Project Management Methodology Is Optimal Continues

With the exceptional growth in technology, the present day projects are often large and complex involving a significant risk. So, a Project Management Methodology enables the delivery organization to handle these projects comprehensively, systematically and in an integrated manner, which results in strategic, tactical and operational benefits.

Nowadays, the economy evolves rapidly and levels of competition force companies to adopt new approaches In order to keep up with market changes. Many large and medium scale companies have multiple projects and programs in progress, and they are using PMO as an essential part to apply to project management practices. Over time, many companies with long histories of successful PMO and project management practices may want to accelerate their project performance and adopt Agile as a new approach for their projects. As a result, this change can play an important role to raise different type of problems and difficulties between the existing PMO and Agile development team (Agile developers).

Several adaptations to the traditional approaches like agile, interactive, phased, extreme, etc have been made but each will be expected to meet the requirements of the project objectives, timeline, resources, and deliveries of the stakeholders. Other industry standard certifications like ISO9000 and regulations like the Sarbanes-Oxley have also influenced methodologies and processes used by several organisations (Kerzner, 2003). Generally, managing projects should involved five major process which include the project initiation, planning, execution, monitoring and controlling, and then project closing. See Fig. 2 below.

Project management is accomplished through the application and integration of the project management process groups: initiating, planning, executing, monitoring and controlling, and closing.”(Ambriz, 2010). This clearly represents the foundation of what has come to be known as traditional project management (TPM), upon which other techniques were developed. Thus we may also define TPM based on the original rigid

Agile methods are one of the most recently conceived methodologies for developing software intensive systems. Agile methods refer to a family of methods that tend to favor working code over documentation, individuals over tools, collaboration over negotiation and thriving in volatile environments over following a plan ("Agile Manifesto" 2001). However, agile methods are not indicated for all projects; project managers, with organizational support, must decide if agile methods will provide the most benefit over conventional software engineering methods for developing new software intensive projects.

One mooted solution to project management issues is Agile Software Engineering. Agile software engineering was devised, in the early 1990's, as a counter to the then-prevalent preference for huge, carefully-planned and expertly orchestrated grand projects. As Alistair Cockburn has noted, "the 1990's saw some of the most bloated, over-organised attempts at problem-solving imaginable, whereas agile software engineering came in like a breath of fresh air and proclaimed that the era of the individual was back" (Cockburn, 2001). While the old system was believed to deliver nothing more than bureaucracy, inconsistency and ineffectiveness, agile software engineering was

The use of structured methodologies in IT Project management is increasingly recognised as one of the fundamental drivers in reducing the likelihood of incomplete and costly IT project failures. The need for a systematic approach has been highlighted through a number of survey results on the failure of IT Projects. These results demonstrate that the significant issues associated with failed projects include the lack of; a defined project organisation, policy and procedures, implementation plans and integrated methods (Taylor 2003). It is apparent that these recognised issues can be significantly reduced through the implementation of standard project management methodologies. Lind and Culler (2013) completed research of 116 firms

Threats to profit margins due to disengagement with community members, emphasizes that project managers should create a risk response team to handle specific concerns and questions regarding improvement initiatives (Meyer & Peng, 2016). Each project and task within the project are subject to risks. A BID risk response team is needed to identify risks, plan mitigations, and create emergency response and contingency plans. Without the team, a business opportunity can be seriously compromised or completely shut down due to unplanned happenings. The risk response team is a first line of defense for emergencies and even smaller problems (Meyer & Peng, 2016).

This report discusses changes in project management in today’s world of ‘internet time’ and dominance of ‘time-to-market. It also lays emphasis on alternative development methodologies instead of traditional methodologies which should be adapted in order to prosper in today’s tempestuous environment. In this modern world, business needs are changing at a fast pace and to confront these changes new and advanced development methodologies should be practiced for success and growth of business.

There are two most popular methodologies to Project Management are: Waterfall method or Traditional Approach and Agile approach.

There are different kinds of methodologies used for Project Management. Some of the Project Management used nowadays are

The proposal writing process is multifaceted, encompassing both the actual submission of a request for proposal as well as the management of the implementation of received funds. Through class lectures and assigned readings, we’ve discussed the various aspects that make up the process of grant writing. Through this essay, I will explain this process as it leads up the management of the project once funded. Furthermore, this essay will explain how to ensure that the proposal submitted addresses key aspects necessary for the project to be implemented in line with best practices for project management.

When assessing the reason “the field is young”, one may surmise that newer developers may adopt more modern methodologies. Agile modeling came about after more traditional practices. However, less experienced developers may lean toward a more known and proven theory like the waterfall approach which uses successive phases to be completed and finalized. The waterfall is rigid but more predictable and may be easier to manage for new project managers. Using different types of techniques may confuse a

In my recent experience working as a Support Analyst in a superannuation company that recently merged with one of the Big 4 Banks, I had the privilege in working within a People & Cultural project, where our primary focus was to improve Organizational Culture result in surveys conducted by the Executive management teams. The Client Operations department staff scored very poorly amongst the 50,000 banks employees, hence the development of a project to drive scores back to a more acceptable result. After undertaking this unit, I believe it was evident that there was a lack of structure in the planning process with the project and it resulted in misguided unproductive project teams. The project management (PM) teams neglected core planning areas and overlooked the issue of outlining the ground rules for the project to ensure the proper execution, monitoring of tasks and controlling activities to ensure the overall effectiveness of the project (Kloppenborg 2015), to ensure a successful project. The areas which have been proven to the causation of project failure (Chen 2015) is firstly was overlooked was the empowering project scope; the second was a neglecting to effectively scheduled activities and third allocation of the task to resources.

Alternative approaches to management developed over the years are extremely important to modern software project management, although new approaches are needed to deal with some of the toughest challenges. According to experts, “the popular interest in management as a discipline and a field of study is fairly recent. But management, both as a practice and as a field of study, has a respectable history, in many different countries, going back almost two centuries.” (Drucker 2008, p.12). Modern approaches to management were developed in the USA after World War II which are now taught in colleges and universities. The four classic functions about management one may learn in school are: “planning, organizing, leading, and controlling” (Nelson & Economy 2005, p. 5). More functions need to be added to the list of skills for acquiring in the process of learning about project management aspects. Project management challenges can be viewed from a process perspective and many experts such as McFarland (1970) highlighted this view. Management is the “process by which managers create, direct, maintain and operate purposive, organizations though systematic, coordinated, cooperative human effort” (McFarland 1970, p. 5). “Because projects are transient, their delivery follows a development process, from germination of the idea, through initiation, design and delivery, to commissioning, handover to the client and closeout of the work.” (Turner 2014, p. 5)