Chapter 5: Implementing Project Methodologies. In this chapter, I concentrate on how to implement various project development methodologies. Project managers do not simply jump in and run with any development methodology; there are guidelines and rules to consider before the development process begins. We look at selecting and using the right development for the project.

Chapter 6: Supporting the Methodology. This chapter explores the manner in which both project-specific and organizational project methodologies and processes are maintained and supported. It is a rare occasion that a project process remains the way it is. Changing functionality and the manner by which organizations move dictate that some aspects of the methodology need to be supported. This chapter discusses the roles and responsibilities of the support function as related to project methodologies.

Chapter 7: Project Templates and Techniques. Crucial project templates and techniques, which are relevant to the various project methodologies, are reviewed in this chapter. Because any project requires templates for each life cycle phase of the methodology, I discuss how to identify the required templates, how to obtain access to these templates via CD-ROM, and how to use these templates for projects in a timely manner. In addition, various case studies of actual organizations that have designed and deployed their own methodologies or have used proven methodologies from consulting groups are presented. The reader is guided through the pitfalls and benefits organizations have gained from a practical perspective.

Chapter 8: Project Processes and Trends. In this chapter, I examine the crucial role the project office plays in managing project methodologies and project processes in general. Many organizations fail to deliver even the smallest number of projects because of ineffective project office participation in project methodologies.

Appendix: Questions and Answers. The appendix lists the end-of-the-chapter questions, along with suggested answers. The questions are relevant and controversial to the topic of project management methodologies.

This book should be of interest to both the new and practicing project managers who are interested in starting any project. Knowing key areas and which templates are needed and understanding what to do during each project phase, with the addition of valuable project lessons learned, go a long way in establishing your credibility as a project manager. My intention with this book is not to delve into the great depths of each knowledge area and techniques such as PERT and GANTT charts, but rather to supplement it from a methodology perspective. I welcome any critique you may have.

I made an exhaustive search to locate all available project methodologies and to identify their commonalities, differences, and ease of use. These methodologies ranged from straightforward to very complex; many came with a substantial price tag, or disruptive legal clauses, and, therefore, were left out. I built on this research to present personal experience and those methodologies I felt contributed to project management. Those that I did not include may be in future editions of this book. I recommend that you read as much literature as possible on relevant project management areas and process design to improve your practical techniques, skills, and abilities. To this end, this book enables the newcomer and seasoned project manager alike to discover how to design and use project management methodologies.

It is my intention to strategically analyze the situation so that a viable path to success is selected. I believe that the arguments of colleagues and peers who claim that a universal methodology is conclusive is fallacious. They demonstrate a lack of deeper thinking into the subject of project management. I also believe that a universal common methodology, although well intentioned, is simply just not good enough. If we are to maximize the benefits from the great big world of project management, we must offer a compelling logic a logic of methodologies that are different and can be tailored for each specific project. Whether you agree or disagree with my arguments, you will surely find them most interesting, provocative, and compelling. In conclusion, we who are responsible for managing projects must do so with uniqueness and diligence, ensuring that project management will continue to be seen as the key differentiator by which organizations want to deliver products and solutions. This book is based on my experience, valuable client input, and discussions held with fellow project managers. The opinions expressed in this book are those of the author and do not necessarily represent those of other published works.

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Chapter 1: Understanding Project Methodologies

Overview

Many project management methodologies used today are either the wrong methodologies or are not applied fully. Some project managers see methodologies as impractical and bureaucratic, relying on their gut instinct when it comes to managing projects. This book will reassure you of the importance of methodologies. If project management methodologies come across as too complex to use in real world projects, project managers will look for their own shortcuts. Given enough time, anyone can be trained to adhere to a project methodology. Good project management is the key throughout this book. There is no right or wrong project methodology provided you apply it in the right situation.

Miyamoto Musashi, a seventeenth-century samurai, stated:

One can win with the long sword, and one can win with the short sword as well. For this reason, the precise size of the sword is not fixed. The way of my school is the spirit of gaining victory by any means.... (p. 20)

If an organizations business is project orientated, it must master project management to be successful in the marketplace. This applies to construction, engineering, finance, education, government, information technology, or any other type of industry. The key point is: How can we build and deploy quality projects or services? Just look at Disney, Nokia, J&J, Vodafone, and Virgin as prime examples of how companies have produced phenomenal products, starting with innovative ideas, designed and built against their own project/development methodologies, and then deployed globally. What is the secret to their success? These companies used project/development methodologies that allowed them the innovativeness to deliver their projects more quickly to market than their competitors. If a methodology looks orientated to information technology (IT), you can use it effectively elsewhere, in the energy, aeronautical, social, government, construction, financial, or consulting industries.

Using project methodologies is a business strategy allowing companies to maximize the projects value to the organization. The methodologies must evolve and be tweaked to accommodate a companys changing focus or direction. It is almost a mind-set, a way that reshapes entire organizational processes: sales and marketing, product design, planning, deployment, recruitment, finance, and operations and support. It presents a radical cultural shift for many organizations. As industries and companies change, so must their methodologies. If not, theyre losing the point ( Figure 1.1).