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Project management methodologies: 12 popular frameworks

Project management is an ever-evolving field that requires a number of approaches to be successful. Learning the most popular project management methodologies can help you become an industry expert. 

In order to be the best possible project manager , learn about each of these 12 frameworks to find the one that best fits your team’s needs. 

12 project management frameworks

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:

Collaborative

Fast and effective

Iterative and data-backed

Values individuals over processes

When it comes to putting the Agile manifesto in place, teams often choose specific methodologies to use alongside Agile. These could include Scrum, Kanban, extreme programming, crystal, or even Scrumban . That's because connecting Agile methodology with a more detailed approach produces a well-rounded project management philosophy and a tangible plan for delivering great work. 

Who should use it: The Agile framework can be used for just about any team. This is because the principle behind it is rather universal. The real trick is deciding which methodology to use with it.

2. Waterfall

What it is: The waterfall model is also a very popular framework. But unlike Agile, waterfall is an actual methodology that is rather straightforward. The waterfall methodology , also known as software development life cycle (SDLC), is a linear process in which work cascades down (similar to a waterfall) and is organized in sequential order. 

To achieve this approach, each work task is connected by a dependency. This means each task must be completed before the next task can be started. Not only does this ensure that work stays on track, but it also fosters clear communication throughout the process. 

While viewed as a traditional approach by some modern organizations, this method is good for creating a predictable and thoroughly planned-out project plan . 

Who should use it: Since the waterfall project management methodology is so detailed, it’s great for working on large projects with multiple different stakeholders. This is because there are clear steps throughout the project and dependencies that help track the work needed to reach goals. 

What it is: The Scrum methodology involves short “sprints” that are used to create a project cycle. These cycles span one to two weeks at a time and are organized with teams of 10 or less. This is different from the waterfall approach where individual tasks are broken down into dependencies.

Scum is unique for a variety of reasons, one being the use of a Scrum master. Or, in other words, a project manager that leads daily Scrum meetings, demos, sprints, and sprint retrospectives after each sprint is completed. These meetings aim to connect project stakeholders and ensure tasks are completed on time. 

While Scrum is technically a project management methodology in its own right, it’s most commonly associated with an Agile framework. This is because they share similar principles, such as collaboration and valuing individuals over processes. 

Who should use it: Teams that use an Agile approach should use, or at least try, the Scrum methodology as well. Since sprints are divided into small teams, this approach can work for both small and large teams. 

What it is: The Kanban methodology represents project backlogs using visual elements, specifically boards. This approach is used by Agile teams to better visualize workflows and project progress while decreasing the likelihood of bottlenecks. It’s also usually in the form of a software tool that allows you to change and drag boards seamlessly within projects, though it’s not a requirement. 

Since this method doesn’t have a defined process like others, many teams use it differently. The main concept to keep in mind is that Kanban aims to focus on the most important project tasks, keeping the overall framework simple.

Who should use it: Kanban boards are great for teams of all sizes and specifically remote-first teams. This is because the visual capabilities of Kanban boards help team members stay on track no matter where they are. 

5. Scrumban

What it is: As you may have guessed, Scrumban is a methodology that draws inspiration from both Scrum and Kanban frameworks. Some think of this as a hybrid approach that incorporates the best of each. 

Scrumban uses a similar sprint cycle as Scrum but allows individual tasks to be pulled into the plan like Kanban. This allows the most important work to be completed and keeps project plans simple. Scrumban also uses Scrum meetings to enhance collaboration and keep goals top of mind. 

Who should use it: If you like the idea of breaking down a project into smaller tasks, but likewise want to keep it visually simple, Scrumban might be for you. It’s the perfect intersection of simplicity and clarity.  

What it is: PRINCE2 , otherwise known as PR ojects IN C ontrolled E nvironments, uses the overarching waterfall methodology to define stages within a project. It was initially created by the UK government for IT projects and still primarily suits large IT initiatives over the traditional product or market-focused projects. 

There are seven main principles of PRINCE2, which include:

Starting a project

Directing a project

Initiating a project

Controlling a project

Managing product delivery

Managing a stage boundary

Closing a project

These seven principles create a thorough project process and make for an effective enterprise project methodology altogether. It aims to define roles and back management. Not only that, but PRINCE2 can be used to streamline a ton of individual project management tasks, like controlling a stage, managing product delivery, and initiating and closing a project. 

Who should use it: Due to the particular nature of the PRINCE2 project management methodology, it’s best suited for large enterprise projects with a number of project stakeholders . Using it for small projects may create a longer and more complicated process than necessary. 

7. Six Sigma

What it is: Unlike the other PM methodologies, Six Sigma is used for quality management and is frequently described as a philosophy rather than a traditional methodology. It is often paired with either a lean methodology or Agile framework, otherwise known as lean Six Sigma and Agile Six Sigma. 

The main purpose of Six Sigma is to continuously improve processes and eliminate defects. This is achieved through continuous improvements by field experts to sustain, define, and control processes. 

To take this method one step further, you can use a Six Sigma DMAIC process, which creates a phased approach. These phases include:

Define: Create a project scope , business case , and initial stand-up meeting.

Measure: Collect data that helps inform improvement needs.

Analyze: Identify the root causes of problems. 

Improve: Solve the root causes found.

Control: Work to sustain the solutions for future projects. 

Who should use it: Six Sigma is best for large organizations, usually those with a few hundred employees or more. This is when the need to eliminate project waste starts to have a larger impact on your organization. 

8. Critical path method (CPM)

What it is: The critical path method works to identify and schedule critical tasks within a project. This includes creating task dependencies, tracking project goals and progress, prioritizing deliverables , and managing due dates—all of which are similar to a work breakdown structure .

The objective of this methodology is to properly manage successful projects at scale so that milestones and deliverables are mapped correctly. 

Who should use it: The critical path method is best for small and mid-size projects and teams. This is because large projects require many deliverables with multiple stakeholders and the CPM isn’t built to manage complex projects. 

9. Critical chain project management (CCPM)

What it is: The critical chain project management framework is closely related to the critical path methodology but is even more detailed, making it one of the most comprehensive options. 

Along with implementing a work breakdown structure like CPM, CCPM includes specific time requirements for each task. This helps take task tracking one step further, making it clear when tasks are going over their allotted time. It also uses resource leveling which aims to resolve large workloads by distributing work across available resources. 

Not only do these help both productivity and efficiency, but they also help connect the work needed to be completed with project goals. Many project management tools even have visual elements to better visualize these goals, creating an organized road map for team members. 

Who should use it: CCPM is a great method for both small and large teams, but it mostly helps solve project efficiency problems . It can also be a great way to report work in progress to leadership. 

What it is: The lean project management methodology aims to cut waste and create a simple framework for project needs. This ultimately means doing more with less in order to maximize efficiency and teamwork. 

While reducing waste originally referred to a physical product (which dates back to the method used by Henry Ford and later by Toyota and Motorola), it now refers to wasteful practices. There are three Ms that represent this:

Muda (wastefulness): Practices that consume resources but don’t add value  

Mura (unevenness): Occurs through overproduction and leaves behind waste 

Muri (overburden): Occurs when there is too much strain on resources  

As a project manager, your job is to prevent the three Ms in order to better execute projects and streamline processes. This is similar to the approach of rational unified process (RUP), which also aims to reduce waste. The difference is that RUP aims to reduce development costs instead of wasteful practices. 

Who should use it: Since lean is all about reducing waste, it’s best suited for teams struggling with efficiency issues. While this will have a greater impact on large organizations, it can be helpful for project teams of all sizes. 

11. Project management institute’s PMBOK® Guide

What it is: While the PMI’s Project Management Body of Knowledge is associated as a project management methodology, it’s more closely related to a set of best practices that take into account various development processes. 

This framework focuses on implementing the five project management phases , all of which help easily manage a project from start to finish in a structured phase approach. The five phases include:

Project initiation

Project planning

Project executing

Project performance

Project closure

While this is a good foundation to keep in mind, the PMBOK® Guide isn’t necessarily as specific as other approaches. This means you’ll need to decide which tasks to complete in each phase. 

Who should use it: The PMBOK® Guide can be used on its own for small teams on standard projects, though it’s a good idea to pair it with a more detailed methodology (like CPM) for large teams handling complex projects. 

12. Extreme programming (XP)

What it is: As the name suggests, extreme programming is used for fast-paced projects with tight deadlines. The approach works by creating short development cycles with many releases. This makes for quick turnaround times and increased productivity . 

Extreme programming has a few core values, which include simplicity, communication, feedback, respect, and courage. It also includes a specific set of XP rules which includes all phases from planning to testing. 

Who should use it: Extreme programming can be used for individual projects with tight deadlines, most commonly with small to midsize teams. Since XP is a fast-paced method, it should be used lightly in order to prevent burnout . 

Choosing the right project management methodology for your team

There is no one-size-fits-all approach when it comes to project management methodologies. Each one offers unique principles to take a development project from an initial plan to final execution. 

The main aspects to keep in mind are the size of your team and how your team prefers to work. Here are some additional tips to consider:

Your industry : Consider if you’re in an industry that changes frequently. For example, a technology company would be an industry that is ever-evolving. This will affect project consistency and should be paired with either a flexible or stagnant methodology. 

Your project focus : Consider the objectives of your projects . Do you value people over efficiency? This will help pair you with a methodology that matches a similar objective. 

The complexity of projects : Are your projects on the more complex side, or are they usually straightforward? Some methods aren’t as good as others at organizing complex tasks, such a CCPM.

The specialization of roles : Consider how niche the roles within your team are. Can multiple team members alternate the same type of work, or do you need a method that focuses on specialization?

Your organization’s size : The size of your organization and team should be weighed heavily when deciding on a methodology. Methods like Kanban are universal for team size, while options like CPM are better suited for small teams. 

Whether your team members prefer a visual process like Kanban or a more traditional project management approach like the waterfall method, there’s an option for every type of team. To take a project management methodology one step further, consider a work management tool to better track and execute development projects. 

Methods to manage your projects mindfully

With the right project management methodology in place, you’ll be able to take your projects to new levels of efficiency and implement processes that are right for your team, your organization, and yourself.

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Top 10 Project Management Methodologies: An Overview

Table of Contents

• Waterfall Methodology
• Agile Methodology
• Scrum Methodology
• PMI / PMBOK
• Critical Path Method (CPM)
• Kanban Methodology
• Extreme Programming (XP)
• Lean Methodology

What Is a Project Management Methodology?

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

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

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

Top 10 Project Management Methodologies

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

1. Waterfall Methodology

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

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

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2. Agile Methodology

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

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

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

3. Scrum Methodology

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

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

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

4. Project Management Body of Knowledge (PMBOK)

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

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

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

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

5. Critical Path Method (CPM)

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

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

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

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

6. Critical Chain Project Management (CCPM)

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

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

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

7. Kanban Methodology

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

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

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

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

8. Extreme Programming (XP)

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

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

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

9. Lean Methodology

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

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

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

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

10. Six Sigma

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

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

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

11. PRINCE2

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

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

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

ProjectManager Works with Any Project Management Methodology

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

Tools for Waterfall Project Management

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

Tools for Agile Project Management

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

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

Multiple Views for Diverse Teams

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

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

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

Related Content

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• Agile Project Management Software
• Critical Path Software

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

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Project Management Methodologies

Waterfall, Agile, Scrum, Kanban and more. If you’re wondering which methodology you should choose, then you need to read this guide to project management methodologies.

Table of Contents

What is a project management methodology, why are there so many different types of project management methodologies, the project management process: how to choose the right project management methodology, 17 project management methodology examples and frameworks, choosing the right project management methodology.

Once you’ve decided you want to  become a project manager , the next step is to figure out which project management methodologies are right for you and your team.

The landscape of project management methodologies can seem a bit overwhelming.

Whether you have a formal project management certification or you’re learning to become a project manager from experience, there’s an absolute smorgasbord of project methodologies to choose from. And they often come with their own rules, lists, principles, and endless acronyms.

We believe that finding the right project management methodology to manage your work shouldn’t be rocket science. So we’ve compiled this list of different project management methodologies to help you figure out which methods, principles and approaches you can use for each team and project.

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A project management methodology is a set of principles and practices that guide you in organizing your projects to ensure their optimum performance.

Basically, it’s a framework that helps you to manage your project in the best way possible.

Project management is so important  to organizations and teams, but in order for it to be really effective, you need to make sure you’re correctly mapping your project management methodology to your team type, project, organization, and goals.

No two projects are exactly the same (even when you’re using handy features like project templates to replicate your past successes).

And when you factor in the different goals, KPIs and production methods of not only different types of teams but also different types of  industries , it makes sense that there’s no one-size-fits-all approach to managing a project.

What works best for one type of team could be an absolute nightmare for another.

For example, many software developers started to find that traditional project management methods were hindering — rather than helping — their workflows and negatively affecting their performance and results.

As a result, software teams began to develop a new type of project management methodology, which was designed to address their particular concerns.

Before long, other teams and industries started to adapt those new project management methods to fit  their  unique needs and concerns. And on and on, with different project management methodologies being repurposed and adapted for different industries and tweaked to fit specific use cases.

What we’re left with is a ton of different project management methodologies to choose from. So how do you know which project management method (or methods, plural) is right for you and your team?

There are lots of factors that will impact which project management methodology is right for your project, team, and organization. Here’s a quick breakdown of some of the key considerations that can help you decide:

Cost and budget: On a scale of $ to $$$, what sort of budget are you working with? Is there room for that to change if necessary, or is it essential that it stays within these predetermined limits?

Team size: How many people are involved? How many stakeholders? Is your team relatively compact and self-organizing, or more sprawling, with a need for more rigorous delegation?

Ability to take risks: Is this a huge project with a big impact that needs to be carefully managed in order to deliver Very Serious Results? Or is it a smaller-scale project with a bit more room to play around?

Flexibility: Is there room for the scope of the project to change during the process? What about the finished product?

Timeline: How much time is allotted to deliver on the brief? Do you need a quick turnaround, or is it more important that you have a beautifully finished result, no matter how long it takes?

Client/stakeholder collaboration: How involved does the client/stakeholder need — or want — to be in the process? How involved do you need — or want — them to be?

Waterfall methodology

Agile methodology

Scrum methodology

Kanban methodology

Scrumban methodology

eXtreme programming (XP) methodology

Adaptive project framework (APF) methodology

Lean methodology

Critical path method

Critical chain project management

New product introduction (NPI)

Package enabled reengineering (PER)

Outcome mapping

PMI’s PMBOK

PRINCE2 methodology

Rapid application development (RAD) methodology

We’ve compiled a list of 17 effective project management methodologies to help you get to grips with the basics. Let’s dive right in.

1. Waterfall methodology

The Waterfall method is a traditional approach to project management. In it, tasks and phases are completed in a linear, sequential manner, and each stage of the project must be completed before the next begins.

The stages of Waterfall project management generally follow this sequence:

Requirements

Construction

Deployment & maintenance

Progress flows in one direction, like a real waterfall.

Also like a real waterfall, though, this can quickly get dangerous. Since everything is mapped out at the beginning, there’s a lot of room for error if expectations don’t match up with reality. And there’s no going back to a previous stage once it’s completed (just imagine trying to swim against a waterfall — not fun).

Try this project management methodology if:

The end goal of your project is clearly defined — and isn’t going to change.

The stakeholders know exactly what they want (and it isn’t going to change).

Your project is consistent and predictable (i.e. isn’t going to change).

You’re working in a regulated industry that needs extensive project tracking or documentation.

You might need to bring new people into the project midway through and get them up to speed quickly.

This project management methodology might not be for you if:

Your project is liable to change.

You don’t have a full picture of all the requirements before you start.

You need to do continuous testing or adapt to feedback during the process.

2. Agile methodology

Agile project leaders help their team balance at the edge of chaos - some structure, but not too much; adequate documentation, but not too much; some up-front architecture work, but not too much. Finding these balance points is the art of agile leadership." ~ Jim Highsmith, author and software engineer

The agile project management methodology came from a growing dissatisfaction with the linear approach of traditional project management methodologies.

Frustrated with the limitations of project management methods that couldn’t adapt with a project as it progressed, the focus began to shift to more iterative models that allowed teams to revise their project as needed during the process instead of having to wait until the end to review and amend.

The concept of agile project management has gone on to spark several specific sub-frameworks and methodologies, such as scrum, kanban, and lean. But what do they all have in common? The key principles of agile project management methodologies are:

It’s collaborative.

It’s quick.

It’s open to data-driven change.

As such, agile project management methodologies usually involve short phases of work with frequent testing, reassessment, and adaptation throughout.

In many agile methods, all of the work to be done is added to a backlog that teams can work through in each phase or cycle, with project managers or product owners prioritizing the backlog so teams know what to focus on first.

You’re not sure at the outset what the solution will look like.

You need to work quickly, and it’s more important that you see speedy progress than perfect results.

Your stakeholders or client needs (or wants) to be involved at every stage.

This project management methodology isn’t for you if:

You need a lot of documentation (for example, if you’ll be bringing new people on-board during the project).

You need a predictable deliverable, and you need to be crystal clear about what that looks like from the outset.

Your project can’t afford to change during its course.

You don’t have self-motivated people.

You have strict deadlines or deliverables that you need to stay on top of.

The Best Agile Project Management Tools To Use In 2023 & Beyond

It does little good to adopt the Agile method while still using a software that bogs down or complicates your projects. The best agile project management software should go hand-in-hand with the Agile method and make these adaptations smooth, fast, and easy.

3. Scrum methodology

Scrum is a form of agile project management. You can think of it more like a framework than as a project management methodology in itself.

With Scrum, work is split into short cycles known as “sprints”, which usually last about 1-2 weeks. Work is taken from the backlog (see: Agile project management, above) for each sprint iteration,

Small teams are led by a Scrum Master (who is not the same as the  project manager ) for the duration of the sprint, after which they review their performance in a “sprint retrospective” and make any necessary changes before starting the next sprint.

You’re striving for continuous improvement.

You don’t have the full commitment from the team needed to make it work.

4. Kanban methodology

"Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process." ~ David J. Anderson, Author and pioneer of the Kanban method

Kanban is another method within agile project management.

Originating from the manufacturing industry, the term “kanban” has evolved to denote a framework in which tasks are visually represented as they progress through columns on a  kanban board . Work is pulled from the predefined backlog on a continuous basis as the team has capacity and moved through the columns on the board, with each column representing a stage of the process.

Kanban is great for giving everyone an immediate visual overview of where each piece of work stands at any given time. (You can use kanban boards for everything from your  content marketing process  to  hiring and recruitment .)

It also helps you to see where bottlenecks are at risk of forming — if you notice one of your columns getting clogged, for example, you’ll know that that’s a stage of your process that needs to be examined.

When used as part of an agile project management methodology, it’s also common to implement work in progress (WIP) limits. Work in progress limits restrict the amount of tasks in play at any given time, meaning that you can only have a certain number of tasks in each column (or on the board overall).

This prevents your team from spreading their energy across too many tasks, and instead ensures that they can work more productively by focusing on each task individually.

You’re looking for a visual representation of your project’s progress.

You want at-a-glance status updates.

You want to encourage using WIP limits so your team can stay focused.

You prefer to work on a continuous “pull” basis.

Your process is super complex or has tons of stages.

You want a push system instead of a pull system.

Kanban board view

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5. Scrumban methodology

It’s the answer to the age-old question: what if scrum and kanban had a baby?

Scrumban is a hybrid agile project management methodology that has scrum’s nose and kanban’s eyes.

The main benefit of scrumban as a method is that instead of deciding which task from the backlog to work on in each sprint at the outset (like you would in a “traditional” scrum framework), scrumban allows teams to continuously “pull” from the backlog based on their capacity (like they would in a kanban framework).

And using work in progress limits (from kanban) during your sprint cycle (from scrum), you can keep a continuous flow while still incorporating project planning , reviews and retrospectives as needed.

You’ve ever looked at scrum and kanban and thought “I wish those two crazy kids would get together”.

You’ve ever looked wistfully out the window and thought, “Oh, scrum is scrum, and kanban is kanban, and never the twain shall meet”.

6. eXtreme programming (XP) methodology

The eXtreme Programming (XP) methodology is another form of agile project management that was designed for software developmen t.

It emphasizes teamwork and collaboration across managers, customers, and developers, with teams self-organizing. It has a  defined set of rules  that teams should follow, which are based on its five values: simplicity, communication (face to face is preferred), feedback, respect, and courage.

You want to foster teamwork and collaboration.

You have a small, co-located team.

You’re a rulebreaker.

Your team is spread across different places and time zones.

7. Adaptive project framework (APF) methodology

The adaptive project framework (APF) methodology, also known as adaptive project management (APM), is a type of agile project management methodology that was designed with the inevitability of change in mind.

The adaptive project framework knows that, as John Steinbeck might say, even the best-laid projects of mice and men often go awry. So the fundamental attribute of APF is that teams need to be able to adaptively respond to change.

That means that using adaptive project framework methods, teams must try to anticipate the risks and prepare for the unexpected in their project. They need to understand that key components are constantly in flux, and be able to constantly re-evaluate results and decisions with these moving parts in mind.

This requires lots of communication with all stakeholders and — like other agile project management methodologies — be able to work collaboratively.

You know your ultimate goals (in project management terms, you’ve outlined your Conditions of Satisfaction; or, in Beastie Boys terms, you’re clear about you’re clear about whatcha whatcha whatcha want).

You need predictability.

You don’t have the resources to handle the potential negatives of adaptability (e.g. scope creep, rework, misuse of time).

8. Lean methodology

Lean is another project management methodology that has its origins in manufacturing (and specifically the Toyota Production System). It’s all about applying lean principles to your project management methods to maximize value and minimize waste.

While this originally referred to reducing physical waste in the manufacturing process, it now refers to other wasteful practices in the project management process. These are known as the 3Ms: muda, mura, and muri.

Muda  (wastefulness) consumes resources without adding value for the customer.

Mura  (unevenness) occurs when you have overproduction in one area that throws all of your other areas out of whack, leaving you with too much inventory (wasteful!) or inefficient processes (also wasteful!).

Muri  (overburden) occurs when there is too much strain on resources such as equipment and people, which can often lead to breakdowns — in both machines and humans.

Using the key principles of lean, a project manager can reduce these types of waste to create more efficient workflows.

You’re looking for a set of principles that will help you cut the fat and optimize your flow.

You’re always trying to improve and add value for the customer.

You want to ultimately decrease costs.

You can’t afford to run into supply problems (e.g. you don’t have enough inventory in stock) or lose room for error (e.g. in the case of essential equipment failure).

You don’t have the budget to invest in it (while lean project management aims to reduce costs overall, it can be costly to implement).

You’re a raccoon and you love waste, actually.

9. Critical path method

A project without a critical path is like a ship without a rudder." ~ D. Meyer, Illinois Construction Law

The critical path method (also known as critical path analysis) is a way of identifying and scheduling all of the critical tasks that comprise your project, as well as their dependencies.

That means that you need to:

Identify all of the essential tasks you need to do to achieve your project goal

Estimate how much time each of those tasks will take (bearing in mind that certain tasks will need to be completed before others can be started)

Use all of that information to schedule the “critical path” you’ll need to take in order to get the project done as quickly as possible without missing any crucial steps.

The longest sequence of critical tasks becomes your critical path, and will define the timeframe for your project.

Along the path, you’ll have  milestones  to meet that will signal when one set of tasks (or phase) is over and you can move on to the next one.

There are lots of ways to visualize the critical path, depending on the complexity of your project, from flow graphs to Gantt charts .

Your project is large-scale and complex.

Your project has a lot of dependencies.

You’re looking for a visual way to map out the sequence of tasks.

You need to identify which tasks are the most important so you can better allocate your resources.

You have a strict plan and deadlines, with no room for silly business.

You love algorithms. Love ‘em!

You don’t need something with a lot of complexity.

You’re unsure about deadlines, timings, or durations.

Your project needs wiggle room to change.

10. Critical chain project management

Critical chain project management (or CCPM) takes the critical path method (CPM) one step further.

While the critical path method defines the length of time needed to get each critical activity done from the beginning of the project to the end, it can often be, well, unrealistic when the time comes to actually put it into practice.

Critical chain project management addresses those issues by allowing a bit more time for the human elements of your project — like delays and resourcing issues.

In critical chain project management, you have a few buffers built in that your critical chain can use without derailing everything else, so that your entire project doesn’t have to go off track just because life happens.

You like the sound of the critical path method, but you want something a little more realistic.

You were already overestimating task durations in CPM to allow for a buffer and you want more accurate data on how long the work is actually taking compared to your projections.

You think buffers are just a safety net for people who didn’t plan it right the first time.

Nothing could possibly go wrong.

11. New product introduction (NPI)

New product introduction is a great project management methodology for when you want to, well, introduce a new product.

Also known as new product development (NPD), the new product introduction process covers everything you need to define, develop and launch a new (or improved) product.

The project follows a single product through the entire development process. This process involves multiple phases or a stage-gate process, which can vary from organization to organization, but usually include things like:

Defining the product spec and project scope

Evaluating the feasibility

Developing the prototype

Validating the prototype via testing and analysis

Manufacturing the product on a larger scale

Evaluating the product’s success in the market after launch

As the requirements for a successful new product introduction span a number of departments across an organization, from leadership to product managers to marketing and more, it requires a lot of cross-functional collaboration and communication.

Project management template

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You’re bringing a new or improved product to market.

You’re focusing on a single product.

You want to foster key stakeholder and cross-functional alignment right from the beginning.

You’re not bringing a new or improved product to market.

You’re looking for a more agile approach to product development (as NPI is usually sequential rather than iterative).

12. Package enabled reengineering (PER)

Package enabled reengineering (PER) is a project management methodology that aims to help organizations redesign products or processes with fresh eyes. It focuses on facilitating business transformations quickly and strategically, whether through redesign of processes or realignment of people.

Your organization needs an overhaul.

You need a fresh perspective on your products or processes.

You’re not trying to improve an existing system.

13. Outcome mapping

Outcome mapping is a project progress measurement system that was designed by the International Development Research Centre (IDRC). It differs from the other project management methodologies on this list in that it doesn’t focus on measurable deliverables; instead, it focuses on creating lasting behavioural change.

It’s a common project management methodology used in charitable projects in developing countries. As a project management methodology, it’s less about the project itself than the long-term impact of the project and its ability to effect change in the community. As a result, it measures influence rather than other (perhaps more “typical”) measures of project progress.

Outcome mapping consists of a lengthy design phase followed by a record-keeping phase to track the results.

Your project is aimed at changing behaviour rather than producing deliverables.

Your project is related to change and social transformation (e.g. in the fields of international development, charity, communications, research).

Your project is all about finished products rather than behavioural outcomes.

14. Six Sigma

"Measurement is the first step that leads to control and eventually to improvement. If you can't measure something, you can't understand it. If you can't understand it, you can't control it. If you can't control it, you can't improve it." ~ H. James Harrington, author and management mentor

Six Sigma is a method for improving processes with an emphasis on ensuring consistency in output and impeccable quality. (And if it’s  good enough for Jack Donaghy… )

There are a few different flavors available, such as Lean Six Sigma and Agile Sigma, but ultimately Six Sigma is a business methodology that aims to eliminate defects and reduce variation by using its defined methodologies.

Six Sigma methods can be used to optimize and improve existing processes or create new ones.

To improve business processes, you can use the Six Sigma DMAIC process, which stands for the phases in the project methodology:  D efine,  M easure,  A nalyze,  I mprove,  C ontrol.

To create new processes or products, you can use the Six Sigma DMADV process:  D efine,  M easure,  A nalyze,  D esign,  V erify.

As a set of principles and techniques (sometimes it’s even described as a “philosophy”) rather than a project management methodology in itself, Six Sigma methods can be applied alongside many other project management methodologies, like Lean and Agile.

You’re looking for a set of principles and philosophies you can bring with you to almost every project and organization.

You don’t have a lot of budget to invest in training — it can be expensive to get trained and certified.

You’re looking for a defined process for a particular project rather than a set of guiding rules.

15. PMI’s PMBOK

The Project Management Institute’s Project Management Book of Knowledge (AKA the PMI’s PMBOK) isn’t a project management methodology in and of itself. However, it is a best practices guide — and it forms the basis of the PMI’s Project Management Professional (PMP) certification, one of the leading project management qualifications.

As such, the PMBOK is an industry-standard set of guiding principles that you can use to ensure that your projects across multiple types of teams and organizations meet the PMI’s high standards and comply with best practices.

You have (or want to get) a PMP.

You want to stay up-to-date with industry standards and best practices.

You live and work in a place where the PMP is the standard project management qualification (such as the US).

You need a solid project management methodology to map your project, rather than general (albeit helpful) project management knowledge.

16. PRINCE2 methodology

PRINCE2 ( PR ojects  IN   C ontrolled  E nvironments) is a project management methodology and certification that aims to equip project managers with knowledge of best practices and processes.

Unlike the PMP certification, it doesn’t require a number of prerequisites, making it a good choice for project managers looking to get both a methodological grounding and a qualification.

Also unlike the PMP, PRINCE2 is a methodology in itself. It’s guided by seven principles, which in turn dictate the seven processes a project manager needs to use in each project when using PRINCE2.

You’re looking for a certification to give you an edge.

You live and work in a place where PRINCE2 is the standard project management qualification (such as the UK).

You don’t want to commit to full certification.

The seven-step process doesn’t map to your projects.

You find yourself tailoring (or outright ignoring) the process stages so much that it becomes PINO — “PRINCE in name only”.

17. Rapid application development (RAD) methodology

Rapid application development (RAD) is a type of agile project management methodology that aims to facilitate faster software development .

It uses rapid prototype releases and iterations to gather feedback in a short period of time, and values that user feedback over strict planning and requirements recording.

You want to be able to give customers/clients/stakeholders a working model much sooner (even if it’s not perfect).

You want to create multiple prototypes and work with stakeholders to choose the best one.

Speed is of the essence.

You want to encourage code reuse.

You don’t have an experienced team.

Your clients or stakeholders don’t have the time to commit to such a collaborative process or can’t give feedback within the necessary timeframes.

You have a large team.

You prefer to have a detailed spec that outlines all functional and non-functional requirements.

The right project management methodology can elevate your project and help the project manager to get the best out of each team.

Whether you prefer the agile methods favored in IT project management or the more traditional waterfall project management and critical path methodology used in construction and manufacturing, there’s a project management methodology for every team.

But no matter which methodology you go for, you need a collaborative, flexible, and easy-to-use project management tool to support you every step of the way.

Choosing a team management software that supports multiple methodologies — i.e. that doesn’t lock you into one methodology or way of using it — like Teamwork.com means that every team in your organization has the freedom to work the way that works for them without sacrificing on features or complexity.

No matter how you like to work, Teamwork.com helps your team to replicate their best practices, ensure compliance and consistency, and constantly improve their processes.

What project management methodology allows some of the phases and tasks to overlap?

The project management methodology that allows some of the phases and tasks to overlap is known as "Agile" or "Agile Project Management." Agile is a flexible and iterative approach to project management that tends to be divided into "Sprints", which are time-boxed periods of work. Within each Sprint, cross-functional teams work on various tasks and features, allowing for a degree of overlap between different project phases.

What project management methodology requires the team to complete the previous phase before the next phase starts?

The project management methodology that typically requires the team to complete the previous phase before the next phase starts is the "Waterfall" methodology. Waterfall is a traditional, linear, and sequential approach to project management. In a Waterfall project, each phase must be completed in its entirety before the next phase can begin.

Why do project managers use project management methodologies?

Project managers use project management methodologies to bring structure and organization to their projects, ensuring consistency, risk management, resource allocation, and quality assurance. These methodologies promote effective communication, change management, and scope control, leading to increased efficiency, client and stakeholder satisfaction, and overall project success. They also foster a culture of continuous improvement and adaptability, allowing project managers to navigate changing requirements and uncertainties effectively.

How many project management methodologies are there?

There are numerous project management methodologies, with dozens of well-known approaches like Waterfall, Agile, Scrum, PRINCE2, Kanban, Lean, and Six Sigma, among others. Custom methodologies are also created by organizations to meet specific needs.

What is the difference between agile and scrum?

Agile is a broader project management philosophy that emphasizes flexibility, collaboration, and customer feedback, while Scrum is a specific Agile framework. Scrum introduces roles (Scrum Master, Product Owner, Development Team), fixed-time sprints, and defined ceremonies (Sprint Planning, Daily Standup, Sprint Review, Sprint Retrospective) to guide project teams. It also includes key artifacts like the Product Backlog, Sprint Backlog, and Increment.

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The definitive guide to project management methodologies.

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

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

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

So, how do you choose a project management methodology?

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

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

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

Types of Project Management Methodologies

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

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

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

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

1. waterfall methodology

What is the waterfall methodology.

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

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

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

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

Graphically, you can represent it as follows:

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

Advantages of the Waterfall methodology

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

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

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

Ease of use:

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

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

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

2. Agile methodology

What is the agile methodology.

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

Graphically, it can be represented as follows:

Advantages of the Agile methodology

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

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

That said, this methodology works best for:

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

3. Hybrid methodology

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

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

Advantages of the Hybrid Methodology

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

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

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

4. lean project management

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

LPM groups tasks into three types:

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

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

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

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

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

Advantages :

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

Disadvantages :

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

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

5. Scrum Project Management

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

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

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

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

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

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

Disadvantages

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

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

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

6. Kanban Project Management

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

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

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

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

Best for:  

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

7. Scrumban Project Management

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

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

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

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

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

Disadvantages:

Lack of management :.

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

Troublesome tracking:

Best for: 

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

8. Critical Path Method (CPM)

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

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

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

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

Better scheduling:

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

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

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

9. Critical Chain Project Management (CCPM)

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

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

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

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

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

Resource-efficient:

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

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

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

10. Integrated Project Management (IPM)

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

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

An integrated project has the following components:

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

This makes IPM particularly appropriate for creative agencies.

Transparency:

Accountability:.

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

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

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

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

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

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

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

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

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

12. PRINCE2

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

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

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

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

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

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

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

13. What is Six Sigma Project Management? 

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

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

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

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

Advantages:

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

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

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

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

choosing the Right Methodology

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

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

1. Evaluate the Project

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

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

Some other things to consider when evaluating the project are:

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

2. Evaluate Your Team

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

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

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

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

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

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

3. Evaluate Your Organization

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

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

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

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

4. Evaluate Your Stakeholders

When choosing a PM methodology, factor in:

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

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

5. Evaluate Your Tools

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

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

To do this:

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

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

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

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

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

Related Posts

Hybrid Project Management- Agile Waterfall Methodology Combined

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

6 Top Project Management Techniques For Project Success

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Project Management Methodologies and Frameworks Every Project Manager Should Know

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

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

What is a Project Management Methodology?

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

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

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

Project Management Framework vs. Methodology

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

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

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

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

Project Life Cycle Processes

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

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

5 Key Project Management Methodologies and Frameworks

1. waterfall framework.

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

The main stages of the waterfall framework are:

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

Disadvantages

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

2. Lean Methodology

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

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

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

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

3. Agile Methodology

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

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

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

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

4. Critical Chain Project Management Framework

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

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

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

5. PRINCE2 Framework

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

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

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

Key Steps to Follow when Selecting a Methodology or Framework

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

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

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

2. Look into the available project management methodologies and frameworks

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

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

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

4. Confirm the selection

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

5. Obtain feedback and conduct self-assessments

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

Tools and Techniques for Project Management Methodologies and Frameworks

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

Work Breakdown Structure (WBS)

Work breakdown structures 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 charts are 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 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.

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!

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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.

Demystifying the Various Project Management Frameworks and Methodologies

By Kate Eby | September 16, 2016

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People have been relying on the basic elements of project management - planning, scheduling, and organizing activities - throughout history. But in 1917, Henry Gantt developed the Gantt Chart , and modern project management was born. In the following years, many different frameworks and methodologies evolved as the need for organized, successful projects grew in different industries, for various products, and to meet the needs of changing management styles.

This article will explore the history of project management, discuss the most popular project management frameworks and methodologies, and offer insight for selecting the appropriate method for your project or team.

A Concise History of Project Management

There is a long history that has shaped what project management embodies today. Beginning with Gantt Charts that allow people to visually chart dependencies, project status, and timelines through the eventual development of the Manifesto for Agile Software Development, modern project management is still growing today. Several methodologies are widely used today; below is the timeline chronicling advancements in project management.

• 1917 - The Gantt Chart, with its combination of times and tasks, provided a formal method for documenting and displaying the project lifecycle stages (Initiating, Planning, Executing, Monitoring, Controlling, and Closing). With the evolution of the Gantt, chart, these could all be described in a simple chart that allowed a project manager to see the status of the project. The Gantt Chart was used in the development of the Hoover Dam in 1931. Less well-known than Henry Gantt was Louis Fayol, whose Functions of Management became the basic set of project management functions still observed today: Planning, Organizing, Staffing, Directing, Coordinating, and Controlling.  
• 1957 - Morgan R. Walker of DuPont and James E. Kelley, Jr. of Remington Rand developed the Critical Path Method (CPM) , which predicted how long a project would take by focusing on the least flexible activities. CPM proved itself in the first year DuPont tried it by saving the company an estimated $1 million.  
• 1957 - Right after CPM was the Program Evaluation Review Technique (PERT) , which was invented for the U.S. Navy's Polaris submarine project. PERT focused on defining both the tasks and the time of each task needed to complete a project. A PERT project determined the total, minimum time required for project completion, and was primarily used to estimate project schedule risk. Curiously, while PERT became popular following the success of the Polaris project, it was not used in a majority of the project.  
• 1965 – This year saw the formation of the International Project Management Association (IPMA) , which began in Vienna as a professional association of project managers. It is currently a federation of roughly fifty project management associations around the world.   
• 1969 - The Project Management Institute (PMI) is the most well-known project management organization in the United States. It was founded in 1969 as a non-profit dedicated to the practice, science, and profession of project management. It held its first symposium in 1969 and has been promoting project management as a profession ever since. The Project Management Institute offers certifications for Certified Associate in Project Management (CAPM) and Project Management Professional (PMP) ® . In addition to its other services and activities, PMI developed and published the text, A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) as a white paper. The guide has since grown and become a seminal work in project management. The white paper was revised into a book in 1996 and revised again in 2000 and 2004. The PMBOK Guide defines project management as “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.”   
• 1975 - The PROMPTII Method originated due to a crisis in computer projects, which were consistently running behind on time and budget. PROMPTII focused on setting guidelines for the flow of a project from one phase to the next and was adopted by the UK Government’s Central Computing and Telecommunications Agency (CCTA) in 1979.   
• 1989 - PROMPTII led to the development of the PRINCE Method in 1989, which was published by the same Central Computing and Telecommunications Agency. The PRINCE Method was too cumbersome to be successful, but it was revised in 1996 into PRINCE2 and was far more successful. A committee comprising 150 European organizations contributed to its development. While PRINCE was intended to reduce IT cost and time overruns, it was also developed as a project management methodology for any type of project. PRINCE2 issued a major revision in 2009 that made the method simpler and introduced seven basic principles of project success.  
• 1984 - Dr. Eliyahu M. Goldratt developed the Theory of Constraints (TOC) in the novel The Goal in 1984. The TOC was intended to help organizations achieve a goal by focusing on removing constraints that hinder achievement. Goldratt later redeveloped TOC into Critical Chain Project Management (CCPM) . A CCPM network keeps resources levelly distributed, but requires flexible start times so that they can switch between tasks and task chains to keep the project on schedule.  
• 1986 - Scrum , the Agile software development model based on multiple small teams working in a fast-paced, collaborative environment, was developed. Takeuchi and Nonaka gave the method the name “Scrum” in their paper “The New New Product Development Game” ( Harvard Business Review, 1986 ). Scrum has been adopted and adapted beyond the software development world and is used in a number of places.  
• 2001 - In February 2001, seventeen software development thought leaders met at The Lodge resort in Snowbird, Utah to discuss their frustrations with traditional project development methodologies and frameworks. From this meeting came the Manifesto for Agile Software Development  . Agile is generally referred to as a “movement” rather than a methodology and is embodied in Four Values and Twelve Principles. A variety of methodologies have grown out of the Agile Manifesto, including Scrum, Kanban , eXtreme Programming, and more.

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Project Management Frameworks

The PMBOK Guide describes a project management framework as a basic structure for understanding project management. There are several frameworks available and project managers will choose the framework that works best for the project or projects within their business. Organizations often leverage multiple frameworks that are specific to a departmental unit or the type of project.

• PRINCE2   PRINCE2 combines the original PROMPTII method with IBM's MITP (Managing the Implementation of the Total Project) methodology. PRINCE2 focuses on defining and delivering products that precisely meet requirements. It is less focused on dividing tasks than it is on producing the product. As such, it markedly differs from Agile. For example, PRINCE2 is highly concerned with the planning stage of the project - team members focus on defining the product requirements upfront to limit change down the line. By contrast, Agile promotes flexibility with the ability to respond to change throughout the development process.
• Critical Chain Project Management (CCPM)   CCPM is designed to deal with the uncertainties inherent in managing projects. CCPM focuses on resource allocation, including personnel, skills, management, and capacity during the project. The goal is to keep the load level for all resources.
• Lean   The core concept of Lean project management is to deliver high value with minimal waste. Lean seeks to achieve this through standardization, maximized compatibility, safety, repeatability, interoperability, and quality. Lean often employs the Six Sigma methodology, which is geared towards quality improvements through the elimination of defects. Defects are eliminated by standardizing and formalizing processes. The Kanban method is considered a Lean approach. Kanban is a maintenance methodology that starts with the existing process and seeks incremental improvement over time. Tasks are placed on a Kanban board and pulled from the board as resources become available. Kanban does not have a set project end date; the project simply continues and resources continuously perform new tasks.
• Extreme Project Management/Megaproject (XPM)   Extreme Project Management (XPM) is a framework developed to meet the needs of very complex and often highly elastic projects. XPM is more concerned with managing the stakeholders than with timelines and Gantt Charts. In a traditional project, the deliverable is far less complex, change is expensive and therefore minimized, the technology is assumed to be relatively unchanging, and the project is driven by the project plan. This does not scale well in high-tech environments where change is a constant because rapidly evolving technology drives the market. XPM is intended to pair with eXtreme Programming (XP) and is characterized by very short development periods (sprints) of two weeks or less, innovation, and very high collaboration. An XPM project manager must be able to embrace change as much as the development team. The XPM project manager is involved in negotiating with stakeholders, communicating with team members, removing obstacles to success, and helping team members maintain the appropriate mindset. 
• Scrum   Scrum is similar to XP in that it relies on short sprints, but Scrum sprints are longer, typically two to four weeks. A single day is devoted to planning, and then development begins. A daily meeting is held to go over what has been completed, obstacles to completion, and what is still outstanding. The completed tasks are demonstrated to stakeholders at the end of the sprint cycle, testing is done, and a new sprint begins.
• Waterfall The Waterfall methodology is generally regarded as a traditional approach to project management. Waterfall was based on the notion that everything happens in sequence, with one phase of a project ending before another beginning. This created many dependencies and also resulted in some fairly disastrous situations for software development: projects were often behind schedule or over budget. Additionally, Waterfall could not accommodate rapidly-changing technology, so projects were often cancelled before they could be completed because they were already out of date while still in development.

Why are There So Many Project Management Frameworks?

Each framework has its own strengths and weaknesses, but more importantly, projects have their own needs and resources. Some elements that may determine which framework to employ are the type of business (big vs. small, manufacturing vs. software), the unique nature of the projects (developing a product versus maintenance), or the different departments using the method. For example, the PRINCE2 framework might be used to control costs in an environment where cost overruns have been common and management is seeking to slow them down. CCPM might be introduced in an environment where there are many obstacles to completing a project on time, such as a customer who wants new features or even developing entire products that are outside the initial scope of the project. In that particular scenario, an Agile framework might be introduced in order to accommodate change rather than a method to overcome change

Project Management Roles and Knowledge Areas

In order to fully understand project management frameworks, it is important to understand project management roles and project management knowledge areas.

Roles There are a variety of roles that contribute to effective project management, which each person being responsible for their assigned tasks.

• The Project Manager - The project manager role is critical to overall project success and are in responsible for the overall initiation, execution, and control of the project. In addition, they are accountable for completing or closing the project. The project manager applies the lessons learned from previous projects to the current project, defines team roles and jobs, leads project planning and monitoring, manages risk, looks for opportunities to implement best practices, communicates with the team and stakeholders, promotes client involvement, and performs any other tasks required to keep the project within the specified budget and delivered on time.
• Executive Steering Committee —The Executive Steering Committee usually comprises representatives from different departments within the larger organization, all of whom are stakeholders to a certain degree. The steering committee is responsible for approving deliverables and alterations to the scope of the project, as well as providing overall guidance for adhering to strategy. Other steering committee activities can include obtaining resources and communicating with senior executives. The Executive Steering Committee’s role is reasonably fluid in that additional duties can be added as needed.
• Executive Sponsor —The Executive Sponsor has a strong interest in project success because they are directly impacted by the outcome, and is often responsible for securing funding and resources for the project. The Executive Sponsor champions the project, stays informed in all major project activities (such as the status of deliverables), is the ultimate decision-maker, has final approval of scope changes, and signs off on approvals.  Any major milestones or jeopardies should be communicated to the Executive Sponsor.
• Project Owner —The Project Owner is often the project's key stakeholder, and must have a clear vision of what is to be built and communicate that vision to the rest of the team. The Project Owner understands users, the marketplace, the competition, and future trends.  
• Subject Matter Expert (SME) —A Subject Matter Expert is an expert in a particular area or topic and provides guidance, usually to the Project Owner, when clarity is needed in understanding a feature and its development.
• Project Management Office or Portfolio Management Office (PMO) —The Project Management Office is the group, team, or organization business unit that is responsible for setting the project management standards, providing tools, and acting as a point of contact for the project management team. Different levels of PMO exist, including, but not limited to Enterprise PMO, Project Support PMO, and Center of Excellence.
• Project Management Team —The Project Management Team executes tasks and produces deliverables as outlined in the Project Plan and directed by the Project Manager.

Knowledge Areas In order to manage a project, the PMBOK Guide defines the basic knowledge areas a project manager should understand. These knowledge areas are the method the PMBOK Guide uses to categorize areas of expertise required to successfully manage and complete projects.  

• Project Integration Management —Coordinates all aspects of a project, ensures that all processes run smoothly, and produces a series of deliverables.
• Project Scope Management —Ensures a project's scope is defined and mapped accurately and allows project managers and supervisors to allocate resources appropriately.
• Project Time Management —Builds processes and outputs into a project that assist the manager and team to complete it in a timely manner. 
• Project Cost Management —Plans and controls the budget of a project, including estimating, budgeting, financing, funding, managing, and controlling costs so that it can be completed within the approved budget.
• Project Quality Management —Ensures activities necessary to design, plan, and implement a project are effective and efficient.
• Project Human Resource Management —Identifies, documents, and assigns project roles, responsibilities, and reporting relationships.
• Project Communications Management —Ensures that stakeholders communicate successfully and determines which communication artifacts are exchanged during the project.
• Project Risk Management —Identifies, analyzes, and responds to risk factors during a project.
• Project Procurement Management —Oversees work done by third parties outside the project team, including administering and managing contracts, changing control process, and purchasing orders.
• Project Stakeholder Management —Identifies, analyzes, plans, and implements actions designed to engage with stakeholders. Individuals or groups with an interest in the project and may be involved in the work or affected by the outcome.

Selecting the Right Framework is Critical to Success

With so any frameworks and each with its own strengths and weaknesses, choosing the right framework for a project is critical to success.

Project management has evolved to include a vast array of best practice frameworks and methodologies. Agile, for example, offers a number of methodologies beyond the few described above. The right framework is essential in bringing a project to successful on time and on budget conclusion. Choosing the right framework means carefully observing the stakeholders and team members and understanding their strengths and weaknesses, gauging the project and knowing what its requirements are, matching the resources to the tasks, and understanding the degree to which all of this may change. If you take a careful approach and choose the right framework, you will very likely complete your project with great success.

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Project Management Methodologies

Project Management Guide

• 1.  Project Management Basics

A. The traditional, sequential methodologies

B. the agile family, c. the change management methodologies, d. the process-based methodologies, e. other methodologies, f. the pmbok “method”.

• 3.  Project Management Life Cycle
• 4.  Best Project Management Software
• 5.  Team Collaboration Tips
• 6.  Agile Methodology Basics
• 7.  Agile Project Management Tools & Techniques
• 8.  Project Management Frameworks
• 9.  Resources
• 10.  Glossary
• 11.  FAQ

The top project management methodologies

“You mean there’s more than one project management methodology?” There are quite a lot of them, actually, and some even combine to form new hybrid approaches. But what are they exactly? How do they help project teams work better? And what makes one methodology better than another?

Project management methodologies are essentially different ways to approach a project. Each one has a unique process and workflow.

Here, we look at some of the top project management methodologies, grouped by similarity and popularity.

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Waterfall project management methodology

The most common way to plan out a project is to sequence the tasks that lead to a final deliverable and work on them in order. This process is also known as the waterfall methodology — the traditional method for managing projects and the one that is simplest to understand. You have to complete one task before the next one begins in a connected sequence of items that add up to the overall deliverable. It’s an ideal method for projects that result in physical objects (buildings, computers), and you can easily replicate project plans for future use.

The power of this methodology is that every step is preplanned and laid out in the proper sequence. While this may be the simplest method to implement initially, any changes in stakeholders’ needs or priorities will disrupt the series of tasks, making it very difficult to manage. This methodology excels in predictability but lacks in flexibility.

Critical path method (CPM)

The critical path method was developed in the 1950s, based on the idea that there are some tasks you can’t start until you finish the previous one. When you string these dependent tasks together from start to finish, you plot out your critical path.

Identifying and focusing on this critical path allows project managers to prioritize and allocate resources to get the most important work done and reschedule any lower priority tasks that may be clogging up your team’s bandwidth. This way, if you need to make changes to the project schedule, you can optimize your team’s work process without delaying the results.

This way, if you need to make changes to the project schedule, you can optimize your team’s work process without delaying the results. A Gantt chart is one of the most common ways to visualize the critical path in project management.

Further Reading:

Critical Path Is as Easy as 1-2-3

How to Calculate Critical Path in Project Management

Critical chain project management (CCPM)

Critical chain project management takes the critical path method one step further. CCPM is a methodology that focuses on the resources needed to complete the project’s tasks by adding resource availability to the critical path. It also builds buffers of time around these tasks in the project’s schedule, ensuring the project meets its deadlines.

Agile project management methodologies are growing in popularity, thanks to a highly competitive business environment and increased innovation. In general, Agile methodologies prioritize shorter, iterative cycles and flexibility.

Let’s take a look at some of the most popular Agile frameworks.

Agile project management methodology

The core of the Agile methodology was developed in 2001 with four central values:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

The Agile Manifesto of Software Development put forth a groundbreaking mindset on delivering value and collaborating with customers. Today, Agile can refer to these values as well as the frameworks for implementing them, including Scrum, Kanban, extreme programming, and adaptive project framework.

What do these various Agile frameworks have in common?

Project objectives are made clear by the customer (internal or external), while the final deliverable can change as the project progresses. The project team works in iterative cycles, always evaluating results at the end. Depending on the results of these evaluations, the final deliverable may be modified to better answer the customer’s needs. Continuous collaboration is key, both within the project team and with project stakeholders .

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Scrum is the most popular Agile development framework because it is relatively simple to implement. It also solves many problems that software developers struggled with in the past, such as convoluted development cycles, inflexible project plans, and shifting production schedules.

In Scrum, a small team is led by a Scrum master whose main job is to clear away all obstacles to working efficiently. The team works in short cycles of two weeks called “sprints,” though the team members meet daily to discuss their work and any roadblocks that need clearing. This methodology allows for rapid development and testing, especially within small teams.

Fundamentals of the Scrum Methodology

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Kanban is another framework for implementing Agile based on a team’s capacity. It originated in Toyota’s factories during the 1940s. The departments used a visual system of cards (“Kanban”) to signal that their team was ready for more raw materials and had more capacity to produce.

Today, this visual approach to managing a project is well-suited to work that requires steady output. Project teams create visual representations of their tasks, often using sticky notes and whiteboards (or online Kanban boards ), moving the notes or tasks through predetermined stages to see progress as it happens and identify where roadblocks could occur.

Extreme Programming (XP)

Extreme programming (XP) is another offshoot of Agile. XP is a methodology designed to enhance software quality (and simplicity) and a development team’s ability to adapt to customers’ needs. Much like the original Agile formula, XP features short work sprints, frequent iterations, and constant collaboration with stakeholders. Change can happen within a sprint. If work hasn’t started on a specific feature, it can be swapped out and replaced by a similar task.

Adaptive Project Framework (APF)

Adaptive project framework grew from the difficulty in managing most IT projects using traditional project management methods due to uncertain and changing requirements.

APF begins with a requirements breakdown structure (RBS) to define strategic project goals based on product requirements, functions, sub-functions, and features. The project proceeds in iterative stages, and at the end of each step, teams evaluate previous results to improve performance and practices. Stakeholders can also change the project’s scope at the start of each stage so the team can produce the most business value.

Some methodologies deal with managing projects, but with an extra focus on change management — especially planning for risks and taking control of change when it happens. Notable methods include:

Event chain methodology (ECM)

The underlying idea behind event chain methodology is that potential risks often lie outside the project’s scope. It’s essential to prepare for these risks and plan your response since unexpected events will impact your project’s schedule, deliverables, and potentially its success.

Extreme Project Management (XPM)

Extreme project management (XPM) is the opposite of waterfall. It offers you a way to manage massive change and still move forward to project completion. In XPM, you can alter the project plan, budget, and even the final deliverable to fit changing needs, no matter how far along the project is. It’s a good option when managing projects with a short timeline of anywhere from a few weeks to mere days.

What Is Extreme Project Management and Is It Right for Your Team?

Next, we have the project management methods that practically veer into business process management (BPM), where each approach focuses on work as a collection of processes. While project management purists may argue that these methods belong on a different list, we think these are still good ways to plan and execute a project.

Lean is a methodology focused on streamlining and cutting out waste. The first step is to create a work process breakdown to identify and eliminate bottlenecks and delays. The goal is to do more with less — to deliver value to the customer using less manpower, less money, and less time.

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Six sigma is a statistics-based methodology seeking to improve the quality of a process by measuring the defects or bugs present and eliminating as many as possible. A process can attain a six sigma rating if 99.99966% of the final product — your project deliverable — is defect-free.

Lean six sigma

Combining the minimalist approach of lean (“no waste!”) and the quality improvement of six sigma (“zero defects!”), lean six sigma focuses on eliminating waste so that projects are more efficient, cost-effective, and truly answer customers’ needs.

Process-based project management

Process-based project management is a methodology aligning all project objectives with a company’s larger mission and corporate values. All project goals and tasks remain strategic and must roll up to the larger corporate objectives. The steps involved include defining the process, establishing metrics, measuring methods, adjusting goals when these prove unstable, planning improvements, and implementing them.

PRINCE2 stands for Projects In Controlled Environments. It’s a method for managing projects used by the UK government and characterized by a product-based planning approach. In PRINCE2, a structured project board is in charge of high-level activities such as setting the business justification and resource allocation. A project manager takes care of the lower level, day-to-day activities like scheduling. This methodology gives teams greater control of resources and the ability to mitigate risk effectively.

PRINCE2 Explained

PRiSM stands for Projects Integrating Sustainable Methods and aims at managing change while incorporating environmental sustainability into its processes. The goal with PRiSM is to complete tasks while reducing a company’s negative environmental and social impact. It is, quite literally, green project management.

Benefits realization

From conception to execution to delivery and beyond, the benefits realization methodology focuses on whether your deliverables satisfy the benefits the customer expects, and not just whether you delivered it on time or within budget. This methodology ensures that you provide real value to customers and stakeholders.

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While it may be debatable whether this is a true project management methodology, you will find organizations that say they use the project management body of knowledge (PMBOK) method for managing projects.

While not an official methodology, this system involves breaking down projects into the five process groups agreed upon by the Project Management Institute (PMI) and documented in the Guide to the Project Management Body of Knowledge (PMBOK). The five stages include:

• Controlling

What’s inside the PMBOK guide

WThe PMBOK collects set processes, best practices, terminologies, and guidelines that the project management industry accepts as standards. You’ll find it documented in the book, A Guide to the Project Management Body of Knowledge (PMBOK Guide) , compiled and overseen by the Project Management Institute (PMI).

The PMBOK Guide provides project managers with guidelines and best practices, defining everything from the project life cycle to project management strategies and concepts. The PMBOK Guide details the various project management processes that interact and overlap throughout a project’s life cycle.

The 10 project management knowledge areas of PMBOK

PMBOK officially recognizes 47 typical project management processes, organized into 10 knowledge areas:

• Project communication management: Processes that disseminate information among team members and external stakeholders, ensuring that data is exchanged continuously, and more importantly, understood by all concerned.
• Project cost management: Processes regarding budgets, funding, spending allocation, and timing. Cost management is dependent on activity estimates from time management.
• Project human resources management: Processes involving managing your project team, like sourcing, hiring, assigning roles, professional development, and fostering team spirit.
• Project integration management: Processes necessary to define, consolidate, and coordinate all the other processes and project management activities. These processes are vital in setting expectations and keeping communication lines open.
• Project procurement management: Processes for planning, budgeting, and purchasing resources — whether physical or informational — to complete work.
• Project quality management: Processes that define a project’s success or criteria for considering the task complete. The team manages quality at every stage of the project, from planning to continuous performance improvement.
• Project risk management: Processes involved with preparing for and managing unexpected risks.
• Project scope management : Processes managing the scope or parameters of a project. These processes ensure the range is well-defined and that all requirements remain within the limit.
• Project stakeholder management : Processes that identify who will be impacted by the project and manage relationships with them, including strategies for collaborating with stakeholders on project direction and execution.
• Project time management: Processes needed to ensure the project is completed before the specified deadline.

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Top Project Management Methodologies & Frameworks for Successful Teams

Empower your project management methodology with Wrike

In conclusion, choosing the right project management methodology can make a significant difference in the success of your project. Each methodology has its unique characteristics, advantages, and disadvantages, and selecting the appropriate one depends on various factors such as project size, complexity, and team expertise. 

Wrike offers an extensive range of features that cater to different project methodology needs and objectives, from Agile to Waterfall. With customizable workflows, pre-built templates, time-saving automation, and a user-friendly interface, Wrike makes it easy to implement new methodologies from scratch.

Whether you run a small business or a large enterprise, Wrike can help you manage your tasks more efficiently and tick off your to-do list. Use Wrike to increase your team’s productivity and deliver projects on time, every time.

Choose the Right Project Management Methodology

How to choose the right project management methodology.

How do you choose the right methodology for your project with so many different options available? You should pick based on the needs of your project and your team. Two tips are relevant here:

A. Start with the end in mind

Take a look at your requirements, project goals, and objectives. What does your final deliverable need to look like? What benefits should it provide? Here are some examples:

• If it’s a physical object, such as a building or a household product with very definite materials and stakeholder expectations, it may benefit from a sequential methodology such as waterfall or critical path.
• If it’s a software product or app that is not set in stone, a flexible Agile methodology may be just what the project needs. 
• If environmental sustainability is a core value of your organization and essential to the delivery of your product, try PRiSM. 
• Process-based methodologies such as lean or lean six sigma support the rapid development of a minimum viable product.

B. Assess what’s already working

Don’t forget to look at the processes you already have in place that have proven successful for your team. In what kind of work environment does your team excel?

• If they thrive on collaboration, incorporating new ideas as they work, and even last-minute pivots due to changing needs, consider methodologies such as Scrum, Kanban, XP, or APF.
• Or do they prefer an orderly, structured plan that accomplishes tasks sequentially? Then look at methodologies such as waterfall, critical path, and critical chain project management.

Now that you’ve been introduced to the various methodologies, the next step is to understand each phase of the project life cycle, so you can start planning your project from start to finish.

In the next section, we outline everything you need to know about the project life cycle.

Basic Project Management

• Project Charter
• Project Management Stakeholders
• What is a Project?
• Work Breakdown Structure
• Project Objectives
• Project Baseline
• Project Management Scheduling
• Project Management Work Packages
• Project Management Scope
• Scope Creep

Advanced Project Management

• What is PERT?
• Network Diagram
• Risk Management
• Cost Estimation
• Feasibility Study
• Monte Carlo Analysis
• Project Integration
• Cost Management
• PMI Project Management
• What To Do With Certification
• Certification
• Become Certified
• PMP Certification
• Best Certification

Software Features

• Critical Success Factors
• Capacity Planning
• User Role Access Permissions
• Time Tracking
• Budget Tracking
• Request Forms
• Work Assignments
• Version Control
• Dependency Managements
• Project management Milestones
• Project Management Software
• Project Management Tools
• Project Management System
• Gantt Charts

5 Popular Project Management Methodologies and When To Use Them

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

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

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

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

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

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

Kanban visual cues are:

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

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

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

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

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

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

4. Waterfall

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

• System and software requirements

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

5. Six Sigma

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

Six Sigma has two primary methodologies:

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

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

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

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

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Project Management

Top 18 project management methodologies.

Erica Golightly

Senior Writer

February 7, 2022

Have you considered how a project management methodology can help you and your team achieve long-term success?

If you’re thinking, “I don’t work in industries like technology or construction, so this doesn’t apply to us,” think back to the last project you worked on. Did the team feel motivated? Productive from start to finish? Or did every day feel like this? ⬇️

We understand. As a project manager , it’s hard to deliver projects with often unclear direction from clients and stakeholders, let alone manage the process in between.

Project management methods establish a system of principles, standard processes, and control to manage multifaceted projects that come in all shapes and requirements— across all industries.

By the end of this article, you’ll learn:

• How to optimize the five phases of a project lifecycle
• The top 18 project management methodologies used across wide geographies
• Recommended features in ClickUp for specific project management methodologies

We invite you to ditch the messy, complicated, and inflexible processes for proven methodologies to leverage project management tools and various techniques for success. ⚙️⚖️🚀

The 5 Phases of a Project Lifecycle

Adaptive project framework (apf).

• Agifall/Hybrid
• Critical Path Method
• eXtreme Programming (XP)

Get Things Done (GTD)

• Integrated Project Management (IPM)
• New Product Introduction (NPI)
• Outcome Mapping
• Package Enabled Reengineering (PER)

Project Management Institute’s Project Management Body of Knowledge (PMI’s PMBOK)

Projects in controlled environments (prince2), rational unified process (rup), 100+ powerful tools in clickup for any project type.

Whether you’re a new or seasoned project manager, let’s refresh our minds on the five fundamental project lifecycle phases you need to know to run successful projects. This will help you in your decision to choose the right project management methodology.

👾 Phase 1: Initiation

A project always begins with a conversation. When you come out of the first meeting with a client or stakeholder , you should fully understand the project purpose, SMART (specific, measurable, achievable, relevant, and time-bound) goals, communication expectations, and budget.

👾 Phase 2: Planning

The planning phase goes more in-depth than determining the project scope and schedule (which is only the beginning). If you’re using a timeline or Gantt chart tool, it’s critical also to disclose these key project details in a project charter :

• Estimates and cost for people and software resources
• Potential risks, assumptions, and blockers
• Dependencies
• Project teams (roles and workflows)
• Change process requirements
• Success criteria
• Did we mention dependencies?

👾 Phase 3: Execution

Dependencies are an absolute necessity for controlled project execution . If you’re a coffee person and you skip your morning cup and head straight to work, chances are, you make your day a little more difficult than it should be.

As you’re on the path to assigning individual tasks, have an open discussion with the project team about what can or can’t be started until a specific task is completed. You’ll save time and money with transparency and set everyone up for success from start to finish.

👾 Phase 4: Monitoring

Data is your north star metric to manage people, resources, budgets , and risks during the execution phase. Make sure you’re using a powerful productivity tool like ClickUp to know what project contributors are working on and what they need to do next.

Even more, track project goals and communicate with stakeholders and clients within ClickUp.

👾 Phase 5: Closing

After you turn in the final deliverables and wrap up loose ends, it’s advantageous to assess the performance of team members and resources. This reflection period will help improve the next project.

Have all deliverables been completed, validated, and archived?

Were issues and risks effectively managed?

Which processes were easy/challenging, and what would they change?

Relate: Project Management Examples !

Welcome to your pocket encyclopedia of the top 18 project management methodologies! 📘

A nod to agile project management methodology, the adaptive project framework is an iterative approach to satisfy a project’s goals and outcomes. Meaning, a project’s plan is broken into short iterations (or cycles) of tasks. This helps structure task dependencies and establishes clear deadlines.

The five steps in the adaptive project framework are:

• Project Scope : document the project plan with a project charter (download ClickUp’s Project Charter Template )
• Cycle Plan: define each task with all dependencies
• Cycle Completion : after one cycle completes, another begins
• Control Point : the client or stakeholder meets with the team to assess the quality and potential room for improvements in the next cycle
• Final Report : determines if results were achieved and successful

🟢 Adaptive Project Framework Pros

• Less time is spent on the first phase (defining project scope)
• Client and stakeholder satisfaction increases because of their involvement
• Teams create the most value with learnings in short cycles

🟡 Adaptive Project Framework Cons

• The project scope will potentially change throughout the lifecycle, reverting from a client or stakeholder’s original vision
• Too much flexibility for teams accustomed to fixed schedules
• Limited control over business processes

The hybrid model is the best of both Agile and Waterfall methods . Commonly used in product development companies, the planning phase uses waterfall method techniques but applies agile practices during execution .

🟢 Agifall/Hybrid Pros

• Continous collaboration and communication amongst different teams within a project
• A gateway to a complete transition into Agile methodology
• Using the best techniques of both methods to create a custom approach

🟡 Agifall/Hybrid Cons

• A good amount of time is required to plan a clear, clean, and understandable project approach

Today, one of the most popular project management methodologies, the agile methodology , is an incremental and iterative approach to managing projects in phases . Each iteration has a fixed scope (between 1-3 weeks) to maintain product release consistency, stability, and on-time delivery.

At its core, release management minimizes risks, tracks and audits requirements , and secures consistent implementation—in the least disruptive approach .

The five steps in the Agile methodology are:

• Defining the release plan and product roadmap
• Designing and building product feature(s)
• Testing and iterating
• Closing and maintenance

🟢 Agile Pros

• Increases customer satisfaction and retention
• Software code and testing standards are used repeatedly
• Specific roles with multiple project drivers to meet the same goal

🟡 Agile Cons

• Some organizations might find agile workflows to be a poor culture fit
• Potential lack of understanding in workflow flexibility
• An experienced agile professional might be necessary for teams new to agile

Project managers use the Critical Path Method to define the critical and non-critical tasks for timely delivery. After listing every activity and task required for completion, they will note dependencies and write a sequence of times for each.

Planning with the Critical Path Method allows teams to pinpoint opportunities to shorten task times and flag potential shifts when changes can affect critical tasks.

🟢 Critical Path Method Pros

• Identifies the most important activities and tasks in a project
• Displays the complexities of whether a project is small or substantial
• Easily explained with a chart or graph

🟡 Critical Path Method Cons

• Mid-changes could disrupt the overall stability of the project
• Requires time and effort to build the CPM chart successfully
• Client and stakeholders must be comfortable with estimates on progress and delivery

Note : Critical Chain Project Management, a related project management methodology, focuses on managing resources and buffer duration between task chains and improving upon the Critical Path Method.

Test out these critical path templates !

The eXtreme Programming methodology takes elements of traditional software engineering practices to, well, extreme levels. However, it’s familiar to the agile framework like specific planning approach, on-site customer participation, and continuous testing.

Standard software development practices found in the eXtreme Programming method are:

• Pair Programming : two developers work together simultaneously on code
• Refactoring : implementing a feature without changing the behavior of the system
• Continuous Integration : integrating as soon as you identify issues decreases the number of bugs that could arise in production
• Short Release Cycles: every day is optimized, so by the end of the cycle, tested features are deployed for customer feedback
• The Planning Game : Customer and developers meet to discuss the upcoming release
• 40-Hour Week: developers must work fast and efficiently to maintain product quality, so keeping to a manageable work supports a healthy work-life balance
• Non-Complex Design : when design complications are found, it’s removed so developers can articulate product intention

🟢 eXtreme Programming Pros

• Fixed timeline length, typically 1-2 weeks
• Flexible to changes during the sprint cycle
• Higher customer satisfaction

🟡 eXtreme Programming Cons

• Requires engaged customer(s) to make informed project decisions
• Stressful if teams don’t fully understand the demanding workflow
• Geared towards product delivery businesses

The GTD (Get Things Done) method is a project management methodology less concerned with technical activities such as coding and testing. Instead, it emphasizes personal productivity to create the best systems for approaching life and work.

The five simple steps in the GTD method are:

• Capture : record your notes to make room for more headspace
• Clarify : review your notes and determine whether they should be converted into tasks, filed for referenced, or tossed
• Organize : dedicate a single place for your collection of ideas and tasks
• Reflect : visit your collection frequently to update for relevancy and opportunities
• Engage : use the system you’ve built to take action on your items

If you’re looking for a productivity tool to help gather your thoughts, tasks, schedule, and workflow in one place, learn how to use ClickUp with the GTD project management methodology. ⬇️

🟢 Get Things Done Pros

• Large or intimidating projects are broken down into manageable tasks
• Easily view which tasks take priority over others
• Entirely customizable for whatever season of life and work you’re in

🟡 Get Things Done Cons

• Requires time to set up a system for long term success
• Recording changes with the most up to date information are necessary to prevent backtracking

Check out these GTD apps !

The Integrated Project Management (IPM) project management methodology oversees the cross-functional communication and hand-off during all project phases . Since cross-functional teams have different processes and workflows, IPM helps resolve schedule conflicts, bottlenecks, and team bandwidths.

👉 Check out these project management communication resources to assist with Integrated Project Management planning:

• 7 Project Management Challenges And How To Solve Them
• How Toyin Olasehinde Uses ClickUp Comments to Streamline Communication
• 20+ Project Management Tips for Marketers
• Here’s How To Improve Your Team Communication
• 16 Unmissable Benefits of Project Management Software

🟢 Integrated Project Management Pros

• Projects are appropriately monitored and controlled
• Productivity accelerates to complete projects on time
• Complex resource planning becomes simple

🟡 Integrated Project Management Cons

• No cons to cohesive team communication and collaboration! 🤝

The Lean project management methodology focuses on tools and practices heavily centered on product value for customers . The commitment to constantly improve the reliability and quality of products helps businesses deliver faster . In addition, understanding the specific tasks and activities that need to be completed at a given time minimizes the chances of wasting time and resources.

The five principles of lean methodology are:

• Define Value : align processes to deliver on customer needs
• Map the Value Stream : remove barriers that disrupt the flow
• Create Flow : manage team member workloads and production steps to maintain a smooth process
• Establish Pull: remove overproduction of inventory by implementing a system for on-demand delivery
• Seek Perfection : continuously improve to make steps towards eliminating all mistakes

🟢 Lean Pros

• Understands all aspects of customer demands
• Promotes involving team members closest to the work
• Removes inventory waste, process barriers, and defective products

🟡 Lean Cons

• Not suitable for teams that don’t use a dashboard tool
• Not a culture fit for organizations resistant towards full transparency
• Experienced resource management professionals might be necessary for some teams

Bonus: Lean vs. Agile Project Management 💜

The New Product Introduction methodology is used by companies that continuously release new products . NPI streamlines time and efforts to achieve desired results by carefully vetting new ideas and surveying customers .

The six phases of New Product Introduction are:

• Ideation : brainstorming a product concept influenced by business risk and market research
• Product Definition : gathering product requirements
• Prototyping : building a model for the hardware or software product for performance analysis
• Detailed Design : refining the product model and fully designing to its final form
• Pre-Production (Validation/Testing) : validating the product to ensure high-performance results
• Manufacturing : all design, marketing, and sales efforts are carried out to deliver the final product

🟢 New Product Introduction Pros

• Creates a culture of development
• Drives higher value proposition
• Increases opportunities for businesses to innovate and grow within their industry

🟡 New Product Introduction Cons

• Not suitable for projects that are small in scale
• Product ideas can fail unexpectedly

The Outcome Mapping methodology is an approach for planning, monitoring, and evaluation developed by the International Development Research Centre (IDRC) , a Canadian grant-making organization. It’s distinct from all other methodologies mentioned in this list because it focuses on behavior changes of people and groups the project or program works with directly . (Organizations within policy development and research communication typically use this method.)

Outcome Mapping blends social learning, self-assessment, and adaptive management within an organization. The process allows organizations to gather data and encourage reflection about development impacts.

The three stages of Outcome Mapping are:

• Intentional Design : determining the vision, partners, tangible changes (outcomes), and contribution efforts
• Outcome and Performance Monitoring : using an Outcome Journal (tracking progress markers), Strategy Journal (testing strategy in wavering circumstances), and Performance Journal (recording practices and opportunities for improvement) to provide data
• Evaluation Planning : a detailed progress review to influence an evaluation plan and bring strategic benefits to the project

🟢 Outcome Mapping Pros

• Successful results contribute to sustainable improvements
• Incorporates being reflective about organizational and social learnings
• Flexible model to tailor to project needs

🟡 Outcome Mapping Cons

• Requires organizations to take a hard look at their views about development
• Regular communication and participation is necessary for success
• Not suitable for short software development lifecycles

The Package Enabled Reengineering methodology focuses on the original functionality of software packages as a framework for rethinking the design. It requires an analysis of challenges within the current process, management, people, and design to shape new systems.

Check out how to jumpstart your management and design workflows in ClickUp so you can organize your planning with the PER project management methodology. ⬇️

🟢 Package Enabled Reengineering Pros

• Optimizes productivity, resources, and communication strategically

🟡 Package Enabled Reengineering Cons

• Not suitable for organizations with already successful systems

Written by the Project Management Institute, a global “for-purpose” organization , the Project Management Body of Knowledge is a collection of tools, techniques , and best practices for a project manager to align with the evolving changes of project management.

🟢 PMI’s PMBOK Pros

• Resource for project managers studying for project management certification : CAPM (Certified Associate in Project Management) or PMP (Project Management Professional)
• Includes practices guides and comprehensive project management terms glossary

🟡 PMI’s PMBOK Cons

• Extensive 700+ page book not meant for reading cover to cover

The PRINCE2 project management methodology is globally adopted because of its practical and adaptive framework to divide projects into controllable stages . It focuses on an orderly approach in a project’s lifespan from beginning to end. The PRINCE2 methodology directly impacts day-to-day routines to deliver successful projects, from construction development projects to launching social campaigns.

🟢 PRINCE2 Pros

• PRINCE2 certification is available
• Improves project management skills with proven best practices
• Adapts to any project type and scale

🟡 PRINCE2 Cons

• Documentation heavy
• Without certification or experience, it might take longer to see results

The Rational Unified Process methodology is built on well-documented software processes focusing on an iterative approach throughout development. This allows for quick changes on high-risks throughout every stage . As a result, RUP’s structure lends itself to assembling high-quality software production .

The four project phases are:

• Inception : outlining the scope of work or statement of work , impact analysis, identify key use cases, and cost estimates
• Elaboration : designing an architected foundation for the product
• Construction : completing the bulk of the work to develop all software components
• Transition : introducing the product to the end-users, handling bug issues, and reviewing outcome goals

🟢 Rational Unified Process Pros

• Reduces time for initial integration as it’s built in the project stages
• Repeatable steps to apply to future projects
• Emphasizes documentation

🟡 Rational Unified Process Cons

• Not suitable for teams that are unable to keep up with documentation
• The project’s success rate is higher with experienced team members

Scrum project management adds to the agile approach by including a prominent role called the Scrum Master. The Scrum Master conducts a sprint planning meeting with the Product Owner and Development team. Then, they select the high-priority items from the Product Backlog —a list of collected feedback from customers and stakeholders—to release in one sprint. These high-priority items become a Sprint Backlog for the development team to build, test, and release.

Throughout the sprint cycle, a daily scrum meeting is held (typically at the start of the workday) for each project contributor to share: what they did yesterday, what they will do today, and any blockers in the way.

At the end of the sprint, a Sprint Review meeting is held with the Scrum Master, Product Owner, stakeholders, and development team to walk through accomplishments and changes. This review helps improve the performance of future sprints .

🟢 Scrum Pros

• Flexible timeline length, typically 2-4 weeks
• Teams are aligned around tasks and progress through daily scrum meetings
• Short sprints support faster changes from customer and stakeholder feedback

🟡 Scrum Cons

• Daily meetings might not be a culture fit for some teams
• The success rate is higher with experienced agile team members
• Adopting the Scrum framework in larger teams is difficult

Scrumban is the combination of Scrum and Kanban. Kanban adds metric visuals and process improvements to the Scrum methodology. For example, a distinct feature of the Scrumban method is the WIP (work in progress) board to help visualize all tasks from start to finish .

This board, divided into three sections—product backlog, work in progress, and completed—shows the collective work in a given section . With this data, the Scrum team can make adjustments to monitor workloads.

🟢 Scrumban Pros

• Adds a process improvement attribute to the Scrum methodology
• Issues can be pinpointed and resolved quickly on a progress board
• Promotes full transparency for all project team members

🟡 Scrumban Cons

• Boards that are not updated in real-time cause delay and confusion
• A fairly new methodology
• Daily standups are optional, which can be an advantage or disadvantage to a preferred workflow

Motorola introduced the Six Sigma methodology in the 1980s to bring down the defects in its manufacturing process. However, it’s suitable for all industries . It emphasizes a data-driven approach for continuous business transformation . Six means six standard deviations (a statistical benchmark), and the sigma symbol represents a standard deviation.

There are two models of the six sigma methodology:

Six Sigma DMAIC

• D efine the current problem, goals, and deliverables
• M easure the current process and performance
• A nalyze the causes of the problem
• Improve the process by proposing and testing solutions
• C ontrol the outcome by implementing changes in place if problems arise

Six Sigma DMADV

• D esign a process that meets customer expectations and needs
• V erify the design meets customer needs and it’s appropriately

The DMAIC and DMADV models in the six sigma methodology ensure each step is followed to achieve the best results.

🟢 Six Sigma Pros

• Reduces wastes and costs
• Enhances value and improves the quality of a company’s output
• Six Sigma certification is available

🟡 Six Sigma Cons

• An implementation period is necessary for success
• Complicated and requires statistical analysis
• It can get costly in the long run

Bonus: Check out the Top 10 Six Sigma Templates

The Waterfall methodology is one of the traditional project management methods. It has two main attributes: thorough initial planning and fixed-end requirements . Waterfall project management is predictive , meaning each stage starts when its predecessor ends. After a project has begun, it’s nearly impossible to make changes. (This characteristic of Waterfall is off-putting for organizations that experience altering project requirements while in progress.)

On the flip side, for businesses that need predicted outcomes , such as construction and manufacturing, this rigid framework is the best approach for their needs.

The stages of the Waterfall methodology are:

• Requirements Gathering
• Development

🟢 Waterfall Pros

• Easy and familiar to understand for new and seasoned teams
• No overlap between project phases
• Clear deadlines are determined and adhered to at the start of the project

Check out our Waterfall Management Template !

🟡 Waterfall Cons

• Top-down communication model
• Not suitable for software development or complex projects
• Not best for ongoing projects

Now that you know your best project methodologies options, where can you keep your people, processes, and projects organized? 🤔

One of the best ways to add value to your work and optimize your time is to use a software tool. Our recommendation? ClickUp! ✨

ClickUp is the ultimate productivity platform allowing teams to manage projects, collaborate smarter, and bring all work under one tool. Here are a few ClickUp features among the hundreds available that can be customized to any team size for consistent collaboration:

📊 Dashboards

ClickUp Dashboards are a time-saving resource to share high-level views with project stakeholders or project progress with anyone in their Workspace! Track sprints, task progress, portfolio management, and more with customizable widgets. 

A must-have tool for these project management methodologies:

• Rational Unified Process
• Adaptive project framework (APF)

🤖 Automations

With ClickUp Automations , you’re able to set up combinations of Triggers and Actions to help automate repetitive actions—saving time and allowing you to focus on things that matter. Does your team use workflow software with external applications like GitHub? Automate your workflow within ClickUp using the GitHub integration ! 

🗒 List view

ClickUp’s powerful and flexible List view can sort, filter, or group columns in any way. Columns can be customized to show important information—task assignees, start and due dates, project briefs , website links, task comments—it’s up to you!

Subtasks in ClickUp add a layer to your work structure, allowing you to define more detailed goals inside of your tasks. This is a perfect solution for: action items that don’t warrant a new task, objectives that need to be completed to finish an overall task, and task dependencies. 

🏃‍♀️ Sprint

Sprints in ClickUp are packed with additional ClickUp features to help teams better understand and manage their product roadmaps. Available on every ClickUp plan, Sprints use tasks as items of work so teams don’t have to rely on other software to get their work done. 

🟫 Board view

Choose whether you want to zoom in on a single List, an entire Folder, or even all Spaces across your Workspace in Board view . For teams that prefer Kanban project management, Board’s view powerful drag-and-drop interface is perfect for visualizing tasks in progress. 

ClickUp: A Powerful and Friendly Tool 

Your ClickUp Workspace can be fully customized to optimize any project management methodology so you can do your best work and take it anywhere you go . Change the way you build and manage projects with ClickUp today!

Questions? Comments? Visit our Help Center for support.

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

Written By : Bakkah

27 Feb 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 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.

Elevate your project management skills with Bakkah Learning's expert-led courses. From PMP to Prince2, Six Sigma to Agile, we offer tailored programs to suit your career goals. With interactive learning, flexible access, and certification preparation, we're your partner for professional growth. Start your journey to mastery today with Bakkah Learning!

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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10 Essential Project Management Techniques to Help Your Business in 2024

Julian gette.

Workast publisher

In today's fast-paced business environment, successful project management is no longer a luxury, it's a necessity. With the ever-growing complexity of projects and the increasing pressure to deliver on time and within budget, businesses need a robust set of techniques to ensure smooth sailing. This article explores 10 essential project management techniques that will equip you to navigate the challenges of 2024 and propel your business towards success.

1. Work Breakdown Structure (WBS):

The Work Breakdown Structure (WBS) serves as the cornerstone of effective project management. It systematically dissects a daunting project into digestible components, enabling better organization and control. Consider a sprawling construction endeavor: the WBS meticulously categorizes it into distinct phases such as foundation laying, framing, electrical installation, and beyond, with each phase broken down into specific, manageable tasks. This hierarchical breakdown fosters clarity and precision, facilitating resource allocation, progress monitoring, and bottleneck detection. By delineating tasks and subtasks, the WBS empowers project teams to navigate complex endeavors with greater efficiency and foresight. Moreover, it cultivates a shared understanding among stakeholders, ensuring alignment and cohesion throughout the project lifecycle. Thus, the WBS stands as a vital tool for project success, offering a structured framework that streamlines execution and enhances outcomes.

2. Smart Goal Setting:

In effective project management, setting clear goals is paramount. The SMART goal framework serves as a guiding principle to ensure that goals are Specific, Measurable, Achievable, Relevant, and Time-bound. For instance, rather than stating a broad aim of "improve customer satisfaction," a SMART goal would be "increase customer satisfaction scores by 10% within the next quarter through implementing a new feedback system." By adhering to SMART criteria, goals become more tangible and actionable, providing a roadmap for success. They allow for precise measurement of progress and enable teams to gauge their effectiveness in meeting objectives. Furthermore, SMART goals foster accountability and focus, as they establish clear targets and deadlines. In essence, the SMART framework enhances goal-setting practices, empowering projects to stay on track and achieve desired outcomes efficiently.

3. Effective Communication:

Effective communication is the cornerstone of project success. Ensuring clarity and consistency in communication is vital to keeping all stakeholders aligned and informed. Regular team meetings, progress reports, and open communication channels help to ensure that everyone involved in the project is on the same page regarding goals, tasks, and timelines. Leveraging project management software equipped with communication features can streamline information sharing and foster collaboration among team members, regardless of their locations. However, it's essential to go beyond tools and technology; creating an environment where team members feel comfortable voicing concerns and asking questions is equally important. Encouraging open dialogue and active listening promotes transparency and trust within the team, ultimately enhancing problem-solving and decision-making processes. In summary, effective communication practices are integral to navigating project complexities and achieving desired outcomes.

4. Embrace Agility:

The business landscape is constantly evolving, and projects need to adapt accordingly. Agile methodologies, such as Scrum and Kanban, provide a flexible framework that allows for course correction throughout the project lifecycle. These techniques prioritize delivering work in small, iterative cycles, enabling teams to incorporate feedback and respond to changing requirements quickly.

5. Leverage Project Management Software:

Technology serves as a powerful ally in project management endeavors. Contemporary project management software presents a wealth of functionalities tailored to meet the demands of complex projects. From task assignment and resource allocation to progress tracking and collaboration tools, these platforms offer a comprehensive solution to project management challenges. By automating repetitive tasks and centralizing project data, they enhance team visibility and enable real-time monitoring of project progress. Moreover, project management software facilitates seamless communication among team members, regardless of geographical locations, fostering collaboration and knowledge sharing. By leveraging these technological advancements, project managers can optimize workflows, mitigate risks, and drive efficiency across all stages of the project lifecycle. Embracing project management software empowers teams to focus their efforts on value-added activities such as Twitter promotion, Facebook Marketing or instagram ads, ultimately enhancing productivity and delivering successful project outcomes.

6. Risk Management:

No project is immune to unforeseen challenges. Proactive risk management involves identifying potential risks, assessing their likelihood and impact, and developing mitigation strategies. By anticipating potential roadblocks, you can develop contingency plans to minimize disruptions and ensure the project stays on track. This involves a systematic approach to identifying and analyzing risks, considering both internal and external factors that could affect the project's success. Effective risk management also requires ongoing monitoring and reassessment throughout the project lifecycle, as new risks may emerge or existing ones may evolve. It's essential to involve key stakeholders in the risk management process to gain diverse perspectives and insights. Additionally, maintaining open communication channels and fostering a culture that values risk awareness and responsiveness are crucial for successful risk management. Ultimately, integrating risk management into project planning and execution helps organizations navigate uncertainties and achieve their objectives with greater confidence.

7. Gantt Charts:

Gantt charts provide a clear visual representation of the project schedule, outlining task dependencies and deadlines. These charts allow you to track progress, identify potential delays, and quickly adjust your timeline when necessary. Project management software often comes with built-in Gantt chart functionalities.

8. Critical Path Method (CPM):

The CPM is a scheduling technique that helps identify the critical path of a project. This critical path refers to the sequence of interdependent tasks that determines the overall project duration. By identifying the critical path, you can prioritize tasks and allocate resources efficiently to ensure timely completion. The CPM involves breaking down a project into individual tasks, estimating the time required for each task, and identifying dependencies between tasks. This information is then used to create a network diagram that illustrates the sequence of tasks and their dependencies. By analyzing this diagram, project managers can determine which tasks are critical and cannot be delayed without impacting the project timeline. This allows for better resource allocation and helps avoid bottlenecks that could cause delays. Additionally, the CPM enables project managers to identify opportunities for optimization and schedule compression, ultimately improving project efficiency and delivery.

9. Performance Measurement and Reporting:

Measuring project performance allows you to assess progress, identify areas for improvement, and demonstrate project success to stakeholders. Define key performance indicators (KPIs) aligned with your project goals and track them regularly. Generate insightful reports that communicate progress and provide valuable data for future projects.

10. Continuous Improvement:

Project management is an ongoing learning process. Conduct post-project reviews to analyze what went well and what could be improved. Encourage team feedback on the project management techniques used and identify areas for enhancement. By incorporating lessons learned, you can continuously refine your project management approach and achieve greater success in future endeavors.

Conclusion:

In today's competitive business environment, mastering project management techniques is essential for achieving consistent success. The 10 techniques explored in this article provide a solid foundation for managing projects effectively in 2024 and beyond. By adopting these techniques and tailoring them to your specific project needs, you can ensure your projects are delivered on time, within budget, and to the highest quality standards. Remember, successful project management is not a one-time fix; it's a continuous journey of learning, adapting, and improving. By embracing this approach, you can empower your team and propel your business towards achieving its full potential.

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• Using Project Execution Management

How Resource Projected Utilization Is Calculated

The Update Resource Utilization Data process updates projected utilization for individual resources and resource pools for the current week and cumulative intervals for the next 2 weeks, 4 weeks, 8 weeks, and 13 weeks.

Run the Update Resource Utilization Data process often enough to account for:

New resources or assignments

Changes to resource pool membership dates

Changes to resource calendars

Factors That Affect Resource Projected Utilization

The following factors affect Resource Projected Utilization.

The Update Resource Utilization Data process defines a week as Sunday through Saturday. The current week includes all 7 days from Sunday through Saturday, regardless of the day that you run the process.

If you run the Update Resource Utilization Data process after Sunday, the first day of the current week is the preceding Sunday.

If you run the process on Sunday, the current week begins that day.

A resource's available hours are based on the resource calendar. An example of a resource calendar is Monday through Friday, 8 hours a day. The application doesn't consider company holidays when determining a resource's available hours.

The number of hours that a resource is assigned to work on project assignments includes assignments that are in a status of Confirmed, Reserved, or Pending Adjustment.

The Update Resource Utilization Data process calculates projected utilization for all resources who are current members of a resource pool except for the Inactive Resource Pool Memberships pool.

Projected utilization is calculated for individual resources in a resource pool and rolled up to a projected utilization for the pool.

To calculate a resource's projected utilization for the current week and the next 12 weekly intervals, the Update Resource Utilization Data process divides the number of hours that a resource is assigned to work on project assignments each week by the number of available hours for the resource that week.

The process also calculates cumulative projected utilization for the 13 week period. For example, the process calculates projected utilization for a 4 week interval by dividing the sum of hours that a resource is assigned to work on project assignments by the number of available hours for the resource for the current week and the next 3 weeks.

On the Resource Manager Dashboard you can view projected utilization for resources or resource pools for the current week and cumulative intervals for the next 2 weeks, 4 weeks, 8 weeks, and 13 weeks.

Related Topics

• Example of Resource Projected Utilization Calculation

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California Management Review

California Management Review is a premier academic management journal published at UC Berkeley

CMR INSIGHTS

Orchestrating project networks to deliver local economic and social value.

by Jas Kalra, Jens K. Roehrich, Brian Squire, and Andrew Davies

Image Credit | EJ Yao

Integrating local SMEs in major projects  

Increased media and government scrutiny, legislation, and public pressure have forced major infrastructure project clients to demonstrate how their projects would deliver value for small firms, local residents, and the wider community in the local project area. These benefits, defined as the measurable improvement derived from a result, are often linked to economic and social value . For example, in the United Kingdom (UK), the Social Value Act 2012 requires organizations to think broadly about how their procurement and supply network activities would improve wider environmental, economic, and societal outcomes for the communities that are impacted by the project. The National Social Value Themes, Outcomes, and Measurement (TOM) framework structures various social value metrics across five categories : (1) promoting skills and employment; (2) supporting growth of responsible local businesses; (3) creating healthier, safer, and more resilient communities; (4) decarbonizing and safeguarding our world; and (5) promoting social innovation. Particularly, when it comes to supporting growth of local businesses, governments around the world are increasingly expecting major project clients to demonstrate how their procurement and supply network activities are enabling the maximization of value for a local region (in which the project is being delivered) and its stakeholders. For example, in the USA , the federal government has the combined statuary goal of awarding 23% of its prime contracts to small businesses .

Related CMR Articles

“Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5” by Andrew Davies, David Gann, & Tony Douglas

“Global Value Chain Reconfiguration and COVID-19: Investigating the Case for More Resilient Redistributed Models of Production” by Wendy Phillips, Jens K. Roehrich, Dharm Kapletia, & Elizabeth Alexander

One approach to achieving these economic and social value outcomes is to increase the project funding to benefit businesses embedded in the local communities . This spending is reflected in the form of investments in local businesses to aid their capability development, and awarding them contracts to deliver products and services to a project. However, for most major projects – such as building new hospitals, transportation systems, or power stations – firms in the vicinity will be small- and medium-sized enterprises (SMEs). These SMEs are often characterized by resource constraints, lower capacity to absorb financial and technical risks, and with a need for faster cash-flow. These barriers restrict SMEs from being able to deliver on the scale required by major projects. However, governments’ pressure to create local – defined as tight parameter around the project site – economic and social value early in the project lifecycle, coupled with exogenous shocks such as Brexit, Covid-19 pandemic , and the Russia-Ukraine war have forced project clients to identify alternative, geographically closer sources to supply to make their supply networks more resilient .

Despite the pressing need for the clients to rethink their supply network structures and relationships, very little guidance exists on how clients can identify, integrate, and coordinate local SMEs into their supply network and ensure wider value creation. Building on rich datasets – including over 30 interviews with industry experts, content analysis of over 50 industry and government reports, multiple industry workshops and conferences, and studying numerous major infrastructure projects over the last two decades – we examine the process by which a client can engage impactfully with regional SMEs in its supply network for the benefits of the project, and for wider economic and social value creation. We unpack the role of a client in orchestrating major projects’ supply networks that successfully integrated SMEs, and discover two distinct, yet inter-related, challenges: (1) selecting an appropriate network governance structure; and (2) choosing the intensity of the client’s involvement in coordinating network operations. Based on our rich insights, we develop a framework to aid managers and companies to make decisions regarding how best to integrate and manage local businesses in major projects to fulfil its objective of delivering local economic and social value. 

The project client acting as a network orchestrator  

The construction sector is widely considered to be mired by its adversarial industrial norms. This leads to increased costs and delays, with considerable taxpayer money going towards legal costs and non-value-adding activities. In times of inflation, cost of living crisis, and geopolitical disruptions, the inefficient delivery of major projects leads to deterioration (and erosion) of trust in the government and public opposition to these projects. To address these concerns, the government has called on major project clients to demonstrate how a proposed project may benefit the local community from the project outset (e.g., during the planning and building of a new hospital), instead of when the asset is produced and handed over (e.g., opening of and using a new hospital), which often takes years and sometimes decades. Moreover, clients are often expected to play a more proactive role in governing and coordinating project delivery, with governments around the world increasingly calling for clients to develop ‘ capable owner ’ and ‘ intelligent client ’ capabilities. 

Clients need to develop the capability of orchestrating the network of organizations designed to deliver projects. These project networks often consist of 1,000s, or even 10,000s, of firms with different expertise and capabilities as well as of different sizes – from large multinational corporations (MNCs) to local SMEs. Here, the client is often tasked with orchestrating these vast project networks to bring together a variety of firms to deliver the required project outcomes. Network orchestration refers to the deliberate, purposeful actions undertaken by the client firm to set up and manage multiple networks needed to create and access the assets, resources, and complementary capabilities of numerous organizations.

In a major project setting, the client needs to act as a ‘network orchestrator’, and faces two key challenges. First, the network orchestrator needs to select the right network structure to achieve the desired outcome. The network structure depends on the capabilities of individual network members and the complexity of the task (i.e., product and/or service) to be completed by the network. Second, the network orchestrator needs to ensure that the various activities performed by network members are being coordinated. Here, the network orchestrator may need to play a more or less active role to support network coordination for the benefits of project delivery. These challenges highlight that despite the pressing need for the network orchestrators to take a more active role in governing and coordinating project networks, a more detailed understanding is needed to guide decision making for the benefit of the project. Building on our research from multiple major projects (often worth in excess of $1bn), we now unpack these two distinct, yet interrelated, challenges for network orchestrators, before positioning a decision making framework. 

Challenge 1: Selecting the right network structure

At the project outset (before the construction of an infrastructure), a significant proportion of procurement spend is towards facilities management (FM) and enabling works, which are procured as services. Here, the network orchestrator needs to procure services of varying degrees of complexity (e.g., catering and accommodation services for construction workers; setting up securing services for the project; soft and hard FM services). When choosing network members and selecting the right network structure, we found that not only the capabilities of each firm matter but that also task (or service) complexity plays a key role. Service complexity is often defined as the number and intricacy of steps required to perform it , and categorize services as routine (low complexity) and complex (high complexity). 

Based on our research across major projects, we detected that for routine services (including catering), a network orchestrator should opt for a shared-governed network structure. In contrast, for more complex services (e.g., site supporting infrastructure), a network orchestrator should consider selecting a lead-governed network structure. For example, in a large project to build a new energy station, the provision for catering services to 1,000s of construction workers on site was crucial at the project outset. Here, local, small businesses expressed interest to provide these services, but mainly comprised of a dairy farmer, a tea and coffee supplier, and a local butcher. Whilst these small businesses could certainly supply local ingredients to a caterer appointed by the network orchestrator, the network orchestrator would still have to appoint an established caterer (highly likely an MNC) to provide end-to-end services. In this case, the opportunity to create local economic and social value would have been missed. To address this challenge, the network orchestrator encouraged the interested SMEs to form a consortium (i.e., a catering network) to design ‘farm-to-fork’ catering services. Here, the network orchestrator opted for a shared-governed network structure, whereby the network members had equal responsibility for governing network activities. 

Figure 1 Shared- and lead-governed network structures 

For more complex services (e.g., site infrastructure development), we found that a network orchestrator may best adopt a different network structure. Despite some possible local SMEs that could provide parts of the required services for such a network, none of the SMEs are likely to have the capacity to absorb the financial or operational risks that comes with such service delivery. Here, a network orchestrator may be better served to award a main contract to an established firm (possible an MNC) with the mandate to work closely with local SMEs to deliver the required services. A lead-governed network structure – where despite all firms delivering services for the network, the responsibility of coordinating and delivering the overall network contract stays with an established lead organization (e.g., MNC) – is more appropriate in such a scenario. Taken together, the network orchestrator needs to decide carefully on the network structure, and take into consideration network members’ capabilities and service complexity. 

Challenge 2: Selecting the right coordination intensity for a network

After selecting the right network structure, a network orchestrator is faced with a second key challenge: The degree to which the network orchestrator should get involved in the coordination of the networks to ensure service delivery. Here, two choices need to be made by the network orchestrator: (1) the mode; and (2)  the intensity of coordination. A network orchestrator can use more formal (such as contracts, and performance review meetings), or informal (such as joint problem solving, and socialization) modes to coordinate these networks. Based on our extensive research, we have evidenced that network orchestration requires both formal and informal modes of coordination. However, we have observed that there are clear coordination differences between high- and low-performing networks. Here, a network orchestrator’s strategic choice to actively (such as actively building network members’ capabilities via workshops and training), or passively (merely overseeing some activities without active interference) coordinate the network plays a key role. More specifically, we evidenced that ‘active coordination’ improves the performance of shared-governed networks, and more ‘passive coordination’ is appropriate for lead-governed networks.

Returning to our example of a large project to build a new energy station, the network orchestrator played a more active role in coordinating activities within the catering network in order for the network to be successful. This included actively participating in service designs, joint problem solving, and board meetings. The network orchestrator also influenced key decisions around corporate governance, inclusion/exclusion of network members, and service quality improvement. In contrast, the network orchestrator played a more passive role in coordinating more complex service networks characterized by a lead-governed network structure. Here, the network orchestrator delegated coordination activities to the lead organization, and limited its interaction with network members. This helped the lead organization in building legitimacy and authority in managing the network, and achieving high performance. 

Positioning a decision model for the network orchestration process  

Taken together, we found that high-performing networks exhibit a combination of two distinct, yet inter-related, decisions taken by the network orchestrator: (1) selecting the right network structure; and (2) selecting the right coordination intensity for a network. Accordingly, we position a managerial decision framework to guide firms tasked with managing the network orchestration process (Figure 2). 

Figure 2 A managerial decision framework for the network orchestration process

First, when setting up and configuring a network of various firms, the network orchestrator needs to ensure a fit between the complexity of task and the network structure. We show that for more routine tasks a shared-governed network structure is best suited. In contrast, for more complex tasks, network orchestrators should build on a lead-governed network structure. However, this is just the first challenge which by itself does not ensure high-performing networks. Thus, as a second challenge, a network orchestrator also needs to ensure the fit between the chosen network structure and the intensity of coordination. For shared-governed network structures, a network orchestrator should adopt an active role in coordinating various network activities. In contrast, for lead-governed network structures, the network orchestrator should ideally delegate the responsibility of coordinating network activities to the lead organization.

To meet their economic and social value creation goals, clients in major projects need to diversify their supply networks to include more local SMEs. This, however, requires a careful selection of the right network structure and consideration of the right coordination intensity by a network orchestrator to ensure high-performing project networks.

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• The Workstream
• Project management
• Process Flow Chart

Process flow chart: what it is & how to create one

Browse topics.

Keeping your business organized can be a tall order — especially as it grows. Process flow charts are one way to organize business processes by visualizing the steps of a process or workflow . As you dive deeper into the individual steps of a process, you can discover opportunities to improve teamwork and productivity.

Visualizing processes with a flowchart can help you organize important details and improve your operations. As you develop your process flow chart, you can discover non-value-added processes and optimize your workflow.

In this guide, we’ll discuss what a process flow chart is and how you can create one for your business. Keep reading to learn more.

What is a process flow chart?

Process flow charts are a way of visually organizing your workflow. They use different shapes connected by lines, each representing an individual step.

A process flow chart aids in project management by helping you outline and visualize your workflows. An example could be a chart showing how you process and fulfill customer orders from the moment an order is placed to delivery.

Importance of process flow charts

Visualizing your workflow allows you to understand your project scope better so you can plan your project based on your goals and deadlines.

Having a clear visual representation of your processes helps improve teamwork and keep everyone on the same page. This way, everyone can understand your business processes from start to finish and the role they play in those processes.

Creating a flow process chart can improve productivity by weeding out non-value-added activities. You have ample room to grow and improve if you’re not wasting precious time on unnecessary steps.

Types of flow charts

There are several types of flow charts, each serving a different purpose. You can learn more about some of the different flow charts below:

• Basic flow chart: Simple flow charts are ideal for visualizing basic steps without many complexities or details.
• System flow chart: System flow charts show how every part of a system interacts with the other parts.
• Workflow diagram: Workflow diagrams visualize steps or processes required to complete a project, which can help you minimize waste.
• Data flow chart: Data flow charts show how data moves throughout your system and other connected systems.
• Decision flow chart: These flow charts play a vital role in the decision-making process , answering simple questions to arrive at a final decision.
• Swimlane flow chart: Swimlane flow charts allow you to visualize who’s responsible for each part of a process or project, whether that’s an individual or a group.

Components of a process flow chart

Process flow charts have a few key symbols used to contextualize the information in the chart. Different symbols are used for different steps within a process flow chart with connecting lines in between.

Different shapes and symbols—including diamonds and rectangles—are used for each process or step, with lines connecting the symbols. Different types of lines denote the beginning and end of the flow chart, and directional arrows indicate the flow direction of the chart.

Visualizing information with flow charts can play a crucial role in project planning , and it’s easy once you understand what the symbols represent.

Steps to create a process flow chart

Creating a process flow chart isn’t rocket science, but there are some basic guidelines you need to follow. Below is a step-by-step guide to help you create your next process flow chart.

Identify the process

Start by clearly defining the process or workflow you’re going to outline. Choosing which projects to visualize and optimize is critical to strategic planning . Once you have a good idea of what you want your flow chart to represent, you can start building it out.

Define boundaries

When it comes to process flow charts for businesses, you can always add more details or break a process down further by adding more steps. However, when creating a flow chart, you only want to include the necessary details.

Figure out the scope and boundaries of your flow chart before you start fleshing it out. That way, you’ll avoid wasting time adding information that complicates the main objective. Details are good, but you don’t want to go overboard.

Gather information

This is where knowledge sharing comes into play. Now, it’s time to collect detailed information about the steps, inputs, and outputs contributing to the process. Ensure you track the process from start to finish to avoid missing crucial steps.

Identify the sequence of steps

Now that you know the steps involved in the process you’re outlining, you can put them in the correct sequence to start organizing your flow chart. Your flow chart should move in one consistent direction from beginning to end, with each step bringing you closer to completing the process.

Draw the flow chart

With process flow charts, the individual steps only tell part of the story—you need to connect them to tell the whole story. Complete your flow chart by using symbols and connectors to connect individual steps and create an accurate visual representation of the process from start to finish.

Review and revise

Once you’ve organized and drawn everything out, review your flow chart to ensure it’s accurate, complete, and clear. If there are any issues, you can revise your flow chart.

Reviewing and revising is a never-ending battle. Even after completing a flow chart, you must review and update it regularly to ensure accuracy. Make sure to reflect any changes in your flow charts as they occur.

Uses of process flow charts

A good process flow chart can provide several benefits for businesses. Here are some of the common uses of process flow charts:

• Process improvement: Visualizing processes helps you understand how to optimize them, saving you time and money.
• Training and onboarding: When you clearly understand your training and onboarding process, you can streamline it and ensure everyone receives the same training.
• Communication: Flow charts can help you identify communication gaps in different project stages to keep everyone on the same page.
• Documentation: Using visuals helps everyone follow documentation best practices — from project documentation to team documentation.
• Compliance and quality assurance: Creating a step-by-step visual representation of a process helps you identify potential compliance or quality assurance issues before it’s too late.

Best practices for creating effective process flow charts

An effective flow chart can help you optimize business processes and improve productivity and project collaboration . Here are some guidelines to follow to ensure you’re doing it right.

Keep your process flow chart simple. Focus on adding key steps and information only.

Using consistent symbols and connecting lines adds clarity to your process flow charts, making it easier to collaborate with your team and boost productivity. You can even involve stakeholders in the process.

Once your flow chart is complete, there’s still work to do. Updating and maintaining flow charts helps you keep a constant visualization of the processes that your business relies on.

Create process flow charts with Confluence Whiteboards

Process flow charts can offer several benefits for businesses, improving productivity and teamwork while eliminating unnecessary steps. With Confluence Whiteboards, you can visualize and turn ideas into tasks.

Confluence brings everyone together in a connected workspace to move projects forward. Teams can create, edit, and share project plans in a connected workspace so everyone is on the same page.

Confluence flow chart templates make it easy to create effective flow charts quickly, plus you can convert stickies into Jira issues with a few clicks.

Use Confluence Whiteboards to visualize your workflow and optimize your business with process flow charts.

Process flow chart: Frequently Asked Questions

What is an example of a process flow chart.

A great process flow chart example is product delivery. You can use a process flow chart to visualize the delivery of a product from the moment the customer contacts you to the moment you finish the job. The first step may be the customer contacting you (or vice versa), eventually leading to the point where you fulfill the order, and the customer receives an email letting them know their order arrived.

You can use process flow charts for almost anything, including manufacturing, service delivery, product delivery, and project management processes.

What tools can you use to create process flow charts?

Confluence allows you to create process flow charts that visualize your business processes accurately. Confluence is easy to use, and you can start with a flow chart template so you don’t have to do all the work. Once you’ve chosen a template, you can add individual steps and symbols to clarify the chart. Confluence also integrates seamlessly with Jira and various third-party tools.

How often should process flow charts be updated?

If you modify a workflow or process outlined in a flow chart, update the chart accordingly. Flow charts don’t provide much value if they’re inaccurate, and you probably add or remove steps from various processes and workflows more than you think. You should regularly review and update your process flow charts to ensure they continuously add value to your business.

You may also like

Project poster template.

A collaborative one-pager that keeps your project team and stakeholders aligned.

Project Plan Template

Define, scope, and plan milestones for your next project.

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4 Common Types of Team Conflict — and How to Resolve Them

• Randall S. Peterson,
• Priti Pradhan Shah,
• Amanda J. Ferguson,
• Stephen L. Jones

Advice backed by three decades of research into thousands of team conflicts around the world.

Managers spend 20% of their time on average managing team conflict. Over the past three decades, the authors have studied thousands of team conflicts around the world and have identified four common patterns of team conflict. The first occurs when conflict revolves around a single member of a team (20-25% of team conflicts). The second is when two members of a team disagree (the most common team conflict at 35%). The third is when two subgroups in a team are at odds (20-25%). The fourth is when all members of a team are disagreeing in a whole-team conflict (less than 15%). The authors suggest strategies to tailor a conflict resolution approach for each type, so that managers can address conflict as close to its origin as possible.

If you have ever managed a team or worked on one, you know that conflict within a team is as inevitable as it is distracting. Many managers avoid dealing with conflict in their team where possible, hoping reasonable people can work it out. Despite this, research shows that managers spend upwards of 20% of their time on average managing conflict.

• Randall S. Peterson is the academic director of the Leadership Institute and a professor of organizational behavior at London Business School. He teaches leadership on the School’s Senior Executive and Accelerated Development Program.
• PS Priti Pradhan Shah is a professor in the Department of Work and Organization at the Carlson School of Management at the University of Minnesota. She teaches negotiation in the School’s Executive Education and MBA Programs.
• AF Amanda J. Ferguson  is an associate professor of Management at Northern Illinois University. She teaches Organizational Behavior and Leading Teams in the School’s MBA programs.
• SJ Stephen L. Jones is an associate professor of Management at the University of Washington Bothell. He teaches Organizational and Strategic Management at the MBA level.

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