project management methodology other words

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.

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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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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.

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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.

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• 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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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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100+ Project Management Terms: PM Terminology Explained

Everything you need to know about project management terms is here in one list! Plus we’ve added handy links to help you dive deeper into different topics with videos, articles and even our round-up of all resources so you can put these important terms into practice with your projects.

Check back often, as this list of project management terminology is ever-evolving, just like project management itself!

Find a term you want defined that isn’t on this project management glossary? Contact the editors via Twitter @ProjectTips with hashtag #PMGlossary and let us know!

100+ Project Management Terms in Alphabetical Order

Here’s our complete list of over 100 project management terms organized in alphabetical order.

A – Project Management Terms

Acceptance criteria The metric by which a project will be measured to determine whether it’s successful or not. These are predefined requirements that must be met by the project for it to be considered done, whether that’s a task, user story or the whole project.

Agile A methodology for project and product management is typically used to deliver software projects iteratively with short bursts of work called “sprints.” Though initially designed as a process for IT and engineering projects, it has since been successfully applied to other industries like marketing. As the methodology has gained in popularity, agile (with a small “a”) has become a general business approach to support a more flexible working style with quick turn-around.

Arrow Diagramming Method A network diagramming technique that represents the start and end of activities with arrows to help with scheduling in the project planning phase. The longer the duration of the project, the longer the length of the arrow.

Devin Deen explains how to use Activity on the Arrow diagramming to chart the critical path in this video .

B – Project Management Terms

Backlog Backlog is a term from the Agile methodology Scrum, but is also used across industries to track every single thing that is needed to complete a product in development. It is also used to capture requests for modifying the product and ensuring delivery with scope.

Baseline A baseline is an estimate of the project’s scope, schedule and costs that is created during the planning stage. Its main purpose is to serve as a reference that is compared to the project performance once the execution phase begins. The baseline is established based on different sources of information such as project files from previous projects or subject matter expert opinions.

Business case A business case is either a written or verbal proposition used to educate and sway the decision-makers in an organization to take on a project because it is going to deliver a return on investment or provide some worthwhile benefit.

Business plan A formal document that clearly defines the business goals of a project and how to attain them. It is also called a Business Case. It includes the plans to fulfill these goals. There may also be some background information about the organization or team tasked to reach this goal.

C – Project Management Terms

Capability Maturity Model (CMM) Developed from a US Department of Defense study, the model is used to develop and refine software processes. It helps to model the maturity of the capability of business process by defining steps and managing result metrics to optimize the process.

Change control The term for a process to systemically monitor and approve or reject any change requests made to a product or project. The process is designed to increase project efficiency and minimize scope creep by controlling every change and ensuring that changes are made according to set requirements for approving change.

Change management The method for managing project change requests and application of the change control process as defined above. The goal with change management is to avoid scope creep in a project and produce maximum efficiency during the project.

Change Management Plan Process to implement and manage change in a project. Will determine if a requested change is worth pursuing or not depending on factors such as cost, time and other impacts to the project. It also is used to respond to changes that occur in the project whether due to the environment, equipment or other factors.

Case study Used for a variety of purposes, case studies are generally research-based papers that deeply examines use cases of products in given applications or how different industries applied specific practices or approaches to their projects.

Certified Associate in Project Management (CAPM) An entry-level certification offered by the  Project Management Institute .

Communications log A record of continuous documentation of communications between project stakeholders managed by the project manager. Project managers make logs to manage change requests or to document public sector projects for future audit or oversight committees in more formal project environments. In more informal organizations, communications logs can be chats, discussions and email threads, and in fact, some project management software adds email conversations related to the project directly on the task or project level, to keep project documentation organized.

Collaboration Working with one or more parties on the same project and similar goals. It’s the act of delegating and communicating between team members and distinct teams to better serve the product by providing more minds and hands. More than that, though, collaboration is a way of working with new tools like social platforms, real-time document sharing and editing, and remote working. For some companies, collaboration is perceived to be a “culture” promoted within the business to support Agile or iterative ways of running projects or simply to support knowledge sharing within the org.

Contingency A plan for possible disasters occurring during your project, whether that be of man-made or natural variety. It’s not merely data backup but includes that and every other detail to ensure the project isn’t derailed by considering short- and long-term events and how to respond to them.

Cost Benefit Analysis How to calculate the potential benefits of a project in terms of money and then subtract the cost of the project from this figure. A cost benefit analysis will then determine if the project is worth the investment and whether it should be initiated or passed on.

Cost overrun This is the actual cost that exceeds the estimated cost in the budget, also known as a cost increase or budget overrun. It usually is unexpected and unwanted as it requires finding new resources to cover these unseen expenses.

Critical path method (CPM) An algorithm for scheduling a set of project activities, typically the “critical path” or shortest path through a project. It was developed in the late 1950s within the DuPont organization and Remington Rand company as a method to know mission-critical tasks. Modern project management software applications can streamline finding your project’s critical path to help you manage scope and monitor the project.

D – Project Management Terms

DACI Used to define roles and responsibilities in the project. This acronym stands for driver, the individual who drives decisions, approvers, who make the decision, contributors, who work on the project or provide knowledgeable guidance, and informed, whose work is likely to be affected by the decision.

Dashboard A graphical way to share essential project data with stakeholders, a dashboard that makes diverse amounts of data and its underlying information easily digestible. Traditionally, dashboards were created “manually” by assembling select pie charts or data graphs in a presentation view. The data, however, was often outdated by the time of the presentation. Modern project management tools offer real-time dashboards, so the data is viewed usually by bringing a laptop or tablet to a presentation or through client logins to the software so everyone has access to the freshest data.

Dependency Tasks or other activities that are interdependent on a project. Often one activity cannot take place before another one being completed. In this way, they are linked in a project and can be noted as such in online project management tools. When you add a dependency in online project management software, you create a dependent-virtual link between two tasks to demonstrate that constraint.

Deliverable Something contracted for delivery. It is a tangible item or intangible objective, but crucial to the success of the project. It can be a report, a document, some project building block or the end product delivered at the end of a project.

E – Project Management Terms

Earned value management (EVM) A way to measure project performance, and is commonly used in government projects. Here’s  how EVM can be applied over the course of a project’s duration.

Estimation In a project context, estimation is the way to make accurate budgets or timelines for a project. There are various techniques in estimating to help you get the most accurate predictions of cost and time.

Read our post on getting your team to help you get the best estimates .

Event chain diagram This is a visual way of demonstrating the relationship between events and tasks and how they impact one another.

Event chain methodology A method that focuses on identifying and managing events and series of events that impact a project’s schedule.

F – Project Management Terms

Fast-tracking This refers to a technique project managers use to speed up their projects. Typically, schedules are analyzed to identify areas where some tasks can be done in parallel versus sequentially, or where new resources can be added mid-way through a project, adjusting the project plan.

Related: How to Fast-Track Your Project

Feasibility study A feasibility study is a way to ascertain whether the proposed plan or methodology prescribed is practical in terms of fulfilling the goals of a project. For large projects, these can be detailed research studies. For smaller projects, they can be more informal assessments using existing business documentation like market research and informal internal polls with key stakeholders.

Float This refers to time that a task can be delayed without blocking other tasks, or in layman’s terms: “wiggle room.”

G – Project Management Terms

Henry Gantt American mechanical engineer and management consultant who developed the Gantt chart in 1910.

Gantt chart The horizontal bar chart that illustrates a project’s schedule from start to finish by demonstrating the task duration visually. It’s named after Henry Gantt, who developed it in 1910 (though Karol Adamiecki did so, too, independently in 1896). Gantt charts are traditionally used in Waterfall project planning, for long-term projects that have many task dependencies. They are the backbone of formal project management software applications, most of which are now fully online and can be used interactively and collaboratively.

Learn more in our Ultimate Guide to Gantt Charts .

H – Project Management Terms

Hybrid methodology Refers to the use of two or more separate methodologies on a project, commonly a blend of Agile and Waterfall project management methods, though sometimes incorporating kanban, lean or other methodologies of project management. Employing hybrid methodology enables teams to apply what works best where and when it is most needed, or to suit different teams within an organization.

Learn more about how teams can use hybrid methodology in this piece by contributor Mario Henrique Trentim .

I – Project Management Terms

Initiation This refers to the first phase in the lifecycle of a project, according to traditional project management practices.  It’s the stage in the process where the project is first conceived and scoped. It also involves the hiring of a team, setting up a project office and reviewing the project, as well as gaining approval for the project.

Iterative and incremental development This is a method of project development, usually applied in software and IT projects, that evolved in response to weaknesses in the  waterfall model to support rapid deployment. It is commonly employed in Agile and Lean projects, often in response to end-user feedback in product development cycles.

K – Project Management Terms

Kanban This term literally means signboard or billboard in Japanese and was developed in Japan by Taiichi Ohno, an industrial engineer at Toyota, as a scheduling system for lean and just-in-time production. Kanban project management controls the logistical chain from a production point of view, formally, but has since been used more popularly as a visual way to track tasks for individuals or teams. This is usually executed with online kanban software.

Learn how Kanban and Scrum differ in the blog Kanban vs. Scrum: Which is Better?

Key Performance Indicators (KPIs) A quantifiable measurement that is used to evaluate a project and determine if it is performing as planned. KPIs can be anything from cost to time, scope or quality.

Kickoff meeting This refers to the first meeting to formally start a project and usually involves key stakeholders, team members and clients, depending on the nature of the project. There are best practices defined for how to run this type of meeting, which usually includes communicating the overall project vision, plan, processes and expectations.

Watch Jennifer Bridges in this video on Your Project Kickoff Checklist  or check out The Only Project Kickoff Checklist You’ll Ever Need .

L – Project Management Terms

Level of effort (LOE) A support-type project activity that must be done in order to support other tasks or even the entire project. The level of effort is often work that is periodically repeated throughout the lifecycle of the project.

Lean startup This method (or movement) for developing businesses and products was first proposed in 2011 by Eric Ries and is based on his experience working on various startups. It says that startups can shorten their product development cycles by adopting a combination of business-hypothesis-driven experimentation, iterative project releases and validated learning

Lean manufacturing A theory of expenditure of resources for any means other than the creation of value for the customer is considered wasteful and should be deleted.

M – Project Management Terms

Management process The planning and controlling of a performance of an activity.

Management science (MS) A discipline that uses mathematical modeling and other analytics to make better business management decisions.

Megaproject A very large-scale work, often spanning multiple years.

Milestone This is a way to mark a specific point along the lifecycle of a project’s timeline to bookmark upcoming major accomplishments, including the start, finish, external review, budget checks, etc. They are points along the project that must be reached according to schedule for the successful completion of the project.

Learn more about how to use milestones  in project scheduling.

Minimally Viable Product (MVP) This is a term that refers to releasing a product with the highest return on investment versus risk, and was coined as a term by Frank Robinson and popularized by Steve Blank and Eric Ries. It often refers to the product or project scope pre-launch to avoid unnecessary scope creep; that is, teams can get stuck trying to build new features into products in an attempt to please stakeholders or end users, rather than releasing the MVP and getting the product released quicker to the market.

Monitoring This is a phase in the project management lifecycle, specifically the act of continuous awareness of the course of a project plan. Project monitoring involves checking whether a project is proceeding according to schedule and within the proposed budget, as well as checking into the health of your team. Monitoring can be accomplished through reporting, dashboards and active management with a team.

Learn tips on How to Monitor Projects .

MoSCoW method A technique used to prioritize through the use of a four-step process. MoSCoW is an acronym for must-have, should have, could have and won’t have or not right now. By giving each task one of these distinctions, project managers can determine when or if they should be executed.

N – Project Management Terms

Network diagram A flow chart or graph that shows the sequence in which a project’s terminal elements are to be completed by showing its terminal elements and their dependencies. It is drawn from left to right to reflect the chronology of a project.

Tip: Network diagrams can be an alternative to Gantt charts .

Nonlinear management (NLM) A strategy permitting order to arise by giving organizations space to evolve and adapt, encompasses agile, evolutionary and lean methodologies.

O – Project Management Terms

Online project management software A suite of online tools and features (versus downloadable software) used to plan, monitor and report on a project. It’s usually collaborative and has a dashboard in which the complex flow of information can be simply and easily digested.

Operations management The area of a business responsible for efficient and effective production.

Operations research (OR) Applying mathematics and science to developing methodologies to improve production.

Organization development (OD) Planned systematic effort to raise the effectiveness of the organization.

P – Project Management Terms

Planning The process of creating and maintaining a plan. In formal project management, this also refers to a phase in the Project Management Lifecycle.

Learn more in our Ultimate Guide to Project Planning .

PRINCE2 A formal project methodology that plans, monitors and controls every aspect of the project and motivates participants to achieve goals on time and within budget. PRINCE2 (PRojects In Controlled Environments – version 2) is typically used in the UK and Europe and also refers to a certification for project managers working on projects in those geographies.

Product breakdown structure (PBS) Detailed, hierarchical tree structure of components that make up an item, arranged in relationship to a whole project.

Productivity A way to measure the efficiency of a project in converting inputs into useful outputs, and is computed by dividing average output per a specific period by the total costs incurred or resources consumed in that period.

Program evaluation and review technique (PERT) A PERT chart is a statistical tool that analyzes tasks in projects.

Program management The process of managing a program , typically used in larger organizations with formal project management processes in place.

Project An activity with a defined start and end date. This is versus ongoing operational work in organizations. Projects can be managed differently due to their temporary nature, even if they are multi-year in length.

Project charter This is a statement of the scope, objectives and participants in a project, the document makes everyone involved in the project aware of its purpose and goals.

Use our free project charter template to save you time on your next project.

Project management The name for a discipline that involves the planning, organizing, motivating and controlling of resources to achieve a specific goal. It is based on a temporary course of action, usually creating a product or service, and so is constrained by a deadline as well as a budget.

Project Management Body of Knowledge (PMBOK) A standards of practice guide to professional expertise in project management profession, standardized by ISO.

Project management office (PMO) PMO is the title for the person or business group within an organization that maintains the standards of the project process.

Project management lifecycle Refers to the length of a project from conception to completion and all steps in between, according to distinct phases of delivery.

Learn more about the PM lifecycle in this book .

Project management professional This can refer to a professional project manager working in any field and typically refers to those certified project managers, which can include Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) to entry-level certification, such as CompTIA Project+.

Project management software Software to facilitate project management that can be downloaded or wholly online.

Project manager The term to describe any professional in charge of leading and managing a project.

Read our Ultimate Guide on Project Management . 

PMP (Project management professional) This refers to a valued certification in project management that rigorously tests knowledge and skill in managing all of the triple constraints: time, cost and scope. It is offered by the Project Management Institute .

Project network A flow chart of the project schedule (see network diagram).

Project plan A formal and approved document outlining the course of the project from start to finish.

Follow Stephanie Ray’s  12 steps when planning for a project .

Project Portfolio A collection of projects or programs that are being managed together to get the most financial gain and meet the strategic goals of an organization. Unlike a program, which is a group of related projects, a portfolio can be diverse and unrelated but still must share resources and meet strategic goals.

Project team Any group of people engaged in helping a project come to completion. This video by Jennifer Bridges, PMP, offers an outline of the roles for the project manager and their team .

Q – Project Management Terms

Quality assurance (QA) The degree of excellence related to the project as well as a process to adhere to quality measures. Learn how to set quality targets in your plan by watching this short video by Jennifer Bridges, PMP.

Quality control (QC) The procedure or set of procedures by which one ensures that a product or service is aligned to its defined goals and meets with the client’s or customer’s approval.

Quality, cost, delivery (QCD) A lean methodology focusing on key performance indicators.

R – Project Management Terms

RACI An acronym that stands for responsible, accountable, consulted and informed. RACI is used to chart the decision-makers of a project in order to manage their expectations and keep them informed of the progress of the project.

Reporting A process of creating a document that gathers and delivers to the team, sponsor or client a snapshot of the results of the project at a specific time in its lifecycle.

Resources Who or what is required to fulfill a project? This can refer to people or machines or a room rental, etc., that typically bills on an hourly basis.

Resource allocation The act of assigning tasks to the available resources dedicated to a project, usually within a defined budget.

Resource leveling A way to manage resource allocation to resolve possible conflicts arising from over-allocation.

Resource management The process of managing teams and other resources on projects, and often includes managing their time, cost, performance and quality as it relates to defined project goals. Learn how resource planning software can help with resource management.

Risk On projects, risk refers to the precise probability of specific issues and how they may impact the project.

Risk management In a project context, this refers to a project method of reducing risk related to a project by actively identifying potential risks, plotting them in a risk register document or in your project management tool, and monitoring risks throughout the project. Learn more about risk management here.

Risk register A way to organize and prioritize risks, either on a spreadsheet or through a project management tool, to assess potential impacts. Download a free Excel risk planning template here.

S – Project Management Terms

Schedule Simply a collection of tasks defined by their start and end dates within a project plan. We’ve outlined tips for you to improve your schedule management.

Scientific management A theory analyzing workflow processes to improve productivity.

Scope This refers to the sum total of all tasks, requirements or features in a project. New requests or features or tasks added after a project has been planned are commonly referred to as “out of scope.” Project and product managers have to actively manage the scope of projects to make sure projects meet targeted goals and deadlines.

Scope creep This refers to an uncontrolled change in a project’s scope. See our article about managing scope creep .

Scope statement A document that defines a project. It’ll include assumptions, all project requirements and the criteria for accepting the project as successful. It is used by stakeholders and team members to guide them as they execute the project and ensure that the project is moving in the right direction.

Scrum Scrum is an Agile methodology of the iterative incremental process typically used for delivering software products. It refers to a rugby term where short sprints are the Scrum team’s goal to deliver bundles of progress with the support of a team leader, also referred to as the Scrum Master . It’s used in place of or in concert with traditional Waterfall-type approaches to delivering projects.

Learn more about scrum in this video by Scrum Master, Devin Deen.

Six Sigma A business management strategy, developed by Motorola, which is data-driven and works by eliminating defects in any process with six standard deviations between the mean and the nearest specification limit.

Slack In project planning, slack refers to the amount of extra room for time in the plan to accommodate time delays, should they occur. (It’s also the name of a software product used for collaborative communications among teams.) Often, project managers want to find the slack they have in their schedule to determine whether they need to reallocate resources to accommodate schedule variations.

Watch Devin Deen explain How to Find Slack in Your Project Schedule .

Sponsor In a project, the sponsor refers to the owner or promoter of a project and often represents a client’s goals. This role is distinct from the project manager.

Stakeholders In a project or an organization, stakeholders are people or groups that have an interest or concern regarding the project. It might be a client in a private organization or the public in a government project or it could be end users on a product. Stakeholders often have to be managed or engaged throughout the life of the project, either through regular communications or active participation in the project.

Learn more about Stakeholder management in this video with Jennifer Bridges.

Statement of work (SOW) A document to capture and define the work activities, deliverables and timeline needed for the specific work required by a client. It’s usually detailed with pricing, regulatory and governance issues, and is the precursor to creating an actual project plan.

Learn how to turn a statement of work document into your project plan .

Status report On projects, the status report is an essential document intended to convey to clients, sponsors or team members, the state of the project right now. Many online project management tools make this report easy to create and share, as data from the project is already in the software

Learn more about how to create status reports in this video with Devin Deen .  

T – Project Management Terms

Task Refers to to-do items, typically one action required to accomplish a problem. In project management software, tasks are line items in a project plan with start and end dates added to build a project schedule.

Task analysis This refers to understanding how a task can be best accomplished. On complex projects, individual tasks might be complex, as well.

Task management This term broadly refers to the project management process of monitoring and evaluating the individual line items, or tasks, within a project. Task management can refer to managing the details of a task, based on current information or impacts on the delivery of that task, or it can involve managing people responsible for that task. Or it can refer to your personal task list.

Learn more about task management here.

Template In the delivery of operations or projects, templates are sample documents that can help save time and prevent the need to re-invent the wheel, so to speak, with commonly used documents or plans.

See all our free project management templates here.

Time management Refers to the process of managing time and schedule of a project, according to the plan. Time management is a broad term in project contexts, and can refer to personal time management skills, as well as managing a team’s efficiency and managing scheduled dates accordingly.

Timesheets The document or online tool that’s used to track hours worked by teams on projects. Timesheets can be used in a number of ways as a broader measure to track project performance, team performance or individual performance. They can also be used as historical reference documents for estimating future projects or tasks.

See  our ultimate guide to timesheets .

Triple constraint This is a project management term that refers to three things that impact every project and that every project manager must manage: time, cost & quality.

Learn more about the triple constraint in this video with Jennifer Bridges.

W – Project Management Terms

Waterfall Refers to a traditional project management methodology where the project is defined sequentially and through clear project phases. This is a common approach to large-scale projects where little change is expected to the overall project plan. This is a distinct approach from Agile project planning, which is designed to accommodate rapid changes to the schedule.

Learn more about waterfall methodology.

Work breakdown structure This is a formal method for planning a project to identify larger components of a project and all the subsequent tasks or deliverables implied.

Learn more about the  work breakdown structure .

Workload management This term is related to resource management as it is the process of managing assigned tasks on a team in concert with their overall workload. Workload management involves the analysis of individual workload allocation as well as allocation across a team or across all projects so that overall project goals can be monitored and changed if necessary to reflect the schedule and budget of the project.

Workstream This refers to tasks or activities that are related to each other, and often interdependent upon each other, so that one activity downstream might require the approval of an upstream task.

What, no U, V, Y or Z? Let us know what words you think should make the list via Twitter @ProjectTips with the hashtag #PMGlossary!

Video: Project Management Terminology Explained

Check out Jennifer Bridges’ video on the Top Ten Project Management Terms of all time:

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39 project management terms to know

As you gain familiarity with these terms, you’ll see that sharing a common language with your team members can help your project progress more smoothly. Your team will be more organized, have a stronger sense of what needs to be done, and have a clearer roadmap of how to achieve your goals.

Basic project management terms

Project management can cover a wide array of topics, but here are a few terms that are common to project management regardless of what industry you're in: 

1. Project management software 

Project management software is the specific type of software you use to manage a project. Some project managers use specific project management software in their project management process, like Asana, and others use more generalized software for their planning, such as Excel. Although using project management software is not required when you’re managing a project, it can help align your team to be more efficient by saving time, organizing assets, and tracking your milestones as the project progresses.

2. Project manager

A project manager is the role a person plays to ensure that a project goes smoothly from beginning to end. A project may have a dedicated project manager, though in some cases the person in the project manager role may have a different title altogether. The project manager is responsible for every step of the project—from ideation to completion—as well as key workflows throughout the entire process.

3. Stakeholders

Project stakeholders are the people who are directly impacted by the project you are working on. This could mean the team directly working on it, tertiary teams who need to learn a new process, or the company CEO to ensure that the business continues to run smoothly.

4. Deliverables

Deliverables are the product or products of what you expect to have at the end of your project. Deliverables can be a wide range of assets, both internally facing towards your team members, or externally facing towards customers. Some examples of deliverables include an entirely new product, a sales deck, an increase in traffic, or a feature update. 

5. Project timeline 

A project timeline is a project management tool that helps you visualize how pieces of your plan all fit together. A project timeline can help you list out specific dependencies during the project planning process.

6. Dependencies

Dependencies are tasks that rely on the completion of other tasks before they can be performed. A good example of this would be legal review. Certain tasks—like presenting a sales deck—cannot progress further until they get approval from the legal team. That means the sales deck presentation task is dependent on the legal team's approval. 

7. Gantt chart

A Gantt chart is a type of visual project management that displays a project in the form of a timeline. It's an easy way to track a project lifecycle and estimate end dates for certain project activities.

Gantt charts enable project managers to easily see what work needs to be done, who is doing it, and when. Tasks are represented by a horizontal bar that represents how long that specific initiative should take.

8. Resource management

Resource management is the process of planning and scheduling the resources you need to use for any one given project. This is different from resource allocation, because you are actively planning where and when to use the set resources that you have budgeted for a project.

Project management planning terms

You'll run into a variety of terms during the project planning process. Here are the most important ones to know:

9. Project budget

A project budget is the set amount of resources you're able to use for a specific project. A project budget can be set in hours, like in the agency world, or dollar amount. 

10. Project plan

A project plan (or project management plan) is a detailed map of all of the elements your team needs to accomplish to reach your project's goals. Project plans are important because they set the stage for an entire project. This project management plan provides direction to every single person working on the team to help maintain accountability. The project plan is the main source of truth for every team member involved. If there’s any question, the project plan is the go-to source for information.

11. Project objectives 

A project objective is the goal you set to achieve by the end of a specific project. This is the main reason why a project is happening. A project objective could be a tangible finished asset, such as a new product, or it could be a specific goal you want to accomplish, such as increasing your social media followers by 300%. 

12. Key performance indicators (KPI)

A key performance indicator (KPI) is a metric that showcases how your team is progressing toward a specific goal or project objectives. 

KPIs are an easy way to track project performance. An email marketer may have a goal set to increase email open rates, and the KPI they track would be the average open rate percentage of all marketing emails sent that quarter. 

13. Project scope 

A project scope clearly identifies the goals, deadlines, and deliverables that a project is set to complete in a specific period of time. Setting a project scope ahead of time can help team members individually manage their time and stakeholders will know when to expect changes as the project progresses. 

14. Scope creep

Scope creep is what happens when a project's tasks and deliverables begin to exceed the allotted project scope a project manager has set. While scope creep is not inherently bad, it can drastically shift the amount of time it takes to complete a project if not monitored and managed carefully. 

15. Business case

A business case is a type of document that highlights the benefits your company will gain if you pursue a specific business initiative. For example, you could create a business case for creating additional headcount on your team or for choosing a new work management software .

16. Project charter 

A project charter is a document that highlights your project's key objectives, scope, and main responsibilities. Project charters are a way for key stakeholders to get a high level overview of the work that is going to be done before approving the project. Project charters are often used to persuade key stakeholders to approve a project.

17. Kick-off meeting

A kick-off meeting is an opportunity for you to gather with all of the stakeholders of a specific project to make sure that everyone is aligned on the project plan. It enables team members to ask questions and ensures that everyone who has a stake in the project has an opportunity to voice any opinions. 

18. Resource allocation

Resource allocation is the process of identifying exactly how many resources you can use for any one given project. A resource can be:

Team members

19. Contingency plan

A contingency plan is a plan set in place in the event that your original plan doesn't go quite right. A contingency plan is a pre-set Plan B in project management. Contingency plans are often used for larger, more complex projects and initiatives to ensure that everything goes smoothly - even if there’s a smaller hiccup in the execution process. 

Project management methodology terms

The project management process can vary depending on the industry that you’re in or the size of your team. No one project is the same, which is why there are different types of project management processes. The most common project management methodologies include:

The Agile methodology is an iterative form of project management. Software development teams often run Agile, since their project needs can change very rapidly. Instead of working in one big chunk of work, Agile instead focuses on smaller increments so that work can quickly shift towards a different strategy if needed. This ensures that the changes made to the product are focused on what's best for the end user.

21. Waterfall model

Waterfall project management is a linear form of project management in which each step of the project is dependent on the previous step. The waterfall model often involves a large amount of planning before the execution begins to ensure that all dependencies are accounted for. The waterfall model is often visualized in a Gantt chart.

22. Kanban 

Kanban is a form of visual project management often represented by Kanban boards. In a Kanban board, work is displayed in a project board that is organized by columns, with each task being a “card” in the appropriate column. Columns often represent a stage of work, and cards are “pulled” from a backlog as they progress through the next stage of the process. 

Scrum is a subset of Agile methodology in which teams learn about past experiences to influence the next steps of their project. In a Scrum team, there is one individual, known as the Scrum master, who helps guide teams through each of the scrum stages. 

There are four common stages within the Scrum methodology:

Retrospective

24. Iterative process

An iterative process in project management describes a process that changes continually as the project progresses. Often organized by specific time periods or sprints, iterative processes involve periods of reflection to look back at what has been done and see what can be changed for the next iteration.

25. Portfolio management (PPM)

Project portfolio management (PPM) is the process of creating a centralized portfolio of many different projects. This allows you to get more insight across a few different projects so you can see how your team's daily work connects to business goals.

26. Earned value management

Earned value management is a way for project managers to track the work completed against the slated project plan. You can calculate earned value by multiplying the percent complete of a project by the total cost of the project budget to see how much your project's earned value is. This process can help you track your project's budget and timeline.

27. Projects in controlled environments (PRINCE2)

PRINCE2 is a process-based project management methodology that focuses on the structure of the project management team and the business justification of the project. 

There are seven main steps to the PRINCE2 process:

Start up the project

Initiate the project

Direct the project

Control stages

Manage product delivery

Manage stage boundary

Close the project

Common project management acronyms to know

As you dive into project management, you’ll encounter a range of acronyms, including: 

28. Project management professional (PMP)

A project management professional (PMP) is anybody who works in the project management profession. You don't necessarily need to have the title of project manager to be considered a project management professional.

29. Project Management Institute (PMI)

The Project Management Institute is a professional organization dedicated solely to project management. The Project Management Institute offers certifications and classes to those interested in pursuing a career in project management. 

30. Project Management Body of Knowledge (PMBOK®)

The Project Management Body of Knowledge is a set of standard terminology and guidelines set by the Project Management Institute. The PMBOK Guide® covers project management methodologies such as the critical path method (CPM) and work breakdown structure (WBS) . 

31. Certified associate in project management (CAPM)

The CAPM title is a certification you can receive from the Project Management Institute. It is an entry-level certification designed for those with less work experience.

32. Statement of work (SOW)

A statement of work is a formal document that describes specific project requirements. It clearly outlines the project activities, deliverables, and schedule. This is often used when an agency or contractor is providing work for a client to make sure that everyone is on the same page about what work needs to be done.

33. Business process management (BPM)

Business process management (BPM) is the practice of using various methods to improve, optimize, and automate business processes. This term covers a wide range of different strategies, but it’s most commonly used when streamlining or automating workflows. 

34. Critical path method (CPM)

The critical path method (CPM) is a project management modeling tool. The project manager lists all of the project work that needs to be completed, the estimated time, and the dependencies of each of those tasks. You then measure out the project from start to finish to see the entire process of the project in one large timeline. 

35. Program evaluation review technique (PERT)

The program evaluation review technique is used to identify and calculate the amount of time it takes to finish a specific task or activity. A PERT chart is a flowchart that represents the steps that need to be completed in the sequence necessary in combination with the time requirements. When a PERT chart is not available, a Gantt chart is used. 

36. Work breakdown structure (WBS)

A work breakdown structure (WBS) is a condensed project plan organized in a visual hierarchy. This means that it contacts key elements of a project plan, such as objectives, deliverables, timelines and key stakeholders. Project managers use work breakdown structures to visualize projects and dependency related deliverables. 

37. SWOT analysis

A SWOT analysis is a decision making tool that can help you identify key facets of your project. SWOT is an acronym that stands for:

Opportunities

A RACI chart is used to identify your teams’ roles and responsibilities for any task, milestone, or project deliverable. RACI charts are also commonly known as a responsibility matrix. RACI stands for:

Responsible

Accountable

39. SMART goals

A SMART goal is an acronym that’s used to help establish clear and attainable goals. SMART stands for:

Build your project management skills

Want to brush up on your project management skills ? From project tracking to risk management, learn more about project management from Asana's project management resource library .

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The Complete Glossary of Project Management Terminology

By Kate Eby | February 24, 2017

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Establishing standardized definitions for common project management terms is a challenge, even for seasoned pros. To help you achieve this goal, we’re offering this authoritative reference guide, pulling together a complete list of project management terminology. This glossary contains more than 600 terms and provides simple, clear explanations.

Included on this page, you'll find definitions from A-Z, from activity codes and dependencies , to performance reporting and timeboxes . 

Project Management Terms

A - project management terms.

Accept - A decision to take no action against a threat. Project teams typically accept risks when they fall below risk thresholds or when the team thinks it best to act only if and when a threat occurs. (See also risk acceptance )

Acceptance criteria - The specific requirements expected of project deliverables. To be formally accepted, deliverables must meet all acceptance criteria.

Acceptance test - A test in which a team of end users runs a product through its full range of use to identify potential problems.

Acquisition process - This process obtains the personnel and resources necessary for project work. Acquisitions are closely coordinated with project budgets and schedules.

Action item - An activity or task that must be completed.

Action item status - This tracks an action item’s progress from creation to closure. Since work packages comprise multiple action items, keeping action item statuses updated is important for project progress.

Activity - The smallest unit of work necessary to complete a project work package (which includes multiple activities). Time, resources, and finances are required to complete each activity.

Activity code - An alphanumeric value by which activities can be grouped and filtered. A code is assigned to each activity.

Activity identifier - A unique alphanumeric value by which an individual activity can be distinguished. An activity identifier is assigned to each activity.

Activity label - A short descriptor for an activity. Activity labels may be placed below arrows representing activities in activity-on-arrow (AOA) diagrams.

Activity list - This documents all the activities necessary to complete a project. Each activity is accompanied by its activity identifier and a description of the work it entails.

Activity-On-Arrow (AOA) - In this network diagram, arrows represent activities and nodes represent events or milestones. AOA diagrams can only indicate finish-to-start relationships.

Activity-On-Node (AON) - In a network diagram of this nature, nodes represent activities and arrows illustrate logical relationships between activities. AON diagrams can illustrate four relationship types: start-to-start, start-to-finish, finish-to-start, and finish-to-finish.

Actual cost of work performed (ACWP) - This represents the total cost incurred for work done in a given period of time.

Actual duration - The length of time taken to complete an activity.

Actual effort - The amount of labor performed to complete an activity. It is expressed in person-hours or similar units of work.

Actual expenditure - The sum of costs paid from a budget.

Actual progress - This measures the amount of work completed on a project. It is used to assess the comparison between project progress and project baselines and is usually stated as a percentage.

Adaptive project framework (APF) - An approach to project management that rejects traditional, linear project management and instead accepts changing requirements and allows projects to be affected by external business environments. The APF stresses flexibility in many aspects of project management and focuses on performing and evaluating project work in stages to allow room for replanning due to changing business goals, objectives, and requirements.

Administrative closure - This refers to the set of formal requirements fulfilled to end a project. Among other things, it involves documenting the formal acceptance of deliverables and ensuring that all relevant information is sent to a project’s sponsor and stakeholders.

Aggregate planning - This strategy uses demand forecasts to manage scheduling and planning for project activities between three and 18 months in advance, so that the necessary resources and personnel can be efficiently acquired or assigned.

Agile - The Agile family of methodologies is a superset of iterative development approaches aimed at meeting ever-changing customer requirements. Agile development proceeds as a series of iterations, or sprints, with incremental improvements made in each sprint. Since agile projects do not have fixed scopes, agile methodologies are adaptive, and the iterative work is guided by user stories and customer involvement.

Agile project management - Agile project management draws from concepts of agile software development. Agile approaches focus on teamwork, collaboration, and stakeholder involvement, as well as the use of iterative development methods.

Agile software development - Agile software development originates from the Agile Manifesto , a set of principles that emphasizes meeting changing requirements through collaborative development and making ongoing improvements through iteration. It stresses the importance of being reactive to rapid changes in external environments.

Allocation - The assigning of resources for scheduled activities in the most efficient way possible. (See also resource allocation )

Alternative analysis - The evaluation of possible courses of action for project work in order to find the most suitable course of action.

Analogous estimating - This technique uses historical project data to prepare time and cost estimates. It is considered the most inaccurate estimation technique. (See also top-down estimating )

Analytical estimating - This technique computes total project time and cost estimates by preparing estimates for each project activity and adding them together. Analytical estimating is considered the most accurate estimation technique. (See also bottom-up estimating )

Application area - The specific project category of which the project is a part. Application areas can be defined on the basis of project products’ characteristics or applications or by the projects’ customers or stakeholders.

Apportioned effort - Project work associated with components of a work breakdown structure and performed in proportion, with discrete effort. Since the amount of apportioned effort (which includes activities such as quality assurance) depends directly on the amount of discrete effort, it cannot be considered separately from discrete effort. It is one of three types of activities used to measure work performance as part of earned value management.

Approach analysis - During the project planning phase, this type of analysis is used to examine the various methods by which a project’s goals may be achieved.

Arrow diagramming method (ADM) - A method of constructing a network diagram that uses arrows to represent activities and nodes to represent events or milestones. The ADM is used to construct activity-on-arrow (AOA) diagrams.

Artifact - Items that support software development. Artifacts include both items associated with the process of development, such as project plans, and items used to support actual aspects of development, such as use cases and requirements.

Assignment contouring - The process of assigning people to project work for changing numbers of hours per day as the project moves through different stages. Assignment contouring is typically done using project management software.

Assumption - Factors deemed to be true during the project planning process, though proof of their validity is not available. A project’s assumptions can affect its risks and outcomes, so you must consider them carefully.

Authorization - In general, authorization is the power to make decisions that the management grants. The specific remit for authorization varies on a case-by-case basis.

Authorized work - Work that management or others in authority approve.

Avoid - A response to a negative risk that seeks to ensure the risk does not occur or (if the risk cannot be eliminated) seeks to protect the project objectives from the negative risk’s impact. (See also risk avoidance )

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B - Project Management Terms

Backward pass - This calculates late-start and finish dates for project activities by working backwards from the project end date.

Balance - A phase in the portfolio life cycle that involves balancing a portfolio’s components based on risk, costs, and use of resources. It is an aspect of organizational project management. (See also portfolio balancing )

Balanced scorecard - A Balanced scorecard is a concept or tool used to assess whether an organization’s activities are correlated with its general vision and objectives.

Bar chart - A diagrammed calendar schedule of project activities’ start and end dates in logical order. (See also Gantt chart )

Baseline - This term represent the costs and schedules approved at the start of the project. They use baselines as a basis for monitoring and evaluating performance.

Benefits realization -This term focuses on ensuring that project results give customers and stakeholders the benefits they expect.

Blueprint - A document that explains what a program means to accomplish and describes a program’s contribution to organizational objectives.

BOSCARD - This method details and considers the background, objectives, scope, constraints, assumptions, risks, and deliverables of new projects.

Bottom-Up estimating - This calculation computes total time and cost estimates for projects by preparing individual estimates for each of a project’s activities and adding them together. Bottom-up estimating is considered the most accurate estimation technique. (See also analytical estimating )

Brief -  This refers to the document produced during a project’s concept phase. It is the primary document outlining requirements.

Budget - The sum of money allocated for a project. The term may also refer to a comprehensive list of revenues and expenses.

Budgeted cost of work performed (BCWP) - The portion of the budget allocated to scheduled work actually performed in a period of time. (See also earned value )

Budgeted cost of work scheduled (BCWS) - The portion of the budget allocated to work scheduled to be performed in a period of time. (See also planned value )

Burn down chart - A graph that shows the relationship between the number of tasks to be completed and the amount of time left to complete these tasks.

Burst point - A point in a network diagram at which multiple successor activities originate from a common predecessor activity. None of the successor activities may start until one finishes the predecessor activity.

Business analysis - The practice of identifying and solving business problems. It focuses on creating and implementing solutions to business needs via organizational development, process reengineering, or any number of other methods.

Business case - A documentation of the potential outcomes of a new project, including benefits, cost, and effects. It shows the reasoning for starting the project.

Business imperative - An issue, situation, or circumstance with the potential to affect a business in one way or another, depending on the course of action used to address it. Organizations prioritize business imperatives for actions that will realize any potential benefits or avoid any potential harm.

Business model - A company’s business model is the system by which the organization’s  profitable activities are planned, structured, and executed, and by which it interacts with its customers.

Business operations - The entire ensemble of activities or business processes through which a company uses its assets to create value for its customers.

Business process - A Business process is a system of activities by which a business creates a specific result for its customers. There are three categories of business processes: management processes, operational processes, and supporting processes.

Business process modeling (BPM) - Business process modeling is the representation, analysis, and evaluation of business processes in an effort to improve them.  

Business requirements - The conditions a product must satisfy to effectively serve its purpose within a business.

Business value - The business value of a project is the sum of positive effects — tangible and intangible — it has on the business.

C - Project Management Terms

Calendar unit - The smallest unit of time — usually hours or days — by which project activity durations are measured.

Capability maturity model (CMM ) - This model is used to assess the maturity of business process capabilities. It was created to assess the capabilities of software development processes but is now used in a number of other industries as well. Like other maturity models, the CMM allows organizations to assess themselves against external benchmarks and provides recommendations for improvement.

CAPEX - CAPEX, or capital expenditure, is the money a company spends to acquire new fixed physical assets or upgrade old ones, typically for long-term use.

Case study - A case study involves extensive and in-depth formal research into an area of a company, a situation, or an event. Case studies typically result in formal reports that are published in academic or professional publications. They investigate important, singular, or locally representative cases that contribute to the advancement of knowledge.

Certified Associate in Project Management (CAPM) - This is an entry-level certification for project managers offered by the Project Management Institute. It is designed to build knowledge of project management processes and terms.

Champion - A project champion makes project success a personal responsibility. This person pushes the project team to work hard, liaise with stakeholders on behalf of the project, and support the project manager. Project champion is an informal role.

Change control - Change control is the process of identifying, evaluating, approving, and implementing changes to a project. It ensures that changes are introduced in a controlled and effective manner and that any adjustments necessitated by changes are also addressed.  

Change control board - An appointed group of stakeholders who evaluate proposed changes and decide when and whether to make them.

Change control system/process - The process by which changes to the project are evaluated before approval, implemented, and documented.

Change freeze - The point at which scope changes to a project are no longer permissible.

Change management plan - A Change management plan details the change control process. It is created to ensure all changes are managed according to procedure. Change management plans can be created for individual projects or for organizations undergoing transitions.

Change request - A formal document submitted to the change control board that requests changes to the finalized project management plan. Change requests are usually made only for significant changes, as smaller changes with little to no impact on the project work can be brought to the project manager.

Client/Customer - The people who will directly benefit from a project. A team executes a project with specific attention to a client’s requirements.  

Closing phase - The final phase of the project management life cycle, in which all aspects of the project are officially completed and closed. This includes making sure that all deliverables have been given to the client, that the team notifies suppliers of completion, and that the team updates stakeholders regarding the end of the project and overall project performance.

Code of accounts - An alphanumeric system used to assign unique identifiers to all work breakdown structure components.

Collaborative negotiation - Collaborative negotiation entails all negotiating parties obtaining at least some of what they want from negotiations.

Communications log - This document is used to track all project-related communications. It is organized and edited by the project manager and details who communicated, when and where the communication took place, what information was shared, and the results of the communication.

Communications management plan - This plan states who will send and receive information on aspects of the project, what details are communicated, and when communications are sent. It is part of the project management plan.

Communities of practice - Groups of people who share an area of interest within project management. They meet regularly to share and develop knowledge in the area of interest.

Competence - The ability and knowledge required to perform the tasks associated with a specific role.

Competence framework - The set of competence expectations by which one assesses a person’s suitability for a specific role.

Concept - The beginning phase of the project management life cycle. In the concept phase, the team presents the opportunity or problem (along with possible solutions) and examines the general feasibility of the project.

Conceptual project planning - Conceptual project planning involves developing the documentation from which a project’s organization and control system will originate.

Concurrent engineering - A product development approach where design and development are carried out at the same time. It is used to shorten the development life cycle and to release products more quickly. The simultaneous execution of design and development can help to improve design practicality.

Configuration - Configuration of a product involves shaping its functions and characteristics to make it suitable for customer use.

Configuration management - Configuration management ensures that the product of a project meets all necessary specifications and stipulations. It provides well-defined standards for the management and team to guarantee that they meet quality and functional requirements, as well as any other characteristics considered important.

Consensus - A decision agreed upon by all members of a group.

Constraint - A limitation on a project. Among other things, constraints may be financial or based on time or resource availability.

Constructability - Constructability is a concept used in complex hard projects to assess and examine the entire construction process before beginning construction. It reduces the number of errors, setbacks, and delays once construction work actually begins.

Construction - The process by which a team builds infrastructure. Construction projects are complex. Engineers and architects supervise them, while a project manager manages the project work.

Consumable resource - A nonrenewable resource that cannot be used once consumed.

Contingency plan - An alternative or additional course of action planned in anticipation of the occurrence of specific risks.

Contingency reserve - An allocation of time or money (or both) set aside for the occurrence of known possibilities that could delay a project or make it more expensive. It is not the same as a management reserve, which is an allocation made for unforeseeable circumstances. Use of a contingency reserve is typically authorized upon the occurrence of a contingency.

Contract administration - The process by which a team manages a relationship with a contracting party. It establishes protocols for dealings between contracting parties.

Contract closeout - The process of determining whether the terms of a contract were completed successfully and of settling any remaining terms.

Control Account - A work breakdown structure tool that allows aggregation of costs for work packages as part of earned value management calculations.

Control chart - Control charts compare process results with historical averages and process control limits to show whether a process meets results expectations. If a process’s results are inconsistent or fall outside process control limits, it may need to be examined and adjusted.

Core process - A process that follows an established order and is central to the performance of the process system or project of which it is part.

Corrective action - A step taken to bring work back into alignment with performance expectations after it has failed to meet expectations. A corrective action, which is reactive, is not the same as a preventive action, which is proactive.

Cost baseline - The sum of work package estimates, contingency reserve, and other associated costs by which project performance is assessed. A formal change control process is necessary to change the cost baseline.

Cost benefit analysis - A Cost benefit analysis is used to weigh project costs against anticipated tangible project benefits.

Cost engineering - The application of scientific and engineering principles to several aspects of cost management. Among other things, cost engineers contribute to estimation procedures and project cost management. Cost engineering may also be called project controls in some industries.

Cost management plan - This plan details how project costs will be planned, funded, and controlled. It is a part of the project management plan.

Cost of quality - The cost associated with ensuring project quality. This cost may mean the difference between unacceptable and acceptable project results.

Cost overrun - A cost overrun occurs when unexpected costs cause a project’s actual cost to go beyond budget.

Cost performance index - A cost performance index measures the cost efficiency of a project by calculating the ratio of earned value to actual cost.

Cost plus fixed fee contract (CPFC) - Under a cost plus fixed fee contract, the seller is reimbursed for costs incurred and paid a predetermined fixed fee.

Cost plus incentive fee contract (CPIF) - Under a cost plus incentive fee contract, the seller is reimbursed for costs incurred and paid an additional fee if they meet performance criteria specified in the contract.

Cost plus percentage of cost contract (CPPC) - Under a cost plus percentage of cost contract, the seller is reimbursed for costs incurred and paid an additional amount equal to a percentage of the costs incurred if they meet performance criteria specified in the contract.

Cost reimbursable contract - A cost reimbursable contract is a contract under which a seller is reimbursed for costs incurred and paid an additional sum as per a predetermined agreement as profit. They are typically negotiated for projects with costs that are not fully known or not well defined.

Cost variance - The Cost variance of a project is its earned value minus its actual cost. A negative cost variance indicates that a project is running over budget. A positive cost variance indicates that a project is running below budget.

Cost/schedule impact analysis - A cost/schedule impact analysis determines the effects of a particular change on a project’s cost or schedule.

Crashing - A schedule compression technique used to speed up project work by increasing the rate at which critical path activities are completed by adding more resources — usually more personnel or more equipment. Crashing increases project costs, so it is used first on activities that can be sped up at the least additional cost.

Critical chain project management (CCPM) - Critical chain project management is an approach to managing projects that emphasizes the resources needed to complete project activities over activity order and durations set in a schedule. It uses resource optimization techniques like resource leveling and requires that activity start times be flexible.

Critical incident stress debriefing (CISD) - CISD is a psycho-educational exercise for small groups who have experienced a traumatic event. It is sometimes used in project management to help project teams cope with trauma and to rebuild team cohesion.

Critical path activity - A scheduled activity that is part of a project’s critical path.

Critical path method - The Critical path method is used to estimate the shortest length of time needed to complete a project and to determine the amount of float for activities that are not part of the critical path.

Critical success factor - A critical success factor is an aspect of a project that is crucial to the success of the project.

Criticality index - Each project activity is assigned a percentage called a criticality index, which is a measure of how frequently it is a critical activity in project simulations. Activities with high criticality indexes are likely to prolong project duration if delayed.

Current finish date -  The most up-to-date estimate of when an activity will finish.

Current start date - The most up-to-date estimate of when an activity will start.

Current state - A detailed representation of current business processes that is used as a point of comparison for efforts to analyze and improve processes’ efficiency, effectiveness, and outputs.

D - Project Management Terms

Data date - A data date, also called an as-of date, is a point at which a project’s status is measured and documented. It separates actual data from scheduled data.

Decision tree analysis - A diagrammatic technique used to illustrate a chain of decisions and to examine the implications of multiple decision-making or situational outcomes.

Decomposition - The hierarchical breaking down of project deliverables into smaller components that are easier to plan and manage.

Defect repair - An action taken to remedy a product that is nonfunctional or does not match expectations or requirements.

Define - The phase in the portfolio life cycle in which projects, programs, and any organizational changes needed to realize strategic objectives are identified and examined.

Definitive estimate - A definitive estimate reaches a total project cost estimate by computing cost estimates for all a project’s work packages. Definitive estimating is considered a highly accurate estimation technique, with estimates falling within a ten-percent range of the actual budget.

Deflection - The transferring of risk to another party, generally via a contract.

Deliverable - A final product or product component that must be provided to a client or stakeholder according to contractual stipulations.

Delphi technique - An estimation method based on expert consensus. Experts make estimates individually and simultaneously and then review their estimates as a group before making another set of estimates. The process is repeated, with the pool of estimates typically becoming narrower after each round of review until a consensus is reached. (See also wideband delphi )

Dependency - A logical relationship between project activities in a network diagram that determines when a dependent activity may begin.

Discrete effort - Project work directly associated with components of a work breakdown structure. It is directly measurable. Discrete effort is one of three types of activities used to measure work performance as part of earned value management.

Discretionary dependency - The preferred way to sequence activities when there is no logical limitation on how they must be ordered.

Do nothing option - An element of a project business case that states the consequences, if any, of not undertaking the project.

Drawdown - A method used to exercise control on the release of project funds. Instead of making entire project budgets available from the outset, management may choose to release funds at specific times. These releases are called drawdowns. Drawdowns may coincide with phase gates so that funds are released at the beginning of each phase.

Dummy activity - In activity-on-arrow diagrams, where arrows represent activities, dummy activities show logical relationships between activities. They are not actual activities themselves - dummy activity arrows are drawn with broken lines to differentiate them from regular activity arrows.

Duration - The amount of time taken to complete an activity or task from start to finish.

Duration compression - Duration compression techniques shorten a project’s duration without reducing its scope. This typically requires additional expenditure. There are two main duration compression techniques: crashing and fast tracking. (See also schedule compression technique )

Dynamic systems development method - The dynamic systems development method is one of the agile product development methodologies. Like other members of the agile family, it conducts development in a series of iterations, with user-story-based improvements made in increments. The dynamic systems development method operates with fixed cost and time constraints and uses the MoSCoW prioritization method to identify the desired product requirements with these constraints in mind.

E - Project Management Terms

Early finish date - The earliest time by which a scheduled project activity can logically finish.

Early start date - The earliest time by which a scheduled project activity can logically start.

Earned schedule - A method of measuring schedule performance that improves upon traditional earned value management. Earned value management tracks schedule variance only in terms of money and not in terms of time and thus does not accurately indicate schedule performance by the end of a project. To address this discrepancy, earned schedule theory uses the same data as traditional earned value management but tracks schedule performances separately with respect to money and time.

Earned value - A concept used to gauge project schedule and cost performance. Portions of the project budget are assigned to components of the work breakdown structure, and successful completion of a work breakdown structure component is understood as value earned through work.

Earned value management - A method of measuring project performance and progress with regard to scope, time, and costs. It is based on the use of planned value (where portions of the budget are allotted to all project tasks), and earned value (where progress is measured in terms of the planned value that is earned upon completion of tasks).

Effort - The amount of labor needed to complete a task. It is measured in person-hours or similar units.

Effort estimate - A calculated approximation of the effort — measured in staff-hours or similar units — needed to complete an activity.

Effort management - The most efficient allocation of time and resources to project activities.

End user - The person or persons who will eventually use the product of a project. Products are designed with end users in mind.

Enhancement, maintenance, and upgrade (EMU) - Enhancement, maintenance, and upgrade are project classifications used in the software development industry. Enhancement projects involve improving the functionality or performance of software. Maintenance projects keep software functioning as expected. Upgrade projects create a new version of the software, called a release.

Enterprise environmental factors - Internal and external factors that can impact projects. They include such things as climate, available resources, and organizational structure.

Enterprise modeling - Enterprise modeling is the creation of a model to represent an organization’s structure, processes, and resources. Enterprise models are built to increase understanding of how organizations work. They form the basis of improvement or restructuring efforts.

Epic - A set of similar or related user stories.

Estimate at completion (EAC) - The estimated total cost for all project work, calculated as the sum of the actual cost and the estimate to complete.

Estimate to complete (ETC) - At a given point in a project, the estimate of the cost of the work that still needs to be completed.

Estimating funnel - A metaphor for the increased accuracy in estimation made possible as a project progresses.

Estimation - The use of estimating techniques to reach approximations of unknown values.

Event chain diagram - A visual representation of a schedule network based on event chain methodology. It shows relationships between project activities and risk events.

Event chain methodology - A schedule network analysis method that enables uncertainty modeling. It is used to identify risk events’ impact on a schedule.

Event-Driven - The adjective describes an action that is prompted by the occurrence of an event.

Execution phase - The execution phase begins after activity approval and is the phase in which the team executes the project plan. Execution is typically the longest and most expensive phase in the project management life cycle.

Executive sponsor - Typically a member of the organization’s board who is ultimately responsible for the success of the project. They provide high-level direction to project managers and are accountable to the board for project success.

Expert judgment - The practice of using expert opinion to guide decision making.

External dependency - An outside relationship that affects the completion of a project activity.

Extreme programming (XP) - An agile software development methodology that emphasizes a high degree of responsiveness to evolving customer demands. Development cycles in extreme programming are short, and releases are frequent. Its main features include high-volume communication with customers and pair programming.

Extreme project management (XPM) - An approach to project management used mostly for complex projects with a high degree of uncertainty. XPM is designed for projects where requirements are expected to change. Therefore, it focuses on flexibility more than rigid scheduling. Where traditional project management proceeds sequentially through the project management life cycle and thus clearly defines problems, scopes, and solutions, extreme project management accepts that all three aspects will change as the project proceeds and thus emphasizes continual learning over deterministic planning.

F and G - Project Management Terms

Fallback plan - A predetermined alternative course of action adopted if a risk occurs and  a contingency plan proves unsuccessful in avoiding the risk’s impact.

Fast tracking - A schedule compression technique or duration compression technique in which the duration of a critical path is shortened by performing sections of some critical path activities concurrently instead of consecutively.  

Feasibility study - An evaluation of how likely a project is to be completed effectively, or how practical it is, taking resources and requirements into consideration.   

Finish-To-Start - In a finish-to-start relationship, a successor activity cannot start until a predecessor activity has finished.

Finish-To-Finish - In a finish-to-finish relationship, a successor activity cannot finish until a predecessor activity has finished.

Fishbone diagram - A fishbone diagram is used in project management to identify and categorize the possible causes of an effect. (See also Ishikawa diagram )

Fixed duration - A task in which the time required for completion is fixed.

Fixed formula method - The fixed formula method calculates earned value in a given period of time by splitting a work package budget between the start and completion milestones of a work package. A known proportion of value is earned upon beginning the work package, and the rest is earned upon completing the work package.

Fixed price contract (FPC) - A fixed price contract pays an agreed-upon fee and does not incorporate other variables, such as time and cost.

Fixed units - A task in which the number of resources used is fixed.

Fixed work - A task in which the amount of effort required is fixed.

Float - A measure of the schedule flexibility involving a particular task.

Flowchart - A diagram that lays out the complete sequence of steps in a process or procedure.

Focused improvement - An improvement strategy based on the theory of constraints. Attention is focused on addressing one limiting factor — called a constraint — at a time in order to optimize a system. Each constraint is improved until it no longer limits the system’s performance.

Fordism - Fordism, named for Henry Ford, is a manufacturing system in which mass-produced goods are priced affordably enough that those producing them may reasonably buy them with their own wages.

Forecast - A prediction or estimation of future project status based on available information.

Formal acceptance - The step at which authorized stakeholders sign off on a product, indicating that it meets their expectations.

Forward pass - A technique used to calculate early start and finish dates by working forwards from a point in a project schedule model.

Free float - The amount of time by which an activity can be postponed without affecting the early start dates of a successor activity.

Functional manager - The individual in charge of all activities carried out by a particular functional department within an organization.

Functional organization - An organization which organizes and manages staff members in groups based on specialty areas.

Functional requirements - The working characteristics of a product. These are based on how end users will use the product.

Future state - A detailed representation of the ideal condition of a company’s business processes after improvement.

Gantt chart - A Gantt chart is a type of bar chart that shows all the tasks constituting a project. Tasks are listed vertically, with the horizontal axis marking time. The lengths of task bars are to scale with tasks’ durations. (See also bar chart )

Gate - An end-of-phase checkpoint at which decisions are made regarding whether and how to continue with the project. (See also phase gate )

Go/No go - A point in a project at which it is decided whether to continue with the work.

Goal - An objective set by an individual or an organization. It is a desired endpoint reached by setting and working towards targets.

Goal setting - The process of creating specific, measurable, and attainable goals and of setting deadlines for these goals if desired.

Gold plating - The practice of incorporating features and improvements that go beyond a product’s agreed-upon characteristics. This is generally done to boost customer satisfaction.

Governance - The structure by which roles and relationships between project team members and an organization’s high-level decision makers are defined.

Graphical evaluation and review technique (GERT) - A network analysis technique that uses Monte Carlo simulation to bring a probabilistic approach to network logic and the formation of duration estimates. It is an alternative to the PERT technique but is not often used in complex systems.

H, I, and K - Project Management Terms

Hammock activity - In a schedule network diagram, a hammock activity is a type of summary activity that represents a number of grouped - but unrelated -smaller activities that occur between two dates.

Handover - In the project life cycle, a handover is the point at which deliverables are given to users.

Hanger - An unplanned break in a network path, usually caused by oversights regarding activities or dependent relationships between activities.

HERMES - A project management method created by the Swiss government and used by IT and business organizations. It is a simplified project management method that can be adapted to projects with varying degrees of complexity. It provides document templates to expedite project-related work.

High-Level requirements - The high-level requirements explain the major requirements and characteristics of the final product, including its purpose as a product and within the company. (See also product description )

Historical information - Data from past projects used in the planning of future projects.

Human resource management plan - A human resource management plan details the roles of and relationships between personnel working on a project, as well as how personnel will be managed. It is part of the project management plan.

Hypercritical activities - Critical path activities with negative slack time. They are created when a sequence of critical path activities leading up to another activity is too long to be completed in the stated duration.

Information distribution - The channels used to provide stakeholders with timely information and updates regarding a project.

Initiation phase – The formal start of a new project. It involves receiving proper authorization and creating a clear definition for the project.

Inputs - The information required to start the project management process.

Inspection - The process of reviewing and examining the final product to assess compliance to initial requirements and expectations.

Integrated assurance - The process of coordinating assurance activities across a number of assurance providers.

Integrated change control - The coordination of changes throughout all aspects of a project, including scope, budget, and schedule.

Integrated master plan (IMP) - A project management tool used to break down project work in large, complex projects. It lists project tasks and events in a hierarchical structure and shows relationships between them.

Integrated master schedule (IMS) - An integrated master schedule is produced from an integrated master plan. It is a list of all project tasks represented as a networked schedule.

Integration management plan - A document that explains integration planning and details how changes to project aspects will be managed.

Integration planning - The process of deciding how project elements will be integrated and coordinated and how changes will be addressed throughout the project management process.

Integrative management - Management processes that coordinate a number of project aspects including cost, schedule, and resources (among others).

Invitation for bid - An invitation for expressions of interest that a procuring organization extends. (See also request for proposal )

Ishikawa diagram - Ishikawa diagrams are used in project management to identify the possible causes of an effect. (See also fishbone diagram )

ISO 10006 - A set of quality-management guidelines for projects. It is a standard created by the International Organization for Standardization.

Issue - Anything that can cause problems for a project. The term typically refers to major problems that cannot be tackled by the project team on their own.

Issue log - Project issues and the persons responsible for resolving them. It may also include issue status, plans for resolution, and resolution deadlines.

Iteration - A concept from iterative software development that specifies a fixed time cycle for development work, typically a few weeks long. The development life cycle consists of a number of iterations, sometimes with a functional version of the software produced at the end of each one. Iterative development prioritizes time over scope, so there are rarely concrete requirements to be achieved in an iteration.

Iterative development - Iterative development focuses on developing products in a series of repeated fixed-time iterations, instead of working towards a single deliverable. At the end of an iteration, the team assesses progress and sets targets for the next iteration.

Iterative and incremental development - Iterative and incremental development is any combination of the iterative and incremental development approaches. It is an alternative to the waterfall development method: instead of focusing on sequential development with a single end product, it passes through a number of development cycles, with an improved version of the product, called an increment, produced at the end of each iteration.

Kanban - The word kanban means visual signal in Japanese. Kanban is a visual communication approach to the project management process. It uses visual tools like sticky notes or virtual cards in an online bulletin board to represent project tasks and to track and indicate progress throughout a project.

Kickoff meeting - The first meeting between a project team and stakeholders. It serves to review project expectations and to build enthusiasm for a project.

Key performance indicator (KPI) - A Key performance indicator is a metric for measuring project success. Key performance indicators are established before project execution begins.

L - Project Management Terms

Lag/Lag time - A necessary break or delay between activities.

Late finish date - The latest possible date a scheduled activity can be completed without delaying the rest of the project.

Late start date - The latest possible date a scheduled activity can be started without delaying the rest of the project.

Lateral thinking - Lateral thinking involves using a roundabout method to inspire new ideas or solutions. It can be done in a variety of ways, from using a random word to choosing an object in a room as a basis for thought.

Lead/Lead time - The amount of time an activity can be brought forward with respect to the activity it is dependent upon.

Lean manufacturing - A production methodology based on the idea of streamlining and doing more with less, such as by providing customers with the same product value while eliminating waste and thus reducing production costs.  

Lean six sigma – Lean six sigma combines the no-waste ideals of lean manufacturing with the no-defects target of six sigma. The goal of Lean six sigma is to eliminate waste and defects so that projects cost less and deliver more consistent quality.

Lessons learned - The sum of knowledge gained from project work, which can be used as references and points of interest for future projects.

Level of effort - Work that is not directly associated with components of a work breakdown structure but that can instead be thought of as support work. Examples of level of effort include maintenance and accounting. It is one of three types of activities used to measure work performance as part of earned value management.

Life cycle - The entire process used to build its deliverables. Life cycles are divided into a number of phases. A variety of life cycle models are in use in project management.

Line of balance - A graphical technique used to illustrate relationships between repetitive tasks in projects such as building identical housing units. Each set of repetitive tasks is illustrated as a single line on a chart. Project managers look for places where dependent tasks intersect, indicating that the successor task must be delayed.

Linear sequential model - A linear sequential model moves through a project life cycle’s phases systematically and sequentially. It is typically used for small projects with straightforward requirements, since sequential development makes it difficult to revise design based on testing or preliminary feedback. (See also waterfall model )

Linear scheduling method - A graphical scheduling technique used to assign resources when project work consists of repetitive tasks. It focuses on maximizing resource use and reducing time wastage due to interruptions.

Logic network - A chronologically arranged diagram that shows relationships between project activities.

Logical relationship - A dependency between project activities or between project activities and milestones.

M - Project Management Terms

Management - The act of overseeing planning, personnel, and resources to achieve a goal.

Management process - The act of planning and executing a project or process to meet a defined set of objectives or goals. Management processes may be carried out at multiple levels within organizations, with the scale and scope of activities typically increasing up the organizational hierarchy.

Management reserve - An allocation of money or time (or both) to address unforeseeable circumstances that might delay or increase the costs of a project. A management reserve is not the same as a contingency reserve, which is an allocation made for known possibilities. The senior management must typically approve any release of funds from a management reserve.

Management science (MS) - A field of study that seeks to improve organizational decision making through the use of quantitative and scientific research methods. It evaluates management decisions and outcomes to find optimal solutions to problems, and thus enables better decision making. (See also operations research )

Master project - A master project file comprises a number of smaller projects, called subprojects, arranged hierarchically.

Matrix organization - Employees in a matrix organization report to more than one boss, with different lines of reporting representing different organizational projects or functions. A matrix structure can boost employee engagement and cross-field approaches to problem solving, but it can also create ambiguity over an employee’s role.

Maturity model - Maturity is the extent to which an organization’s methods, processes, and decisions are standardized and optimized. A maturity model assesses one or more of these aspects against a set of external benchmarks to determine an organization’s maturity level. Maturity models allow organizations to assess themselves according to management best practices. They typically offer recommendations for improvement.

Megaproject - A complex, large-scale, and high-investment project. Only hard projects may be termed megaprojects.

Merge point - A point in a network diagram at which multiple predecessor activities culminate in a single successor activity. The successor activity may not start until all the predecessor activities have finished.

Milestone - Milestones indicate specific progress points or events in project timelines. They mark progress needed to complete projects successfully.

Milestone schedule - A milestone schedule details the time relationships associated with project milestones.

Mission statement - A concise enunciation of the goals of an activity or organization. Mission statements are usually a short paragraph, and can be created for entire organizations or for individual projects. They are designed to provide direction and guidance.

Modern project management - An umbrella term for a number of contemporary management strategies. In contrast to traditional management, modern project management: features more recognition of quality and scope variation; refines processes more frequently; stresses collective, interdisciplinary knowledge and team consensus over individual leadership. It is also less based on traditional hierarchies- modern project teams draw from a range of organizational levels and functional areas.

Monte Carlo simulation/technique - Monte Carlo simulation is a computer-based technique that performs probabilistic forecasting of possible outcomes to facilitate decision making. For each possible decision — from the most high-risk to the most conservative — a Monte Carlo simulation provides decision makers with a range of possible outcomes and the likelihood that each will occur.

MoSCoW - The MoSCoW prioritization method allows project managers to communicate with stakeholders on the importance of delivering specific requirements. The acronym indicates four categories of priority and importance for project requirements. Each requirement is prioritized as a “must have,” a “should have,” a “could have,” or a “won’t have.”

Most Likely Duration - An estimate of the most probable length of time needed to complete an activity. It may be used to compute expected activity duration through a technique called three-point estimation.

Motivation - A reason or stimulus that makes a person behave in a certain manner. In management, motivation refers to the desire to pursue personal or organizational goals and is positively associated with productivity.

Murphy’s Law - Murphy’s Law — “What can go wrong will go wrong.” — is cited in project management as a reason to plan adequately for contingencies.

N - Project Management Terms

Near-critical activity - A near-critical activity has only a small amount of total float, or slack time. Near-critical activities have a high chance of becoming critical since their float is easily exhausted.

Near-critical path - A series of activities with only small amounts of total float, called near-critical activities. A near-critical path may become a critical path if its float is exhausted.

Negative variance - The amount by which actual project performance is worse than planned project performance. Negative variances in time and budget show the project is taking longer and is more expensive than planned, respectively.

Negotiation - A discussion to resolve an issue between parties. Negotiations can take place at any point during an activity and may be formal or informal.

Net present value (NPV) - Net present value is a concept that compares the present value of a unit of currency to its inflation-adjusted possible value in the future. It allows organizations to determine the financial benefits, or lack thereof, of long-term projects.

Network Path - In a schedule network diagram, a network path is a logically connected continuous series of activities.

Node - In a network diagram, a node is a point at which dependency lines meet. In activity-on-node diagrams, nodes represent activities. In activity-on-arrow diagrams, they represent events or stages.

Nonlinear management (NLM) - Nonlinear management refers broadly to management practices which emphasize flexibility, self-organization, and adaptation to changing circumstances. It runs counter to concepts in linear management, which seek to impose structure on organizations. The defining characteristics of nonlinear management include encouragement of out-of-the-box thinking, proactivity in responding to challenges, and flexible working arrangements for employees.

O - Project Management Terms

Objective - A clear, concise statement about what an activity is meant to accomplish. Objectives are written to be SMART: specific, measurable, achievable, realistic, and time-bound. A successful project meets all its stated objectives.

Operations and maintenance - Operations and maintenance is the stage at which a project or system is handed over to staff who will put it into full operation and carry out routine maintenance.

Operations management - The duty of ensuring that an organization's operations are functioning optimally. Operations managers maintain and improve the efficacy and efficiency of business processes. They seek to develop operations which deliver high-quality outputs while keeping costs low.

Operations research (OR) - A field of study that uses mathematical, statistical, and scientific methods to aid and optimize decision making. It uses techniques such as mathematical modeling and optimization to enable better decision making. (See also management science )

Opportunity - In project management, an opportunity is a possibility that can contribute to project objectives. Opportunities in project management are classified as a type of risk.

Opportunity cost - The opportunity cost of a particular course of action is the loss of potential gains from all alternative courses of action.

Optimistic duration - An estimate of the shortest length of time needed to complete a specific activity or task. It may be used to compute expected activity duration through a technique called three-point estimation.

Order of magnitude estimate - An order of magnitude estimate provides an early, imprecise idea of the time and money required to complete a project. It uses historical data from completed projects to form adjusted estimates for similar new projects, usually presenting these estimates as ranging from -25 percent to +75 percent of the actual budget to indicate the levels of uncertainty involved.

Organization - A formally structured arrangement of parties that actively pursues a collective purpose. Organizations can be affected by external factors, and they in turn can affect the external environment.

Organization development - Broadly, organization development involves strategic efforts to improve aspects of organizational performance such as efficacy, efficiency, and sustainability, as well as aspects of organizational health such as employee satisfaction and engagement. The term may also refer to a field of study focusing on the characteristics of organizations and their growth and evolution.

Organizational breakdown structure - A hierarchical model of an organization's units and all its activities. It shows relationships between activities and organizational units and indicates the responsibilities of each unit, thus providing a holistic perspective of how an organization operates.

Organizational enabler - Any practice, tool, knowledge, or skill base that facilitates an organization’s pursuit of its objectives may be termed an organizational enabler.

Organizational planning   - The strategic process of defining roles, responsibilities, and reporting hierarchies for parties within an organization, keeping the organization’s objectives in mind. It is carried out based on the principles and strategies by which an organization manages its members.

Organizational process assets - The specific set of formal and informal plans and processes in use at an organization. They also constitute the sum of knowledge and experience accumulated from past efforts. Organizational process assets are essentially the unique knowledge and processes that facilitate an organization’s operations.

Organizational project management - A strategic approach that emphasizes the effective management of projects, programs, and portfolios as the best way to pursue organizational objectives. It focuses on aligning an organization’s activities with its objectives and on managing these activities collectively, so they contribute to objectives.

Organizational project management maturity - A measure of an organization’s ability to meet its objectives by effectively managing all its activities. It can be assessed with a maturity model called the OPM3, which, like other maturity models, provides comparisons and recommendations for improvement.

Output - In project management, an output is the (usually physical) end product of a process.

Overall change control - The evaluation, coordination, and management of project-related changes. It concerns both the effective integration of changes to benefit the project and the management of adverse changes or emergencies, so that project activities are not disrupted.

P - Project Management Terms

P3 assurance - P3 assurance involves satisfying sponsors and stakeholders that projects, programs, and portfolios are on course to meet performance expectations, fulfill objectives, and meet requirements.

P3 management - P3 management refers collectively to the management of projects, programs, and portfolios.

Parallel life cycle - In a parallel life cycle, certain phases are conducted in parallel (they overlap).

Parametric estimating - A technique for estimating cost and duration based on using historical data to establish relationships between variables — for example, calculating unit costs and the number of units required to complete a similar activity.

Pareto chart - A Pareto chart is a combination bar chart and line graph where the bars represent category frequencies in descending order from left to right, and the line tracks the cumulative total as a percentage.

Path convergence - On a schedule network diagram, path convergence occurs when an activity has multiple predecessors.

Path divergence - On a schedule network diagram, path divergence occurs when an activity has multiple successors.

Percent complete - The percent complete indicates the amount of work completed on an activity as a percentage of the total amount of work required.

Performance measurement baseline - A performance measurement baseline uses the schedule, cost, and scope baselines to create a point of comparison by which project performance is assessed. Variance from the performance measurement baseline may prompt corrective action.

Performance reporting - Performance reporting is formally informing stakeholders about a project's current performance and future performance forecasts. The aspects of performance to be reported are typically laid out in a communications management plan.

Performing organization - The performing organization for a project is the one whose members and resources most directly perform the project work.

Pessimistic duration - The pessimistic duration is an estimate of the longest length of time needed to complete a specific activity or task. It may be used to compute expected activity duration through a technique called three-point estimation.

PEST analysis - A PEST analysis examines how political, economic, social, and technological factors might affect a project.

Phase - A distinct stage in a project life cycle.

Phase gate - A phase gate is an end-of-phase checkpoint where the project leadership reviews progress and decides whether to continue to the next phase, revisits work done in the phase, or ends the project.

Planned value (PV) - The budget assigned to the work it is meant to accomplish. (See also budgeted cost for work scheduled )

Planning - The development of a course of action to pursue goals or objectives.

Planning phase - In project management, planning refers specifically to a phase of the life cycle that involves creating plans for management, control, and execution, as well as for what a project is meant to accomplish.

Planning poker - A consensus-based estimation technique. It attempts to avoid the anchoring effect — where the first estimate forms a baseline for all subsequent estimates — by having project team members make estimates simultaneously and discuss their estimates until they reach agreement.

Portfolio - A collectively managed set of programs and projects.

Portfolio balancing - An aspect of organizational project management, portfolio balancing involves selecting and tailoring a portfolio’s components so they can be managed in line with organizational objectives.

Portfolio charter - A portfolio charter details the formal structure of a portfolio and describes what it is meant to achieve. It authorizes the creation of a portfolio and connects its management with organizational objectives.

Portfolio management - The collective management of portfolios and their components in line with concepts of organizational project management.

Portfolio manager - The individual responsible for balancing and controlling a portfolio in line with concepts of organizational project management.

Portfolio, program, and project management maturity model (P3M3) - The P3M3 assesses organizational performance in portfolio, program, and project management via a set of key process areas (KPAs). Like other maturity models, the P3M3 allows organizations to measure their performance against external benchmarks and provides a roadmap for project performance and delivery improvement.

Positive variance - The amount by which actual project performance is better than planned project performance. Positive variances in time and budget show the project is proceeding faster and is less expensive than planned, respectively.

Precedence diagramming method (PDM) - The process of constructing a project schedule network diagram. It illustrates the logical relationships between project activities and shows the order in which they must be performed by using nodes to represent activities and arrows to show dependencies. PDM also indicates early and late start and finish dates, as well as activity durations.

Precedence network - A precedence network visually indicates relationships between project activities. Boxes and links are used to represent activities and activity relationships. Precedence networks also detail the time relationships and constraints associated with activities.

Predecessor activity - In a schedule, a predecessor activity logically comes immediately before another activity, which is dependent on the predecessor.

Preventive action - A step taken to ensure future work does not stray from performance expectations. A preventive action, which is proactive, is not the same as a corrective action, which is reactive.

PRINCE2 - PRINCE2 is an acronym for projects in controlled environments, version 2. It is a project management methodology that emphasizes business justifications for projects.  PRINCE2 management is based on clear organization of project roles and responsibilities and managing when necessary rather than by obligation. It involves planning and executing projects in a series of stages, with stipulated requirements for each work package.

PRiSM - PRiSM is an acronym for projects integrating sustainable methods. It is a project management methodology that focuses on minimizing negative impacts on society and the environment. PRiSM focuses on sustainability. It is essentially green project management.

Probability and impact matrix - A visual framework for categorizing risks based on their probability of occurrence and impact.

Problem statement - A problem statement concisely states and describes an issue that needs to be solved. It is used to focus and direct problem-solving efforts.

Process - A process is a repeatable sequence of activities with known inputs and outputs. Processes consume energy.

Process architecture - The sum of structures, components, and relationships that constitute a process system, which is a complex system of processes. It refers to the overall design of a process system and comprises both infrastructure (the constituent parts and relationships) and suprastructure (the larger system of which the process system is part).

Process management - The act of planning, coordinating, and overseeing processes with a view to improving outputs, reducing inputs and energy costs, and maintaining and improving efficiency and efficacy.

Process-based project management - A methodology that views projects as means of pursuing organizational objectives. It involves using an organization’s mission and values to guide the creation and pursuit of project objectives. If project objectives aren’t in alignment with the company mission statement, they are amended accordingly.

Procurement management plan - A procurement management plan explains how an organization will obtain any external resources needed for a project.

Product breakdown structure (PBS) - A product breakdown structure is used in project management to record and communicate all project deliverables in a hierarchical tree structure. It may be thought of as a comprehensive list of all project outputs and outcomes.

Product description - A product description defines and describes a project product and its purpose. (See also high-level requirements )

Product verification - Product verification involves examining a deliverable to ensure, among other things, that it meets requirements, quality benchmarks, and expectations set by the product description. It is conducted before a product is presented to a customer for acceptance.

Professional development unit (PDU) - A continuing education unit that project management professionals (PMPs) take to maintain certification.

Program - A collectively managed set of projects.

Program charter - An approved document that authorizes the use of resources for a program and connects its management with organizational objectives.

Program Evaluation and Review Technique (PERT) - PERT is a statistical method used to analyze activity and project durations. PERT networks are typically illustrated with activity-on-arrow diagrams. The method makes use of optimistic, pessimistic, and most likely durations to estimate expected durations for project activities and to determine float times, early and late start dates, and critical paths. (See also three-point estimating )

Program management - The collective management of programs and their components in line with concepts of organizational project management.

Program manager - A program manager has formal authority to manage a program and is responsible for meeting its objectives as part of organizational project management methods. They oversee, at a high level, all projects within a program.

Progress analysis - The measurement of progress against performance baselines. Progress analysis collects information about the status of an activity that may prompt corrective action.

Progressive elaboration - The practice of adding and updating details in a project management plan. It aims at managing to increase levels of detail as estimates are revised, and more up-to-date information becomes available.

Project - A temporary, goal-driven effort to create a unique output. A project has clearly defined phases , and its success is measured by whether it meets its stated objectives.

Project accounting - In project management, project accounting deals with reporting on the financial status of projects. It measures financial performance and actual costs against budgets or baselines. Therefore, it complements project management while providing financial information to the sponsor. Project accounting may also be referred to as job cost accounting.

Project baseline - A project baseline comprises the budget and schedule allocations set during the initiation and planning phases of a project. Assuming the scope of the project remains unchanged, it may be used to determine variance from budget or schedule.

Project calendar - A project calendar indicates periods of time for scheduled project work.

Project charter - A Project charter is a document that details the scope, organization, and objectives of a project. It is typically created by a project manager and formally approved by the sponsor. A project charter authorizes the project manager’s use of organizational resources for the project and is understood to be an agreement between the sponsor, stakeholders, and project manager. (See also project )

Project cost management (PCM) - The use of an information system to estimate, measure, and control costs through the project life cycle. It aims at completing projects within budgets.

Project definition - A project definition or project charter is a document created by a project manager and approved by a project sponsor that details the scope, organization, and objectives of a project. It authorizes a project manager’s use of resources for a project and constitutes an agreement between the sponsor, stakeholders, and project manager (See also project charter )

Project management body of knowledge (PMBOK) - The PMBOK is a collection of project management-related knowledge maintained by the Project Management Institute.

Project management office - An organizational unit that oversees project management-related activities within an organization. It seeks to facilitate and expedite project work through the use of standard procedures. A project management office also functions as a repository of general, project-related knowledge and resources.

Project management process - A management process that encompasses all phases of a project, from initiation to the meeting of objectives.

Project management professional (PMP) - A Project management professional (PMP) is a person certified by the Project Management Institute upon completion of a course of formal education, an examination, and a certain number of hours managing projects. The certification is considered the gold standard in project management.

Project management simulators - Software training tools that teach project management skills via interactive learning and provide real-time feedback by which project management trainees can practice and reassess their decision making. Some simulators, such as the Monte Carlo simulator, are used to support and complement decision making in real projects.

Project management software - Project management software is a family of tools typically used in the management of complex projects. They provide the ability to: calculate estimates; create and manage schedules and budgets; track and oversee project activities and progress; assign and allocate resources; optimize decision making; and communicate and collaborate with members of a project team.

Project management triangle - A visual metaphor that illustrates relationships between scope, cost, and schedule. It expresses the idea that none of the three aspects can be amended without affecting the others.

Project manager - The person tasked with initiating, planning, executing, and closing a project, and with managing all aspects of project performance through these phases. The term is typically used for a project management professional. Project managers are able to use organizational resources for projects. They serve as contact points for sponsors, program managers, and other stakeholders.

Project network - A visual representation of the activities and dependencies involved in the successful completion of a project.

Project performance indicators - Measures used to assess project performance, usually with reference to project or performance baselines. These typically include cost, schedule, and scope statuses.

Project phase - A distinct stage in a project management life cycle. Each phase comprises a set of project-related activities.

Project plan - A document formally approved by the project manager, sponsor, and other stakeholders which states the approved cost, schedule, and scope baselines. It guides project execution, control, and quality and performance assessment. The project plan also forms the basis for communication between parties involved in a project. Project plans can vary in their levels of detail.

Project planning - Project planning is usually the longest phase of the project management life cycle. It involves determining cost, schedule, and scope baselines and using these to create a detailed roadmap for executing project activities and producing deliverables.

Project portfolio management (PPM) - A method of collectively managing a portfolio’s constituent programs and projects to pursue organizational objectives. It involves optimizing the mix and scheduling of projects to pursue objectives as effectively as possible. Project portfolio management is closely related to organizational project management.

Project schedule network diagram - A diagram is a visual representation of how scheduled project activities are ordered and related. Depending on the type of network diagram, boxes represent activities or events, and arrows indicate activities or dependencies, typically with expected durations.

Project scope statement - A project scope statement details what a project is meant to achieve and describes the deliverables expected. It forms the basis of measurable objectives by which the success of a project will be assessed. Project scope statements are typically part of project plans.

Project stakeholders - Broadly, a Stakeholder is any party which may be affected by a project. In project management, the term usually refers to parties with an interest in the successful completion of a project.

Project team - A project team is responsible for leading and collectively managing a project and its related activities through the project’s life cycle. Project teams may contain members from several different functional groups within an organization. Depending on the nature of the project, a project team may be disbanded upon completion of a project.

Project tiers - Project sizing categorizes projects into project tiers based on staff power or time required for completion to determine the most appropriate project management practices.

Projectized organization - A projectized organization arranges all its activities into a collection of projects, programs, and portfolios. Projects are typically completed for external clients or customers. The prioritization of project work means the project manager can utilize resources and assign work as they see fit.

Proof of concept - A proof of concept is derived from a pilot project or experiment that examines whether an activity can be completed, or a concept can be realized. It shows the feasibility of an idea.

Proport - The term proport is used to define the sum of unique skills that team members bring to a project. These skills can be harnessed for collective benefit.

Q - Project Management Terms

Qualitative risk analysis - A project management technique that subjectively analyzes risk probability and impact. The risks are categorized on a probability and impact matrix, and those deemed significant may undergo a quantitative risk analysis.

Quality - In project management, quality is a measure of a deliverable’s degree of excellence. Quality may also refer to a clearly defined set of stakeholder requirements by which results are assessed.

Quality assurance - A set of practices designed to monitor processes and provide confidence that result in deliverables meeting quality expectations. It may involve quality audits and the stipulated use of best practices.

Quality control - The use of standardized practices to ensure that deliverables meet stakeholder expectations. It involves not only the definition and identification of unacceptable results but also the management of processes to optimize results.

Quality management plan - A quality management plan identifies stakeholders’ quality expectations and details quality assurance and quality control policies to monitor results and meet these expectations. It is part of a project management plan.

Quality planning - Quality planning involves identifying expected quality standards and creating mechanisms to ensure these standards are met. It may also recommend corrective action if quality standards are not being met.

Quality, cost, delivery (QCD) - QCD is an approach to management that focuses on assessing production processes with regard to three aspects: quality, cost, and delivery. It seeks to simplify process management and facilitate decision making by providing objective information about each of the three aspects, with an understanding that modifications to any one aspect will also affect the others.

Quantitative risk analysis - The mathematical analysis of risk probability and impact. In project management, it is not a substitute for qualitative risk analysis. Instead, quantitative analysis is conducted after qualitative analysis and assesses risks that qualitative analysis has identified as significant.

R - Project Management Terms

RAID log - RAID is an acronym for risks, assumptions, issues, and dependencies. The RAID log is a project management tool that records developments in these four aspects of project work for the stakeholders’ benefit and for an end-of-project review.

RASCI/RACI chart - A RASCI chart is created during project initiation to identify those who are: responsible for project activities, accountable for ensuring that work is done, signing off on the work, consulted in relation to work activities, and informed about the status of the work. The acronym may be simplified as RACI . (See also responsibility assignment matrix )

Reengineering - Reengineering involves the extensive redesign or rethinking of core processes to achieve major performance improvements. It focuses on optimizing key performance areas such as quality and efficiency. Reengineering often involves restructuring organizations so that multi-functional teams can manage processes from start to end.

Release - In IT project management, a release is a fully functional software delivered to a customer as agreed, typically after a series of iterations.

Remote team - A remote team’s members work in collaboration, usually electronically, from different geographic locations.

Repeatable - The term repeatable is used to describe a sequence of activities that may be easily and efficiently replicated. Repeatable processes are economical since they typically avoid negative variances and have established operations.

Request for proposal - A formal invitation for expressions of interest that is extended by an organization looking to procure goods or services. (See also invitation for bid )

Request for quotation - Upon receipt of proposals after issuing a request for proposal, an organization will issue a request for quotations to shortlisted proposers, asking for detailed cost estimations for specific goods or services.

Requirements management plan - A requirements management plan explains how project requirements will be defined, managed, and delivered. It is part of a project management plan and is used to guide project execution and control to adequately deliver requirements.

Requirements traceability matrix - A table that tracks requirements through the project life cycle and product testing. It is used to ensure that a project is able to deliver the stipulated requirements during the verification process.

Requirements - A set of stipulations regarding project deliverables. They are a key element of the project scope and explain in detail the stakeholders’ expectations for a project.

Residual risk - Any risks that have not or cannot be addressed by risk mitigation or risk avoidance procedures.

Resource allocation - The assigning and scheduling of resources for project-related activities, ideally in the most efficient manner possible. Resource allocation is typically handled by a project manager, though they may be overridden by a program manager if resources are to be shared between multiple projects. (See also allocation )

Resource availability - Resource availability indicates whether a specific resource is available for use at a given time.

Resource breakdown structure - A hierarchical list of resources needed for project work, classified by type and function.

Resource calendar - A resource calendar indicates resource availability, usually by shift, over a period of time.

Resource leveling - A technique that involves amending the project schedule to keep resource use below a set limit. It is used when it is important to impose limits on resource use. Resource leveling can affect a project’s critical path.

Resource loading profiles - Resource loading profiles indicate the number and type of personnel required to do project work over periods of time.

Resource optimization techniques - Resource optimization techniques seek to reconcile supplies and demands for resources. Depending on whether project duration or limiting resource use is prioritized, they can be used to amend activity start and finish dates in ways that do or do not affect a project’s critical path. (See also resource leveling and resource smoothing )

Resource smoothing - A technique that makes use of float when allocating resources so as not to affect total project duration. It is used when project time constraints are important. Resource leveling does not affect a project’s critical path.

Resource-Limited schedule - A resource-limited schedule has had its start and end dates adjusted based on the expected availability of resources.

Resources - The elements needed for a project to successfully meet its objectives. Examples of resources include equipment, staff, locations, facilities, and money.

Responsibility assignment matrix - A responsibility assignment matrix identifies those who are: responsible for project activities, accountable for ensuring that work is done, consulted about work activities, and informed about the work status. (See also RASCI/RACI chart)

Retainage - The sum of money withheld from a contract payment until completion of the contract according to terms.

Return on investment (ROI) - The expected financial gain of a project expressed as a percentage of total project investment. It is used to assess the overall profitability of a project.

Risk - The probability of occurrence of a specific event that affects the pursuit of objectives. Risks are not negative by definition. In project management, opportunities are also considered risks.

Risk acceptance - Risk acceptance involves acknowledging a risk and not taking preemptive action against it.

Risk appetite - The amount and type of risk an organization is willing to accept in anticipation of gains. It is not the same as risk tolerance, which is the amount of variation in performance measures that an organization is willing to accept.

Risk assessment - An activity that involves identifying possible risks to a project and examining how these risks, if they occur, would affect objectives.

Risk avoidance - Risk avoidance focuses on avoiding threats that can harm an organization, its projects, or assets. Unlike risk management, which is geared toward mitigating the impact of a negative event, risk avoidance seeks to address vulnerabilities and make sure those events do not occur.

Risk breakdown structure - A hierarchical model of all risks, arranged categorically.

Risk category - A set of risks grouped by cause.

Risk efficiency - A concept based on the idea of maximizing the return-to-risk ratio. It can do this in two ways: by minimizing exposure to risk for a given level of expected return or by seeking the highest possible expected return for a given level of risk.

Risk enhancement - Risk enhancement involves increasing the probability of an opportunity, or positive risk, occurring.

Risk exploitation - Risk exploitation focuses on ensuring that an opportunity, or positive risk, occurs.

Risk identification - The process of identifying and examining risks and their effects on project objectives.

Risk management - A subset of management strategies that deals with identifying and assessing risks and acting to reduce the likelihood or impact of negative risks. Risk managers seek to ensure that negative risks do not affect organizational or project objectives.

Risk mitigation - Risk mitigation involves decreasing the probability of a negative risk occurring, as well as protecting project objectives from a negative risk’s impact.

Risk monitoring and control - The risk monitoring and control process uses a risk management plan to identify risks and implement appropriate risk responses.

Risk owner - A risk owner is responsible for determining and enacting appropriate responses to a specific type of risk. (See also risk response owner )

Risk register - A risk register, or risk log, is a tool used to chronicle risky situations and risk responses as they arise.

Risk response owner - A risk owner monitors a specific type of risk and implements appropriate risk responses when necessary. (See also risk owner)

Risk response planning - Risk response planning is typically conducted after risk analyses to determine appropriate courses of action for risks is deemed significant.

Risk sharing - Risk sharing involves handing ownership of a positive risk to a third party who is typically specialized and better able to realize the opportunity.

Risk threshold - The level at which the likelihood or impact of a risk becomes significant enough that the risk manager deems a risk response necessary.

Risk tolerance - The level of variation in performance measures that an organization is willing to accept. It is not the same as risk appetite, which is the level and type of risk an organization is prepared to accept in anticipation of gains.

Risk transference - Risk transference involves handing ownership of risk to a third party who is typically specialized and better able to address the risk or to withstand its impact.

Risk trigger - An event that causes a risk to occur. A trigger can serve as a warning that a risk has occurred or is about to occur.

Rolling wave planning - A planning approach that focuses on in-depth detailing of work to be accomplished in the near term and progressively lower levels of detail for work scheduled farther in the future. It is based on the idea that work scheduled in the future is more subject to change and thus less worth planning in detail. Rolling wave planning only works for schedules with clearly defined iterations.

Root cause - The primary reason an event occurs.

Run book - A comprehensive catalog of information needed to conduct operations and to respond to any emergency situations that arise during operations. It typically details, step by step, all regular operational procedures and emergency responses.

S - Project Management Terms

S-Curve analysis - An s-curve tracks cumulative financial or labor costs. S-Curve analysis is used to compare a project’s cumulative costs at any given point with a cumulative cost baseline created during the planning phase. It allows project managers and sponsors to assess performance and progress.

Schedule - A comprehensive list of project activities and milestones in logical order, with start and finish dates for each component.

Schedule baseline - A schedule baseline is the original project schedule — approved by the project team, sponsor, and stakeholders — by which performance is assessed. Schedule baselines are generally inflexible, though alteration of a schedule baseline via a formal change control process may be allowed.

Schedule compression technique - A schedule compression technique speeds up projects without affecting scope by decreasing the duration of a project’s critical path. There are two main schedule compression techniques: crashing and fast tracking. (See also duration compression )

Schedule model - A logically arranged, time-based plan for project activities. It is used to create a project schedule.

Schedule model analysis - Schedule model analysis examines the project schedule created from a schedule model. It aims to optimize the schedule, usually via the use of scheduling software.

Schedule network analysis - Schedule network analysis uses a variety of techniques to identify early and late start and finish dates for project activities and thus to create project schedules.

Schedule performance index (SPI) - The ratio of earned value to planned value at a given point in time. It shows whether a project is running to schedule. An SPI lower than one indicates the project is behind schedule. An SPI higher than one indicates the project is ahead of schedule.

Schedule variance - Schedule variance is the difference between earned value and planned value at a given point in time.

Scientific management - Scientific management was an early attempt to bring scientific approaches to process management. Its earliest form was derived from a 1911 monograph by Frederick W. Taylor, who focused on increasing economic efficiency via the analysis and optimization of labor processes.

Scope - The scope of a project constitutes everything it is supposed to accomplish in order to be deemed successful.

Scope baseline - The set of requirements, expectations, and work packages approved as project deliverables. It is used to guide and assess project performance.

Scope change management - Scope change management deals with amendments to the scope as set in the scope baseline and project management plan. Since scope amendments typically affect cost and schedule estimates, scope change management involves revising estimates and adequately communicating these to stakeholders, as well as obtaining the resources necessary to fulfill new scope requirements.

Scope creep - Scope creep refers to gradual changes in project scope that occur without a formal scope change procedure. Scope creep is considered negative since unapproved changes in scope affect cost and schedule but do not allow complementary revisions to cost and schedule estimates.

Scrum - Scrum is an iterative development procedure used in software development projects. Scrum-based projects focus on prioritizing requirements and working towards a clear set of goals over a set time period, called a sprint. The development team thus works through the list of requirements over a number of sprints. Scrum-based projects usually do not have project manager. Instead, the project team meets daily for progress updates.

Secondary risk - A risk created by a risk response.

Security - Security in project management refers broadly to protecting humans, information, and resources from risk.

Six Sigma - An approach to process management that focuses on the near total elimination of product or service defects. It uses quality management methods to improve and optimize processes involved in the production of a product or service so that 99.99966 percent of process outcomes are defect-free.

Slack time - The length of time an activity's early start can be delayed without affecting project duration. (See also float )

Slip chart - A slip chart graphically compares predicted activity completion dates with originally planned completion dates.

Slippage - The negative variance between planned and actual activity completion dates. Slippage may also refer to the general tendency of a project to be delayed beyond planned completion dates.

Soft project - A soft project does not have a physical output.

Software engineering - Software engineering is generally defined as the use of engineering principles in software development. It systematically employs scientific and technological approaches in the design, operation, and modification of software.

Spiral life cycle - An IT system’s development model that aims to learn from experience by drawing from both iterative development and the waterfall model. It has four sequential phases: identification, design, construction, and evaluation and risk analysis. At the end of each life cycle, an iteration is assessed by the customer, and the spiral sequence begins again upon receipt of customer feedback. The spiral model is typically used in long-term projects or those where requirements are expected to vary, and customer feedback is to be incorporated in phases.

Sponsor - A sponsor has ultimate authority over a project. They provide high-level direction, approve project funding as well as deviations from cost and budget, and determine project scope. Sponsors are typically members of the senior management and are expected to provide high-level support for a project.

Sprint - In iterative project development, a sprint is a fixed unit of time during which the project typically passes through a complete development life cycle. A sprint is usually a few weeks long.

Stakeholder - In project management, a Stakeholder is any party with an interest in the successful completion of a project. More generally, the term refers to anyone who is affected by a project. (See also project stakeholder )

Standards - A standard prescribes a collection of standardized rules, guidelines, and characteristics requirements for processes or products that are approved by a recognized body. Standards are not by definition mandatory. They are adopted by consensus, although they may be enforced as a requirement for participation in certain markets.

Start-To-Finish - In a start-to-finish relationship, a successor activity cannot finish until a predecessor activity has started.

Start-To-Start - In a start-to-start relationship, a successor activity cannot start until a predecessor activity has started.

Statement of work (SoW) - A Statement of work is a comprehensive and detailed list of deliverables expected under a contract, with expected dates for each deliverable.

Steering committee - A steering committee provides high-level strategic guidance on a project. It typically comprises individuals from a number of stakeholder organizations and serves to provide consensus-based direction on projects with a large number or a diversity of stakeholders.

Story point - In sprint-based projects, a story point is a measure of the amount of work required to implement a particular user story. Assigning and totaling story points allows project teams to target a realistic number of user stories for action during an iteration or sprint.

Successor activity - In a schedule, a successor activity logically comes after and depends on an activity immediately preceding it.

Summary activity - In a network diagram, a summary activity combines a set of related activities and visually represents them as a single activity.

Sunk cost - A cost that cannot be recovered once spent.

Systems development life cycle (SDLC) - In systems engineering, the systems development life cycle is the process of creating, releasing, and maintaining an information system, which may comprise hardware, software, or both. The typical SDLC has six sequential phases: planning, analysis, design, implementation, testing, and maintenance.

Systems engineering - A field of engineering that applies principles of systems thinking to the development of complex systems. Since complex systems are more difficult to coordinate and make cohesive, systems engineering focuses on developing and optimizing systems as interactive wholes instead of sums of parts. As complex systems comprise both technical and human elements, systems engineering is, by nature, interdisciplinary.

T - Project Management Terms

Task - In project management, a task is a unit of work or activity needed for progress towards project goals. Typically, a task must be completed by a set deadline. Tasks may be further broken down into assignments or subtasks.

Task analysis - A task analysis details the actions or resources required to complete a task.

Testing - The testing phase involves assessment of the product developed so as to gauge quality and performance and to determine whether requirements have been met.

Theory of constraints - The theory of constraints explains that any process is limited from optimum performance by its weakest link or links, called constraints. The theory of constraints methodology involves identifying these weak links via a strategy called focusing and improving them until they no longer limit performance.

Threat - A negative risk that could adversely affect project objectives.

Three-point estimating - A superset of estimating techniques that use averages (or weighted averages) of most likely, optimistic, and pessimistic costs, and duration estimates to form final estimates.

Time and material contract - A time and material contract pays per unit of time and reimburses materials costs for contracted work.

Time chainage diagram - In project management, a time chainage diagram graphically represents scheduled activities for a hard project completed sequentially over a geographic distance, such as the construction of a motorway or the laying of a pipeline. It thus provides both a scheduled time and a relative geographic location for each activity.

Time limit - The time limit for a task is the window of time or deadline by which it must be completed.

Time-scaled network diagram - A network diagram is time scaled if the lengths of activities are drawn to scale to indicate their expected durations.

Timebox - Timeboxing is a project management strategy that prioritizes meeting deadlines over scope requirements. It involves assigning specific lengths of time, called timeboxes, to project activities. Project teams work to address as many requirements as possible within each timebox, proceeding to successor activities once the time limit has passed.

Timeline - A Timeline is a graphical, sequential representation of project activities.

To-Complete Performance Index (TCPI) - A project’s to-complete performance index is the cost performance it needs to achieve to be completed within budget. The TCPI is calculated as the ratio of work remaining to budget remaining.

Tolerance - The acceptable level of variance in project performance. The project sponsor is typically informed if tolerance levels are crossed.

Top-Down estimating - Top-Down estimating uses historical data from similar projects to compute time and cost estimates. (See also analogous estimating )

Total cost of ownership (TCO) - The total cost of ownership estimates the sum total of direct and indirect costs incurred in the purchase, operation, and maintenance of an asset through its life.

Total float - The length of time an activity can be delayed from its early start date without affecting the project end date.

Trigger condition - A condition that causes a risk to occur. Trigger conditions can serve as warning signs that risks have occurred or are about to occur. (See also risk trigger )

U, V, W, and X - Project Management Terms

Unified process - A unified process may refer to any one of a family of iterative software development process frameworks. Unified processes have four phases: inception, elaboration, construction, and transition. Each phase comprises a number of timeboxed iterations, which in turn involve a cycle of specifying requirements, analysis, design, implementation, and testing, with emphases on these shifting as the project team proceeds through iterations. Each iteration results in an improved version of the system called an increment.

Use case - In software development, a use case is a step-by-step list of actions that end users would take to achieve specific goals. Use cases facilitate end user-focused software testing.

User story - A project requirement stated in one sentence. It typically identifies users, real or hypothetical, what these users want from software, and why they want it. Project development teams prioritize user stories in each iteration by assigning story points

V life cycle - The V in V life cycle stands for verification and validation. It is a sequential software development process that matches a corresponding testing phase to each phase in the software development life cycle. During the verification phase, a project team works at increasingly granular levels of detail to identify requirements and design, and then builds the software. Validation proceeds in the opposite direction, as testers examine software components in turn before moving on to systems testing and finally checking that the project as a whole meets requirements.

Value engineering - Value engineering seeks to increase the functionality-to-cost ratio of a product by providing improved functionality at lower cost. Some applications of value engineering attract criticism, as manufacturers may decrease costs by using lower-quality components that decrease product lifespans.

Value for money ratio - In project management, the value for money ratio is expressed as the ratio of financial and other benefits to the resources expended in a project.

Value tree - A hierarchical model of the characteristics of a product or service that determine its value.

Variance analysis - The practice of investigating deviations between planned and actual performance.

Variance at completion (VAC) - A project’s variance at completion is the difference between its budget at completion and its estimate at completion.

Vertical slice - A performance indicator that demonstrates progress across all project components or performance areas at a given point in time.

Virtual design and construction (VDC) - A method  based on using technology in design and construction projects. It uses building information modeling (BIM) tools that focus on designable and manageable aspects of projects to create integrated models that predict project performance.

Virtual team - A virtual team comprises people from different organizations, locations, or hierarchies. It is not necessarily the same as a remote team, which is a group of people working together from different locations.

Waterfall model - The Waterfall model is a software development life cycle in which development phases are sequential, non-iterative, and do not overlap. It is typically reserved for small projects with straightforward, clearly defined requirements since a sequential development process makes it difficult to revisit the analysis and design phases once testing has begun. (See also linear sequential model )

Weighted milestone method - The weighted milestone method allows project managers to estimate earned value by splitting work packages into weighted segments. Each segment represents a portion of the budget value for the work package and ends with a milestone. When a segment milestone is classified as complete, a portion of the total work package value has been earned.

What-If scenario analysis - A simulation technique that allows project managers to determine and compare specific conditions’ effects on project schedules and objectives.

Wideband delphi - An estimation technique based on expert consensus. Each member of an estimation team uses a work breakdown structure to create anonymous estimates of the effort required to complete each project element or work package. The estimates are then reviewed as a group before the experts create new estimates, and the process is repeated for a number of rounds until a consensus is reached. (See also delphi technique )

Work - In project management, work is the amount of effort needed to complete a task.

Work authorization system - A formal procedure to ensure that project work is performed on time and in logical order.

Work breakdown structure (WBS) - A Work breakdown structure is a comprehensive, hierarchical model of the deliverables constituting the scope of a project. It details everything a project team is supposed to deliver and achieve. A work breakdown structure categorizes all project elements, or work packages, into a set of groups and may be used to form cost estimates.

Work breakdown structure dictionary - A document that details, describes, and provides scheduling information for every element of a work breakdown structure. It may be thought of as a dictionary-cum-schedule of work packages.

Work package - The work packages of a project are its lowest-level deliverables. They are detailed in a work breakdown structure dictionary.

Work stream - In project management, a work stream is a logically arranged series of activities that must be completed to pursue project objectives. The term typically refers to the full sequence of work activities from project initiation to project closure.

Workaround - A way to circumvent a problem which does not have a permanent solution or for which no adequate response was planned.

X-Bar control charts - An x-bar control chart includes two separate charts that display the means and sample ranges for a number of periodically gathered, same-size samples. The sampled data constitute some characteristic of a product or a process.

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A glossary of 26 agile terms to boost your project management game

Contributing Writer

The Agile methodology for project management is a powerful and highly effective framework. Teams implementing Agile methods like Scrum can see as much as a 250% increase in performance across certain metrics— that’s a number that should be taken seriously. However, the world of Agile is also full of jargon, and Agile terms can be confusing for those new to the methods. 

Whether you need help navigating your own team’s Agile transformation, or you just want to know what the heck a daily Scrum is, we’ve got you covered. Here are 26 of the most common Agile terms explained.

Agile terminology every project management team should know

Agile is a project management approach that helps increase efficiency and focus team effort. It’s most common in project management and software development, but it can be applied to many different areas of an organization. Agile focuses on breaking down large projects into smaller and more manageable segments and then prioritizing these segments to efficiently deliver maximum value.

Agile Manifesto

The Agile Manifesto is a document that presents the Agile philosophy. It was written in 2001 by a group of 17 software developers that wanted an alternative to the traditional and clunky development process. The Manifesto outlines the processes and procedures for the Agile methodology.

Agile mindset

The Agile mindset is the group of attitudes that an Agile team has (or tries to develop) towards their work. It’s a combination of values, traditions, and work habits that help ensure the success of the Agile method in fast-paced environments. It focuses on collaboration, continuous improvement, and treating failures as learning opportunities.

Agile transformation

An “Agile transformation” is a process of aligning an organization with Agile principles. The goal is to bring a fresh perspective and energy to the team and empower them in a collaborative and proactive environment. 

A backlog is the to-do list of tasks for a current project that has not been started yet. Typically, these are arranged by priority order. This helps Agile teams get a better idea of the volume of unfinished work while still knowing clearly what to do next.

Bottlenecks are issues that slow down or stop the development process of a project. For instance, if your workflow involves several steps, and tasks are getting stuck at a particular step, that step is the bottleneck. Examples include the review or revision stages. Determining and working to eliminate bottlenecks in your process can significantly enhance production.

Burndown chart

A chart that helps project managers track the amount of work remaining in a project and how much time it’ll take to complete. It’s a great way to get a feel for the progress a team has made and how far they have to go. Burndown charts are a key tool for staying on schedule.

Burnup chart

The burnup chart shows project managers how much work the team has completed so far in a sprint, as well as the total amount of work in the project. Combined with a burndown chart, the burnup chart is a powerful tool for project managers looking to optimize their sprints.

The cadence is the rhythm of the Agile team’s development cycle. In the Agile world, cadence is essentially the duration of each Sprint cycle—usually between one and four weeks. 

Daily Scrum

The daily Scrum is a short, 15-minute meeting to discuss the day ahead. The Scrum Master leads the Scrum team by discussing what they did yesterday, what they plan to do today, and any issues they’ve run into. Typically, the team stands for this meeting to help improve focus. 

An epic is a large project (for example, a major software feature) that is broken down into smaller chunks called user stories . Epics help Agile teams organize work into logical hierarchies and determine what needs to be done next. 

Gantt chart

A Gantt chart is a horizontal visual diagram that lays out the work to be done and the schedule for its completion. Gantt charts are ideal for project planning because they provide easy visualization of how a project flows over time and who’ll be working on what task at any given time.

Kanban is a workflow management method that was originally developed by an engineer at Toyota to improve manufacturing efficiency. It worked so well that it’s since been adopted by project managers in numerous other industries. Kanban is based on a visual reference (the Kanban board ) that helps showcase what needs to be done, locate the source of bottlenecks, and limit work in progress. 

Kanban board

The Kanban board is one of the primary tools of the Kanban method. It’s a board, divided into columns, with each column typically representing a stage in a workflow. The most basic workflow setup for a kanban board is “To Do,” “In Progress,” and “Done”. 

The board makes it easy to get a visual overview of all work in progress and focus on bottlenecks. Kanban boards can be either physical, literal boards (like a whiteboard), or they can be digital (we might be biased, but Trello makes a fantastic Kanban board ).

Lean is a work management philosophy focused on minimizing wasted resources (while still maximizing value to the customer). Lean, like Kanban, was inspired by Toyota’s manufacturing processes and has since been adapted to other industries and teams. 

Product manager

Product managers are responsible for assisting the Agile team as they work through a project. They help identify the customer need or business objective of a project and support the team in accomplishing these objectives. This can include addressing problems in a development process, keeping the team on track to meet deadlines, and interfacing with other departments.

Scrum is a project management method that falls under the larger Agile umbrella. In other words, if Agile is a project management philosophy, Scrum is a specific Agile methodology. It encompasses a group of tools ( like Trello ), roles, and specific meetings designed to help teams get more done in a more efficient manner. 

Scrum Master

The Scrum Master is the facilitator who keeps the Scrum team on track. The Scrum Master’s job is to ensure the team follows Agile principles and values and that the work environment is conducive to those values. They’re also responsible for facilitating communication between team members and running the daily Scrum and other meetings. 

The Scrum team is the team working on a project using the Scrum framework. These are often smaller teams (under 10 people) with varied backgrounds (design, UX, coding, etc.) that come together to develop a product.

A sprint is a specific time period during which Scrum teams tackle predefined objectives. Sprints are laid out in advance and have very specific goals. During the Sprint, all work by the Scrum team focuses on reaching these Sprint goals.

Sprint Goal

The Sprint Goal is the end point of the Sprint—the point at which the Sprint has been successfully completed. It’s defined in advance and broken up into tasks that are placed in the Sprint’s backlog. The goal is to complete them all during the allotted Sprint duration.

Sprint Retrospective

The Sprint Retrospective is a special Scrum meeting where the Scrum team reviews their performance during the Sprint. Using Agile metrics, they look for opportunities to improve during the next Sprint—and, most importantly, consider how to implement them. As such, Sprint retrospectives can be a powerful tool for team improvement. 

Stakeholder

Stakeholders are anyone outside the Agile team who has a connection to the project. Examples include investors, account managers, and clients. This term is commonly used in all sorts of frameworks and isn’t exclusive to Agile, though it does play an important role in the framework.

Story points

Story points are a measuring tool to help define the difficulty of implementing a user story . In other words, story points make it easier to see, at a glance, how much time, effort, and risk is involved in each user story, enabling more informed decisions.

A user story is a specific product feature that customers would find useful or helpful (hence, user story). These are the building blocks of epics. User stories are worked on during Sprints.  

In the Agile world, “work items” are the various types of work that need to be done to complete a project. These could be large, overarching items such as epics or user stories, or they could be individual tasks that need to be done. 

Embrace the agility

The Agile method is a powerful way to supercharge productivity. There’s something here for everyone, whether your team is going all-in on Agile, or you’re just trying to make your day-to-day role as a project manager easier.

That said, you’re not alone if you find the terminology a little confusing. This glossary of common Agile terms should help make sure everyone’s on the same page at your next standup.

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The most popular project management methodologies: A comparison

A look at the many different approaches to project management

When a project is managed correctly it helps you to maintain efficiency, hit your targets on time, and, ultimately, be more profitable.

In a recent survey, we found that a staggering 96% of people believe that the businesses they deal with could improve when it comes to communication and project management.

This reveals the extent to which project management, more than being a buzzword or a bland set of systems, tools and processes - can be the very heartbeat of the customer experience. If things aren’t managed well, the customer knows about it. And almost all of us feel there is room for improvement with the businesses we work with.

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Samantha Ferguson is Senior Sales Manager at Project.co

But there are many different ways to manage a project

If you’ve heard whispers of kanbans, scrums, and waterfalls and wondered what they are - and what on earth they have to do with project management - then you’re in the right place.

In this article we’re going to demystify the most popular project management methodologies by explaining what they are, their strengths, and their weaknesses, so you can decide which one is best for your project(s)!

What is a project management methodology?

A project management methodology is a system of guided procedures for managing a project. In other words, it’s a set of rules that you play by to get your project finished in the most productive way possible.

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The reason there are so many different project management methodologies is because there are different kinds of projects and different kinds of teams. These factors, and more, will help determine which is the best methodology for you.

Agile project management allows team members to break projects into small pieces, or ‘ increments ’ and review each one before moving forward to the next.

This is great for complex and/or large scale projects because it gives team members a chance to respond to issues as they arise. By making changes at the right time, resources can be saved and teams can feel more confident that projects will fit within the allocated budget.

Agile projects are typically split into six increments:

Requirements - Clearly defining the goals and limitations of a project. Essentially - ‘what’ is required and ‘when?’

Plan - This phase turns the focus to ‘how?’ Which people, tools, resources - and time - are required to deliver on the requirements?

Design - During this phase, the solution is designed and conceptualised.

Develop - The solution is developed and the practical, technical side of things fleshed out.

Releas e - The solution is launched or made live.

Track & monitor - The performance of the solution is measured and analysed, and the learnings will feed into the next ‘iteration’ or project.

Some of these stages can be omitted depending on the specific ‘shape’ of a project. And what’s particularly interesting about agile development - compared to linear project management - is that it allows each phase to set a ‘broad direction’ which is totally flexible for subsequent increments. This means that rather than setting a goal and ‘hoping’ the target remains the same, teams using agile can ‘hone in’ on the eventual outcome of a project.

The main function of the Agile methodology is to fix problems fast and ensure there is continuous improvement throughout the project.

Great for: Software development

• Changes can be made easily and with less risk
• Communication between team members is encouraged
• Increased productivity
• Deadlines need to be flexible - as unexpected changes can extend different increment times
• Team members must work closely together and wear many hats

2. Waterfall

The Waterfall methodology is a linear, sequential approach to project management. Each step of the project must be completed before moving onto the next, and progress flows downwards - like a waterfall.

It sounds pretty similar to Agile, but they differ in that Waterfall does not facilitate changes at each increment. Instead, the steps and deadlines for Waterfall projects must be clear from the outset and then the team involved must work together to meet those deadlines.

Waterfall projects can be broken down into 7 steps, but not all projects will pass through all of these:

A key component of the Waterfall methodology is documentation. Before moving on to the next step, team members are required to complete an extensive review, documenting anything of importance. This is crucial as there is no going back to previous stages once they have been approved.

Great for: Manufacturing and construction

• Expectations are clear from the outset
• Documentation gives everyone a better understanding of the project
• Progress is easy to measure
• Lack of flexibility
• Requirements need to be determined before the project starts

Kanban is a visual project management framework. It originated from the Toyota production line, hence the Japanese name (roughly translated it means ‘visual sign’).

Kanban is a useful methodology for any teams that want to visualise their tasks and gain a better understanding of their workflow. It’s also known as the ‘just in time’ methodology because tasks are completed only as and when they are required.

Visually, tasks are laid out in columns labelled with a variation on: ‘To Do’, ‘Doing’, and ‘Done’. Here’s an example:

As you can see, all open tasks are visible to the team and can be dragged over to the appropriate column when they are in progress, or completed.

Great for: A variety of projects

• Improved flow and flexibility
• Bottlenecks are reduced
• No time is ever waster on unnecessary work that may need to be redone
• Focus is more on the visualization and less on the actual timing of deadlines
• Team members must remember to update their Kanban view to avoid confusion

Scrum is not a fully-fledged methodology, rather it’s a facet of the Agile methodology. The name ‘scrum’ is borrowed from the name given to the huddles that rugby players form on the pitch to discuss tactical decisions. So it should come as no surprise that Scrum project management revolves around teamwork.

Like Agile, projects are broken down into small increments. These are called ‘Sprints’ and typically last for around two weeks. During each sprint, teams are encouraged to be creative and self-organised.

At the end of the sprint, there is a debrief meeting with stakeholders. Here, everything is reassessed and next steps are planned.

Scrum is a methodology that focuses on getting projects right , not complete. So there is no fixed deadline in place and, as you can see from the above diagram, some steps may be repeated.

Great for: Product development

• Creativity is encouraged
• Teamwork is encouraged
• Changes are easy to implement
• Lack of a clear deadline
• A lot is expected of team members

Now, you may have looked at Agile and Waterfall and thought, “I like both of those. Why can’t I just take qualities from each and make a new methodology?”

Well, you can. And it’s called Hybrid.

Hybrid takes the in-depth analysis and documentation of Waterfall and combines it with the flexibility of Agile to create a methodology that will suit most businesses.

So you benefit from the clear planning and structure of Waterfall, with the increased flexibility of Agile. The only difference between this and Agile is that the planning stage is structured and thought-out first - leaving less room for changes and/or errors at later stages.

Great for: Most projects

• Increased flexibility
• More structured
• The best of both worlds
• There is no clear structure
• The compromise means you'll be between two sets of rules

Lean, as the name suggests, is a methodology that focuses on minimising waste. The idea is that by using fewer resources you can increase customer value. This would involve looking at your full process, and critically evaluating opportunities to reduce waste.

Waste is grouped into three different categories: Muda, Mura, and Muri.

Muda refers to an activity or process that doesn’t add value, for example, transporting goods from one location to another, or waiting for a machine to finish an action. Team members working on the project need to think of a way to reduce this ‘time waste’ to further increase value.

Mura refers to variations between stages, for example, the assembly team spending more time than the team doing the final inspection of a product. To combat this, all stages should have as little variation between them as possible - so all teams get the same amount of time to complete their tasks.

Muri is all about getting rid of unnecessary overload - such as stress, poor organisation, incorrect tools, or anything else that will impede the workers ability to do their best work.  

A good place to start here is simply creating a table with 3 columns - muda, mura and muri - creating an exhaustive list of ‘wasteful’ processes in your business; dividing them into the three categories, and then working through each of them with solutions.

Great for: Manufacturing

• Projects remain in-budget
• Perfection is the goal
• It requires a lot of reworking of existing processes
• It's an ongoing practice

7. PMI/PMBOK

PMI is the Project Management Institute, and PMBOK (Project Management Body of Knowledge) is a guide for project management - it’s not quite a ‘methodology’ but we can consider it as one for the purposes of this comparison.

According to PMBOK, there are 5 stages of project management:

The guide also includes best practices for following these processes, such as to plan for delays and respect every team member’s way of thinking.

8. Critical Path

The Critical Path method is all about efficiency. To start, you list all of the tasks that need to be completed. Then you map the duration of each task, and note whether one task is dependent on another - for example, if you’re making a video then you can’t start filming or animation without first completing the script.

By mapping out these tasks you can then find out which can be completed simultaneously, in order to save time. You’ll also know when to start and finish tasks that can’t be completed simultaneously in order to stay on track.

Once mapped out, your project should look a little something like this:

Great for: Projects with multiple working parts

• Better scheduling
• Better forecasting
• Complete your projects faster
• Reduced flexibility
• It won't work for every project

9. Critical Chain

Critical Chain was created as an alternative to the Critical Path method. Whereas Critical Path focuses on getting things completed as quickly as possible, Critical Chain recognises that it’s not always possible to do so.

Think of Critical Path as the optimist and Critical Chain as the pessimist.

With Critical Chain you work backwards from your end goal and map out the tasks and deliverables required to get there. While doing this, it’s important to take into consideration resource availability and the dependency of each task on the one before it - so, if one task is delayed you know that there will be a delay at the next stage in the project, too.

While Critical Path creates the shortest path, Critical Chain creates the longest.

Great for: Projects with limited resources

• Better prepared for drawbacks
• Resource efficient
• Clear idea of realistic deadline
• A lot of planning required
• Requires past experience to accurately work backwards from the dealine

10. Six Sigma

Six Sigma is a methodology that focuses on defect reduction, by identifying errors in a process and removing them. It was originated by Motorola in the mid 80s, then adopted at General Electric in the 1990s - and subsequently by many organisations in different industries.

To sum it up in short, Six Sigma is all about reducing variation, which is why it’s proved so popular in the manufacturing industry (and not so much in software development.)

The goal of the Six Sigma methodology is, quite simply, a defect-free process. This means that, in contrast to Agile methodologies which promote iteration and creative variation from stakeholders throughout the process, Six Sigma is a highly structured methodology. It prizes organisation, efficiency and scientific data at each stage, since the end goal is precision and reliability.

Great for: Large companies with big projects to manage

Pros: 

• Increased chance of success
• Processes are more valuable
• Difficult to implement
• Requires people to get Six Sigma certified

Final thoughts

Regardless of which methodology you choose, proper project management is the key to hitting deadlines and staying within budget. According to PMI’s Pulse of the Profession Report, 48% of projects aren’t finished on time, and 43% are not finished within their original budget.

The data proves time and again that inefficient project management leads to customer frustration, employee stress and missed opportunities for revenue. We all know there’s room for improvement: only 14% of people rate their business’ project management efficiency as excellent (with 15% believing their organisation is poor.)

So, whichever methodology you choose, a useful exercise is to map out exactly what your project looks like - and identify areas to eliminate waste, improve the process and make your business more efficient.

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Samantha Ferguson is Senior Sales Manager at Project.co.

She is a great learder and is passionate about technology. 

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The Four Phases of Project Management

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Planning, build-up, implementation, and closeout.

Whether you’re in charge of developing a website, designing a car, moving a department to a new facility, updating an information system, or just about any other project (large or small), you’ll go through the same four phases of project management: planning, build-up, implementation, and closeout. Even though the phases have distinct qualities, they overlap.

• This story is by the staff at Harvard Business Review.

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Essential project management methodologies and when to use them.

There is no single agreed-upon definition of project management methodologies. However, in broad strokes, it can be thought of as a set of guidelines, principles, and processes for meeting or exceeding a project’s requirements.

Any project management methodology may help you complete a project. That’s not quite the same thing as saying any methodology will help you successfully complete a project within budget and on schedule.

Key Takeaways: Project Management Methodologies

• Project management methodologies are a set of guidelines for running and completing a project efficiently.
• There is a wide range of methods, some very broad and others tailored to specific contexts.
• Agile methodologies feature customer input, decision-making by the entire project team, responsiveness, and an iterative process.
• Traditional project management methodologies feature a clear plan from the start and a hierarchy with the project manager on top.
• A project management methodology can be broad enough to use in several kinds of projects, or narrow enough to apply to a single person.
• The role of the project manager can vary.

How To Choose the Best PM Methodology

Many factors go into choosing the right project management methodology. However, some basic factors you’ll need to address include:

• Assessment of the project.
• Deciding what will bring the most value.
• Evaluation of your organization.
• Assessment of your team.
• Assessment of resources.

In the business world, a project is considered successful when it satisfies three criteria:

• Time: Meets required deadlines.
• Cost: Stays within an allocated budget.
• Scope: Meets requirements.

In the history of project management , these three factors were considered vital to managing successful projects and are generally referred to as the triple constraint. While they might not be the invariable guides they might once have been considered, they are still important to a successful project.

A project management methodology organized along traditional lines seeks to define each of those factors before the project begins. Newer methods, particularly Agile project management methodologies, may try to redefine them in the course of the project and the project scope may be changed several times.

Project management methodologies may include defining those goals, or they may be predefined. Either way, understanding the following basic factors can make the project management process go much more smoothly.

Assess the Project

The factor that is going to have the biggest impact on the project methodologies you choose is the nature of the project itself. Consider how the project is going to be planned. For example, construction requires very specific project management phases due to legal and financial constraints.

Project managers may also wish to consider a hybrid methodology, which combines the strengths of both traditional and newer approaches.

Decide What Will Bring the Most Value

In any project, it’s important to ask if each task actually creates a benefit, to the project or otherwise.

Deciding which value to emphasize is wrapped up in the project’s scope and goals, defining exactly what you’re trying to accomplish. It can also impact how you accomplish those goals. For example, green project management methodologies may have the same set of critical tasks but require green methods. 

Evaluation of Your Organization

Factors like skillsets and organizational goals also have to be considered. You may wish to focus on projects integrating sustainable methods, for example, if your organization prioritizes the environment. 

However, if your organization doesn’t have the proper skillsets or resources, more time may be spent obtaining those than actually working toward the project’s goal. Likewise, prior experience with a specific methodology may make it more attractive.

Assess Your Team

Just as the nature of your organization can define which methodology is going to be most successful, so can the nature of your team. 

You may wish to divide a larger group into several project teams so that multiple goals can be pursued at once. That has consequences when it comes to resource and time management that some methodologies are better suited to handling. Additionally, the role of project managers can vary depending on the project management methodology.

Assess Resources

Access to resources is important, as are other aspects of supplying what your project needs. There are some management methodologies, like PMBOK, that focus more on resource management than others.

Often, a project management tool can be a good way of tracking resources. The best project management tools offer some flexibility to meet many needs.

Types of Project Management Methodologies

Examining a number of project management methods can clarify which best fits your needs. Keep in mind that this project management methodologies list isn’t exhaustive.

Agile: Collaborate To Produce a Working Product, Which Is Improved Iteratively

Agile project management has come to refer to a whole class of different methodologies that have certain characteristics. However, it is also its own methodology, which has become one of the most popular project management methods out there.

Agile methodology focuses on responsiveness to changing conditions. We’ll cover some Agile methods, but examples include extreme project management and rational unified process.

Agile projects will involve all team members in initial planning sessions. The team then works on tasks for a set period, after which progress is reviewed and additional goals are set in continuous integration of feedback. It is an iterative process that works collaboratively with a client to produce working software in short order.

When To Use the Methodology

Agile was originally developed for small teams doing software development, which often doesn’t have or require precisely defined goals. 

Pros and Cons

Some benefits of Agile include:

• Continually improving.
• Feature-driven development.
• Response to changes.
• Cooperation with the customer.

Some cons include:

• Vulnerable to scope creep.
• Lacks a clear plan from beginning to end.

Waterfall: Plan Straight From Beginning To End

Waterfall project management is a common project management methodology. In broad strokes, it’s the basic approach to project management methodology most people would evolve on their own. Phases of the waterfall method include:

• Requirements: Analyzing needs.
• Design: Complete planning of the project.
• Coding: Following that plan.
• Testing: Features are extensively tested.
• Operations: Finished product is put into use.

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

Some advantages of the waterfall method include:

• Clearly defined requirements.
• A well-defined plan for project completion.
• Cohesive end product.

Disadvantages include:

• Little flexibility.
• One missed deadline delays the entire project.

Scrum: An Agile Method Organized Around Short ‘Sprints’

Scrum is an Agile methodology, meaning it focuses on responsiveness to changing conditions and an iterative approach to tasks. It revolves around a couple of roles and a few events. Roles include:

• Scrum master: A facilitator that helps the team understand and apply the method.
• Development team: The project team members.
• Product owner: Client or customer who selects features.

Tasks are set and then worked on in a ‘sprint’ of a fixed length. The team meets daily, as well as having a larger meeting after the sprint to assess progress.

Like most Agile methods, Scrum was developed and is used most often by software development firms. It probably works best with a smaller team that can meet all at once and which is able to work closely with a client.

Advantages include:

• Focus on creating working products.
• Works closely with the customer.
• Responsive to changing needs.
• Lack of complete documentation.
• Difficult to manage with larger teams.

Kanban: An Agile Method Using a Board to Track Project Progress

This project management methodology method was originally developed for assembly lines in Toyota factories. It is another Agile method, focusing on an iterative process to continually improve. 

The defining feature of this approach is the Kanban board, which helps organize the project into repeated stages. The underlying goal is to remove bottlenecks that can slow the project process and add to the cost.

The board is divided into four or more sections, usually including:

• Ideas: Tasks that are still under discussion.
• To do: Tasks that are ready to be worked on.
• In progress: Tasks that are currently being worked on.
• Done: Completed tasks.

Kanban allows a decent mix of pre-planning and flexibility. Goals may change and tasks adjust. However, it does require a clear idea of what a ‘finished’ task looks like. 

• Flexibility.
• Clear goals.
• Lacks a clear process.

Extreme Programming (XP): An Agile Method Using Paired Programming

Another Agile software development method, extreme programming methodology is intended to offer small, updated releases periodically that each offers new functionality. It uses a strict testing method to identify problems and resolve them at each stage.

It focuses on several values, such as simple programming and collective ownership. XP is known for pair programming, in which two programmers work together, one programming while the other reviews for errors.

As the name implies, XP is focused exclusively on programming projects, specifically updating or replacing large, outdated systems. It combines pre-planning and an iterative approach.

• Close relationship with the customer.
• Frequent testing.
• Focused on simple coding.
• Limited application.
• Piecemeal release.

Scrumban: Track Sprints on a Kanban Board

As you might guess from the name, Scrumban combines the project management approaches of Scrum and Kanban. The Kanban board is great for organizing a project and tracking the status of tasks. However, Kanban lacks a connection to higher levels of management, as well as a way to put releases into operation.

Scrumban allows for the easy tracking of tasks through the board, while dividing a project into discrete, iterative phases. This allows the team to work toward concrete goals while advancing the overall project.

As with most Agile methods, Scrumban is primarily used in software development and is one of the most popular project management methodologies in that field. It is ideal for projects where there is a clear idea of what a finished task looks like, without having well-defined goals overall.

• Visibility.
• Continuous improvement.
• Focus on releasing products.
• Difficult for larger teams.
• No clearly defined endpoint.

Adaptive Project Framework (APF): Plan Agile, Work Traditional

Hybrid project management practices seek to combine the flexibility of Agile with the clearly defined goals and processes of traditional project management methodology. Adaptive project framework is an example of such a hybrid.

The methodology recognizes that parts of a project may be open to an Agile approach, such as initial planning, but other parts require clear goals and deadlines. A project is divided into parts, with a plan created with Agile methods that are followed traditionally—lessons learned are applied to the following parts.

While APF was devised for software development projects, it has become popular in other contexts. Environmental planning, urban planning, and construction projects also use APF.

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

Lean: Smooth the Path From Supplier, to Production, to Customer

Lean methodologies use Agile concepts to focus on creating a simple, uninterrupted flow from suppliers, to production, and then to the customer. A Lean project may include suppliers in the planning process as a result. 

Additionally, Lean methodology attempts to identify a value for each product or service, in an effort to eliminate wasted effort and resources.

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

• Customer collaboration.
• Working closely with suppliers.
• Eliminating waste.

Its primary disadvantage is that it might be better thought of as a management philosophy, rather than a true methodology.

Critical Path Method (CPM): Identify Tasks That Can’t Be Delayed

CPM is a traditional methodology focused on pre-planning and a clear path. The goal is to complete the project in the minimum time, at a minimum cost, drawing on as few resources as possible.

The critical path method involves creating a flowchart that can be used to identify critical ‘paths’ or task dependencies, as well as estimate completion times. In other words, it focuses on important tasks that can’t be started until other tasks are finished. This allows managers to focus resources on important points to prevent delays.

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

• Clearly defined goals and processes.
• Shared resource utilization.
• Reducing cost and time.

The primary disadvantage to CPM is that it may not be suited for smaller projects or projects in which resource management isn’t a concern.

Critical Chain Project Management (CCPM): Identify Critical Tasks, With a Flexible Schedule

Critical chain project management is similar in broad strokes to the critical path method. Both try to anticipate the path to project completion and identify important tasks along that path.

CCPM differs in assuming each task will be completed as efficiently as possible and so doesn’t need a fixed deadline. Instead, it uses task ‘buffers’, essentially scheduling extra time between one task and the next to allow for delays.

The context for CCPM is similar to that for CPM, with the difference that time is managed somewhat differently. CCPM might be a better option when it’s difficult to estimate task completion times.

Advantages and disadvantages are similar to CPM, with the difference that CCPM allows for more uncertainty in planning.

New Product Introduction (NPI): Cross-Department Cooperation To Bring New Products to Market

An NPI team is made up of representatives from different departments in a company and other interested parties. The team’s role is managing conflict between departments and outlining the overall process.

NPI focuses primarily on the production process, including design, feasibility, and pre-production testing. It’s a traditional methodology in which steps are outlined before work is begun.

NPI assumes the team is working within a larger organization that has production and testing facilities available. It also is most likely to focus on a physical product.

• Well-defined process and schedule.
• Well-established methodology.
• Not responsive to changes.

Outcome Mapping: Tracking Behavior To Plan Community Outreach and Development

Outcome mapping’s key attribute is that it is more concerned with behavior than a product or service. It was developed by an international development agency to organize development programs, such as assisting farmers in producing a wider range of crops. 

It has some characteristics of Agile methods, such as involving the beneficiaries in planning stages and reevaluating after a set period. However, the ‘product’ is a change in behavior in the community being developed.

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

• Evaluating changes in community behavior.
• Community involvement.
• Iterative structure to assess and evolve programs.

Its biggest advantage is also its greatest disadvantage, as the method’s narrow focus makes it unsuitable for use in other types of projects.

Six Sigma: Analyze Existing Processes To Eliminate Errors

Six Sigma is a methodology aimed at eliminating defects from products, processes, and transactions. It uses a five-step process that begins by identifying sources of error using statistical tools. In the following steps, users create solutions and ensure that the solution remains effective.

There is also a well-known project management certification program associated with Six Sigma.

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

• Process focused.
• Clear progression from planning to execution.
• Statistical approach.
•  Narrow use.
• Assumes there is always a problem to solve.

Project Management Institute’s Project Management Book of Knowledge (PMI’s PMBOK): Comprehensive Standards for Project Management

PMBOK was written by a professional association called the Project Management Institute. It has often been identified as a set of standards for different project management methodologies, rather than being a methodology itself. It outlines broad areas of concern, from contract negotiation to cost management. However, it does not give specific tools for addressing those areas. 

PMBOK is organized along traditional lines and is intended to be applicable in many situations. It is more like an outline for a method, which may be helpful in situations in which an established method isn’t available.

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

PRINCE2 (PRojects IN Controlled Environments): Traditional Methodology Incorporating Customer Input

Originally developed as a method for managing IT projects by the UK government, PRINCE2 has been expanded for use in other areas. While not an Agile method, it still puts a priority on customer input. PRINCE2 is a complex method that uses nine elements:

• Organization.
• Risk management.
• Quality in project management.
• Configuration management.
• Change control.

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

• Detailed approach.
• Involves the customer in the planning stages.
• Addresses starting and ending a project.
• Not as useful in smaller projects.

Rapid Application Development (RAD): Methodology With Time Management as a Top Priority

RAD is a project management methodology that breaks each project down into components. Each component has a deadline or ‘time-box’ by which it must be completed, even removing features if necessary to stay within constraints. 

RAD is perhaps most suited to small projects in which there is a degree of flexibility in the final product, or where there is a tight deadline.

• Staying within time constraints.
• Individual components can be adjusted.
• User input early in the process.
• Possible to miss requirements due to time constraints.
• Infrastructure (backups, documentation, human factors) is neglected in favor of time management.

Frequently Asked Questions (FAQs) for Project Management Methodologies

A project management method is like a handbook for managing projects, including a variety of tools to help keep things organized and running efficiently. Each project methodology may include an outline, timeline, recommended processes or standards, and more.

One common way of considering project management methodologies is by dividing them into five levels, or scopes of concern. They are: 1. Best practices, standards, and guidelines: Highest level methods that are widely applicable but contain few specifics. 2. Sector-specific methodology: A methodology tailored for a specific organization type. 3. Organization-specific, custom methodology: A method developed for use within a specific organization or business. 4. Project-specific methodology: A method designed for the needs of a specific project. 5. Individualized methodology: A method developed for a specific person or role.

There are a large number of different methodologies, each organized according to a specific use or philosophy. In addition to the methodologies we’ve described, other project management methodologies include: A. Dynamic systems development method. B. Harvard Business School methodology. C. The Association for Project Management (APM) Method. D. Cross-industry process for data mining (CRISP-DM).

Final Thoughts on Project Management Methodologies

This brief guide merely touched on some of the most well-known and useful project management methodologies. However, while it is a field that was developed only in the 60s, it has become a broad and highly developed field. 

The complexity and breadth of options may be overwhelming. However, taking some time to investigate and choose the right methodology for your project can pay dividends in time and money saved.

Rory is a content creator living in a small town in New England. She specializes in human resources and project management. Currently, she’s working on her first book about the importance of providing high-quality benefits for employees. Rory spends most of her free time hiking with her dogs or gardening in her back yard.

Waterfall vs Agile Methodology: What’s Better for Your Project?

Every project comes with its unique challenges. But there’s one challenge that accompanies every project you’ll work on: deciding which project management methodology to choose. The waterfall vs agile question is the most frequent one you’ll come across in this discourse.  As important as it is to answer, this question might have you bogged down …

Waterfall Methodology: History, Principles, Stages & More

If you’re discovering potential project management methodologies for a new project, you might’ve come across a lot of project management jargon. If you aren’t already familiar with them, terms like the waterfall, scrum, agile, lean, and kanban methodologies aren’t immediately digestible.  This guide is all about explaining one of these terms: the waterfall methodology, also …

All About Agile Project Management

Agile project management (APM) is a project philosophy that breaks projects down into iterations or sprints. The purpose is to produce bigger ROI, regular interactions with clients and end-users, and improved delivery of product features.  Today, Agile is used in virtually every industry from software development to real estate. Keep reading to learn more about …

What Are Agile Methodologies? Agile Methods Explained

In the last two decades, software development has undergone an Agile transformation because of the many benefits like improved quality and predictability across projects. Agile methods have become the standard in many contexts, using small, self-directed teams to create a product in short order. In this article, we’re going to cover the basics of the …

The Five Project Management Phases: Project Process Groups

One of the most important books in the project manager’s library is the Project Management Book of Knowledge. It contains processes that smooth any aspect of a project, grouped into five process groups or project management phases. While they don’t contain a specific method of organizing a project, they can be used with any sort …

What Is Scope Creep in Project Management?

The issue of scope creep has bedeviled project managers since the ancient Egyptians wondered if three pyramids might be more impressive than just one. It isn’t a difficult concept to understand. However, heading off scope creep often requires a great deal of effort and expertise. Key Takeaways: Scope Creep Project scope is the project’s goal …

Agile project management

Right now there is no single more popular topic in (especially in software) projects than Agile. Before I describe what it is, here are the most common misinterpretation of what it is not: it is not a methodology – it is a set of values and principles; it is not a project management ‘method’ – …

To RAID or not to RAID

A few weeks ago I was assisting a project manager with a troubled project. We reviewed the documentation from the beginning, starting with the usual suspects: project charter, WBS, schedule. They all seemed fairly straightforward and understandable. Once we got to his status reporting though, confusion started. This project’s status reports were spreadsheets about 10 …

Project management certification just got easier

If you’re a North American reader of this blog them you’re probably familiar with the Project Management Institute (PMI®) and its professional qualifications: Certified Associate in Project Management (CAPM®) and Project Management Professional (PMP®). If you’re a European reader, then you are more likely to be familiar with PRINCE2® and its 2 qualifications: Foundation and …

Agile Reporting From Waterfalls

Quite a few customers are jumping on the ‘Agile’ bandwagon these days, choosing an Agile methodology for specific projects, or for repetitive releases of their product. A challenge they are facing is how to manage and report Agile projects when the processes and templates provided by their PMO have been developed for Waterfall projects. And …

The Pareto Thing

The past few weeks have been quite busy helping a client prepare for an arbitration between a project contractor and the management of a troubled project. An arbitration is less severe than a lawsuit, in that the parties in disagreement choose an ‘arbitrator’ who is well qualified in the industry, to decide who is right …

‘Agile’ or ‘Waterfall’ ?

A few days ago, before the start of a meeting, a couple of developers where discussing ‘Agile’ project management versus the more traditional ‘Waterfall’ project planning. A ‘Waterfall’ approach, you may recall, is the type of project that flows sequentially from stage to stage, much like a waterfall. It came from, and was heavily influenced …

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What Is Project Management?

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Project management helps teams track and organize their work within a project to achieve its goals. This process involves the application of various skills, tools and techniques, and the coordination of team members to meet project demands. Below, we explore the requirements of project management, its various types, and ways you can implement the process into your team’s workflow.

What is project management?

Project management is the process of planning, overseeing and executing a project to achieve its goals and objectives within the set budget and timeline. There are several roles and methods of project management, each designed to meet the specific project’s needs and improve efficiency. To make this process proceed more smoothly, project managers will often use tools or software to keep track of tasks and communicate with team members.

While project management has its fair share of challenges, the benefits are well worth it. Effective project management keeps a project on time and budget, with the flexibility to make adjustments and changes as needed.

Types of project management styles

There are several methodologies used in project management, each providing a different approach to cater to projects of varying scale and complexity.

The waterfall project management model takes a linear, strategic approach to projects. This straightforward style breaks a project down into sequential phases; each phase is only allowed to begin when the previous one has been entirely completed. This project management style is primarily used for well-defined projects that don’t require significant changes once they’ve started.

Agile project management allows teams to take an iterative, flexible approach to a project. This project management methodology encourages collaboration and feedback. Project managers typically use this style to break down projects into smaller, more manageable tasks. It’s great for projects that require adaptability as requirements change and evolve.

Scrum is a version of the agile project management methodology. This approach places a further emphasis on incremental work. In scrum project management, team members focus on sprints, which are short iterations wherein team members deliver small pieces of the project efficiently and quickly.

Kanban is another project management methodology under the agile framework. The kanban style emphasizes a visual system, where cards and boards are used to manage work and better illustrate the responsibilities of team members. This is a valuable methodology for projects that require a steady flow of deliverables.

The lean project management methodology focuses on efficiency. It operates on a cycle that is designed to raise productivity and reduce waste, which includes not only physical waste but also intangibles such as time and effort. This methodology is often combined with agile to improve workflows.

Often used in manufacturing, the Six Sigma project management style emphasizes continuous improvement. Through statistical models, project managers can reduce errors in work and improve efficiency.

Project management roles

To effectively execute a project across multiple teams or departments, there are various project management roles that must be filled. These roles range from the project managers themselves to team members.

Project sponsor

The project sponsor provides necessary resources, such as funding, personnel or materials for a project. This person may be an employee at your company or an outside client. The project sponsor is typically responsible for final approval on deliverables.

Stakeholders

Stakeholders are those who have a vested interest in the project. They typically give information or instructions and ensure the project meets its intended goals and expectations.

Project manager

The project manager works closely with sponsors and stakeholders. Their primary goal is to oversee the project’s development and ensure things are completed on time and within budget. Project managers determine which project management methodology should be used, oversee day-to-day activities, set milestones and identify resources needed for the project.

Team members

Team members work on individual tasks within a project. Their responsibilities vary based on the project methodology and its requirements. Team members typically report to either a team leader or the project manager and complete deliverables within a specific timeframe.

Project management phases

The process of managing projects follows a life cycle, which consists of different phases from the inception of the project up until its completion. These stages can be further divided based on needs or complexity.

Initiation is the first phase in project management. During this stage, the project team discusses the purpose of the project as well as general objectives and goals. It is during initiation that overall project feasibility may be debated.

The planning stage is when the project is defined in greater detail. The scope, specific objectives, deliverables, milestones and resources needed are identified during this phase. It’s also when the project manager determines which methodology will be used to achieve the desired outcome.

The project plan is put into action during the execution phase. Active collaboration is an integral part of this stage, as the team works toward moving the project to completion. Throughout this phase, the project manager tracks and monitors progress and identifies how to resolve issues.

Monitoring is the phase in which project managers track things at a high level — whether the project is progressing as planned, on time and within budget. Monitoring also requires managers to plan ahead and try to prevent any bottlenecks or disruptions as best as possible.

The final phase of project management involves handing over deliverables. These deliverables are then reviewed and approved by major stakeholders. Project closure serves as an opportunity for the team to wrap up loose ends and resolve issues that arise during the review process.

Project management software

To make project management easier and more efficient, many teams make use of project management software . At present, there is a wide variety of software solutions available. Some of these solutions are best suited for specific project management styles, while others can be customized to meet unique project needs.

Having the right software is critical to maintaining transparent communication and collaboration throughout the project life cycle.

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Waterfall vs Agile: Choosing the Right Methodology

August 13th, 2024

The debate between Waterfall vs Agile approaches has been a constant in our industry, shaping how we conceptualize, execute, and deliver projects.

Waterfall, the traditional linear approach, and Agile, the iterative and flexible methodology, represent two distinct philosophies in software development.

Key Highlights

• Evolution of software development methodologies
• Waterfall: Linear approach with defined phases
• Agile: Iterative development embracing flexibility
• Comparing key differences in project management
• Factors influencing methodology selection
• Emergence of hybrid approaches
• Future trends in project management

Understanding Software Development Methodologies

In the early days, most organizations adhered strictly to traditional, linear methodologies.

However, as the tech industry has rapidly changed, so did our approach to managing software development projects.

The shift began in the late 1990s and early 2000s when the limitations of rigid, plan-driven approaches became increasingly apparent.

This evolution wasn’t just about adopting new tools or techniques; it represented a fundamental shift in how we thought about project management.

We moved from a mindset of predictability and control to one that embraced uncertainty and adaptability.

Defining Waterfall and Agile Methodologies

As we delve into the comparison of Waterfall vs Agile, it’s crucial to understand their core definitions and philosophies.

Waterfall Methodology: This is a linear, sequential approach to software development. It’s characterized by distinct phases that flow logically from one to the next, much like a waterfall.

Each phase must be completed before moving on to the next, with little room for revisiting previous stages.

Agile Methodology: In contrast, Agile is an iterative, incremental approach that emphasizes flexibility and continuous improvement.

It breaks projects into smaller units called sprints, allowing for frequent reassessment and adaptation of plans.

Both methodologies have their place in modern software development, and understanding their strengths and weaknesses is key to selecting the right approach for your project.

The Waterfall Model: A Linear Approach to Software Development

The Waterfall method is characterized by its structured, sequential approach. Its key features include:

• Linear progression: Each phase must be completed before moving to the next.
• Comprehensive documentation: Detailed plans and specifications are created upfront.
• Defined milestones: Clear checkpoints mark the completion of each phase.
• Predictability: The entire project scope is planned at the outset.

Phases in the Waterfall Lifecycle

The typical Waterfall lifecycle consists of the following phases:

• Requirements gathering
• System design
• Implementation
• Maintenance

Each phase produces specific deliverables that serve as inputs for the subsequent phase.

Advantages of Using Waterfall Methodology

There are several advantages to the Waterfall approach:

• Clear structure: The linear nature makes it easy to manage and understand.
• Detailed documentation: Valuable for regulatory compliance and knowledge transfer.
• Predictable outcomes: Ideal for projects with well-defined requirements.
• Resource allocation: Easier to plan and allocate resources across distinct phases.

Limitations and Challenges of Waterfall

Despite its benefits, Waterfall has limitations:

• Inflexibility: Difficult to accommodate changes once a phase is complete.
• Late testing: Major issues may not be discovered until late in the project.
• Delayed ROI: Working software isn’t produced until late in the lifecycle.
• Limited client feedback: Clients may not see the product until it’s nearly complete.

Agile Methodology: Embracing Flexibility and Iteration

Agile methodology is built on four core values and twelve principles outlined in the Agile Manifesto .

The key principles include:

• Customer satisfaction through early and continuous delivery
• Welcoming changing requirements, even late in the project
• Delivering working software frequently
• Close, daily cooperation between business people and developers
• Building projects around motivated individuals
• Face-to-face conversation as the best form of communication
• Working software as the primary measure of progress
• Sustainable development pace
• Continuous attention to technical excellence and good design
• Self-organizing teams
• Regular adaptation to changing circumstances

Popular Agile Frameworks (e.g., Scrum, Kanban)

While Agile is a philosophy, several frameworks implement its principles:

• Scrum : Emphasizes small, cross-functional teams working in short sprints.
• Kanban : Focuses on visualizing work, limiting work in progress, and maximizing efficiency.
• Extreme Programming (XP) : Stresses technical excellence and customer satisfaction.
• Crystal : A family of methodologies that can be tailored to specific project needs.

The Sprint Cycle and Incremental Delivery

The sprint cycle is at the heart of many Agile frameworks , particularly Scrum.

A typical sprint lasts 2-4 weeks and includes:

• Sprint planning
• Daily stand-ups
• Sprint review
• Sprint retrospective

This cycle allows for incremental delivery, where working software is produced at the end of each sprint.

Benefits of Adopting Agile Practices

Several benefits of Agile includes:

• Flexibility: Easily adapts to changing requirements.
• Faster time-to-market: Delivers working software early and often.
• Improved quality: Continuous testing and refinement throughout the project.
• Enhanced customer satisfaction: Regular customer feedback and involvement.
• Better team morale: Encourages collaboration and self-organization.

Comparing Waterfall vs Agile: Key Differences

Choosing Between Waterfall vs Agile

Factors to Consider in Methodology Selection

• Project complexity and uncertainty
• Stakeholder availability and engagement
• Team size and distribution
• Regulatory requirements
• Time-to-market pressures

Project Size and Scalability Considerations

Waterfall often works well for large, complex projects with clear requirements, while Agile is typically more suitable for smaller to medium-sized projects or those with evolving requirements.

Team Dynamics and Collaboration Needs

Agile requires a high degree of team collaboration and self-organization, while Waterfall can accommodate more siloed team structures.

Client Expectations and Satisfaction

Consider the client’s need for visibility, control, and ability to provide ongoing feedback when choosing between methodologies.

Hybrid Approaches: Combining Waterfall and Agile

Organizations adopt hybrid approaches that combine elements of both Waterfall and Agile.

Balancing Structure and Flexibility

Hybrid approaches aim to leverage the structure and predictability of Waterfall with the flexibility and adaptability of Agile.

Implementing a Hybrid Model in Your Organization

Implementing a hybrid model requires careful consideration of organizational culture, project requirements, and team capabilities.

Future Trends in Software Development Methodologies

We’re seeing a trend towards more adaptive, context-specific methodologies that can be tailored to individual project needs.

Continuous Improvement in Agile Practices

Agile continues to evolve, with a greater focus on scaling to larger organizations and more complex projects.

The Role of AI and Automation in Project Management

AI and automation are increasingly being integrated into project management tools and practices, enhancing decision-making and efficiency.

The choice between Waterfall vs Agile isn’t always black and white.

Each methodology has its strengths and weaknesses. The key is to understand these differences and choose the approach that best fits your project’s unique needs and constraints.

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Maybe you know some? Common usage. case management steering board accounting management anger management asset management demand management document management facilities management fault management financial management impression management integrated pest management intensive management knowledge management line management logistics management management consultant management personnel management speak management system network management portfolio management records management scientific management total quality management Sentence Examples Proper usage in context. A project management approach linked to organizational planning Did project management maximise the impact of the funding? Finally are the all-important needs of project management itself Infosys project management will actively support Daimler PMO That is normal project management practice Meet The World’s Best Management Consulting Firms 2024 Share to Facebook Share to Twitter Share to Linkedin Accenture consultants work in the Chicago office overlooking the city's skyline It’s often been said that the only constant in life—and in business—is change. And while this can be unsettling for companies, change has consistently led to growth for the management consulting industry. Whether companies are seeking to downsize, expand, rebrand or enhance AI capabilities, businesses often need help from external advisors, particularly those with highly technical skills or niche expertise. As a result, consultants have never been busier. Alicia Pittman, managing director, senior partner and global people chair at Boston Consulting Group (BCG), says that many businesses coming out of turbulent times post pandemic are seeking large-scale change. “A lot of clients are looking soup to nuts, and asking, ‘How do we accelerate this company to the next chapter?’” The answer, according to Pittman, is to join forces with the right consulting team. In the case of BCG, when their consultants take on a project, they don’t just drop in, make some fixes and leave. Rather, the consultants take time listening to the needs of their clients, customizing strategies together, and guiding executives and staff on how to implement them. BCG’s philosophy, says Pittman: “We don’t work on clients, we work with clients.” This approach has apparently served BCG well; for the third straight year it ranked as one of the most recommended firms in our list of the World’s Best Management Consulting Firms . The ranking, created in partnership with market research firm Statista , is based on three national surveys of consultants (partners and managers at consulting firms) and clients (executives) in the United States, the United Kingdom, and Germany; as well as a global survey of 8,500 consultants and clients in 29 countries across all continents. Survey respondents were asked which consulting firms they would recommend within 13 industries (such as construction and healthcare) and 14 functional areas (such as digital transformation and organization management), for a total of 27 categories; those with the most recommendations were included in our list and awarded a star rating. Firms in the top 10% (very frequently recommended) received 5 stars, firms between the top 10% and 40% (frequently recommended) received 4 stars, and all others with a sufficient number of recommendations received 3 stars. In addition to the consulting firms, survey respondents were also able to recommend consulting networks, which aggregate large numbers of independent consultants and facilitate their connection with potential clients. Consulting networks were rated using the same method used to rate consulting firms. Ultimately, a total of 224 management consulting firms and nine consulting networks made this third annual list. (For more on the methodology, see below.) Eight firms on our list earned stars in all 27 categories, and they were the same top performers as last year. But this year, Accenture led that pack—bumping McKinsey & Company from the head of the list—with Accenture receiving 26 5-star ratings and one 4-star rating, while McKinsey received 24 5-star ratings and three 4-star ratings. For the second year in a row, Deloitte earned 25 5-star ratings and two 4-star ratings. The other five firms that received stars in all 27 categories (specifically, 4- and 5-star ratings) were Boston Consulting Group (BCG) , Bain & Company , KPMG , PricewaterhouseCoopers (PwC) and EY . One of the top priorities for clients across every industry this year, says Muqsit Ashraf, group chief executive of Accenture Strategy, is to reinvent their organization’s generative AI, “impacting everyone from the C-suite to frontline workers.” To do this, Accenture teams advise companies on “building a digital core, transforming processes end to end, rethinking talent strategies, embedding responsible AI principles, and developing change management capabilities,” he says. Deloitte's global headquarters in London, England Another major focus for businesses around the world is sustainability, says Tamzen Isacsson, CEO of the Management Consultancies Association , a trade organization in the UK. Thus, consulting firms are not only guiding clients on sustainable strategies for their businesses, the consultants themselves are also walking the (carbon-free) walk. “The consulting industry previously had a big carbon footprint in terms of travel,” says Isacsson. Post pandemic, however, consultants have radically revamped the way they work with clients, often traveling much less and instead offering a blend of remote time and face-to-face time. New norms for remote and digital work arrangements have also made it easier for businesses to work with expert consultants in any country—and there are a growing number of consulting networks facilitating these connections. One such network, Malt —which received high marks in our rankings—has built an online community of more than 700,000 freelance consultants and more than 70,000 clients. The AI-powered platform serves as a matchmaker of sorts, allowing consultants to find projects that suit their skills and interests while offering clients the ability to find consultants with the specific expertise needed. Malt , which operates in eight countries in Europe and the United Arab Emirates, vets the freelancers, makes sure they are compliant with tax regulations and certified to work where the client is located, and provides tools that help both consultants and clients find matches. Pascal Schäfer, Malt’s head of freelance community and project partnering, says that clients usually come to the platform knowing exactly what they are looking for, and it’s often a consultant with very specific expertise that most companies would not employ on staff. “We can help them to find someone with exactly that skillset or that combination of experience in the country they need,” he says. “The platform suggests potential candidates based on their experience and hard skills but then we add the human touch,” says Schäfer, noting that Malt proposes three to five candidates to the client—also considering interpersonal skills and price—and the client can choose which candidates they’d like to meet. Malt arranges a call for both parties to talk on their own or with a Malt advisor. When a match is made, clients then hire and pay the consultant through the platform, providing security and stability for all involved. For executives in search of their own great match—whether through a consulting network, a boutique consulting company or a multinational firm— click here for the full list of the World’s Best Consulting Firms . Methodology The World’s Best Consulting Firms 2024, created in partnership with market research firm Statista , is based on three national surveys of consultants (partners and managers at consulting firms) and clients (executives) in the United States, the United Kingdom, and Germany; as well as a global survey of 8,500 consultants and clients in 29 countries across all continents. Survey respondents were asked which consulting firms they would recommend; firms were eligible if they had active offices in at least three of the following regions: Africa, Asia, Australia and Oceania, Europe, the Middle East, North America and South America. The firms were recommended within 13 industries (such as technology, financial services and healthcare) and 14 functional areas (such as M&A, marketing and sustainability); those with the most recommendations were included in our list and awarded a star rating. Firms in the top 10% (very frequently recommended) received 5 stars, firms between the top 10% and 40% (frequently recommended) received 4 stars, and all others with a sufficient number of recommendations received 3 stars. In addition to the consulting firms, survey respondents were also able to recommend consulting networks, which aggregate large numbers of independent consultants and facilitate their connection with potential clients. The networks enable consultants to match with projects that suit their skills and interests, while affording clients the ability to match with consultants offering the specific expertise needed. For this list, the method used to rate consulting firms was also used to rate consulting networks. Ultimately, a total of 224 management consulting firms and nine consulting networks made the list. As with all Forbes lists, companies pay no fee to participate or be selected. To read more about how we make these lists , click here. For questions about this list, please email listdesk [at] forbes.com. Forbes/Statista Editorial Standards Reprints & Permissions Join The Conversation One Community. Many Voices. Create a free account to share your thoughts.  Forbes Community Guidelines Our community is about connecting people through open and thoughtful conversations. We want our readers to share their views and exchange ideas and facts in a safe space. In order to do so, please follow the posting rules in our site's  Terms of Service.   We've summarized some of those key rules below. Simply put, keep it civil. 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Please read the full list of posting rules found in our site's  Terms of Service. 353 IMAGES Top 20 Project Management Methodologies For 2020 (UPDATED) Demystifying the 5 Phases of Project Management Types of Project Management Methodologies Infographic 12 Agile Project Management Principles: A Comprehensive Guide 9 Project Management Methodologies Made Simple The 9 Most Popular Project Management Methodologies Made Simple COMMENTS Project Management Methodologies: 12 Best Frameworks [2024] • Asana 12 project management frameworks. Manage projects with one tool. 1. Agile. What it is: The Agile project management methodology is one of the most common project management processes. But the reality is that Agile isn't technically a methodology. Instead, it's best defined as a project management principle. The basis of an Agile approach is ... Project Management Methodology synonyms Another way to say Project Management Methodology? Synonyms for Project Management Methodology (other words and phrases for Project Management Methodology). Top 10 Most Popular 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 ... 6 popular project management methodologies and what they ... 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. 12 Project Management Methodologies: Your Guide Stages of the waterfall model. 1. Requirements: In this first phase, you'll work with stakeholders to clearly define the project scope and requirements. 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. Project Management Methodologies and Frameworks Every ... 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 Definitive Guide to Project Management Methodologies 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. PDF 9 of the Most Popular Project Management Methodologies Made Simple Some project management methodologies simply define principles, like Agile. Others define a "full-stack" methodology framework of themes, principles, and processes, such as Prince2. ... In other words, I don't think a methodology has to be a complete full-stack implementation 12 Project Management Methodologies: Types, Tools, Techniques, And How Types of Project Management Methodologies. 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. 12 Project Management Methodologies: Your Guide 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. 100+ Project Management Terms: PM Terminology Explained H - Project Management Terms. Hybrid methodology Refers to the use of two or more separate methodologies on a project, commonly a blend of Agile and Waterfall project management methods, though sometimes incorporating kanban, lean or other methodologies of project management. 39 Project Management Terms You Should Know [2024] • Asana 9. Project budget. A project budget is the set amount of resources you're able to use for a specific project. A project budget can be set in hours, like in the agency world, or dollar amount. 10. Project plan. A project plan (or project management plan) is a detailed map of all of the elements your team needs to accomplish to reach your project ... The Complete Glossary of Project Management Terminology Process-based project management - A methodology that views projects as means of pursuing organizational objectives. It involves using an organization's mission and values to guide the creation and pursuit of project objectives. If project objectives aren't in alignment with the company mission statement, they are amended accordingly. A glossary of 26 agile terms to boost your project management game This can include addressing problems in a development process, keeping the team on track to meet deadlines, and interfacing with other departments. Scrum. Scrum is a project management method that falls under the larger Agile umbrella. In other words, if Agile is a project management philosophy, Scrum is a specific Agile methodology. The most popular project management methodologies: A comparison A project management methodology is a system of guided procedures for managing a project. In other words, it's a set of rules that you play by to get your project finished in the most productive ... The Four Phases of Project Management The Four Phases of Project Management. Planning, build-up, implementation, and closeout. Whether you're in charge of developing a website, designing a car, moving a department to a new facility ... Essential Project Management Methodologies and When To Use Them Project management methodologies are a set of guidelines for running and completing a project efficiently. There is a wide range of methods, some very broad and others tailored to specific contexts. Agile methodologies feature customer input, decision-making by the entire project team, responsiveness, and an iterative process. METHODOLOGY Synonyms: 47 Similar Words Synonyms for METHODOLOGY: procedure, policy, method, strategy, program, approach, course, plan, scheme, line Synonyms for Project management Project Management synonyms - 423 Words and Phrases for Project Management. team leading. benefits realization management. high-level management. project production management. earned value management. process-based management. project administration. assignment manufacturing administration. Project Methodology synonyms Synonyms for Project Methodology (other words and phrases for Project Methodology). Synonyms for Project methodology. 10 other terms for project methodology- words and phrases with similar meaning. Lists. synonyms. antonyms. definitions. sentences. thesaurus. suggest new. project management process. project administration. project control ... What Is Project Management? Learn what project management is and how it helps plan, execute and complete projects efficiently. Discover key principles, methodologies and tools that ensure successful project outcomes. Project management methodology (PMM) It identifies the benefits of using a project management methodology and looks at the inputs and outputs of a project management methodology. The paper overviews common roadblocks that prevent organisations from implementing a PMM, and it notes th ... From this perspective, it does not look like change is an optional process; in other words ... Waterfall vs Agile: Choosing the Right Methodology The Role of AI and Automation in Project Management. AI and automation are increasingly being integrated into project management tools and practices, enhancing decision-making and efficiency. The choice between Waterfall vs Agile isn't always black and white. Each methodology has its strengths and weaknesses. What is another word for project management Noun. The management of a project, typically involving of a team of people. team leading. high-level management. benefits realization management. earned value management. process-based management. product-based planning. project production management. Best Agile Project Management Software Of 2024 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 ... PROJECT MANAGEMENT in Thesaurus: 100+ Synonyms & Antonyms for PROJECT benefits realization management. high-level management. project production management. earned value management. process-based management. project administration. assignment manufacturing administration. job production direction. How AI and GenAI Are Transforming Agile And Project Management Following the realization that Agile needed to evolve to address varying scales of organizations, different frameworks (e.g., SAFe, LeSS, Nexus, etc.) were developed to facilitate cross-team and ... Meet The World's Best Management Consulting Firms 2024 Ultimately, a total of 224 management consulting firms and nine consulting networks made the list. As with all Forbes lists, companies pay no fee to participate or be selected. To read more about ... assignment essay homework paper phd report resume review speech thesis