wasting practices.

Best suited for: Companies that want to change the way that they do business. As a methodology, it addresses more operational than project processes.

4. Waterfall

One of the best-known and more traditional project management methodologies, Waterfall takes a sequential and linear design approach in which progress ‘flows’ downwards, in a single fluid direction, like a waterfall. It originally appeared in the construction and manufacturing industry, where plans are rigidly structured and change and experimentation cost money. The premise of the waterfall methodology is that the team can only move to the next stage in the project timeline after the present phase has been successfully completed. The phases are:

• System and software requirements

Best suited for: Bigger projects, such as public infrastructure, that require the team to maintain strict deadlines and move from one stage only after the previous one has been completed. Before Agile appeared, the Waterfall methodology was used to develop software, but it was later found to be too non-adaptive and not conducive to customer feedback.

5. Six Sigma

Originally introduced by Motorola engineers during the mid-1980s, Six Sigma strives to improve project quality and success by identifying what is not working and removing it from the process. Its main resources are quality management tools that rely on statistical and empirical data as well as expert input, to reduce the number of errors.

Six Sigma has two primary methodologies:

• DMAIC , an acronym for defining the problem and project goals, measuring the aspects of the process currently being used, analyzing data to detect core defects, improving the process, and controlling how it is carried out in the future.
• DMADV , an acronym for defining the project goals, measuring the essential parts of the process and product, analyzing the data to develop various process designs and choose the best one, designing and testing the new process and verifying its quality via simulations and other testing

Best suited for : Bigger organizations and companies that want to use data to improve their operating efficiency and output quality.

Choosing the right methodology for your project is critical to its success. When you find one that meets the needs of the project, industry, and / or organization your team will have the blueprint it needs to deliver quality results.

Rose Keefe is an author and technical writer who has over ten years’ experience in supporting project managers in the manufacturing and construction sectors. One of her primary responsibilities was developing product manuals that supported efficient use of industrial equipment. She continues to write on the subject of time management and commercial productivity for trade websites and publications.

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Project Management Methodologies and Frameworks Explained

Those new to project management often confuse methodologies and frameworks. Learn how both are different and what some notable methodologies and frameworks are.

Projects fail all the time. According to a recent   Standish Group report , only 36% of projects succeed in meeting the requirements. Why do so many projects veer off track?

There are a number of reasons–from a change in the organization’s priorities and   project objectives   to procrastination and task dependency. But most of them point towards a common factor that is lack of clear direction.

In   project management , without adequate requirements and objectives, projects are subjected to,

• Scope creep
• Budget overruns

Source – PMI’s Pulse of Profession Report, 2018

However, there is a simple way to avoid most of these roadblocks and that is using various styles of project management methodologies and frameworks.

Table of contents

• What is Project Management Methodology
• What is Project Management Framework
• Difference between Framework and Methodology
• How to Choose the Right Methodology or Framework
• Types of Project Management Methodologies and Frameworks
• Waterfall Methodology
• Critical Chain Project Management Methodology
• Agile Methodology
• Kanban Framework
• Scrum Framework
• Lean Methodology
• Prince2 Methodology

Let’s look at everything you need to know about the various techniques and approaches to project management frameworks and methodologies.

What is a project management methodology?

Project management methodology offers a clear project roadmap that lists all the steps required to deliver a project successfully. These project methodologies or techniques provide a defined governance structure, process guidelines, test activities, processes, and deliverables. They take a well-detailed, rigid, and repeatable approach towards project management.

What is a project management framework?

The project management framework provides structure and direction to a project. However, unlike project management methodologies it is neither too detailed nor too rigid. Frameworks guide projects to their goal while being flexible enough to adapt to evolving conditions.

It exists to offer   project managers   the guidance they need to achieve outstanding results.

Want to learn project management but put off by jargon?

Learn what's important in the simplest ebook for non-project managers.

Framework and Methodology – What’s the difference?

Project management methodologies and project management frameworks are often used interchangeably. But those two project management approaches are actually   quite distinct .

While these two project management approaches are inherently different, when it comes to applying those definitions, there is a general disagreement in the project management community.

For instance, most experts consider   “Agile Methodology”   a framework despite the fact its name says methodology. This just proves that no matter how comprehensive your classification is, it can be considered arbitrary.

Ultimately, what matters is not whether a concept is a framework or a methodology, but how well it is suited for a specific   project .

And don’t forget to try our Free and Customizable Templates:

–  Content Calendar Template for Strategic Content Planning –  Competitive Analysis Template for Strategic Content Planning

How to choose the right project management methodology and framework

Project management methodologies and frameworks will be useful only if you take a practical approach to implement them. When a framework or methodology is forced upon a project, it will end badly.

On the contrary, if you make the effort to understand the nuances of a methodology or framework and tailor it to fit your business needs, you’ll wind up with a successful project.

Since there is an array of project management techniques available in the market, it can be a bit challenging to pick the right one.

Types of project management methodologies and frameworks

Comparing the most popular techniques to project management methodologies and frameworks:.

• Critical Chain Project Management (CCPM)
• Agile Project Management
• Kanban Methodology
• Scrum Methodology
• Lean Project Management
• PRINCE2 Methodology

1. Waterfall methodology

The waterfall or traditional methodology   is sequential and linear in nature .   It is made up of static phases that are executed one after the other in a particular order. While the   waterfall methodology   allows more room to control   each phase of the project , it doesn’t react well to ad-hoc   project scope   changes.

Phases in waterfall project management

Typically the waterfall method comprises of five important phases:

• Requirements   – business needs and project requirements are analyzed and documented
• Design   – make a detailed plan on how to accomplish business and project goals
• Implement   – implement the   project plan   and set baselines to measure progress
• Control   – compare project performance with plans and fix problems that arise
• Closure   – share project accomplishments with clients, get final approval, and close project

When all these activities are listed out on a   Gantt chart , it resembles the slopes of a waterfall, and hence it is named the Waterfall model.

Advantages of waterfall methodology

• Extensive documentation
• Low chance for knowledge loss
• Sets clear client expectations
• Requires minimal client input
• Easy to understand and measure

Limitations of waterfall methodology

• Changes are expensive and difficult
• No room for error in requirements
• High chance for deadline creep
• QA becomes a bit irrelevant
• Hard to foresee and prevent problems

Waterfall methodology is better suited for projects,

• where budget, requirements, and scope are clearly defined
• Which have an accurate work estimate
• that can’t afford iteration
• when there is a low chance of risk
• with a hardship date

Waterfall methodology is not suited for projects,

• when there is no clarity about requirements and the end product
• where requirements and industry standards change rapidly
• when you need a working prototype in the first go
• where you need to incorporate user feedback later down the road

2. Critical Chain Project Management Methodology

Critical chain project management (CCPM)   helps project managers deliver   timely and cost-effective projects   by taking resource and   task dependencies   into account. It spots strategic points in   project scheduling   and inserts buffers to ensure that each   project milestone   is hit on time despite limited resources and project uncertainties.

Determining the critical chain

The first step in identifying the critical chain is figuring out the critical path. Then, load resources along the critical path. This may or may not cause a change in the critical path depending on the resource crunch.

The critical chain is the resource-constrained critical path. Once the critical chain is identified, buffers are added to nullify any uncertainty.

Critical chain project management uses buffers as a safety margin to ensure that all tasks are completed within the project schedule.

Listed below are the four common types of buffers used:

• Project buffer:   Positioned at the end of the project between the last task and the completion date to keep the project completion date unchanged. The size of the project buffer depends on the activity duration in the critical chain.
• Feeding buffer:   Placed at points where the non-critical chain meets the critical chain. It prevents delays in the non-critical chain from affecting the function of the critical chain.
• Resource buffer:   Inserted in the critical chain to ensure that critical resources are available throughout the project whenever required.
• Capacity buffer:   Deployed to set on-call resources wherever necessary in the case when several resource constraints arise all at once.

Compared with other project management approaches, CCPM has a pretty straightforward way of implementation .

Listed below are nine steps involved in creating a smooth critical chain:

• Cut down all-time estimates by half (50%)
• Optimize utilization by scheduling work around resource availability
• Introduce a project buffer at the end of the project
• Insert feeding buffers to eliminate any chance of schedule deviation
• Use resource buffers to protect the critical chain from resource conflicts
• Position capacity buffers wherever required
• Prevent bad multitasking by scheduling tasks as late as possible
• Promote aggressive task completion
• Manage buffers efficiently to enforce control

Benefits of Critical Chain Project Management methodology

• CCPM is primarily used in multi-project scenarios that demand a huge amount of resources
• It can be applied to any project regardless of its size
• Resources that are in limited supply are exploited to their maximum efficiency

Being the most practical project management approach it offers a number of benefits like:

• Allowing people to focus more on tasks
• Improving team productivity and efficiency
• Enabling employees to overcome student syndrome
• Accelerating project completion time
• Reducing capital requirements significantly
• Optimizing resource utilization

3. Agile methodology

Agile methodology  is an iterative and people-centric approach to project management that focuses on responding to change over following detailed planning.

It reduces the complexity of a project by breaking down the project cycle into smaller segments allowing room for changes at later stages. To be an agile project it needs to follow the core values and key principles defined in the Agile Manifesto.

What is the Agile Manifesto

A methodology is defined as agile if it follows the values and principles defined in the   Agile Manifesto . Rather than prescribing how a project needs to run, the agile manifesto defines the mindset on how best to manage projects.

The four core values listed below in the agile manifesto take up the heart of what it means to be agile.

The agile manifesto also includes twelve key principles that are listed below:

• Keep customer satisfaction high through early and rapid software delivery.
• Embrace requirement changes even in the later stages.
• Make frequent software delivery a habit (weeks instead of months).
• Ensure regular stakeholder collaboration.
• Give the implementation team everything they need and trust them to accomplish goals.
• Face-to-face conversations play a huge role in a project’s success.
• Use working product/service as the ultimate measure of progress.
• Maintain a constant pace to ensure sustainable development.
• Pay attention to technical excellence and decent design.
• Keep simplicity as a goal.
• Make teams self-organized to obtain the best architecture, requirements, and design.
• Finetune team behaviors regularly to enhance efficiency.

Advantages of the agile methodology

Agile is perfect for SMBs since the fewer people, the easier it is to keep up the pace and embrace change. It also works great for   project management for startups   that work on the fail-fast mantra. The agile methodology delivers the value sooner to a customer through quick software deployments. The wastage of resources is less since the tasks are always up-to-date.

Since the cost is low, there is more room for experimentation. As an agile approach detects and patches up the issues faster, it has a faster turnaround time. Best of all, the huge community following comes in as a great help when you hit a wall or run into any trouble in your project.

Not sure if Agile is the right choice for your project?   Take a look at the questionnaire given below. If your answer is   ‘yes’   for the majority of these questions, then agile might be a perfect choice for you!

• Do you intend to capture the market before the competition picks up?
• Are your customers/clients available for extensive involvement?
• Can you afford iterations?
• Do you have no need to deliver fully functional software immediately?
• Do your clients have a flexible budget or schedule?
• Are you free from the complex bureaucracy that delays decisions?
• Would you like to map out the design through trial and error?

Agile frameworks

The agile project management style supports a wide range of frameworks. A few frameworks like Extreme Programming focus on the practices whereas other agile frameworks like   Scrum and Kanban   focus on managing the flow of work.

Listed below are some of the popular agile frameworks:

• Dynamic Systems Development Method (DSDM)
• Extreme Programming (XP)
• Feature-Driven Development (FDD)
• Kanban Project Management framework
• Scrum Project management Framework
• Crystal Methods

Agile is not for everyone

While agile’s highly flexible approach makes it seem alluring, it doesn’t work well with all projects. For instance, a   marketing agency   could never adopt the agile method since the clients may not be interested in half-baked marketing ideas that need too many iterations and revisions. In this case, working increments don’t exist, only deliverables matter.

While the agile methodology has a number of advantages, it has its fair share of drawbacks as well. As this approach doesn’t place much importance on documentation, it is extremely difficult to bring new team members up to speed. As progress happens over a number of cycles, measuring it is much harder when compared to the waterfall approach.

The need for constant   communication in project management   demands more time and energy from everyone. Since there is no clear end, projects can go on forever and ever. There is a high chance for   scope creep   and experience riot.

4. Kanban framework

The   Kanban framework   is a method that helps businesses plan and organizes project activities visually by   prioritizing tasks   on boards.

It is one of the clearest, simple, and most effective   project management tools . In simple terms, Kanban helps project managers manage their tasks, documents, lists, and files in a single interface.

Kanban board

A Kanban board is a   project visualization tool   that helps team management work effortlessly. Kanban boards are usually represented as interactive panels with virtual sticky notes that can be moved around easily to organize tasks and to-do lists.

The Kanban board represents a project workflow where columns show the steps in a process and list down the relevant tasks involved. Every Kanban board is made up of Kanban lists and Kanban cards.

A list or lane holds a set of interconnected cards that are in the same stage of a process. Each card describes an individual task or activity and includes essential data for a specific task. These cards are usually represented in a specific color code depending on the nature of the task and the stage it is in.

The Simplest Kanban board consists of three sections:

• Yet to be started (To-Do)
• Work in Progress (Doing)
• Completed Work (Done)

Once the   tasks are delegated , team members will move these cards across sections depending on the task status. This method helps teams minimize resources and make changes in the project as and when the demand arises.

Core practices of Kanban framework:

To create a positive outcome using Kanban, it is essential to follow the five core practices and four basic principles of Kanban project management.

Five core practices of the Kanban project management framework are:

• Visualizing work
• Reducing the amount of work in progress
• Managing flow effectively
• Making explicit management policies
• Improving performance through collaborative work

These core practices are created based on the four basic principles that underlie this revolutionary   task management   framework called Kanban.

Basic principles of Kanban framework:

1. start with existing workflow.

Kanban framework can be implemented without making drastic changes to the existing workflow. It is rather easy to overlay Kanban properties and address issues over time.

2. Pursue elaborate change

There will be minimal resistance from   stakeholders   when small yet evolutionary process changes are actively encouraged.

3. Respect current roles and responsibilities

Accepting and respecting current roles and responsibilities will foster more support for the Kanban initiative helping businesses to implement the   Kanban system   more easily.

4. Encourage leadership at all levels

Rather than depending on team leaders or executives, Kanban reaches optimal results by making   teams stay self-organized .

Benefits of using the Kanban framework

Kanban improves a project’s efficiency over time without massive and radical change.

Kanban Framework offers projects a number of benefits like:

• Highlighting process bottlenecks
• Enabling continuous improvement
• Limiting multitasking and improving quality
• Delivering positive results much quicker
• Allowing project re-prioritization at any time (based on business or customer demand)
• Enhancing team collaboration
• Offering a transparent overview of project status

Is Kanban suitable for your project?

While   Kanban board software   is a great tool to improve existing processes that don’t work well, it is not the best option for complex product development. As it is rather loosely structured, it might not work well for projects that demand a perspective approach.

–  Marketing Plan Template to Streamline your Marketing Efforts –  Social Media Calendar Template for Social Media Planning

5. Scrum framework

The term Scrum originated from rugby. In rugby, the process where a team huddles around the ball and attempts to pass it down the field to win is referred to as Scrum. The scrum framework helps every person in the team to work together and complete a project successfully.

What is the Scrum framework?

Scrum framework   is the most widely used Agile methodology that enables small, closely-knit teams to create complex products in an incremental way. The Scrum framework decomposes work from the visionary and strategic level to easily consumable, actionable tasks that all team members can work on during a sprint.

Scrum values   have five fundamental rules that can be implemented in your scrum project management framework which helps teams to improve performance daily.

How Scrum project management works

In a Scrum environment, the complete workflow is built around a sprint. Unlike the waterfall methodology that locks up resources several months in advance, Scrum allows the team to focus on   scrum sprint meetings   with a handful of tasks for two weeks, reflect on results, and then decide what to work on.

Before Sprint

Before you start every sprint, any   agile marketing team   needs to plan what they’ll work on for the next two weeks. The process starts with the product owner describing the desired goal for the sprint.

Based on this, scrum master creates a list of tasks that need to be completed within the sprint.

During Sprint

Once the sprint starts, the scrum master will distribute the work and coordinate team members to get things done on time.

Here is how the team gets work done during the sprint:

• A visual   scrum board   is used to visually manage and track tasks
• The board is split into several task lists (columns)
• Once tasks are listed, individuals pull tasks and start working on them
• After completing the work, it is sent to quality check or testing
• If the task fulfills the Definition-of-Done, it is ready to be shipped

In addition to executing the task, the team also does a daily stand-up where everyone shares a quick status update and   measures the project progress   using a burndown chart that shows a visual representation of work left to do versus time.

After Sprint

Once the sprint ends, the team gets together to look back on what they have accomplished. Typically, the reflection phase consists of a review session (see what has been accomplished and what is yet to be done) and the   sprint retrospective   session (discuss the process of what went well and what can be improved).

After this, the team comes up with new sprint goals and decides what they need to focus on during the next sprint.

Scrum roles

There are 3 roles in the Scrum project management framework:

1. Product owner

Product owners are visionaries who ensure that the team and scrum masterwork on goals that are aligned seamlessly with the business goal. They spend more time with the stakeholders and clients. They focus more on the end result than the mode of implementation.

2. Scrum master

Similar to a project manager, every scrum master ensures the enforcement of the scrum framework and focuses on facilitating   team management . Unlike project managers, scrum masters don’t manage people as it goes against agile principles.

3. Team members

Team members take care of the actual work. Being inherently cross-functional, team members handle everything from analysis to execution and verification. Members of a   scrum team   are highly self-organized and so they perform efficiently without any supervision.

Scrum works better for small teams that consist of up to a maximum of 9 people. The team dynamics of large teams render Scrum ineffective.

6. Lean Methodology

The   lean methodology   has its origins in the manufacturing units of Toyota which revolutionized the production of physical goods in the 1950s. A few decades later it found applications in knowledge work as well, helping businesses eliminate   lean wastes , improve processes, and work with tighter budgets and shorter deadlines.

5 principles of lean

There are five key Lean principles in Lean Project Management Methodology:

Specifying the value to the customer is one of the core principles of the Lean framework. Even before you start a project, define what value it brings to the customer. This mindset and clarity will help you work on the functionality and features your customers need.

2. Value stream

It’s important to map the value stream for the entire cycle of the project starting from the required materials to delivery to the customer. Once the   value stream mapping   is done, each step is analyzed to identify areas of waste. So it’s essential to map every step, material, process, and feature.

After eliminating everything that doesn’t add value, there should be a smooth flow of sequential steps. There shouldn’t be any delays or interruptions that will prevent you from achieving your final goal.

The project should move forward and managers should take action only when the customer demands it. As opposed to traditional approaches that involve forecasts to   push   work, Lean ensures teams won’t take steps ahead of time so as to avoid waste and reduce inventory.

5. Perfection

Lean emphasizes chasing perfection through continuous improvement. Regularly reassess your processes with the goal of eliminating waste and maximizing efficiency.

Benefits of the Lean methodology

• Since the core of Lean is the minimization of waste and providing value, it results in increased profits and reduced costs
• Since it puts the focus on the customer and delivering exactly what they want, it improves the interactions and relationship with your customers
•  There is no chance of overproduction and excessive inventory
• It results in an increased quality of products as one of the goals is to reduce rework and defects
• Lean brings regular communication among employees, managers, and stakeholders, it leads to better decisions

Lean doesn’t work well for projects when

• the company is undergoing a major change
• a project or process is in transition and not end-to-end
• a project does not have clear OKRs
• the project is expected to produce vague results

7. PRINCE2 methodology

PRojects IN Controlled Environments (PRINCE2)   is a full-fledged, process-based methodology that describes every aspect of project management in a detailed manner. It clearly states how every step should look like, clarifies deliveries in great detail, defines roles and responsibilities perfectly, and more. This is a go-to methodology for large   enterprise-level projects .

Why PRINCE2 is important

PRINCE2 addresses the   common reason for project failures   by providing a pretty detailed way to keep the project easily organized. It not only structures every stage of the project effectively but also ties up all loose ends once the project is completed.

PRINCE2 project management methodology helps you:

• Increases the quality of finished products
• Controls resource consumption efficiently
• Keeps the regulation level balanced
• Improves the project team’s confidence

Nature of the PRINCE2 methodology

The PRINCE2 methodology is a mixture of 7 principles, themes, and processes.

Basic principles of the PRINCE2 methodology

The seven basic principles of prince2 project management methodology are:.

• Ensure continued project viability with realistic benefits
• Learn from previous mistakes and keep updating knowledge
• Define roles and responsibilities clearly
• Always stay focused on the quality of   project deliverables
• Flexible to meet the unique needs of each project
• Manage the project in controlled, pre-planned stages
• Delegate authority based on the stakeholder’s role

Advantages of PRINCE2 project management

• It’s relatively simple and makes it easier to manage the projects by dividing them into different stages
• Makes it easier to communicate among teams and stakeholders
• The methodology can be adapted to suit the needs of different projects
• It improves accountability by defining clear roles and responsibilities

Disadvantages of PRINCE2 project management

• It doesn’t offer the level of flexibility offered by postmodern project management methodologies.
• It is unsuitable for projects in fast-changing technological environments because of its extreme emphasis on documentation.

Your choice of project methodology will have a profound impact on your approach to work and how you communicate with your teams. How you choose an approach or technique to project methodology will depend on your teams, the project scope, and the kind of projects you undertake. Some methodologies facilitate speed, while others are geared toward efficiency and profits.

Each of these project management methodologies comes with its own pros and cons and picking the right one will make your projects smoother and your teams more efficient. It’s important to understand that what worked for another team may not work for you. It’s best to test some of them and see how well they fit into your project needs.

Related Resources

• How to Create a Timeline in Project Management – 7 Simple Steps
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The Five Stages of Project Management Life Cycle

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• Project Delivery

A Guide to Project Delivery

Discover what project delivery is, how it works, and its challenges. Learn about the different methods in project delivery and find the best one for your project.

What is Project Delivery?

Project delivery refers to the comprehensive process of carrying out and completing projects such as the construction or renovation of a facility or building, among others . It requires careful planning, design, and construction measures from different actors. The project delivery system requires multiple roles, standards, and a defined set of procedures to proceed.

Who is Involved in the Process?

The project delivery system involves the following key actors:

• Project Owner. They are the ones who commission and fund—directly or indirectly—a construction project. They also have the final say in choosing a contractor, delivery method, and other important decisions.
• Designer. Typically an architect or an engineer, they are the primary figure in the design process. They plan the design and look after the construction of the building.
• Contractor. They take care of the daily operations on the construction site. They also hire subcontractors for specific tasks.
• Construction Project Manager. They function as a consultant for the project owner. They manage the schedule and budget for the entire project on behalf of the owner.

Project Delivery Phases

Whether it involves a small-scale facility or a large-scale residential subdivision, every project goes through four phases. Here’s a walkthrough of the stages in delivering a construction project.

Phases of Project Delivery

Every successful project starts with a solid plan. This project delivery phase involves developing and organizing a strategy for carrying out the project. In this phase, the owner also decides on how the project will proceed from beginning to end. A comprehensive project plan includes the following elements:

• Goals and objectives
• Project scope
• Stakeholder analysis
• Work plan and breakdown structure
• Communications and reporting structure
• Schedule plan and management
• Risk assessment and management

Once the plan is complete, the process moves to the design phase. The design team develops the blueprint and foundations according to the objectives and requirements of the project. They also present their business case, which includes the following aspects:

• Design specifications (drawings, exhibits, etc.)
• Deliverables (technical, project management, etc.)
• Estimated budget and timetable

Implementation

After the design phase, the project is on its way toward completion. In other words, the implementation phase is where the bulk of the work occurs.

Construction and monitoring often take place during this phase. The contractors work on the job site and realize the design provided in the previous phase. The pace of implementation will depend on different factors, such as the project goals, timetable, and any changes that the owner requires. Project teams can efficiently carry out their tasks and complete their deliverables using a project execution plan template .

Delivery Close-Out

Project delivery doesn’t end when the facility is built or when remodeling or renovation work is finished. This is where the close-out phase or project closure comes in, as the culmination of the entire process. This phase wraps up all the tasks and activities related to project delivery, such as the following:

• Assessing performance against the goals and objects in the planning phase
• Accomplishing all administrative requirements
• Evaluating the performance of project teams
• Taking note of the lessons learned throughout the process

5 Project Delivery Methods

Design-bid-build (dbb).

Design-Bid-Build (DBB) Method

The design-bid-build model is the most popular method of project delivery. In this method, the owner hires a designer and a contractor separately. It follows a traditional sequence, and the roles don’t overlap. Here’s an overview of the process:

• The designer creates the drawings and specifications according to the goals and vision of the owner.
• Once the design is complete, the project is open for bidding. General contractors submit their bids, and the owner selects the best one in the bidding pool.
• The selected contractor starts working on the project.

Pros: This method provides owners with more control over the project. It’s also simpler to manage because it’s a method familiar to most designers and contractors. Moreover, the competitive bidding process lets owners secure the lowest price and save money.

Cons: It takes a lot of time because one phase needs to be complete before proceeding to the next one. For example, construction only starts when the design is finalized. Moreover, there’s little collaboration between the designer and the contractor.

Best for: This method works best for less complex, budget-sensitive projects.

Design-Build (DB)

Design-Build (DB) Method

The design-build has become a popular alternative to the traditional DBB process. Instead of having a separate designer and contractor, this method combines both functions in one called the design-builder. It reduces the lengthy time frame from the traditional method, making it great for fast-tracking projects.

Pros: The process becomes more efficient since only one team handles the design and construction phases. The turnaround time becomes shorter too, resulting in less cost and minimal risk.

Cons: There’s less control from the owner, as contractors make the most decisions in designing and building the project. The challenge for owners, in this case, is selecting the right firm to do the job.

Best for: This method is ideal for time-sensitive projects that require an accelerated timeline.

Construction Manager-at-Risk (CMR)

Construction Manager-at-Risk (CMR) Method

This method resembles the DBB model but with a stark difference. In the CMR model, the owner hires a Construction Manager (CM) to oversee the entire project and help meet their goals. This method is ideal for those who want the help of a professional with specific expertise in completing projects.

In this method, the owner provides the initial design and leaves the management details to the CM. For the rest of the process, the CM is responsible for:

• Consulting designers for their design plans
• Creating the process timeline
• Calculating the Greatest Maximum Price (GMP)
• Tracking the budget and not exceeding the GMP
• Selecting contractors that meet the owner’s needs
• Overseeing the quality of work during construction
• Coordinating any changes required by the owner

Pros: By setting a maximum fixed price, this method helps lower construction costs. Moreover, owners can utilize the expertise of a construction manager in selecting the most efficient means and delivering projects with fewer costs and better quality.

Cons: If the costs go beyond the set threshold, the construction manager must shoulder them, leading to lower profits on their side. Moreover, any disagreement between the CM and the owner can delay schedules.

Best for: This method works best for projects with limited management resources.

Multi-Prime (MP)

Multi-Prime (MP) Method

This method stands out from the rest, for the owner functions as the general contractor. They contract directly with the firms for the design and construction phases. For example, owners will reach out to an architecture firm for designing the project and to specialty contractors for specific needs.

Pros: Experienced project owners can exercise greater control over the budget. They handle the budget, timeline, and other aspects of the entire project. They can also cut costs by procuring materials directly from suppliers.

Cons: The owner becomes solely responsible for coordinating multiple contractors at once. Poor coordination can then cause delays in schedule and cost valuable resources.

Best for: This method is best for speeding up operations in times of emergency.

Integrated Project Delivery (IPD)

Integrated Project Delivery (IPD) Method

The integrated project delivery method places collaboration and teamwork at the heart of its operations. This emerging method integrates the functions of designers, contractors, and other team members in optimizing project delivery.

Instead of working separately, the team joins forces even in the early stages of the process. Each of them plays a role in the entire process, from design to construction. Everything is shared across all teams—from information and responsibilities to liabilities and accomplishments.

Pros: This method streamlines the delivery process by coordinating all teams throughout the process. It also improves efficiency when combined with the Lean method and other tools. Moreover, it maximizes the expertise of the team members in planning and management.

Cons: The owner needs to engage with everyone involved in the project. It also requires rigorous metrics for design, engineering, costs, and other factors. Since it’s a relatively new method, not all stakeholders are familiar with this.

Best for: This method works best for complex projects that require coordination among different stakeholders.

How to Choose the Right Method

Selecting a project delivery method is crucial for the success of any project. After all, it will set the tone for how the process will go for the entire team.

Thus, project owners need to carefully consider the following aspects when choosing the method that will work best for their project:

• Type. What kind of project does the owner envision?
• Scope. What parameters will the project encompass?
• Budget. How much is the owner willing to spend?
• Timeline. Will the project proceed in a linear or accelerated fashion? Will there be overlaps in the phases?
• Design. What will the final project look like when it’s done? How will it function?
• Risks. What factors can put the stakeholders in danger upon doing the project?
• Owner’s expertise. Does the company have experience in similar projects?
• Owner’s control. How much control does the owner want to have over the project?

Create Your Own Project Delivery Template

Eliminate manual tasks and streamline your operations.

Challenges in Carrying Out Projects

Delivering projects is anything but easy. Project owners can rise to the challenge by anticipating any issues and proactively thinking of solutions . Here are the most common challenges in project delivery and ways to resolve them:

• Delays in the schedule. Keep track of the progress on a single platform. Report problems immediately to adjust the time as needed.
• Budget constraints. Make an accurate estimate of costs using analytics from previous projects. Monitor expenses in one platform to make sure all spending is within budget.
• Labor inefficiencies. Create a clear, defined work plan and a technical-use specifications document in the first phase. Enforce these protocols with the help of digital, easy-to-use checklists from SafetyCulture (formerly iAuditor) .
• Abrupt changes during construction. Make sure the project delivery plan is flexible enough to accommodate changes.
• Lack of collaboration among stakeholders. Establish a clear communication line between project managers, designers, and contractors.

Deliver Projects on Time with SafetyCulture

Use SafetyCulture to improve your project delivery system. It combines the tools you need to complete your projects safely on one platform . Meet your project delivery goals and objectives with the following SafetyCulture features:

• Select and customize checklists from the Public Library .
• Designate roles and responsibilities for each job to foster accountability and train workers effectively.
• Streamline project workflows by conducting inspections .
• Act on hazards during the construction phase by raising actions .
• Generate custom reports in Web, PDF, or Word format instantly.
• Find all the information you need in a centralized cloud-based dashboard.
• Utilize the power of data to spot and fix weaknesses in the earlier phases.
• Collaborate with teams on-site using Heads Up .
• Ensure safe and efficient asset management in your organization for timely project delivery.

Related Checklists

Project management template.

Use this project management template to standardize the process. Define the project scope, identify deliverables and objectives, and create a list of tasks for your team members. Draft plans to allocate resources, organize finances, and assess quality performance. Kickstart the project delivery process with this template.

Project Status Report Template

Project managers can use this template to track the status of their projects. Complete reports in one click, keep a record of progress, and keep stakeholders informed. Measure project status against the schedule and follow important milestones with this template.

Leizel Estrellas

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Project Delivery Methodology

The Project Delivery Methodology (PDM) provides technology project teams with a step-by-step approach to manage and deliver projects within the FDOT standard guidelines. The PDM contains definitions, requirements, and links to templates for the various project management activities needed to deliver successful projects. Applying the PDM to technology projects provides Departmental Managers the assurance that all Department technology projects are being managed and delivered in a consistent approach.

The PDM is intended to ensure alignment of FDOT technology projects with the legislatively implemented Rule Chapter 60GG-1, Florida Administrative Code, Project Management and Oversight. The 60GG-1 is closely aligned with the industry-standard  Project Management Body of Knowledge (PMBOK®)  guidelines for project management. The 60GG-1 provides standards that Florida Agencies are required to follow for technology projects.

The goal of the PDM is to ensure all Departmental technology projects are managed in a common manner for ease of reporting and tracking to the Department of Management Services (DMS). The Florida Digital Service FL[DS] at DMS is required by legislative direction to conduct annual assessments of a subset of IT projects to determine State Agency compliance with the Florida IT Project Management standards as set forth in Rule 60GG-1.008, Florida Administrative Code. Within FDOT, this includes technology projects managed by the Office of Information Technology (OIT) as well as all technology projects sponsored or managed by other offices within the Department.

Questions regarding DMS compliance on technology projects should be directed to FDOT’s FL[DS] Project Liaison.

• Read the Project Delivery Methodology
• View the Application Development Standards
• Visit the Division of Management Services PM Forms & Templates Page
• View FDOT PDM Templates

• Best Agile Project Management Software

Best Agile Project Management Software Of 2024

Updated: Jul 22, 2024, 8:14am

An Agile project management solution should support the most popular methodologies: Kanban and Scrum. We considered a variety of tools that enable teams to track tasks and backlogs, manage projects from various views and adopt the software quickly and easily. To determine which is the best Agile project management software, we looked at the value-to-cost ratio, ease of use and flexibility, so it isn’t just your Scrum teams that are able to use it.

• Best Construction Project Management Software
• Best Project Portfolio Management Software
• Best Gantt Chart Software
• Best Task Management Software

Featured Partners

From $8 monthly per user

Zoom, LinkedIn, Adobe, Salesforce and more

On monday.com’s Website

Yes, for one user and two editors

$9 per user per month

Google Drive, Slack, Tableau, Miro, Zapier and more

On Smartsheet’s Website

Yes, for unlimited members

$7 per month

Slack, Microsoft Outlook, HubSpot, Salesforce, Timely, Google Drive and more

On ClickUp’s Website

$9.80 per user per month

Salesforce, Adobe, Miro, Netsuite, Quickbooks, SAP

On Wrike’s Website

Forbes Advisor Ratings

How to choose the best agile project management software, methodology, frequently asked questions (faqs).

• ClickUp : Best for Flexibility
• Teamwork.com : Best for Agencies
• Asana : Best for Unlimited Features
• monday.com : Best for Ease of Use
• Airtable : Best for Customization
• Jira : Best for Bug Tracking
• Smartsheet : Best for Templates
• Trello : Best for Beginners
• Wrike : Best for Multiple Departments

Why You Can Trust Forbes Advisor Small Business

The Forbes Advisor Small Business team is committed to bringing you unbiased rankings and information with full editorial independence. We use product data, first-person testing, strategic methodologies and expert insights to inform all of our content to guide you in making the best decisions for your business journey.

• 30 providers ranked
• 64 metrics applied across eight weighted categories
• 1,920 data points collected

Best for Flexibility

Starting Price

$7 per user per month

(billed annually)

Kanban Boards

Unique Features

Workload management, video recording and whiteboards

ClickUp is a flexible project management solution with features that work for any methodology you choose, but its Agile project management features stand out compared to its competitors. From ideation to iterations, ClickUp gives you tools to help you go from whiteboard plans to created tasks. The workload management tool gives you a clear view of which resources you have available.

Most of the best project management software today include a variety of project views, including Kanban, but that’s just one part of the Agile project management philosophy that provides a visual representation of tasks within a project. ClickUp can be used for Kanban, Scrum or Scrumban, as needed.

Learn more : Read our full ClickUp review .

Who should use it :

Almost any type of business can easily adopt ClickUp for any project management methodology, but its specific tools are excellent for Agile project management.

• Free plan includes sprint management
• Built-in video recording
• Collaborative whiteboards
• Native real-time chat
• Low storage allowance on free plan
• Steep learning curve

Best for Agencies

Teamwork.com.

$5.99 per user per month

Built-in team chat, time tracking and invoices

Teamwork is a versatile project management app that includes features that are ideal for agencies that work closely with clients. It also lets you choose the view you prefer so you can create workflows that work best for you. The free plan supports up to five users, so it’s a good pick for a small team that needs the basics for an agency. You can set up Teamwork for Agile project management with Kanban boards and run sprints, but the main reason to use it is for its agency features.

Time tracking is included on all plans, as are billing and invoicing features. There are also automations included for all plans, but actions are limited per month. If you opt for the entry-level plan, you can create user rates to show clients and you’ll get more automation actions, collaborative documents and a portfolio view.

Learn more : Read our full Teamwork review .

Teamwork is best for agencies that need client-based features, such as time tracking, billing and invoicing.

• Free plan offered for up to five users
• Time tracking on all plans
• Includes billing and invoicing features
• Requires three users minimum for entry-level plan
• Few reporting options in lower plans

Best for Unlimited Features

$10.99 per user per month

Lots of unlimited options and logic-based forms

One of the reasons why Asana gets high marks as an Agile project management app is that it doesn’t apply many limits to its free plan. You can create as many tasks, projects and due dates as needed. There are also no limits to messages or comments either. Storage is unlimited except per file, which is limited to 100MB. High-tier plan users can take advantage of advanced features, such as logic-branching forms, which allow you to create follow-up questions in forms. Plus you get more reporting options, which makes it much easier to manage projects based on goals, time spent and workload capacity.

Learn more : Read our full Asana review .

If you don’t want to be limited by the number of tasks, projects or comments, Asana is a good choice, even if you stick to the free plan.

• Generous free plan with few limits
• User-friendly interface
• Forms with conditional logic included
• Gantt charts only on paid plans
• Goals, time tracking reporting only on high-tier plans

Best for Ease of Use

Workflow templates and color-coded labels

We ranked monday.com high because it’s one of the easiest project management apps to use. It prioritizes visual boards and labels, which makes it easy to manage tasks, teams and projects. There are plenty of workflow templates that give you a jump start to creating Scrum boards and sprints. The color-coded labels make it simple to spot overdue tasks, track bugs and manage team members. The biggest downside to monday.com is that it requires at least three users for the entry-level paid plan, so it’s a bit more expensive than its competitors.

Learn more : Read our full monday.com review .

The monday.com platform makes the most sense for medium to large teams because of its pricing structure, and it works well for newer users who may not be familiar with Scrum and Agile methodologies.

• Free plan for up to two users
• More than 200 workflow templates
• Color-coded labels and charts
• Requires three users minimum on low-tier plan
• No integrations on free or entry-level plan

Best for Customization

$20 per user per month

Native collaboration tools and branded forms

Airtable is all about customization and flexibility. You can build your interface the way you want it, add extensions to help you create charts, tables or integrate with other apps you already use. There is a free plan that allows unlimited bases, but you can only have up to 1,000 records on each base, and storage is limited to 2GB per base.

Learn more : Read our full Airtable review .

Airtable is a very flexible project management solution for any type of business, but it is expensive, so it may not be for startups or small businesses.

• Free plan available
• Customizable, user-friendly interface
• Extensions for added functionality
• Pricey compared to industry standard
• Slight learning curve

Best for Bug Tracking

$7.08 per user per month

Strong security features and sandbox

Jira is meant for developers and it shows with its bug-tracking tools, strong security features and sandbox tool. A small team can easily use Jira to run sprints, track bugs and set task dependencies for epics and stories. There is no native Gantt chart, and collaboration is a bit difficult, but that’s because Jira is supposed to be used in conjunction with its sister program Confluence. Still, it’s a great Agile project management software for managing backlogs, customizing workflows and running Scrum for any size team.

Learn more : Read our full Jira review .

Jira was built with software developers in mind, and it includes excellent bug tracking tools.

• Free plan for up to 10 users
• Advanced task dependency on high-tier plans
• Scrum boards are standard
• No native Gantt chart

Best for Templates

Proofing, DocuSign integration and conditional logic forms

If you’re most familiar with spreadsheets for project management and you’re new to Agile as a philosophy, Smartsheet’s interface with its many templates could be a good gateway for you. You have more than 500 templates from which to choose to get started with any type of project, road map or budget, for example. Also, it supports eight languages.

A few unique features of Smartsheet include proofing and conditional logic forms, but these are both only available on the Pro plan or higher. The DocuSign integration is not common for project management software either, but it’s only on the Enterprise plan. All this is to say that Smartsheet can work well for small teams, but you’ll pay a high price for a more complete solution. Plus, the free plan limits you to two sheets, which may not work well for more than a freelancer.

Learn more : Read our full Smartsheet review .

Smartsheet makes the transition to Agile project management a bit easier with pre-built templates, so it’s a good choice for newcomers who are more comfortable with spreadsheets.

• Customizable templates
• Automation on all plans
• Very limited free plan
• Pricey add-ons

Best for Beginners

$5 per user per month

Power-Ups and automations

Trello is all about Kanban boards, so it’s a good option for Agile project management. It also has one of the most user-friendly interfaces that anyone can pick up quickly. In addition to being easy to use, Trello is generous with its free plan and affordable with its paid plans. Although it is a simple solution, there are Power-Ups, which are Trello-branded extensions that can add automation or new features to your boards.

Learn more : Read our full Trello review .

Trello is a user-friendly Agile project management software that is affordable, so it’s great for teams that are new to Kanban and Scrum methodologies.

• Free for unlimited users
• Power-Ups extend functionality
• Intuitive interface
• Not as advanced as industry standard
• Hard to track multiple projects

Best for Multiple Departments

Folder hierarchy, AI-assisted features and custom forms

Wrike is an all-in-one project management solution that is highly customizable, so it works well for any department. Its unique features include machine learning tools that create tasks and subtasks automatically based on your former tasks, which are included on all plans. There’s also artificial intelligence-assisted project prediction, which helps you plan for any potential failures or blocks. There are plenty of customization options, but some are available only in higher-tier plans, such as custom request forms and custom approval flows.

Learn more : Read our full Wrike review .

Wrike can be configured for any type of department, regardless of whether you prefer Agile project management or Waterfall, so it’s a good choice for a large company with varied needs.

• Free plan for unlimited users
• Machine learning and AI features
• Collaborators allowed on all plans
• Expensive compared to industry standard
• No Gantt chart on free plan

Some of the most important features for Agile project management can be found in all-in-one project management apps. Consider how your team works and what it needs before choosing a specific Agile project management app or something more flexible that can work for multiple departments.

Essential Features

• Kanban Board : Cards devoted to tasks that can be moved from column to column keep sprints organized and show progress at a glance. This is helpful for managing backlogs, tasks and running sprints.
• Task Management : This is a feature you should find in any project management system. Without it, you won’t be able to track the progress of work or who’s doing what.
• In-App Communication : Whether it’s chat, comments or audio, it’s important to have some form of communication in the platform to reduce back-and-forth communication via email or meetings.
• Reporting : Most project management software include pre-built or custom reports, so you can track a variety of data in relation to your projects. This can help you head off issues at the pass or see where some people may be at capacity, for example.

Ease of Use

Depending on your team’s experience with project management software, it’s best to choose a simple platform. The easier it is for new users to adopt software, the more likely they are to continue using it.

Flexibility

A flexible platform makes it easy for any department to make use of the same software as a team that requires an Agile approach. Look for all-in-one options that allow customization and automation for the best fit for all users.

On monday.com's Website

On Smartsheet's Website

On ClickUp's Website

On Wrike's Website

At Forbes Advisor, we do everything possible to bring you the fairest reviews of software. In fact, we have specific methodologies in place to ensure we perform the research, hands-on testing and deep dives into user reviews to ascribe a one through five ranking to each platform.

To determine the best Agile project management software, we considered the same factors as in our best project management software, but we narrowed the scope a bit. If a provider doesn’t offer Kanban or Scrum boards, we nix it from the list. We also considered flexibility, Gantt charts and overall ease of use. This is the breakdown of how we scored each title:

• Pricing and Fees (8%) : Pricing is always going to be a huge factor for small businesses, which is why we give it 8% of the total score.
• Project Management Features (28%) : Project management features include a variety of factors including the ability to assign roles to users, utilize various views (Kanban, Gantt, etc.) and create roadmaps. We assigned 28% of the ranking to this section because it’s what makes Agile project management what it is.
• Organizing Features (15%) : Organization features make up 15% of the score and include extras, such as subtasks, milestones, multiple assignees and task IDs.
• Technical Features (19%) : We evaluated providers based on their technical features, such as the availability of a mobile app, task automation, advanced search function and more.
• Collaboration Features (7%) : We reviewed each provider for its ability to generate proofs and invoices, integrate with a variety of third-party applications and work collaboratively on documents, to name just a few factors from this category.
• Ratings and Reviews (5%) : We considered what users have to say about each platform, both positive and negative reviews, on reputable user review sites.
• Service and Support (8%) : We took into account the support you get from each software, whether it’s by phone, live chat or only help centers.
• Expert Score (10%) : To determine the expert score, we focused on the less tangible features of each platform; the qualities you can only judge by using each app. Ten percent of the score is dedicated to ease of use, value, popularity and standout features.

What is the most popular tool used in Agile?

Without question, it is an Agile project management app that empowers teams to run sprints and manage backlogs. Our pick for the best Agile project management tool is ClickUp, but Teamwork, Asana and monday.com are also excellent choices.

What is the difference between Agile and Scrum?

The difference between Agile and Scrum is that Agile is a project management philosophy while Scrum is an Agile methodology. To go a step further, consider Kanban vs. Scrum : Kanban is a simplified Agile methodology and differs from Scrum in that it doesn’t require sprint planning.

Is Jira Agile or Scrum?

It’s both. You can use Jira to run Agile methodologies such as Scrum or Kanban. The biggest difference between a Scrum board and a Kanban board is that a Scrum board includes a backlog, daily stand-ups, planning and retrospectives, while a Kanban board tends to include what needs to be done, what’s being done and what’s done. Both are Agile frameworks that work well for continuous work.

Next Up In Project Management

• Best Project Management Software
• Best Asana Competitors & Alternatives
• Best Scheduling Apps
• monday.com Review
• Asana Review
• Trello Review

Amy Nichol Smith spent more than 20 years working as a journalist for TV and newspapers before transitioning to software and hardware product reviews for consumers and small businesses. She has been featured in publications such as L.A. Times, Tom's Guide, Investopedia and various newspapers across the U.S.

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Tutor Perini's (TPC) WDF to Build a New Boiler Plant in Manhattan

Tutor Perini Corporation ’s ( TPC Quick Quote TPC - Free Report ) subsidiary, WDF, Inc., won an approximately $35.5 million project from the New York City Housing Authority. The deal is to construct a new boiler plant at George Washington Carver Houses, a 13-building public housing development in Manhattan. WDF experts will replace the existing boiler plant with new boilers, domestic water heaters and sump pumps serving the facility. Work on the project is expected to begin this month and is anticipated to be completed in January 2027. The contract value will be added to TPC’s second-quarter backlog.

Consistent Contract Wins Bode Well

Tutor Perini’s efficient project execution and diversified delivery methods and services have aided it in securing new contracts and awards consistently. This is the primary growth driver of the company that adds to its backlog level, thereby determining the long-term growth prospects in this everchanging economy. As of Jun 30, 2024, the total backlog grew to $10.4 billion from $10 billion as of Mar 31. Consolidated new awards of TPC were $1.56 billion, up from $872.8 million reported at the first-quarter end. The uptrend was primarily driven by the increased new award activity in the Building and Civil segments. One of the biggest wins contributing this quarter was the Connecticut River Bridge Replacement Project, which was received by its joint venture company with O&G Industries, Inc. and valued at nearly $1.3 billion. Tutor Perini remains optimistic about its bidding pipeline as it witnesses several active opportunities on large projects, thanks to substantial government funding and limited competition for many of the larger projects. The company expects the backlog to grow significantly in the second half of 2024 and 2025.

Shares of this civil, building and specialty construction company surged 115% in the year-to-date period, outperforming the Zacks Building Products - Heavy Construction industry’s 54.8% growth.

Zacks Rank & Key Picks

Currently, Tutor Perini has a Zacks Rank #4 (Sell). Some better-ranked stocks from the same space are: EMCOR Group, Inc. ( EME Quick Quote EME - Free Report ) presently flaunts a Zacks Rank #1 (Strong Buy). It has a trailing four-quarter earnings surprise of 32%, on average. You can see the complete list of today’s Zacks #1 Rank stocks here . The consensus estimate for EME’s 2024 earnings per share (EPS) indicates an improvement of 34.9% from the prior-year levels. The estimated figure moved up to $18.00 from $16.10 over the past 30 days. Granite Construction, Inc. ( GVA Quick Quote GVA - Free Report ) , a Zacks Rank #2 (Buy) company, is the largest diversified infrastructure firm in the United States. It has a trailing four-quarter earnings surprise of 26.4%, on average. The consensus estimate for GVA’s 2024 EPS is expected to climb 66.9% year over year. The estimated figure moved up to $5.24 from $4.76 over the past 30 days. Dycom Industries Inc. ( DY Quick Quote DY - Free Report ) currently carries a Zacks Rank #2. It has a trailing four-quarter earnings surprise of 30.2%, on average. The consensus estimate for DY’s fiscal 2025 EPS is expected to rise 8.8% year over year. The estimated figure moved up to $8.02 from $7.96 over the past 30 days.

See More Zacks Research for These Tickers

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EMCOR Group, Inc. (EME) - free report >>

Dycom Industries, Inc. (DY) - free report >>

Tutor Perini Corporation (TPC) - free report >>

Granite Construction Incorporated (GVA) - free report >>

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