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6 popular project management methodologies and what they’re best suited for

You’re a project manager who has just been tasked with managing two very different, yet intertwined projects. It’s up to you to choose the best project management methodology for each project.

One project is with your development team. They need to overhaul your organization’s website to improve the clunky and somewhat confusing user experience—from the moment that a customer lands on the site to after they make a purchase. The development team is super flexible and open to breaking up into smaller teams in order to tackle specific aspects of the website overhaul faster.

The catch with this project? It’s on a time crunch.

The website has to be overhauled before the launch of your second and longer-term project: a large-scale marketing campaign around a new line of products that are launching next quarter.

First of all, you can do this! Breath in, breath out, read on, choose the best project management methodology for each task, and get to work doing what you do best!

How To Choose The Best Project Management Methodology

No two projects are alike.

Some may remind you of a past project (that you absolutely nailed, by the way!) but there’s always a catch, isn’t there? One project may have unlimited budgets, endless resources, and flexible timelines—a walk in the park for you—, while another may have high stakeholder expectations, limited budget, tight timelines, multiple teams, and dozens of dependencies.

Since every project is so different, there are many project management methodologies to choose from that support the various project and team needs. There are so many methodologies, in fact, that new ones may have emerged while you’re reading this!

What Is A Project Management Methodology?

Glad you asked. Methodologies are the systems (or simply, methods) used to do something.

The Project Management Institute defined it as “a system of practices, techniques, procedures, and rules used by those who work in a discipline.”

Choosing the right methodology , as well as project management tools and teams, will set you up for success before your project kicks off. For example, you wouldn’t pick a fast-paced, quick iteration project management methodology for a long-term, large-scale, inflexible, and stakeholder-heavy project. Pair like projects with like systems.

To do that, let’s look at your project factors or considerations, such as constraints and dependents.

What Project Factors Are You Working With?

As mentioned earlier, there are many considerations at play that make each project unique. Some factors to consider what you’re evaluating your project management methodologies include:

• Project budget: How much money is going to be spent on this project? How is it divided up?
• Timeline: When is your project due by?
• Goals: What are the project’s end goals and deliverables? Start there and work backward.
• Values: How do your organizational goals and values apply to this project? Knowing this will help set expectations (and help you hold team members accountable for their commitments ).
• Complexity and Scale: How complex or simple is this project?
• Flexibility: How flexible or rigid is this project and its end goals, timelines, deliverables, and team or stakeholder expectations?
• Project type and industry: Some methodologies work best for certain industries and project types, such as highly creative projects or product development sprints.
• Team: Consider the team size, diversity, flexibility, experience, and individual expertise or strengths and weaknesses, as well as their ability to collaborate and communicate when choosing a methodology.

6 Popular Project Management Methodologies And What They’re Best Suited For

It’s important to learn the similarities and differences of various methodologies available to you. For example, some project management methodologies work best if the end goal is fixed and clear, such as the Waterfall method, whereas others better suit those projects that aren’t, such as Agile and Scrum. Keep your project factors in mind while you read on—and then choose the best method for your team.

Let’s get to the methodologies.

1. Agile: Flexible, Fast, And Short Collaborative Sprint Projects

More than a methodology, agile is a set of principles that would be ideal to follow for your first (hypothetical) project.

Agile is made up of fundamental values that are ideal for small teams to work in short and fast project cycles or sprints without blockers. Blockers include too much documentation, work in progress, meetings, or processes to slow them down. The working team would need to be protected from these blockers so that they can stay focused on the tasks at hand.

Teams who work well together can collaborate on small tasks and adapt and respond to an ever-changing task list. Because agile is an iterative design and build process, teams must be flexible with the outcomes and the path they take to get there.

2. Scrum: Quick And Continuous Development Projects

If agile is a set of principles that teams follow to work quickly and respond adaptively to changes as they arise, then Scrum is a project management methodology and the most popular and simple framework that puts agile principles to use.

Scrum is an ideal methodology for your project with the development team to overhaul the website. It’s ideal for continuous improvement and rolling task lists. Something like improving the customer journey on a website may have a timeline, but will always have room for improvement—especially as customer expectations and the digital space change so quickly.

The goal of Scrum is to develop, build, deliver, and sustain complex products using small collaborative and highly accountable teams and iterative task lists. There are roles, events, and artifacts. Roles include a product owner, development team, and scrum master, while events include sprints, daily scrums, or standup meetings, and artifacts include product and sprint backlogs.

3. Kanban: Visualize Task Progress For Agile Teams

Like Scrum, Kanban is another product management methodology that follows agile principles. Kanban is ideal for projects that are done by small, flexible, and collaborative teams, like Scrum, but there is a highly visual aspect as well.

Tasks are visually displayed in-person on sticky notes or in software such as Trello using columns as they progress. This is called a Kanban board. Tasks move from a backlog through the board’s columns that represent various stages of the process from the backlog, start to finish.

Having a visual representation of backlogged work, work in progress, and completed tasks is a great project management tool for most projects.

This would also be helpful for your second project, in particular, to keep track of tasks’ status as they move throughout the creative process. For example, designing a webpage for the new line of products will have various steps and creative team members involved. Visually seeing how the project is progressing will help you and the team to see how it’s coming along and where blockers are.

4. Lean: Projects That Do More With Less

For those organizations that are looking to transform how they do business, the lean methodology may be one to consider. Lean aims to maximize customer value and minimize waste. This is a great way to put out quality work while increasing efficiencies that minimize unnecessary spending, resources, teams output, or time.

Lean was created in the Japanese manufacturing industry to improve quality control and remove redundancies that may increase the price or value for customers down the line.

Known as the three M’s, Lean methodology defines three types of project waste: muda, mura, and muri.

• Muda is about getting rid of the waste or anything that doesn’t add value.
• Mura streamlines processes, so if one aspect of the project takes too long, for instance, then something further down the task list will have to be completed faster.
• Muri is about removing blockers, such as too many stakeholder meetings.

5. Waterfall: Large-Scale, End-Goal Focused, And Fixed Projects

Tried, tested, and true, the Waterfall methodology has been around since the 1970s. Like a waterfall that cascades downhill, this method is sequential with ordered tasks following one after another as they are completed.

The Waterfall method requires a very solid understanding of the end goal and the necessary steps to get there. As such, it doesn’t leave much room for errors or flexibility. This is great for projects that you’ve done in the past where there is minimal need to adapt on the fly.

This could be something to consider for your large-scale marketing project if you’ve launched new product lines many times in the past and don’t expect any surprises.

With this method, collect and analyze any and all project requirements and deadlines. This requires a lot of up-front work and planning. Then design your approach to meet every stage and their deadline in sequence before reviewing it and putting it into action.

6. Hybrid: Flexible And Fast-Paced Projects With Structured Plans

If agile aims to move fast, adapt quickly, and be flexible, Waterfall is its polar opposite, with fixed deadlines, clear deliverables, and mapped-out categorized project plans.

Hybrid is a methodology that blends the two. Think of it as the best of both worlds. You get the structure and organization of planning milestones out and the flexibility and speed of agile workflows.

It takes the flexible and fast pace of agile principles and blends them with the structured goals and mapped out plans of Waterfall. Take a look at your project requirements, task list, deadlines, and goals. The hybrid methodology uses those as your guidelines, but when it comes to getting the work done, teams should work with some flexibility on rapid iterations.

May The Best Methodology Help You Deliver On Your Projects

There are many more methodologies to name and discuss—and picking the right one for your project can be tricky! In the end, however, it’s all about picking a system that works for you, your project, and your team.

Project management methodologies were created to help you deliver the best possible outcomes based on your project’s circumstances. Take your time to find what works best, try them out, and do a debrief with your team on what worked and what didn’t. If it wasn’t the right methodology for one project, it may be ideal for another—and now you’re armed with that much more knowledge and expertise.

Happy project planning!

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• Project management methodologies: 12 po ...

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.

Related resources

Everything you need to know about waterfall project management

Smooth product launches are simpler than you think

What is stakeholder analysis and why is it important?

Understanding dependencies in project management

What Is PMBOK in Project Management? Understanding PMBOK Methodology

• 1.  Project Management Basics
• 2.  Project Management Methodologies
• 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
• Advanced Terminology
• Methodologies
• PM Software Features
• Basic Terminology
• Professional Development
• Agile Project Management

What Is PMBOK in Project Management?

PMBOK stands for Project Management Body of Knowledge, and it is the entire collection of processes, best practices, terminologies, and guidelines that are accepted as standard within the project management industry. PMBOK is considered valuable for companies as it helps them standardize practices across various departments, tailor processes to suit specific needs, and prevent project failures. 

Because the body of knowledge is constantly growing as practitioners discover new methods or best practices, it must be regularly updated and disseminated. This is an effort that is overseen by the Project Management Institute (PMI), a global not-for-profit member association of project management professionals. You can find a more in-depth discussion on PMBOK in Wrike’s Project Management Guide .

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What is the PMBOK methodology?

PMBOK is technically not a methodology but rather an industry framework that incorporates best practices in project management. It is often associated with the waterfall methodology , which aligns project stages in a sequential approach, but it is also compatible with newer methodologies such as Agile . The PMI does not advocate for any particular methodology as the processes of PMBOK can be tailored to suit a variety of project management situations — managers select what they need for their respective companies, teams, and projects.

What is the history of PMBOK?

The origins of PMBOK date back to 1969, when the PMI was founded with the aim of providing a forum for professionals to share information and discuss problems encountered in the project management field. In 1984, the organization issued its first certification: the Project Management Professional (PMP). Forbes has described the PMP exam as “a crucial tool for prospective project managers to test and showcase their ability to perform their duties.” A PMBOK whitepaper was published in 1987, and an exposure draft of the PMBOK Guide followed in 1994.

What is the PMBOK Guide?

The PMBOK Guide is an instructional book that includes foundational standards, guidelines, and terminology to help industry professionals manage multiple projects. It breaks project management processes down into five PMBOK process groups , which can be incorporated into your choice of project methodology. The first edition of “ A Guide to the Project Management Body of Knowledge (PMBOK Guide) ” was published by the PMI in 1996. It is now on its sixth edition, published in 2017, and is available in 12 languages.

Further reading:

• PMP Certification? Use this List of Helpful PMBOK Guide Resources
• 5 Online Project Management Courses for Beginners
• 20 Online Training Resources for Project Managers
• What Project Management Books Should You Read?

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

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16 Project Management Methodologies – Choose the Right One for Optimised Workflow

Project management methodologies come in all shapes and sizes. The one you choose will depend on your project's goals, team size, time frame and budget. To help you determine what you need, this article will dive deep into which project management methodologies exist, what each one is and how to choose the right one for your company.

What Is a Project Management Methodology?

A project management methodology is a set of best practices, tools, and guidelines to help project managers effectively lead their project teams.

Each methodology defines a specific approach to delivering projects. While each project management methodology has different processes and deliverables, they all follow the same basic principles:

• Planning the project;

• Executing the work; and

• Monitor progress and manage changes to scope.

As you can see, using project management methodologies ensures that the team adheres to proven approaches for managing a project from start to finish.

How to Choose the Right Project Management Methodology

Now that you have a better understanding of the project management methodologies for your business, here are some considerations for selecting the right PM methodologies:

• Understand your project. The type of project you have, and its size will impact which project management methods will be most effective.

• Understand your team members. Consider what capabilities and skills your team members possess to choose the right project management methodology. As their skillset change when they learn or are trained, so should your approach to managing the project.

• Understand your customers. Understanding who they are and what they think is important because it can impact how a project should be managed from start to finish.

• Understand your organisation. It is critical to understand the culture of an organisation and its policies, standards, procedures, and practices to choose a methodology that will work best with the company's current processes.

• Understand your project environment. Internal and external factors such as available resources, the complexity of tasks involved, schedule constraints and budget restrictions could affect the implementation of a particular project management methodology.

16 Popular Project Management Methodologies

There are many different project management methodologies out there. Each methodology has its own strengths and weaknesses, and each is better suited for different situations and the personal management styles of a project manager. Choosing the right project management method can be difficult, but learning more about your options is the best way to do it.

1. Waterfall Methodology

Waterfall is one of the most popular project management methodologies. It is a process that proceeds through specific sequential phases to deliver a product successfully. Waterfall project management can be used to apply to both software development and non-technical projects.

The waterfall methodology is a traditional project management approach. This simple linear approach is often used when the requirements of a project are well understood by the client and work has been clearly defined, especially at the start of the project. Because it is easy to understand (at least initially), the waterfall method can be ideal for clients who are unaware of other project management methods or prefer not to get involved with how their work is carried out; they know what they want from you regarding results.

The waterfall project management methodology assumes you will gather all your requirements upfront before beginning. It is like planning a vacation—you list where you want to go, what you want to do there, when you plan on going there, and so on. You do not get halfway through your trip and decide it would be nice to add another destination, which would break your budget and make everything more complicated than necessary.

The Waterfall Methodology is popular across multiple industries, including technology and engineering, where projects require more planning than discovery. It works well for shorter projects with more predictable outcomes because there is little room for change once a phase has been completed.

2. Agile Methodology

Developed in 2001, the agile methodology was created to provide a framework for responding to change. Instead of following a linear and sequential process, teams who use the Agile approach work on projects in short bursts called sprints. These brief sprints allow project managers and their teams to continually re-evaluate and improve the project rather than creating a plan at the beginning of the project and sticking to it no matter what happens.

Agile project management is used in software development with great frequency. However, it can also be effective for other projects involving highly skilled workers or those where flexibility is needed. The agile approach is not necessarily right for all teams or projects. For instance, it would be impossible for your team to use this project management methodology if your client requires you to follow a rigorous timeline or schedule.

It works best in situations where flexibility is required. The Agile framework makes it easy to adapt as the needs change because it breaks down the project into small pieces that can be completed in one or two weeks.

3. Scrum Methodology

Scrum is not a methodology but a highly iterative, Agile project management framework. It is designed to help teams break down their projects into small iterations and deliver value in a short time span. The word "Scrum" is derived from the game of rugby, where it describes a method of restarting play following an infraction or awarding possession to the team that wins a contested ball. This name was chosen because the Scrum project management mirrors this action by setting up small, focused working groups led by an individual called scrum master to develop incremental updates while keeping your overall vision in mind.

Scrum is best used when you have complex projects and cross-functional work that needs to be completed quickly and without unnecessary process or hierarchy. For example, if you are working on a software project where product requirements change frequently or need to launch several product versions quickly, Scrum is likely your best bet for successful delivery.

Scrum project management can be utilised across industries and teams of all sizes. It can be used for software development projects but is also common for marketing agencies creating advertising campaigns or consulting firms building a new website for a client.

4. Kanban methodology

Kanban methodology is often compared to Scrum. Scrum and Kanban are both Agile project management methodologies or frameworks. Kanban is a project management system that utilises visual cues to help workers stay on track and complete tasks. The Kanban board allows the user to monitor workflow, and the cards within each board can be colour-coded to show each task's phase of production. Kanban boards are usually digital or physical and are used across various industries.

These boards are made up of columns of tasks arranged by their current completion stage. All projects start at the first column, and as workers complete tasks, they move them down columns until all parts of the project are finished. Columns typically include options like "In Progress" or "Needs Review" so that team members know what stage each task is in at any given time.

The Kanban methodology should be used when you need to manage a high volume of tasks at once, which means it is not right for every situation — especially when you only have one or two things that need your attention. It is also best used when everyone involved has similar workflows that do not require much customisation from person to person (e.g., all employees use the same computer programmes).

5. Scrumban Methodology

The Scrumban methodology is a subset of the Agile framework, combining the benefits of Scrum and Kanban project management methodologies. It uses a mix-and-match approach that allows you to pick what elements from each methodology will work best for your team.

Scrum tries to improve how teams manage their projects, emphasising planning and scheduling. On the other hand, Kanban is all about limiting work-in-progress (WIP) and improving efficiency by eliminating waste. Combining elements from both PM methodologies gives you a flexible approach that allows your team to adapt as needed.

This agile project management methodology is best used when your team has an ongoing stream of work or if it works on multiple projects at once. It is also helpful if you have unpredictable workloads — so if there are frequent scope changes or unforeseen problems pop up often — because it offers flexibility and regular feedback loops.

6. eXtreme Programming (XP) Methodology

Extreme Programming (XP) is an Agile software development methodology that aims to deliver significant value early and often. It is based on five core principles: communication, simplicity, feedback, courage and respect. These values are reflected throughout the entire lifecycle of a project. The project management methodology emphasises teamwork, with developers writing code in pairs, holding daily stand-ups (short meetings where everyone gives a quick update on their progress), and doing comprehensive testing on each new piece of code before it is added to the project's main body.

Since its inception in 1999, various organisations have adopted extreme programming across industries worldwide. It can be used for large-scale projects with strict deadlines and is very difficult to manage due to its size or complexity. Also known as eXtreme Project Management (XPM), this methodology is used in business intelligence system development and when working with a customer database and other business processes that demand strict timeframes.

7. Adaptive Project Framework (APF) Methodology

Adaptive project framework (APF) is a project management methodology that involves making decisions as the project progresses. It is also known as Agile project management and is used in IT, product development, and software projects. APF is more iterative than sequential, which means tasks are repeated multiple times instead of once.

An adaptive project framework can accelerate your schedule and execute deliverables faster when working with limited resources on complicated projects. Because this methodology focuses on delivering value rather than predefined processes, it is great for organisations that work in cross-functional teams to manage projects across different departments collaboratively.

8. Lean Methodology

Lean methodology focuses on maximising customer value while minimising waste. In practice, that means working to eliminate any task or activity that does not contribute to providing something of value to the customer.

Lean project management methodologies are often used in manufacturing industries, where teams must be efficient and streamlined. While the term "lean manufacturing" has been around since the 1990s, it was first introduced as a project management methodology in 2002 by Jim Womack and Daniel Jones in their book Lean Thinking: Banish Waste and Create Wealth in Your Corporation. However, many aspects of "lean thinking" can be traced back even further—some claim to Henry Ford, while others credit Toyota for developing its production system based on a just-in-time (JIT) inventory management approach.

Lean methodologies are best suited for projects where there is significant risk involved. By eliminating waste throughout the development process, teams can build products faster without sacrificing quality or missing deadlines and budgets.

9. Critical Path Method (CPM)

The critical path method (CPM) is a project management tool that helps you plan and complete projects on time. Like a work breakdown structure, CPM helps you balance your workload and ensures that important tasks do not fall behind schedule. It is a popular project management methodology because it works well with teams of all sizes, from small start-ups to large corporations.

Many companies, including Netflix, Nintendo and DuPont, have used the critical path methodology since it was first developed in 1957. It is often used for large-scale construction projects like building roads and bridges but can also be applied to smaller projects such as creating marketing campaigns or planning events.

Critical path methodology is most commonly used at the beginning of a project to figure out how long it will take and which activities are the most important. However, it can also be used during the middle or end of a project if you need to re-prioritise certain tasks or want to make sure everything stays on track. A critical path method is an important tool for any team leader who wants their organisation to run smoothly.

10. Critical Chain Project Management (CCPM)

Critical Chain Project Management (CCPM) is a methodology that focuses on managing project resources and constraints. It is commonly used in projects that have multiple stages, such as software development, product development and construction. It was first developed by Dr Eliyahu Goldratt in the mid-1990s and was driven by his theory of constraints, which states that all projects have bottlenecks or limiting factors that impact the final outcome of a project. CCPM focuses on these factors to maximise profits and reduce overall lead time.

The project management methodology can be used in many different industries, including manufacturing, construction and information technology (IT). However, it is most often used in IT for software development because it allows for iterative risk assessment along with its multi-stage approach to projects. For example, in a software development process, you would develop an MVP (minimum viable product) and then test the prototype with users before scaling it into a full-fledged application. The crucial part here is testing—if you were building an app for Amazon customers but failed to include them in your testing phases, you might end up making design decisions based on feedback from non-users who may not be familiar with your product purpose or target audience at all. This is where CCPM comes into play: identifying those bottlenecks so they can be addressed early on before any major damage occurs downstream when it becomes too late.

11. Six Sigma

Six Sigma is a set of tools used to define, measure, and improve quality by eliminating defects. It is a process that companies use to increase efficiency by focusing on identifying waste and reducing variation. The technique is most often employed in manufacturing but can also be used in business processes like sales or marketing. Six Sigma aims to improve performance by measuring how many defects there are in a process and systematically eliminating them until the number of defects is as close to zero as possible.

The techniques involved in Six Sigma can include statistical analysis, organisational culture management, business process reengineering, leadership development and training, project planning and implementation methods, design of experiments (DOE), data collection systems using software tools, descriptive statistics for small data sets (e.g., discrete control system data), hypothesis testing, regression analysis for estimating process parameters or identifying potential cause-and-effect relationships (regression on one variable), correlation analysis for estimating potential cause-and-effect relationships (regression on two variables).

It is important to remember that with any project management methodology, you should not use it just because it is popular or because everyone else is doing it—you should choose one based on the needs of your business and your projects. That said, if you have a process that could be made more efficient and does not move very quickly (i.e., it does not require rapid iteration), then using Six Sigma might be beneficial for your project management efforts.

12. PMI's PMBOK

Project Management Institute defines project management methodologies as a set of principles, tools, and techniques used to plan, execute, and manage projects.

PMI's PMBOK is a guide to project management and the processes that should be used within the profession. It lays out the industry standards and best practices for how projects should be completed, as well as explains why these practices are generally accepted.

The Project Management Body of Knowledge (PMBOK) is often used in an educational setting, specifically for people seeking a PMP certification or other accredited project management degree. You will also see it referenced when somebody discusses the "standard" approach to project management, but you are not likely to find it being used by actual project managers. The PMBOK is not prescriptive like some others on our list, so while it is helpful in understanding some of the more universal concepts of project management (e.g., initiating, planning, executing and closing), you will not necessarily find any explicit instructions on how to use it within your company.

Organisations primarily use the Project Management Body Of Knowledge methodology when they want to follow proven methods for managing projects and achieving consistent results. It is also used for more complicated projects that have multiple teams working on them simultaneously, as well as complicated deliverables or tight deadlines.

13. PRINCE2 Methodology

PRINCE2 , which stands for PRojects IN Controlled Environments, is a Project management methodology that comes with best practices, processes and terminology. PRINCE2 methodology focuses on business justification, defined organisation structure for the project management team and a product-based planning approach. It emphasises dividing projects into manageable and controllable stages. The project management methodology can be applied to any project regardless of size and complexity.

PRINCE2 provides guidance on how to tailor projects in accordance with their specific needs, requirements and scale of operation. Its main objective is to ensure smooth workflow throughout the process by defining responsibilities, describing products required at each stage and providing control points along the way (ensuring that things are going according to plan).

PRINCE2 methodology is used extensively in various industries such as aerospace, software development and IT services.

14. Rapid Application Development (RAD) Methodology

The RAD methodology is used when you want to build a product quickly. In the rapid application development methodology, the development process is split into four phases: business modelling, data modelling, process modelling and application generation. Each phase contains a series of iterations, and the users are involved in each project phase. Prototypes are developed for each iteration to increase user involvement early in the project's life cycle . The software does not have to be fully functional at each iteration as long as it displays features and functions that users can test.

Projects that use RAD methodology require more planning than other project management methodologies because it is necessary to determine how modifications will be made when they arise in the later stages of the project. In addition, clear milestones need to be set to make updates without disrupting previous work.

RAD methodology works best for projects where frequent interaction with end-users is required or where there are a limited number of small changes after great initial efforts have already been made. It works well for software products that need to get on the market quickly or if time constraints prevent longer development periods from being an option.

15. Dynamic Systems Development Method (DSDM)

The Dynamic Systems Development Method (DSDM) is another project management methodology that is designed to help companies respond to rapid business change. The DSDM approach prioritises user involvement and flexibility over detailed planning. It also encourages the early delivery of useful software, meaning that a company can begin using the software while the developers are still improving it.

DSDM focuses on business value and business priorities instead of technical concerns or deadlines. In order to deliver this value quickly, the method uses iterative development in which developers frequently add new features or make improvements. This incremental approach means that your team will start working on an initial version as soon as possible and then continue adding features later until you have built a complete product.

This project management methodology is popular in environments where products need to keep up with rapidly changing technologies. Companies often use DSDM when they do not know exactly what their final product should look like, so they want to be able to modify it as they go along.

16. Rational Unified Process (RUP) Methodology

Rational Unified Process (RUP) is a highly used project management methodology that the Rational Software Corporation created. It is considered a modern and adaptable process, which means it is integrated with other processes and can be tailored for projects.

In RUP, a project's work is split into four phases: inception, elaboration, construction, and transition. Each phase has its own set of activities to follow and guidelines and deliverables associated with each activity.

RUP is based on UML (Unified Modelling Language), which makes it more suitable for object-oriented analysis and design. It describes software development in terms of models instead of documents. This project management methodology is used in the aerospace, defence, automotive, and communications industries. It is flexible enough for use in various environments; it can be applied to large and small projects. RUP has been used successfully by teams from three to hundreds of developers worldwide in many project types.

A suitable project management methodology can elevate your project and help the project manager get the best out of each team. A comprehensive understanding of project management and its various methodologies will be needed to choose the right project methodology for your business.

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Chapter 3: Project management methodologies

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There are many project management methodologies and frameworks out there, designed to assist with different types of projects. But how do you know which one is best for your efforts? 

In this section, we’ll walk through the most popular PM methodologies, and share advice for how to choose the best method to fit your needs.

Waterfall or traditional project management

Waterfall or traditional project management is based on a defined set of tasks that are completed sequentially to produce a final deliverable. This method of PM is simple and predictable, but not very flexible. 

Waterfall project management is ideal for projects with a single, large deliverable, like a building. While it’s less useful for projects that require a lot of flexibility, are subject to change, or require multiple, dependent tasks to be completed in tandem, like software development. 

The main benefits of Waterfall are tight planning and organization, and a high degree of control over each project task and the greater project schedule. That said, using Waterfall can make it difficult to adapt to unexpected events or changes to project scope, which can result in added time, resources, and cost.

Teams often use a Gantt chart , a visual timeline tool that maps out project tasks in succession, in Waterfall-managed projects. Learn more about Gantt charts in Chapter 9 .

To learn more about the phases and pros and cons of Waterfall, visit our in-depth guide to creating and using a Waterfall chart .

The Agile family

The Agile family is a category of project management methodologies that prioritizes flexibility and continuous improvement over rigid, sequential processes. There are many popular methodologies within Agile, and we’ve dug into each below.

Agile project management

In Agile project management , teams complete smaller, incremental tasks, and then continually review, refine, and iterate based on feedback and demands of the end users.

Agile project management was formalized in 2001 by a group of software developers intent on finding a more collaborative, flexible method to complete projects. The group documented their ideas in the Manifesto for Agile Development , which lays out the following four 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

Agile PM prioritizes a collaborative relationship between the end user and the project team. The customer sets the project objectives, but the deliverables are subject to change as the team incrementally executes each project task. In Agile, each development feature is called a user story , which reflects how the end user will interact with it. 

Agile project management was initially intended for software development, but is now commonly used across a variety of industries and types of projects. Learn more about the Agile process and how to implement it by reading our comprehensive guide to Agile PM . 

Pros and cons of Agile project management

Agile is a good fit for projects that require a high degree of flexibility and are likely to shift as the project progresses. The top benefits of Agile include the following:

• Less upfront planning
• Increased open communication
• Continual feedback
• Flexible objectives 

When used effectively, Agile also often leads to speedier delivery.

However, there are some tradeoffs to this flexible approach: 

• Lack of concrete delivery date, which can lead to scope creep 
• A high degree of dedication and flexibility from the project team

Is Agile right for you?

Remember, Agile isn’t for everyone. The methodology is likely not right for your team if any of the following apply to you:

• Your project is not very urgent.
• Your client’s expectations don’t support Agile (e.g., they want to give final approval at every stage of the project, or incremental delivery isn’t appropriate for the project specs). 
• You or your client’s organization requires detailed documentation at every stage.
• Your current processes are not set up for a more flexible approach.
• Your team or organization doesn’t currently use Agile, and implementing it would be too costly or time consuming.

In the following sections, we’ll go over other methodologies that fall within the Agile family.

Additional Resources

The ultimate agile dictionary, free agile project management templates, best practices for agile project planning.

Scrum , the most popular Agile methodology, involves smaller teams that complete tasks in short, time-bound periods, called sprints , in order to incrementally work through pieces of a larger project or release.

Scrum typically leads to greater responsiveness in customer relationships, lower costs of development, increased job satisfaction, and more immediate returns. Scrum is a fluid practice that takes many moving parts, teams, and goals into consideration as the project progresses. 

Scrum teams also engage in four regular meetings, or ceremonies , which provide structure to each sprint: 

• Sprint planning: At this meeting, the product is presented and everyone on the Scrum team voices any concerns and feedback. The team designates priorities and estimates the timeline.
• Daily stand-up: The Scrum team meets daily during the sprint to debrief with the team, establish a daily plan, and voice any concerns so the team can address them together.
• Sprint review: Held at the end of each sprint, this meeting is a review of the working product and gives stakeholders transparency into what the team accomplished during the sprint.
• Sprint retrospective: The sprint retrospective is a meeting that occurs after each sprint to discuss team performance and establish ways to improve future efforts.

Each Scrum team has designated members who own specific pieces of the process. These roles include the following:

• Product owner: Possesses a thorough understanding of the product’s business value and serves as the middleman who communicates the stakeholder needs to the development team and writes and prioritizes user stories.
• Development team: Performs the technical development of the product and is responsible for the analysis, design, code writing, testing, and technical communication based on the user stories provided by the product owner.
• Scrum Master: Assists in the progress of the Scrum team by working hand-in-hand with the product owner and the development team to streamline work and eliminate distractions. 

As with Agile, Scrum is popular in software development, but it can also be deployed successfully across marketing, design, and other creative projects. Learn more by reading our guide to implementing Scrum with the right tools .

Kanban is an Agile framework that prioritizes continuous improvement , an ongoing effort to improve a product or service incrementally. Kanban teams complete work items based on team capacity and manage resources using a visual kanban board that shows task status.

Kanban originated in Japan in the 1940s. Based on what he had seen in supermarkets, Toyota engineer Taiichi Ohno implemented a supply-and-demand method on the factory floor, which greatly improved the company’s inventory management. 

Teams at Toyota created a visual cue (a kanban, which translates to “visual sign” or “card”) to communicate that they were ready to “pull,” or take on, more tasks or materials to complete their work. This approach enabled workers to only take on new tasks when they had capacity for them, which reduced excess work in progress (WIP) . This style of work is now known as the just-in-time (JIT) approach.

How to use a kanban board

The Kanban methodology centers on the kanban board, which is either a physical or digital “board” that includes three columns (or lanes ): to-do, doing, and done. Team members move cards, representing individual tasks, to different columns as a way to track task status. This provides a quick view of how items are progressing and ensures teams have adequate capacity to take on new work.

In recent years, teams have moved to online, digital kanban boards, which helps distributed teams collaborate on projects and gain real-time visibility into the work getting done. You can learn more about setting up a Kanban board with our guide . 

Pros and cons of Kanban

Overall, Kanban is great for teams that have many incoming requests, short work cycles, and flexibility with resources and scheduling. However, Kanban can be difficult for teams that work on many interconnected, dependent tasks, or have tight deadlines to adhere to. 

To learn more about implementing kanban from the ground up, read our complete guide for newbies .

Critical path method

Critical path method (CPM) is a technique for estimating the total duration of a project by identifying the order in which you must complete all project tasks, and then mapping out your sequenced tasks, called dependencies .

CPM follows the basic steps below:

• Identify all project tasks.
• Identify dependencies among tasks.
• Estimate the duration of each task. 
• Add up the durations to calculate the total duration of your project. 
• Update the critical path as the project progresses to compare estimated vs. actual timelines.

CPM helps teams reduce project timelines by identifying and scheduling the most important tasks and then scheduling other tasks to happen in parallel. CPM also helps with project planning, as you can easily reference estimated vs. actual project schedules and more accurately estimate how long each task will take on future projects.

Learn more about the steps and advantages of the method with our beginner’s guide to the CPM .

The change management methodologies

Change management is an umbrella term for techniques that help individuals, teams, and organizations implement new processes or achieve organizational change. In this section, we’ll cover event chain and extreme project management. 

To learn more, visit our essential guide to change management , or find free change management templates .

Event Chain methodology

In event chain methodology , you identify tasks (events) and their relationships (event chains) in order to properly allocate resources and assess and reduce project risk. 

The goal of event chain is to estimate the amount of time and resources you need to complete a project. This method follows some of the same steps as the critical path method — you also break down activities into smaller tasks and outline their dependencies and durations. But, in event chain, you do so to create a realistic timeline and budget, rather than to simply better manage the tasks (and task order).

Event chain can also serve as a modeling technique to create more conservative scheduling estimates, which ultimately improves performance by building in time to address unforeseen risks.

This methodology is often used in change management efforts to eliminate the need to overhaul projects, which can be extremely time consuming and resource-heavy.

Extreme project management

Extreme project management (XP or XPM) is used to manage a massive amount of change in a short period of time. XPM is ideal for fast-paced, complex projects that can handle a trial-and-error approach to successfully pull off the effort.

Think of XPM as the opposite of Waterfall methodology. As opposed to valuing a linear, planned project development process, XPM allows you to change your project plan, budget, and the final deliverable as requirements shift. In XPM, the onus is on the project team to self-correct and shift as necessary. 

Extreme project management works well for projects with a high-degree of uncertainty, but is less useful for projects with a clear-cut timeline, budget, and scope.

The process-based methodologies

Process-based methodologies approach work as a collection of processes, rather than a strict methodology that you apply to a single project. These approaches are sometimes used as part of a larger business process management (BPM) strategy.

Lean is an approach aimed at maximizing value while minimizing waste. When deployed properly, Lean helps to identify and eliminate bottlenecks, delays, and other inefficiencies in order to deliver value faster.

Lean originated in manufacturing in the 1950s, but it has evolved over time and is used today across industries. As laid out in the book Lean Thinking , Lean involves the following five core principles and activities:

• Define value: Identify the value of each product or service in the eyes of the customer. 
• Map the value stream: Map out the process (aka value stream ) and identify areas of waste, in terms of  resources, time, or redundancy.
• Create flow: Create a flow plan that eliminates the waste you identified. 
• Employ a pull system: Progress through the plan only as the customer has new needs. Doing so will prevent you from taking on too much at once, or creating a bottleneck at any stage of the process. 
• Pursue perfection: Using the idea of continuous improvement, aim to eliminate as much waste as possible from your process. 

Visit our comprehensive guide to Lean project management to learn more about different types of Lean methodologies and the best tools for implementing Lean.

Six Sigma is a process improvement methodology that aims to improve quality across projects. Six Sigma takes a statistical approach to measuring and eliminating bugs or defects in project deliverables and raising quality standards.

The basic steps in Six Sigma include finding defects, identifying and eliminating their cause(s), and optimizing processes to increase reliability and accuracy going forward. 

Building off the Lean principle of pursuing perfection, Six Sigma aims to eliminate all opportunities for defects by using data-driven improvement cycles to achieve its goal. 

There are two main Six Sigma methodologies:

• DMAIC: This stands for define , measure, analyze, improve, control , and is intended to help you improve existing processes.
• DMADV: This stands for define, measure, analyze, improve, verify, and is best for when creating new processes or products.

There is no single, formal certification body for Six Sigma, but many organizations offer training so teams can learn to implement the practice in their organization. Read our article on Six Sigma belts and certifications to learn more. 

Six Sigma works well for teams who are interested in implementing data-driven ways to reduce defects and optimize business processes, but is less ideal for those looking for a strict set of steps to follow.

Read our in-depth guide to all things Six Sigma to learn more.

Lean Six Sigma

Lean Six Sigma is a hybrid approach to process improvement that combines the Lean principle of no waste and the Six Sigma principle of no defects to improve quality across processes, projects, and products.

Lean Six Sigma offers the following benefits:

• Increased cost savings due to fewer bugs or defects
• Improved quality
• Time savings due to fewer process issues
• Improved data-driven decision making
• Continuous process improvement throughout the organization

While Lean Six Sigma originated in manufacturing, a variety of industries can deploy it to reap benefits. The most common use cases include healthcare, construction, design, and government.

All About Lean Six Sigma

Free lean six sigma templates, other project management methodologies.

Below, you’ll find details on a few more project management methodologies that are gaining traction in the modern PM world.

PRINCE2 , or Projects in Controlled Environments , is a project management methodology that focuses on defining and delivering work against precise requirements. As opposed to Agile PM, PRINCE2 emphasizes intense planning and documentation of work items.

PRINCE2 is a hybrid methodology initially used for information technology (IT) projects to help reduce cost and time overruns. Now, it’s deployed across many different industries. 

This approach works well for projects with a clearly defined goal. However, if you need more flexibility, or don’t have time to properly plan and document work, Agile methods might be a better option.

PRiSM , or Projects Integrating Sustainable Methods , is a modern project management methodology that values sustainability over all else. The goal of PRiSM projects is to reduce the environmental impact of a project and drive meaningful social impact.

The PRiSM model is based on the following six principles: 

• Commitment and accountability 
• Ethical decision making 
• Integration and transparency 
• Principal and values-based deployments 
• Social and ecological equity 
• Economic prosperity

Implementing PRiSM is a long term mindset shift that puts sustainability and equity at the center of all processes and projects and aims to maximize value for all involved.

Why you should choose a PM methodology for your organization

Choosing an organization-wide project management method ensures teams have a consistent guideline for how to manage each aspect of their projects, like resources, budget, communication, timeline, and more.

Of course, some teams and projects require different levels of planning, flexibility, and documentation. And, it can be overwhelming to choose one “perfect” approach when there are so many options out there.

But, by assessing the types of projects that you typically take on — as well as your existing processes — you can identify the most effective methodology for you.

In some cases, organizations may select multiple project management types to meet the requirements of different projects and teams.

How to choose the best PM methodology for you

To identify the right project management methodology, first consider the details of your project. Then, assess your existing systems and processes. Look at both what you need as well as what you already have in place to select the best method.

Ask yourself the following questions to evaluate your project needs:

Project basics

• What is the project’s focus?
• What industry are you in?
• How complex is the project?
• Is the project scalable?  

Flexibility

• How flexible are your timeline, budget, and deliverables?
• How much planning do you need to do beforehand?
• What is your allotted budget, and how flexible is it?
• What resources do you have, and what additional resources do you need to obtain?
• How flexible is your timeline?
• Are there set start and end dates?
• Does your project have key milestones or a critical path?

Roles and responsibilities

• How many people or teams are working together on this project?
• How specialized is the work?
• What is the level of customer and stakeholder involvement?

After you’ve worked through the project-related questions, follow these steps to identify which methodology aligns best:

• Outline the main variables, like timeline, resources, and budget, that will drive the project.
• Consider how the methodology you choose will impact these variables, such as how a more flexible approach might affect a hard-and-fast deadline.
• Weigh the pros and cons of each methodology against the needs of your project. Think both about which will be the best fit and which will be least disruptive to your current processes.
• Collaborate with other team members to get input.
• Roll out the methodology to the team. This includes educating everyone on the new processes and setting up the necessary tools and documentation systems.
• Apply the methodology to the project and monitor it for success.

Here’s a simplified cheat sheet you can use to identify which methodology will work for your next project:

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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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Use this free Gantt Chart Template for Excel to manage your projects better.

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

• Project Integration Management
• Waterfall Project Management Software
• 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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Guide to Project Management Methodologies

November 23, 2018 by Bernie Roseke, P.Eng., PMP 1 Comment

In many areas of life there are multiple ways to accomplish a goal, and project management is no different.  At its most basic level, project management is the organization of people to accomplish a task.

Humans have been successfully performing complex projects, like the ancient pyramids of Egypt, for thousands of years however today the processes and methods are codified into methodologies.

There are three official methodologies for project management certification in use today:

• Project Management Body of Knowledge ( PMBOK )
• International Project Management Association ( IPMA )

A fourth, the ISO 21500 standard, is not usually studied and learned directly, and has no certification associated with it.  However, it is something of a foundation for all three.  The PMBOK is directly derived from it, the IPMA provides a mapping of all processes to it, and PRINCE2 references it.

In this article I will also outline 5 methodologies that are part of project management activities:

Critical Path Method

Critical chain method, earned value management.

ISO 21500 is the foundation of the pyramid, the three official methodologies are the structure, and the five methodologies are the inner workings, the tombs, of the pyramid.

Project Management Body of Knowledge

The pyramids are a great miracle.  But the truly great miracle is that the ancient Egyptians did it without the Project Management Body of Knowledge (PMBOK).

The PMBOK is developed and maintained by the Project Management Institute ( PMI ) in the United States.  It is the prominent methodology in use in North America, as well as most of the world except for Europe.

In the PMBOK, projects are divided into 5 Process Groups and 10 Knowledge Areas .  The process groups are roughly (but not completely) chronological, whereas the knowledge areas are applied at any time throughout the project.  The process groups are horizontal and the knowledge areas are vertical.

The Process Groups are:

• Project Initiating
• Project Planning
• Project Execution
• Project Monitoring & Control
• Project Closing

The knowledge areas are:

• Project Integration Management
• Project Scope Management
• Project Schedule Management
• Project Cost Management
• Project Quality Management
• Project Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
• Project Stakeholder Management

The Project Management Institute administers the Project Management Professional ( PMP ) certification, as well as others, which are based on the PMBOK Guide.

In all likelihood, the ancient Egyptians had the Project Management Body of Knowledge, even if it wasn’t called that.

On par with the PMBOK, PRINCE2 has survived the test of time and would have been used to build the pyramids if it had been developed.

The PRINCE2 methodology is prominent in the UK.  It is developed by the UK government and is maintained by Axelos, which is still partially owned by the UK government.  Most UK government contracts require PRINCE2 certification in order to bid on them.

In PRINCE2, projects are divided into “management stages,” each of which contain their own task lists, plans and budgets.  They can be thought of as project phases.

The method contains 7 principles, 7 processes, and 7 themes.

The 7 principles are guiding philosophies that govern the entire project, and can be consulted at any time, but specifically they are reaffirmed at every management stage boundary.  They are:

• Continued Business Justification
• Learn from Experience
• Define Roles and Responsibilities
• Manage by Stages
• Manage by Exception
• Focus on Products
• Tailor to the Environment

The 7 processes represent the physical tasks of project management, and contain various activities and project management “products,” documents that must be produced by the specified member at specified times during the management stages:

• Starting Up a Project
• Initiating a Project
• Directing a Project
• Controlling a Stage
• Managing Product Delivery
• Managing a Stage Boundary
• Closing a Project

Throughout these processes, the PRINCE2 themes apply their valuable knowledge set to the tasks at hand.  The themes are similar to Knowledge Areas in the PMBOK, and the seven themes are:

• Business Case
• Organization

PRINCE2’s certification falls into two categories – PRINCE2 Practitioner is the main one and PRINCE2 Foundation is the entry level, associate designation.  Both are maintained by Axelos.

International Project Management Association

The IPMA itself administers the methodology, certification standards, and overall policy.  Each country has a membership association (MA) which administers the credential in that country.  A few examples of IPMA member associations are:

• United Kingdom:  Association for Project Management (APM)
• United States:  IPMA-USA
• Nigeria:  Project Managers Development Association of Nigeria

The IPMA methodology is comprised on three standards:

• Individual Competence Baseline:  The standard for individual project manager competence
• Project Excellence Baseline:  The standard for project management
• Organizational Competence Baseline:  The standard for organizations that are managing projects

In addition to these three official project management methodologies, five project management methodologies are in prominent use on a practical level, that is, they are used within the methodologies described above.  These are Agile, Scrum, Critical Path Method, Critical Chain Method, and Earned Value Management.

Agile is a project management philosophy that uses iterations, each with its own planning, rather than one master planned project.  Agile philosophy dictates that you must deliver working products early and often, which are put in use by the product owner.  Hence, the final product is delivered in components.

Decentralized decision making is highly valued and the project manager is a “servant leader” who ensures the team has the tools necessary to deliver the products.  The customer / owner is involved directly with the project team on an intimate level, and the project team has the authority to adjust to rapidly changing requirements.

Agile is appropriate in places where significant change is likely, or the configuration of the final product is not well known.  For example, software projects (for which agile was developed) and research and development.

Scrum is a subset of Agile, but I will include it here since it is prominently used with Agile.  In many ways it is a more well defined, practical implementation of the general concepts defined in the Agile Manifesto.

A scrum master is in charge of a project team (scrum team).  The scrum team delivers working products to the customer in 1 to 4 week increments, called sprints.

The scrum meeting is a daily meeting which lasts for a maximum of 15 minutes.  It occurs in the same place every day.  During the scrum, every project team member must explain three things:

• What they accomplished since the last scrum
• What they will accomplish for the next scrum
• What obstacles are in the way

At the end of each sprint, a product is delivered to the customer and a sprint review meeting is held.  This sprint review is an opportunity to update the product backlog, which is the priority list of features and improvements for future sprints.  Also, a sprint retrospective allows the team to examine what went right, what went wrong, and what processes to improve for the next sprint.

• Critical Path:  The sequence of tasks that determine the completion date of the project.

Tasks that are on the critical path have no float, that is, no room to move without affecting the overall project completion date.  Conversely, tasks that are not on the critical path have float, and can finish late without affecting the completion date of the project.

To determine the critical path, the project manager carries out 5 steps:

• Divide the project into tasks The project is subdivided into its constituent tasks.  In project management parlance, this is called a Work Breakdown Structure (WBS).
• Estimate the duration of each task Using standard estimating techniques such as analogous estimating or parametric estimating, the duration of each task is estimated.
• Determine the task dependencies Dependencies such as task prerequisites are identified.  Each task should, in theory, be dependent on one other task or it does not need to be a part of the project.
• Draw the network diagram The network diagram allows you to determine the completion date of the project and optimize the project schedule.  The tasks that are on the critical path are determined and the task floats of non-critical path tasks are calculated.
• Draw the Gantt chart This is one of the project manager’s most important tools.  The graphical bar chart shows all stakeholders very quickly what the project schedule looks like.

This method is relatively new, having been originally revealed in 1997 by Dr. Eliyahu M. Goldratt.

Dr. Goldratt argued that the critical path method is too mechanical.  It assumes that all work fits into neat boxes that get completed at a perfectly uniform rate, as if people were like robots.

In reality, however, people tend to stretch the work into the allotted time.  That is, the traditional project management practice of granting the largest possible “contingencies” into each task results in project team members using the extra time even if they don’t need it.  In addition, multitasking is the norm on most small and medium sized projects, and this reduces efficiency resulting in a necessary time premium on most project tasks.

To mitigate these human factors, each task duration is estimated at 50% probability and 95% probability.  The region between these values is called the buffer.  All of the buffers together result in the project buffer.

Managing the buffers is the key to successful project management .  Project team members are assigned the smaller (50% probability) task durations.  If these are exceeded, the buffer is utilized, but critical project deadlines are not encountered until the entire buffer has been used up.  The buffers are used only if they are needed, and maintain a sense of urgency within the project team.

The “critical chain” is the same as the critical path.  It is the tasks that determine the completion date of the project.  However, the project completion date is communicated to project stakeholders at the 95% level, whereas the task deadlines are communicated to the project team at the 50% level.

• Schedule Variance (SV):   The current progress measured against the project schedule, expressed as a project budget.
• Schedule Performance Index (SPI):   The current progress measured against the project schedule, expressed as a percentage.  This is the project’s schedule efficiency.
• Cost Variance (CV):   The current budget surplus or shortfall, measured against the anticipated expenditure at the current point in time.
• Cost Performance Index (CPI):   The current budget surplus or shortfall, measured as a percentage of the project budget.  This is the project’s cost efficiency.
• Estimate to Complete (ETC):  The amount of money needed to finish the project.
• Estimate at Completion (EAC):   The estimated final project budget/expenditure.
• Variance at Completion (VAC):   The estimated final Cost Variance (CV), that is, budget surplus or shortfall, at the completion of the project.
• To Complete Performance Index (TCPI):   The required Cost Performance Index (CPI), that is, cost efficiency required to complete the project at its original budget.

Earned value management requires a strong project schedule and budget as a baseline to measure against.  If changes occur to the schedule or budget, the earned value variables will all change as well, but this is a common occurrence in most projects.

To use the method, a status interval is chosen, such as one week.  At each status point, the variables are calculated and reported to management and/or stakeholders.

Whether you’re building the great pyramids or managing a small project, these project management methodologies are carved in stone and available to be learned and used.  Although they may seem like hieroglyphs at times, the building blocks of project management are ready for you to adopt to your project.

Related posts:

About Bernie Roseke, P.Eng., PMP

Bernie Roseke, P.Eng., PMP, is the president of Roseke Engineering . As a bridge engineer and project manager, he manages projects ranging from small, local bridges to multi-million dollar projects. He is also the technical brains behind ProjectEngineer , the online project management system for engineers. He is a licensed professional engineer, certified project manager, and six sigma black belt. He lives in Lethbridge, Alberta, Canada, with his wife and two kids.

I found it interesting that in the Prince2 management system, projects are broken into management stages. My sister is doing several high-class projects for her degree in university, so I decided to look up some methods to help her out. I will send this information over to her, and see if it gives her some good ideas.

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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.

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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 10 Knowledge Areas & 49 Processes (PMBOK®, 6th ed.)

The PMI framework of project management consists of 49 processes which are categorized in 10 knowledge areas as set out in the Project Management Body of Knowledge (PMBOK®, 6 th edition). This is based on the philosophy that project management consists of a one-off and recurring processes for which the PMBOK describes common good practices.

When you are managing a project in line with the PMI methodology or when you are preparing for your CAPM or PMP certification exam, you will need to be familiar with these processes and knowledge areas.

This article provides you with an overview of the 10 knowledge areas and 49 processes in a nutshell (source: PMBOK®, 6 th ed.)

Overview of the PMBOK Knowledge Areas

Develop project charter, develop project management plan, direct and manage project work, manage project knowledge, monitor and control project work, perform integrated change control, close project or phase, plan scope management, collect requirements, define scope, validate scope, control scope, plan schedule management, define activities, sequence activities, estimate activity durations, develop schedule, control schedule, plan cost management, estimate costs, determine budget, control costs, plan quality management, manage quality, control quality, plan resource management, estimate activity resources, acquire resources, develop team, manage team, control resources, plan communications management, manage communications, monitor communications, plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, monitor risks, plan procurement management, conduct procurements, control procurements, identify stakeholders, plan stakeholder engagement, manage stakeholder engagement, monitor stakeholder engagement.

The following table contains the 10 knowledge areas and the 49 processes:

Read on to find a short description of each of these processes “in a nutshell”.

1) Project Integration Management

In this process, a project charter is developed that authorizes the project and links it with the strategic objectives of the organization.

Frequency: once or at specified points during the project

The content and goal of this process are defining, preparing and coordinating all plan components,

This process comprises leading and performing the work that was defined in the project management plan as well as implementing approved changes,

Frequency: ongoing

This process describes the use of existing and the creation of new pieces of knowledge in order to achieve the project objectives and support organizational learning.

In this process, the overall progress is tracked, reviewed and reported to meet the performance objectives defined in the project management plan.

The content of this process is reviewing all change requests, getting approval for changes, and managing changes to deliverables, documents and plans. This also includes the communication of those changes.

In the ‘close’ process, all activities of a project, a phase or a contract are finalized. This includes archiving project or phase information as well as releasing team resources

2) Project Scope Management

The goal of this process is to create a scope management plan that sets out the framework of the definition, validation and controlling of the project and product scope.

In this process, the determination, documentation, and management of stakeholder needs and requirements are performed in order to meet the project objectives. This process helps create the foundation of the project and product scope.

This process is about developing a detailed description of the project and product, incl. the result boundaries and acceptance criteria.

Frequency: n/a

Creating the work breakdown structure means breaking down project deliverables and project work into relatively small and manageable components.

This process formalizes the acceptance of the completed project deliverables. It sets out the objectivity and the procedure of acceptance of the final product based on the acceptance of each deliverable.

Frequency: when necessary

This process sets out the monitoring of the project status and product scope as well as the management of changes to the scope baseline . It also ensures that the scope baseline is accurately maintained and updated ongoing.

3) Project Schedule Management

This process contains the establishment of policies, procedures, and documentation of the project schedule management.

In this process, the actions needed to produce the project deliverables are identified and defined.

This process comprises the identification and documentation of the relationships among the project activities.

In this process, the durations to perform each activity are estimated.

When developing the project schedule , activity sequences, durations, resource requirements, and schedule constraints are taken into consideration.

This process defines the monitoring of the project status in order to update the project schedule as well as the management of changes to the schedule baseline .

4) Project Cost Management

This process is about defining the approaches and procedures to estimate, budget, manage, monitor and control project costs.

In this process, an approximation of the cost of required resources is estimated.

Aggregation of the estimated cost of all activities and work packages which is the foundation of the authorized cost baseline.

This process is about monitoring, managing and updating actual and planned project costs as well as the cost baseline.

5) Project Quality Management

In this process, quality requirements and standards are identified. One of the outputs is the documentation of how they are maintained ongoing.

This process is the transformation of the quality management plan into individual activities that incorporate the quality requirements/standards into the project. Thus, it facilitates achieving the quality goals and identifying ineffective processes and causes of poor quality.

The content of this process is the monitoring and controlling of the results of quality management activities. This also includes verifying that project deliverables and the project work are in line with the requirements for final acceptance.

6) Project Resource Management

This process is about defining how the team and physical resources will be estimated, acquired, managed, and used during the project.

This process contains the estimation of the team headcount and physical resources that are needed to perform project work.

Frequency: recurring, when necessary

In this process, team members are hired and on-boarded and physical resources are acquired. This includes the selection of sources as well as the assignment of resources to specific activities.

This process aims to improve skills and competencies, interactions and the environment of project teams in order to enhance the overall project performance.

This process includes performance tracking, feedback, and management of changes and adjustments to the project team.

This process helps ensure that the physical resources are available and utilized as planned. This may also include corrective actions if required.

7) Project Communications Management

In this process, the approach and plan for project communications are developed. Thereby, stakeholders’ and the project’s information needs as well as available organizational assets are taken into account.

Manage communications is the ongoing process of ensuring timely and appropriate communication in order to facilitate an efficient and effective information flow between the project team and stakeholders.

This process makes sure that the information needs of the project and the stakeholders are met properly and timely.

8) Project Risk Management

This process comprises the planning of risk management activities for the project which includes tailoring of risk management considerations to the individual situation.

This process focuses on identifying and documenting individual risks as well as sources of overall project risks.

In the process of qualitative risk analysis, the probability and the potential impact of individual project risks are assessed, which is the basis for their prioritization.

This process consists of statistical analyses (e.g. Monte Carlo simulation) of identified individual project risks and other sources of ambiguity or uncertainty. This is typically not applied to small or less critical projects.

In this process, the ways to address overall and individual project risks are identified and assessed, incl. definition of activities as potential risk responses.

This process is conducted when risks require a response, i.e. the previously selected risk responses (activities) are implemented.

In this process, risk responses and identified risks are monitored and tracked. In addition, new risks are identified and assessed.

9) Project Procurement Management

Planning procurement management includes documenting the way project procurement decisions are made, specifying the approach and identifying potential sellers.

This process comprises selecting a seller and implementing the agreements and contracts for delivery.

In this process, procurement relationships are managed and contract performance is monitored. This may also extend to changes and corrections as well as closing out contracts.

10) Project Stakeholder Management

This process implies identifying stakeholders and their respective interests, involvement, power, and potential impact on the project.

This planning process is about developing how to involve stakeholders and how to interact effectively with them during the project.

The management of stakeholder engagement includes communicating and working with stakeholders to meet their needs and expectations. The goal of this process is to ensure their support and reduce resistance from stakeholders.

This process describes the monitoring of relationships and the adjustment of strategies in order to engage stakeholders in an optimal way.

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Essential project management methodologies and when to use them.

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

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

Key Takeaways: Project Management Methodologies

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

How To Choose the Best PM Methodology

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

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

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

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

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

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

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

Assess the Project

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

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

Decide What Will Bring the Most Value

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

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

Evaluation of Your Organization

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

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

Assess Your Team

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

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

Assess Resources

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

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

Types of Project Management Methodologies

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

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

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

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

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

When To Use the Methodology

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

Pros and Cons

Some benefits of Agile include:

• Continually improving.
• Feature-driven development.
• Response to changes.
• Cooperation with the customer.

Some cons include:

• Vulnerable to scope creep.
• Lacks a clear plan from beginning to end.

Waterfall: Plan Straight From Beginning To End

Waterfall project management is a common project management methodology. In broad strokes, it’s the basic approach to project management methodology most people would evolve on their own. Phases of the waterfall method include:

• Requirements: Analyzing needs.
• Design: Complete planning of the project.
• Coding: Following that plan.
• Testing: Features are extensively tested.
• Operations: Finished product is put into use.

Waterfall methodology might work best with small groups for projects in which deadlines, budget, and scope are all clearly defined from the outset. 

Some advantages of the waterfall method include:

• Clearly defined requirements.
• A well-defined plan for project completion.
• Cohesive end product.

Disadvantages include:

• Little flexibility.
• One missed deadline delays the entire project.

Scrum: An Agile Method Organized Around Short ‘Sprints’

Scrum is an Agile methodology, meaning it focuses on responsiveness to changing conditions and an iterative approach to tasks. It revolves around a couple of roles and a few events. Roles include:

• Scrum master: A facilitator that helps the team understand and apply the method.
• Development team: The project team members.
• Product owner: Client or customer who selects features.

Tasks are set and then worked on in a ‘sprint’ of a fixed length. The team meets daily, as well as having a larger meeting after the sprint to assess progress.

Like most Agile methods, Scrum was developed and is used most often by software development firms. It probably works best with a smaller team that can meet all at once and which is able to work closely with a client.

Advantages include:

• Focus on creating working products.
• Works closely with the customer.
• Responsive to changing needs.
• Lack of complete documentation.
• Difficult to manage with larger teams.

Kanban: An Agile Method Using a Board to Track Project Progress

This project management methodology method was originally developed for assembly lines in Toyota factories. It is another Agile method, focusing on an iterative process to continually improve. 

The defining feature of this approach is the Kanban board, which helps organize the project into repeated stages. The underlying goal is to remove bottlenecks that can slow the project process and add to the cost.

The board is divided into four or more sections, usually including:

• Ideas: Tasks that are still under discussion.
• To do: Tasks that are ready to be worked on.
• In progress: Tasks that are currently being worked on.
• Done: Completed tasks.

Kanban allows a decent mix of pre-planning and flexibility. Goals may change and tasks adjust. However, it does require a clear idea of what a ‘finished’ task looks like. 

• Flexibility.
• Clear goals.
• Lacks a clear process.

Extreme Programming (XP): An Agile Method Using Paired Programming

Another Agile software development method, extreme programming methodology is intended to offer small, updated releases periodically that each offers new functionality. It uses a strict testing method to identify problems and resolve them at each stage.

It focuses on several values, such as simple programming and collective ownership. XP is known for pair programming, in which two programmers work together, one programming while the other reviews for errors.

As the name implies, XP is focused exclusively on programming projects, specifically updating or replacing large, outdated systems. It combines pre-planning and an iterative approach.

• Close relationship with the customer.
• Frequent testing.
• Focused on simple coding.
• Limited application.
• Piecemeal release.

Scrumban: Track Sprints on a Kanban Board

As you might guess from the name, Scrumban combines the project management approaches of Scrum and Kanban. The Kanban board is great for organizing a project and tracking the status of tasks. However, Kanban lacks a connection to higher levels of management, as well as a way to put releases into operation.

Scrumban allows for the easy tracking of tasks through the board, while dividing a project into discrete, iterative phases. This allows the team to work toward concrete goals while advancing the overall project.

As with most Agile methods, Scrumban is primarily used in software development and is one of the most popular project management methodologies in that field. It is ideal for projects where there is a clear idea of what a finished task looks like, without having well-defined goals overall.

• Visibility.
• Continuous improvement.
• Focus on releasing products.
• Difficult for larger teams.
• No clearly defined endpoint.

Adaptive Project Framework (APF): Plan Agile, Work Traditional

Hybrid project management practices seek to combine the flexibility of Agile with the clearly defined goals and processes of traditional project management methodology. Adaptive project framework is an example of such a hybrid.

The methodology recognizes that parts of a project may be open to an Agile approach, such as initial planning, but other parts require clear goals and deadlines. A project is divided into parts, with a plan created with Agile methods that are followed traditionally—lessons learned are applied to the following parts.

While APF was devised for software development projects, it has become popular in other contexts. Environmental planning, urban planning, and construction projects also use APF.

• Combines flexibility with clear planning.
• Useful for large or long-term projects.
• Responsiveness to changes, while maintaining clear goals.
• Can be difficult to implement.

Lean: Smooth the Path From Supplier, to Production, to Customer

Lean methodologies use Agile concepts to focus on creating a simple, uninterrupted flow from suppliers, to production, and then to the customer. A Lean project may include suppliers in the planning process as a result. 

Additionally, Lean methodology attempts to identify a value for each product or service, in an effort to eliminate wasted effort and resources.

Lean is used in some IT companies. It may be a good choice whenever a project depends on an uninterrupted flow of resources.

• Customer collaboration.
• Working closely with suppliers.
• Eliminating waste.

Its primary disadvantage is that it might be better thought of as a management philosophy, rather than a true methodology.

Critical Path Method (CPM): Identify Tasks That Can’t Be Delayed

CPM is a traditional methodology focused on pre-planning and a clear path. The goal is to complete the project in the minimum time, at a minimum cost, drawing on as few resources as possible.

The critical path method involves creating a flowchart that can be used to identify critical ‘paths’ or task dependencies, as well as estimate completion times. In other words, it focuses on important tasks that can’t be started until other tasks are finished. This allows managers to focus resources on important points to prevent delays.

This approach is best suited for complex projects that have limited resources or have to share resources with other projects.

• Clearly defined goals and processes.
• Shared resource utilization.
• Reducing cost and time.

The primary disadvantage to CPM is that it may not be suited for smaller projects or projects in which resource management isn’t a concern.

Critical Chain Project Management (CCPM): Identify Critical Tasks, With a Flexible Schedule

Critical chain project management is similar in broad strokes to the critical path method. Both try to anticipate the path to project completion and identify important tasks along that path.

CCPM differs in assuming each task will be completed as efficiently as possible and so doesn’t need a fixed deadline. Instead, it uses task ‘buffers’, essentially scheduling extra time between one task and the next to allow for delays.

The context for CCPM is similar to that for CPM, with the difference that time is managed somewhat differently. CCPM might be a better option when it’s difficult to estimate task completion times.

Advantages and disadvantages are similar to CPM, with the difference that CCPM allows for more uncertainty in planning.

New Product Introduction (NPI): Cross-Department Cooperation To Bring New Products to Market

An NPI team is made up of representatives from different departments in a company and other interested parties. The team’s role is managing conflict between departments and outlining the overall process.

NPI focuses primarily on the production process, including design, feasibility, and pre-production testing. It’s a traditional methodology in which steps are outlined before work is begun.

NPI assumes the team is working within a larger organization that has production and testing facilities available. It also is most likely to focus on a physical product.

• Well-defined process and schedule.
• Well-established methodology.
• Not responsive to changes.

Outcome Mapping: Tracking Behavior To Plan Community Outreach and Development

Outcome mapping’s key attribute is that it is more concerned with behavior than a product or service. It was developed by an international development agency to organize development programs, such as assisting farmers in producing a wider range of crops. 

It has some characteristics of Agile methods, such as involving the beneficiaries in planning stages and reevaluating after a set period. However, the ‘product’ is a change in behavior in the community being developed.

Any project that focuses on community reform and development could probably benefit from using outcome mapping. 

• Evaluating changes in community behavior.
• Community involvement.
• Iterative structure to assess and evolve programs.

Its biggest advantage is also its greatest disadvantage, as the method’s narrow focus makes it unsuitable for use in other types of projects.

Six Sigma: Analyze Existing Processes To Eliminate Errors

Six Sigma is a methodology aimed at eliminating defects from products, processes, and transactions. It uses a five-step process that begins by identifying sources of error using statistical tools. In the following steps, users create solutions and ensure that the solution remains effective.

There is also a well-known project management certification program associated with Six Sigma.

Six Sigma will be most useful when searching for inefficiencies in a process. Using this method, those inefficiencies can be corrected.

• Process focused.
• Clear progression from planning to execution.
• Statistical approach.
•  Narrow use.
• Assumes there is always a problem to solve.

Project Management Institute’s Project Management Book of Knowledge (PMI’s PMBOK): Comprehensive Standards for Project Management

PMBOK was written by a professional association called the Project Management Institute. It has often been identified as a set of standards for different project management methodologies, rather than being a methodology itself. It outlines broad areas of concern, from contract negotiation to cost management. However, it does not give specific tools for addressing those areas. 

PMBOK is organized along traditional lines and is intended to be applicable in many situations. It is more like an outline for a method, which may be helpful in situations in which an established method isn’t available.

• Traditional approach.
• Wide applicability.
• Created by a project management body.
• Lacking specifics.
• Complexity.

PRINCE2 (PRojects IN Controlled Environments): Traditional Methodology Incorporating Customer Input

Originally developed as a method for managing IT projects by the UK government, PRINCE2 has been expanded for use in other areas. While not an Agile method, it still puts a priority on customer input. PRINCE2 is a complex method that uses nine elements:

• Organization.
• Risk management.
• Quality in project management.
• Configuration management.
• Change control.

PRINCE2 is probably most useful in large software development projects. Its complexity may require some expertise, however.

• Detailed approach.
• Involves the customer in the planning stages.
• Addresses starting and ending a project.
• Not as useful in smaller projects.

Rapid Application Development (RAD): Methodology With Time Management as a Top Priority

RAD is a project management methodology that breaks each project down into components. Each component has a deadline or ‘time-box’ by which it must be completed, even removing features if necessary to stay within constraints. 

RAD is perhaps most suited to small projects in which there is a degree of flexibility in the final product, or where there is a tight deadline.

• Staying within time constraints.
• Individual components can be adjusted.
• User input early in the process.
• Possible to miss requirements due to time constraints.
• Infrastructure (backups, documentation, human factors) is neglected in favor of time management.

Frequently Asked Questions (FAQs) for Project Management Methodologies

A project management method is like a handbook for managing projects, including a variety of tools to help keep things organized and running efficiently. Each project methodology may include an outline, timeline, recommended processes or standards, and more.

One common way of considering project management methodologies is by dividing them into five levels, or scopes of concern. They are: 1. Best practices, standards, and guidelines: Highest level methods that are widely applicable but contain few specifics. 2. Sector-specific methodology: A methodology tailored for a specific organization type. 3. Organization-specific, custom methodology: A method developed for use within a specific organization or business. 4. Project-specific methodology: A method designed for the needs of a specific project. 5. Individualized methodology: A method developed for a specific person or role.

There are a large number of different methodologies, each organized according to a specific use or philosophy. In addition to the methodologies we’ve described, other project management methodologies include: A. Dynamic systems development method. B. Harvard Business School methodology. C. The Association for Project Management (APM) Method. D. Cross-industry process for data mining (CRISP-DM).

Final Thoughts on Project Management Methodologies

This brief guide merely touched on some of the most well-known and useful project management methodologies. However, while it is a field that was developed only in the 60s, it has become a broad and highly developed field. 

The complexity and breadth of options may be overwhelming. However, taking some time to investigate and choose the right methodology for your project can pay dividends in time and money saved.

Rory is a content creator living in a small town in New England. She specializes in human resources and project management. Currently, she’s working on her first book about the importance of providing high-quality benefits for employees. Rory spends most of her free time hiking with her dogs or gardening in her back yard.

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