Project Management Methodologies - Everything You Need To Know

12/30/2018 Project Management Methodologies: Everything You Need to Know
Project Management
Methodologies: Everything You
Need to Know
by Esther Cohen, September 25, 2017
Choosing project management methodologies (PMM) is one of the rst 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 team works.
Different project management methodologies have their own pros and cons for different project
types. Some are geared for speed, some for comprehensiveness.
What methodology you choose will depend on your team, project-type, and project-scope.
In this article, I’ll give you a complete overview of different PMMs and how to choose them.
https://www.workamajig.com/blog/project-management-methodologies 1/29
Types of Project Management Methodologies

A project management methodology is essentially a set of guiding principles and processes for
managing a project. Your choice of methodology de nes how you work and communicate.
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 PMMs? What are their advantages and
disadvantages? What kind of projects are they best suited for?
Below, I’ll take a look at 9 of the most popular project management methodologies.
1. Waterfall
The Waterfall methodology is the oldest methodology on this list. It was rst 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 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 xing
issues, if any.
Each stage in this process is self-contained; you wrap up one stage before moving onto 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
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: This model is easy to understand and use. The division between stages is intuitive
and easy to grasp regardless of prior experience.
Structure: The rigidity of the Waterfall method is a liability, but can also be a strength. The
clear demarcation between stages helps organize and divide work. Since you can't go back,
you have to be "perfect" in each stage, which often produces better results.
Documentation: The sharp focus on gathering and understanding requirements makes the
Waterfall model heavily reliant on documentation. This makes it easy for new resources to
move in and work on the project when needed.
Disadvantages
Higher risk: The rigidity of this methodology means that if you nd an error or need to change
something, you have to essentially start the project from the beginning. This substantially
increases the risk of project failure.
Front-heavy: The entire Waterfall approach depends heavily on your understanding and
analyzing requirements correctly. Should you fail to do that - or should the requirements
change - you have to start over. This lack of exibility makes it a poor choice for long and
complex projects.
Best for:
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 xed requirements
Projects with changing resources that depend on in-depth documentation
2. Agile
Agile, another software development-focused PM methodology, emerged as a response to the
failure of 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"
In approach and ideology, Agile is the opposite of the Waterfall method. As the name implies, this
method favors a fast and exible approach. There is no top-heavy requirements-gathering.
Rather, it is iterative with small incremental changes that respond to changing requirements.
Graphically, it can be represented as follows:
Advantages
Flexibility and freedom: Since there are no xed stages or focus on requirements, it gives
your resources much more freedom to experiment and make incremental changes. This makes
it particularly well-suited for creative projects.
Lower risk: With Agile management, you get regular feedback from stakeholders and make
changes accordingly. This drastically reduces the risk of project failure since the stakeholders
are involved at every step.
Disadvantages
No xed plan: The Agile approach emphasizes responding to changes as they occur. This lack
of any xed plan makes resource management and scheduling harder. You will constantly have
to juggle resources, bringing them on/off on an ad-hoc basis.
Collaboration-heavy: The lack of a xed plan means all involved departments - including
stakeholders and sponsors - will have to work closely to deliver results. The feedback-focused
approach also means that stakeholders have to be willing (and available) to offer feedback
quickly.
Best for:
The exibility 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 xed 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
The Hybrid approach, as the name implies, is a combination of the Waterfall and Agile
methodologies. It takes the best parts of both Waterfall and Agile and combines them in a exible
yet structured approach that can be used across different projects.
The Hybrid methodology focuses on gathering and analyzing requirements initially - a nod to the
Waterfall method. From thereon, it takes the exibility of 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
Increased exibility: Past the planning stage, the Hybrid method affords you signi cantly
increased exibility when compared to the Waterfall method. As long as the requirements
don't change substantially, you can make changes as they're requested.
More structured: By borrowing the initial planning phase from Waterfall, the Hybrid method
addresses one of the biggest complaints about the Agile approach - lack of structure and
planning. Hence, you get the "best of both worlds".
Disadvantages
Requires compromise: Since you're essentially reconciling two polar opposite approaches,
both sides will need to compromise on requirements and exibility.
"Best of both worlds" approach robs you of the exibility of Agile and the surefootedness of
Waterfall. Any iterations you make will have to comply with the budgeting and scheduling
constraints set up front.
Best for
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 exibility.
Mostly, this would be medium-sized projects with moderately high complexity but xed 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. Scrum

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 speci c 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.
Advantages
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 bene ts of Agile - rapid iteration and regular stakeholder feedback.
Disadvantages
Scope creep: Since there is no xed 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 exibility: The project-team focus means that any resource leaving the team in-
between will hugely impact the net results. This approach is also not exible enough for large
teams.
Best for
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 aws of
Agile along with all its bene ts. 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.
5. 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.
Advantages
Better scheduling: The emphasis on mapping the duration of activities and their
interdependencies help you schedule tasks better. If task X depends on task Y to be nished
rst, CPM will help you identify and schedule for it.
Prioritization: The success of the CPM methodology depends on identifying and mapping
critical and non-critical activities. Once you've mapped these activities, you can prioritize
resources better.
Disadvantages
Scheduling requires experience: As any experienced project manager will tell you, things
always take more time than you expect. If you don't have real-world experience with
scheduling, you are bound to miscalculate time for each activity.
No exibility: Like the Waterfall method, CPM is front-heavy. You need to plan everything out
at the very start. If there are any changes, it makes the entire schedule irrelevant. This makes
this method unsuitable for projects with changing requirements.
Best for
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 nds 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.
6. 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.
Advantages
Resource-ef cient: The entire focus on proper resource management makes CCPM one of
the most resource-ef cient project management methodologies around. The emphasis on
monotasking is also well-aligned with our modern understanding of the detrimental effects of
multitasking.
Focused on end goal: CCPM doesn't obsess over the "optimum" solution to a problem.
Instead, it prioritizes "good enough" solutions that can help meet the end-goal. Since you also
work backward from the end-goal, CCPM usually yields better results for complex projects.
Disadvantages
Not appropriate for multi-project environments: CCPM's resource-focused approach can

only work in single-project environments. In multi-project environments, projects might share
resources. CCPM can't plan for resource distribution in such a scenario.
Delays common: CCPM allots a gap or padding between tasks to derive a task time length. In
theory, this is supposed to make up for resources overestimating their own ef ciency. In
reality, resources, following Parkinson's Law, ll up the padding with inordinate delays.
Best for
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
nd yourself constantly overworked or missing deadlines, the CCPM methodology might be for
you.
7. 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
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.
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.
Advantages
Transparency: Integrating processes across the organization improves transparency within

the organization. The IPM approach focuses on team members documenting and meeting
regularly, which helps keep everyone in the loop.
Accountability: The integrated nature of the IPM approach makes the entire project team
responsible for the project. Since no team member can operate in a silo, IPM improves
accountability.
Disadvantages
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 signi cantly and
can lead to delays.
Best for
Large agencies with diverse teams and processes bene t 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.
8. PRiSM
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:
Advantages
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.
Disadvantages
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 onboard with the sustainability principle - a hard ask in most
organizations.
Best for
PRiSM is mostly suited for large and complex real estate and industrial projects where
sustainability is a key concern.
9. PRINCE2
PRINCE2 (Projects IN Controlled Environments) is the of cial project management methodology
of the UK government (which means that most UK government projects use it). You can even get
a PRINCE2 certi cation 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 justi cation
Learn from experience
De ned 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.
Advantages
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.
Disadvantages
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 project pace.
Best for
This methodology is best-suited for large and complex projects with xed 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.
There are several other PMMs besides these, such as Six Sigma, Crystal, Feature Driven
Development (FDD), Dynamic Systems Development (DSDM), Rational Uni ed Process (RUP), Kanban,
and Lean Development (LD).
For the most part, however, you’ll choose from one of the methodologies described above.
How to Pick 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 a big real-estate development.
When you’re picking PM methodologies, here are a few things to keep in mind:
1. Evaluate the Project
When choosing a project management methodology, it helps to start from the end. You need to
know exactly what the nal deliverable should look like and what you'll need to get it done.
Focus on gathering initial requirements. If the requirements suggest that you need a large and
diverse team, pick a methodology that supports exibility.
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 case of in-house projects), pick an iterative
methodology like Agile.
Some other things to consider when evaluating the project are:
Project budget
Timeline
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.
Also consider your team composition. Identify its strengths and weaknesses. If the team thrives
on collaboration, you can pick a less structured approach like Agile. If the team is highly
motivated and disciplined, a SCRUM approach can work well. If you have limited resources, pick a
resource-ef cient approach like CCPM.
Here are a few things to consider when evaluating your team:
Team experience
Training
Self-organization capabilities
Team preparedness
Team location (remote, on-site, etc.)
Essentially, pick a methodology that ts your team, instead of forcing your team to t 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 out ts.
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

Culture
Organization hierarchy
Level of exibility
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 exible 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 speci c 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 speci c 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.
Conclusion
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 ef cient.
Pick from one of the several methodologies listed above. Then evaluate your project, team,
organization, stakeholders and existing tools to pick methodology that aligns with your strengths
and requirements.
For questions and doubts, drop us a comment below.
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About The Author
Esther, Workamajig’s current Marketing Manager, joined the team back in ‘14. She's a Jersey girl at
heart with plenty of NY grit from her time across the river. Like most credentialed marketing gals, she’s
always got a good cup of coffee and would love to hear from you at estherc@workamajig.com.
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Name
Anwar Yakkiparamban • 2 months ago

Great list! Esther, These Project Management Softwares are good to facilitate project delivery and
make it more efficient.
△ ▽ • Reply • Share ›
J Manuel Romero • 3 months ago

Can workamajig be used to manage projects in an agile way? Any resources?
Hannah Mod > J Manuel Romero • 3 months ago

Yes, we definitely have clients that use Workamajig for agile Project Management. Can you
send us your company name and we will have your support person contact you?
J Manuel Romero > Hannah • 3 months ago

I work in the Public Affairs Dept. at Central Washington University. You can find me
on Linked in as Marty Romero at CWU. If you contact me there I'm happy to give
you a more direct contact. Our Graphics department uses Workamajig. I work with
the Web Development team and am familiar with Jira and other similar project
management tools that allows teams to track some projects in a Kanban style (track
user stories, create sprints, separate those into swim lanes etc.), and others with
more of a Scrum methodology.
Thanks for reaching out.

Hannah Mod > J Manuel Romero • 3 months ago

Hi Marty,
Thank you for your email.
Your support person will be reaching out to you shortly.
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12/30/2018 Project Management Methodologies: Everything You Need to Know

Types of Project Management Methodologies

The Waterfall methodology is sequential. It is also heavily requirements-focused. You need to

Graphically, you can represent it as follows:

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

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

Short, simple projects

Graphically, it can be represented as follows:

That said, this methodology works best for:

Scrum isn't a fully-featured project management methodology. Rather, it describes an approach

5. Critical Path Method (CPM)

dependencies between them.

6. Critical Chain Project Management (CCPM)

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

Not appropriate for multi-project environments: CCPM's resource-focused approach can

7. Integrated Project Management (IPM)

An integrated project has the following components:

This makes IPM particularly appropriate for creative agencies.

Transparency: Integrating processes across the organization improves transparency within

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

Continued business justi cation

Learn from experience

De ned roles and responsibilities

Tailor to suit the project environment

experience can help reduce risk.

The disadvantage of PRINCE2's extensive documentation is that changes can be hard to

How to Pick the Right Methodology

1. Evaluate the Project

Some other things to consider when evaluating the project are:

2. Evaluate Your Team

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

3. Evaluate Your Organization

Past records and experience with different methodologies

4. Evaluate Your Stakeholders

When choosing a PM methodology, factor in:

Stakeholder involvement: Some methodologies demand that stakeholders be regularly

5. Evaluate Your Tools

Make a list of all software tools you currently use

For questions and doubts, drop us a comment below.

About The Author

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Join the discussion…

Anwar Yakkiparamban • 2 months ago

J Manuel Romero • 3 months ago

Hannah Mod > J Manuel Romero • 3 months ago

J Manuel Romero > Hannah • 3 months ago

Thanks for reaching out.

Hannah Mod > J Manuel Romero • 3 months ago

A Beginner-Friendly Guide to Work 20 Creative Agency Experts Share Their

What to read next

31 Team Building Activities Your Team Will Actually Love

 SEPTEMBER 18, 2017

 CREATIVE TEAM,  RESOURCE MANAGEMENT

The Ultimate List of 41 Free Project Management Templates

 APRIL 25, 2018

 AGENCY MANAGEMENT,  PROJECT MANAGEMENT,  FEATURED

How to Write the Most Compelling Creative Brief (with Examples)

 APRIL 10, 2018

 CREATIVE AGENCY,  AGENCY MANAGEMENT

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