Project Management : Reconstructing Project Management

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Project Management : Reconstructing Project Management

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Project Management : Reconstructing Project Management

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Question:
Define Project Management for Reconstructing Project Management.

Answer:

Introduction:
The utilisation of project management methodologies is increasing due to the fast international expansion of the businesses. The project management methodologies have been arrived to identify necessary components of a project and adopt right execution of the steps to improve the existing services to the marketplace. In the words of Hyväri (2006), project management (PM) methodologies help the managers to initiate evidence-based decisions that best fits the overall organisational goals. Considering the fact, the present study evaluates the role of methods in serving a project management. Also, different methodologies and processes along with various comparisons have been made in the current study. Finally, the study draws a relationship between the chosen methods with the overall project life cycle.
The definition of process and its role in the project management:
The project management methodology was identified in the year 1960. Davidson Frame (2014) stated that the approach offers effective measures to resolve a particular issue in a structured and unique way. Also, Levin (2013) indicated that project management methodology is the combination of logically related practices, methods and processes so that the best business plan can be executed within the organisation. On the other hand, the project management methodology is process centric more, and it is not a formula. In one word, PM methodology serves as the tool to systematically realise the change process regarding the time, cost and quality.
Through a PM approach, organisations experience strategic, tactical and operational benefits. In the words of Davidson Frame (2014), groups can comprehensively tackle project based issues. On the other hand, the methodology level ensures error identification and mitigation at the initial stage of the project. Finally, the logical sequence of project management methodology helps the firm to deliver cost effective project solutions to the enterprise.

Evaluation regarding the similarities and contrasts between the methodologies
Waterfall model:
The waterfall model is identified as the non-interative design process that is utilised in the software development process. According to Leffingwell & Widrig (2010), the Waterflow model is primarily used in the construction and the manufacturing workflow process. The model flows in the downward direction through the stages of conception, analysis, design, initiation, testing, construction, implementation and maintenance.
Agile model:
The agile model is the Rapid Application Development, which is progressed by considering the drawbacks of the Waterfall model. Kunal (2013) has presented an argumentative statement, which signifies that the Agile model can be an updated version of framework, but, the implementation is done through the support of Scrum.
Similarities
The developments of both the models are highly user focused, which provides more efficient and frequent direction to the project managers. According to Hyväri (2006), both the methodologies provide unique opportunities to its clients, starting from the prioritising features to the iteration planning and examining the frequent software developments through the new features.
Dissimilarities
In the Waterfall model, the software development is completed as a one single project that is divided into several phases and each of the phases appear only during the SDLC process. However, the Agile framework considers the collection of infinite projects and improves the overall performance of the software by examining its iteration stages.
Identify the Relation between the chosen methodologies and the project life cycle
The project life cycle model incorporates the five significant steps those are initiation, planning, execution and control and the closure. The waterfall model is also comprised of five significant steps that include requirements, design, execution, testing and release. As the model follows a linear sequential flow, thus the procedural design of this specific model is completely satisfied that the determinants of the project life cycle process (Kunal, 2013). On the other hand, the components of the agile model like Inception, Transition, Technical Design and Construction indicate the embracing change in the development phase of the project life cycle. Therefore, it could be inferred that the methodologies and the technical of the agile model are also correlated to the overall framework of the PLC. The waterfall model helps the project manager to balance the cost, quality, risk, scope and the other needful requirement of the project. In this similar way, the agile model divides the responsibilities of the project manager within three agile roles to progress robustly in an incremental way. The iterative approach and incremental methodology of these two models are entirely feasible to conduct an effective project management process (Masood et al. 2015). Hence, it could be deduced that both the methodologies and design pattern of these two models are capable of providing a successful well-ordered project development and the overall operational process of the project life cycle.
Conclusion:
The existing study attempts to determine the importance of the methodology in the project management structure. The study states that both the Waterfall and Agile models are appropriate to alleviate the necessities of the project life cycle. However, the characteristics of the Agile model are more updated than the Waterfall model.

References:
Davidson Frame, J. (2014) ‘Reconstructing project management’, Project Management Journal, 45(1), e2–e2
Hyväri, I. (2006). Project management effectiveness in project-oriented business organizations. International Journal of Project Management, 24(3), 216–225
Kunal, N. A. (2013). A waterfall model of microfinance: Innovation and entrepreneurship for sustainable development. International Journal of Business and Globalisation, 10(4), 439–445.
Leffingwell, D., & Widrig, D. (2010). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise (agile software development series) (4th ed.). Boston, MA: Addison-Wesley Educational Publishers
Levin, G. (2013). Project management for non-project managers. Project Management Journal, 44(5), e2–e2
Masood Butt, S., Onn, A., Tabassam, N., & Abdul Majid, M. (2015). Usability evaluation techniques for agile software model. Journal of Software, 10(1), 32–41

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