Project Management methodologies & standards, different ways to one goal.

 

Several project managements, techniques, Guides & standards was developed by different organizations to enhance the efficiency of managing projects. Each technique expresses the creator point of view of how manage projects in a way that gives the best possible result and reduces as maximum waste as possible. Now we shall list the existing methodologies and standards, showing, main characteristics of each.

DIN 69901: Project Management—Project Management Systems

Released in 1987 by the German firm “Deutsches Institut fur Normung E.V. (DIN)”.

The characteristics of DIN 69901 Methodology states 5 project Phases:

Initializing

Defining

Planning

Controlling

Closing

The project goes through above mentioned phases with a defined process including Scheduling, Changes, Information, Documentation, Communication, Financing, Quality, Risk, Contracting and claims. The processes to be executed among project phases contains defined tasks and activities such as Approvals and objectives outlining, common techniques are used to run this process like structuring and project comparison and effort estimation. The processes and techniques generate project data that can be represented in a data model.

 

DIN ISO 21500: Guidance on Project Management

Released in 2012 by the German firm “Deutsches Institut fur Normung E.V. (DIN)”.

This standard represents the DIN 69901 with more control and definition of project areas similar  to PMI standard as it defines project phases of Initiation, planning, implementing, controlling, and closing projects. In each of these five process groups, different and individually configurable subjects are to be executed (integration, stakeholder, scope, resource, time; cost; risk; quality; procurement; communication). At the intersections between process groups and subject groups, defined activities are to be carried out that transform defined inputs into defined outputs with the help of methods and tools (e.g., develop project charter; identify stakeholders; establish project team, etc.)

PMI Body of Knowledge

The Project Management Institute was founded in 1969 while PMBok guide first edition was released on 1996 by the American firm “Project management institute (PMI)”. 

According to PMI standards Project management is specified as the task

of initiating, planning, executing, monitoring and controlling as well as closing projects In each of these five “Project Management Process Groups”, different and individually configurable “Knowledge Areas” are to be applied (Project Integration Management; Project Scope Management; Project Time Management; Project Cost Management; Project Quality Management; Project Human Resource Management; Project Communications Management; Project Risk Management; Project Procurement Management; Project Stakeholder Management) At the intersections between “Project Management Process Groups” and “Knowledge Areas”, defined activities are to be performed that transform defined “inputs” into defined “outputs” with the help of “tools and techniques” (e.g. Develop Project Charter”; “Identify Stakeholders” etc.).

IPMA (International project management association): European

IPMA was founded in Vienna in 1965 as the world's first project management association

The IMPA focuses on the competencies required in project management Individual competence requirements are summarized in an “

Individual Competence Baseline (ICB)

Organizational Competence Baseline (OCB)

Project Excellence Baseline (PEB)

In terms of individual competencies for project managers, it is required to develop three categories of competencies: First, perspective competencies that address the project context (strategy, governance, compliance, power and interest, culture and values); second, people competencies that shape interpersonal relationships (self-reflection and self-management; integrity and reliability; communication; relationship building and engagement; leadership; teamwork; conflict and crisis resolution; resourcefulness; negotiation; results orientation); thirdly, practice competences of project management (project design; management of goals, objectives and benefits; management of project scope; management of project time; management of project organization and information; project quality management; project finance management; project resource management; project procurement; project planning and controlling; risk and opportunity management; stakeholder management; management of change and transformation)

Prince2:

PRINCE2 was developed as a UK government standard for information systems projects. In July 2013.

The British standard views the core of project management firstly in seven principles (continued business justification of the project; experience-based learning; defined roles and responsibilities in the project; stages-based project management; management by exception; focus on products; tailoring of the project to suit the specific environment). Secondly, seven themes have to be continuously addressed in project management: business case; organization; quality; plans; risk; change; progress. Thirdly, said themes are addressed by seven project management processes which provide the activities, products and responsibilities which might be individually configured to direct, manage and deliver a project: “Starting up a project”; “Directing a project”; “Initiating a project”; “Controlling a stage”; “Managing product delivery”; “Managing a stage boundary”; “Closing a project”

Recently, AXELOS and its publishing partner TSO have launched a new study resource app for the PRINCE2 Agile certification.

Agile:

The Agile Manifesto, first published in February 2001.

The Agile Manifesto outlines a set of 4 values and 12 principles for agile software development.

The 4 values of agile are:

1.         Individuals and Interactions Over Processes and Tools

2.         Working Software Over Comprehensive Documentation

3.         Customer Collaboration Over Contract Negotiation

4.         Responding to Change Over Following a Plan

The Twelve Agile principles are:

1.         Customer satisfaction through early and continuous software delivery.

2.         Accommodate changing requirements throughout the development process.

3.         Frequent delivery of working software.

4.         Collaboration between the business stakeholders and developers throughout the project.

5.         Support, trust, and motivate the people involved.

6.         Enable face-to-face interactions.

7.         Working software is the primary measure of progress.

8.         Agile processes to support a consistent development pace.

9.         Attention to technical detail and design enhances agility.

10.       Simplicity.

11.       Self-organizing teams encourage great architectures, requirements, and designs.

12.       Regular reflections on how to become more effective.

Common to all abovementioned norms and standards is the concept that projects

are defined by the characteristics of uniqueness and time limitation.

References:

Lean Project management. Erne R

www.ihs.com / Standard store

www.PMI.org