Methodology Selection Matrix

Because project size and complexity affect the type of methodology to be selected, it is crucial that project managers determine the lay of the land first. Figure 5.2 is a selection matrix, which shows the different sizes (i.e., small, medium, or large) of projects you may encounter. This matrix serves as a useful guide to the type of methodology you should deploy for your project. Selecting the wrong methodology for your project could be disastrous. You will undoubtedly need to make adjustments by either adding or deleting phases.

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Figure 5.2: Selection of a light or heavy methodology.

For example, you are assigned a project that will take 14 months to complete. This project has some integration risk and complexity. By following the vertical axis complexity, we select our best judgment guess high complexity. Next, we proceed to the horizontal time axis where we select our 14-month range. We then proceed to map the two axes together. We hit a Large B, which recommends that we follow a heavy methodology. We can trim the methodology down by omitting those parts we dont need.

The same applies to the smaller projects. Assume that your Web site content needs to be migrated from one server to another. By using our matrix, we can determine the choice of methodology for our project. First, on the vertical axis, we agree that the project is low risk (based on the project brief document). We proceed along the horizontal axis and estimate three weeks to complete the project. If we map the axis together, we find that we are in the Small A category, which gives us the choice of following a light methodology, such as Crystal, RAD, XP, and so on. A heavyweight methodology is too formal and is not needed.

How to Get Started

One of the first things to do is to establish a methodology project team. This team will be responsible for implementing the overall methodology or framework that will be used in the company. After the team has been assembled and briefed on its mission, the team assesses the organization as to the type of business and projects that are generally performed in the organization. A skeleton framework is then developed or created from existing project frameworks available on the market. The methodology is tweaked and adjusted to fit the organization. Next, document and start expanding the methodology. Feedback should be encouraged and used to correct critical issues omitted. After the corrections are made, a pilot project to test the methodology, using a real project, is launched. The following steps should be taken to execute this pilot:

Pilot the implementation processes using a series of workshops.

Establish appropriate project office, portfolio management, and other support functions to enable the new pilot methodology.

Incorporate a process feedback system into the pilot rollout. Develop a communication plan for the organization.

Measure results continually throughout the pilot implementation.

Many clients do not know what they want when determining project scope, risk, and execution of projects, nor do they realize the intricacies of project/development methodologies. Therefore, the project manager should introduce everyone to the basics of project management or development best practices. After they understand these project/development concepts, show them the need to introduce a framework. Then start extending your efforts by adding project templates, tools, and techniques. The clients at this stage will already have started seeing some tangible results. The aim is to eventually get to a complete package for the client, fully comprehensive and encompassing.

Many of the big five consulting groups use their own unique methodologies when deploying package implementations or projects, in spite of the fact that the clients may have their own methodologies. They do this because following a custom package methodology sometimes doesnt work well by itself, is restrictive, and does not lend itself to being a complete methodology. Therefore, these big five firms combine the best of the best and use their own.

How to Implement the Methodology

First, and most important, the business strategy is reviewed and agreement is reached that there is a need for managing the diverse number of projects in the organization. The methodology should be introduced gradually it does not help to have a massive deployment to company departments, and possibly operating companies, without first gaining some prior success on a small scale. Implementing the methodology on a step-by-step basis demonstrates early successes and allows you the opportunity to adjust things you may not have had time to do in a single deployment.

As the project lead for the implementation of the methodology, you could decide to conduct a pilot project to prove that the methodology works. You could be faced with a scenario in which a process does not work well, or you might need to tweak a phase of the new methodology. If the project fails because the methodology is too complex or is drawn out because of administrative work, it is time to meet with the project sponsor, who is the champion for the new methodology. Minor issues can be refined based on the pilot project experience. The second project will go more smoothly if you implement what you learned from the pilot project. There has to be some feedback loop built into tweaking the methodology.

Additionally, before the pilot project is launched, a select group of identified stakeholders in the company needs to be

involved in the introduction process. You cannot simply notify a few key managers. After the stakeholders have been briefed and have bought into the methodology, the team needs to work in a cooperative and collaborative fashion in deploying the methodology. Crucial questions to ask yourself before any deployment include:

What is the purpose of the pilot? What will you achieve/ prove? What are the project objectives?

In what industry (e.g., pharmaceutical, banking) is the project? What milestones and deliverables will be needed?

By when should the project be completed (e.g., in two months or two years)? How many resources are available to complete the project? Must the project be validated by government agencies (e.g., FDA, EPA)? What technologies (e.g., high risk, bleeding edge solutions) will you be using?

The introduction of any project methodology to an organization impacts: The people.

Their roles and responsibilities. The processes.

The technology being used.