MODULE-2

PROJECT METHODOLOGY

Project Management Plan: Samples, Examples & Free Template | Teamwork.com

According to the Project Management Institute (PMI), the project management-oriented labor force is
expected to grow by a staggering 33% through 2027.

• The latest PMI-commissioned talent gap analysis by Anderson Economic Group (AEG) points to
outstanding opportunities in jobs and career growth for project managers within the 11 countries studied.

• Through 2027, the project management-oriented labor force in seven project-oriented sectors is expected to
grow by 33 percent, or nearly 22 million new jobs.

• By 2027, employers will need nearly 88 million individuals in project management-oriented roles.

• China and India will represent more than 75 percent of the total project management-oriented
employment.

• This report shows that project managers are important contributors to productivity.

• Talent shortages in the profession can potentially create risks of nearly US$208 billion in GDP over the 10-
year period in the 11 countries examined.
Types of Project Management Approaches and
Methodologies
Types of Project Management Approaches and Methodologies

1. Waterfall Methodology 9. Lean Methodology

2. Agile Methodology 10. Six Sigma
3. Scrum Methodology 11. PRINCE2
4. Project Management Body of Knowledge 12. Integrated Project Delivery (IPD)
(PMBOK) 13. Adaptive Project Framework (APF)
5. Critical Path Method (CPM) 14. Extreme Project Management (XPM)
6. Critical Chain Project Management (CCPM) 15. Precedence Diagramming Method (PDM)
7. Kanban Methodology
8. Extreme Programming (XP)
WATERFALL project management

• It’s a traditional project management approach that follows a linear, sequential process. To
simplify, each phase of the project must be completed before moving on to the next.

Key principles
• Sequential phases: The project is divided into distinct phases (planning, design, development, testing,
deployment)
• Thorough documentation: Detailed plans and specifications are created upfront
• Rigid adherence to plan: Changes are discouraged once a phase is complete
WATERFALL project management

Main characteristics and process flow

• Planning: Define project goals, scope, and requirements
• Design: Create detailed plans, blueprints, and specifications
• Development: Build the product or system based on the design
• Testing: Verify that the product meets the specified requirements
• Deployment: Launch the product or system
• Maintenance: Provide ongoing support and updates
Waterfall Methodology Examples:

1. Annual Budgeting Process:

• Follows a structured, step-by-step approach.
• Finalized at the beginning of the fiscal year with little flexibility for changes later.

2. Financial System Implementation:

• Implementing accounting or ERP systems using a sequential process.
• Phases include planning, design, testing, and final deployment.
Waterfall Methodology Examples

1. Traditional Advertising Campaign:

• Steps include market research, creative development, and launch.

• Minimal flexibility after campaign launch.
2. Website Overhaul:

• Sequential phases like requirements gathering, design, and development.

• All work is completed before the final website launch.
(HR Example):

• How it works:
• In Waterfall, HR processes are completed in a strict sequence, with one phase fully finished before
moving on to the next.
• Example:
• Employee Onboarding Process:
• First, the HR team prepares all necessary documents (contracts, company policies).
• Once the documents are ready, they schedule and conduct orientation and training sessions.
• Only after the training is complete, the new employee starts their actual job duties.
• Each step must be fully finished before moving to the next, with little room for changes once the
process has started.
Best Use:
• Works well for strict, structured HR processes like onboarding, where there’s little flexibility and
everything must follow a specific order.
WATERFALL project management – Pros & Cons

Suitable for
Clear project
Easy to plan and projects with
Pros structure and
track progress well-defined
phases
requirements

Potential for High risk of

Less flexible to delays if issues project failure if
Cons
changes arise in later requirements are
phases not clear upfront
• Pros
• Sequential phases provide a clear project structure.
• The outcome of the project is more predictable because this approach minimizes uncertainty and
deviations as each phase builds directly upon the previous one.
• Easy to measure progress due to its sequential phases with specific deliverables and milestones.
• Cons
• Its rigid approach eliminates flexibility to make changes.
• The end product of a long project may become outdated by the time it’s completed.
• Limited stakeholder involvement creates a risk of communication gaps and misaligned expectations.
WATERFALL project
management – Best
use cases or industries
Waterfall is often used in:
• Construction
• Manufacturing
• Hardware development
• Large-scale IT projects with stable requirements

An example of successful implementation

NASA’s Engineering and Safety Center (NESC) employed a Waterfall model for space
exploration programs. This sequential approach provides a structured framework, marked by
reviews at key development stages (Systems Requirements Review, Preliminary Design
Review, and Critical Design Review).

Tools like Microsoft Project and Asana are well-suited for this methodology.
Agile project management

Agile project management is a dynamic approach that prioritizes flexibility,

collaboration, and iterative development. The methodology is designed for projects
where requirements can change frequently, and speed to market is crucial.
Key principles
• Iterative development: The entire project is broken down into smaller,
manageable cycles called sprints. Each sprint delivers a working product
increment, allowing for continuous feedback and improvement
• Customer collaboration: Agile emphasizes close collaboration with
customers to understand their needs and incorporate their feedback throughout
the project. This ensures the final product aligns with customer expectations
• Embracing change: Project requirements can evolve. Agile encourages teams
to adapt to changes and incorporate them into the project plan
• (3) Agile Fashion: How to Make Your Supply Chain as Fast as Zara -
YouTube
Agile Methodology Examples:

1. Investment Portfolio Adjustments:

• Allows ongoing adjustments based on market changes and client feedback.

• Responds flexibly to dynamic financial conditions.
2. Real-Time Financial Reporting:

• Teams work in sprints to update and improve reporting tools.

• Continuous iterations ensure responsiveness to stakeholder needs.
Agile Methodology Examples:

1. Social Media Campaigns:

• Content creation and posting based on real-time audience engagement.

• Allows for frequent adjustments and quick responses.
2. Content Marketing Strategy:

• Produces blog posts, videos, and more in short cycles.

• Strategy refined continuously based on audience feedback and analytics.
HR Example
How it works:
• In Agile, HR processes are flexible, allowing for ongoing adjustments and improvements based on
feedback and changing needs.
Example:
• Developing a New Employee Training Program:
• HR teams can create a small part of the training, like a module on company values, and test it
with a group of employees.
• Based on their feedback, the HR team can improve that module before moving on to create
another part of the training, such as a module on teamwork skills.
• As they build each module, they continue making adjustments based on employee input.
• This allows HR to improve the training program progressively, based on real-time feedback.
Best Use:
• Ideal for employee development programs or creating new initiatives like a well-being or
diversity program, where feedback is crucial and adjustments are frequently needed.
• Real Life Examples of Agile Methodology - GAP
(growthaccelerationpartners.com)
Agile project management
Self-organization: Teams
Cross-functional
have the autonomy to
teams: Diverse teams with
Main characteristics and make decisions and
different skill sets work
process flow manage their work,
together to achieve project
enhancing creativity and
goals
ownership

Frequent inspection and

adaptation: Regular Sprint planning: Teams
reviews and retrospectives define goals and tasks for
ensure the project is on each sprint during
track and identify areas for planning sessions
improvement
 Main characteristics and process flow

Daily stand-ups: Project managers schedule brief daily

meetings to synchronize activities and address impediments
Agile project
management
Sprint review: Project teams demonstrate completed work to
stakeholders and gather feedback

Sprint retrospective: This stage involves reflecting on the

sprint to identify what worked well and areas for improvement
Pros
• Faster time to market
• Increased customer satisfaction
Agile
• Improvedproject
adaptability to change
management
• Enhanced team collaboration and morale
• Early and continuous delivery of value
- Pros
 Cons
• Potential for scope creep if not managed effectively
• Lack of clear long-term planning
• Requires a strong emphasis on documentation
Agile project
• Typically challenging for hierarchical organizations

management -
Cons
 Agile project
management
Best use cases or industries
• Agile is well-suited for:
• Software development
• Product development
• Marketing campaigns
• Startup environments
• Projects with uncertain or evolving requirements
An example of successful implementation
• LEGO scaled project management by adopting the Scaled Agile
Framework [SAFe]. This approach enabled cross-team alignment through
regular planning sessions, emphasizing value streams over traditional
silos. As a result, they became more responsive to change and improved
overall efficiency.
Latest Industry Insights for Human Resource Management Students
on Waterfall and Agile Methodologies:
1. Waterfall Methodology Example in HR:

1. HR Software Implementation:
1. In traditional HR operations, implementing new HR software (e.g., payroll or employee
management systems) often follows the Waterfall method. Each phase—such as requirements
gathering, system design, and employee training—is completed fully before moving to the next.
This ensures a structured process, particularly for large companies where any delay in a step can
disrupt employee services.

2. Insight: Waterfall is ideal for HR operations that require step-by-step planning, like large-scale
system changes, where altering course mid-way would be too costly or disruptive(Agile HR
Analytics
Latest Industry Insights for Human Resource Management Students
on Waterfall and Agile Methodologies:
1. Agile Methodology Example in HR:
a) Employee Development & Feedback Loops:
In contrast, Agile is now heavily adopted in HR departments focusing on continuous feedback,
especially for employee development programs. For example, agile practices allow HR teams to
iteratively roll out new training or wellness initiatives and adjust them based on employee
feedback and performance data. This methodology allows flexibility and ongoing improvements
without waiting for an entire project cycle to end.
b) Insight: Agile's adaptability and responsiveness are increasingly being used in HR to manage
employee well-being, performance reviews, and learning programs, making it ideal for dynamic
environments (Innovify) (TMI).
• Both methodologies—Waterfall for structured implementations and Agile for flexible and employee-
centered processes—offer HR professionals tools to manage different types of projects more
effectively. The rise of Agile practices in HR reflects a broader trend of making processes faster and
more adaptable, especially in industries facing constant change, such as technology, healthcare, and
manufacturing.
What’s the Difference Between Agile and Waterfall?

Differences between their work process

Waterfall work process
• In the Waterfall model, there’s only one development cycle.
• Your project isn’t split into multiple sprints or iterations.
• You get the client requirements and then start work on the entire project.

Agile work process

• Biggest difference between Agile vs Waterfall.

• Agile project management splits the product development process into multiple cycles (sprints).
Each of these sprints needs to be completed and approved by the customer before you move on to the
next one.
What’s the Difference Between Agile and Waterfall?

Differences between their flexibility

Waterfall’s Flexibility
• The Waterfall model can’t handle changing project requirements or scope expansion.
• As each phase of the whole process is carefully planned out at the start, it can be quite rigid.

Agile’s Flexibility
As the Agile methodology is based on splitting a project into multiple development cycles, it’s very
conducive to change. This iterative approach to software development can handle changing customer
requirements with ease!

Since you’re not working on the whole project at once – you have multiple opportunities to include
customer feedback along the way.
 Differences between their testing process
Waterfall’s testing process
In the Waterfall methodology, you only test a product once the entire development phase is finished.
What’s the
While this can help you develop the product undisturbed, it could lead to large scale issues at the
end.
Difference
Remember, you’ve developed your entire product before you test for problems!
Between Agile
and Waterfall?
Agile testing process
In this project management methodology, the project is reviewed and tested after each sprint. This
helps you fine-tune every part of the project to ensure that it always satisfies customer needs.
What’s the Difference Between Agile and Waterfall?
Differences between their teams
The Waterfall team
• The Waterfall team is a very structured unit with a project manager leading the processes. Most of
the team members have well-defined roles and only work on what they’re asked to do.
The Agile team
• In the Agile approach, most of the team members are self-sufficient and cross-functional. While
there’s a product owner and project manager guiding the team, they’re expected to be fairly self-
sufficient.
• This enables them to quickly adapt to project changes
• Waterfall teams are like following a step-by-step plan in a strict college project, while Agile teams
are like friends planning a flexible road trip where everyone pitches in and adapts.
Differences between their customer involvement
Customer involvement with waterfall
• In a Waterfall project, your clients are only involved in the early stages of the project and when
the final product is completed.

What’s the
There’s minimal involvement while you’re developing your project.
Difference
Between
Customer involvement with Agile
• Since the sprints in Agile development facilitate customer feedback at all levels, you get their
Agile and
constant input
throughout!
on a project. They’re not limited to the start and end – they’re present

Waterfall?
• Waterfall: Customer checks in at the start and finish—like getting a custom outfit without any
mid-process input.
• Agile: Customer is involved throughout the project—like collaborating with a cake designer,
providing feedback as the cake is being made.
When looking at Waterfall vs Agile frameworks, you need to think of:

• The size of your project – Is it short and simple, or will it be better to divide it up?

• Which
The size of youris
teamthe
– Is your team very structured, or is it filled with cross-functional members?

• One for
Your clients – Do You?
they want to actively be a part of your project process?

• The project’s needs – Does the project have fixed deliverables or is it very flexible?
When comparing Waterfall vs Agile, Waterfall is best for…
• Quicker, cheaper and smaller projects
• Projects for clients that don’t want to be actively involved
• Projects with very clear and fixed goals and requirements

Which is the
When comparing Agile vs Waterfall, Agile is best for…
One
• Clientsfor You?
that need to be involved at every step of the way
• Projects with changing requirements
• Large, complex projects that need to be broken down
 This is a popular Agile framework that provides a structured approach for managing
more complex projects. Project teams work together towards a common goal with clear
SCRUM
roles and responsibilities.

project
Key principles
managemen
Self-organization: Teams have the autonomy to make decisions and manage their
work
t Cross-functional
– Best useteams: Members of the project team have diverse skills to cover all
cases
aspects ofor
the project
Iterative development: Projects are broken down into short, time-boxed iterations
industries
(sprints)
Continuous improvement: Teams regularly inspect and adapt their processes to
enhance performance
 Main characteristics and process flow
• Product owner: Represents the stakeholders and defines the product vision
• Scrum master: Facilitates the Scrum process and removes impediments
SCRUM project
• Development team: Is a self-organizing team responsible for delivering the product increment
• Sprint planning: The work to be done in the upcoming sprint
management – meeting to synchronize activities and address impediments
• Daily Scrum: A short daily
Best usereview:
• Sprint cases
Demonstrating the completed work to stakeholders and gathering feedback
• Sprint retrospective: Reflecting on the sprint to identify improvements
or •industries
Product backlog: A prioritized list of product requirements
• Sprint backlog: A subset of the product backlog for the current sprint
 Pros

• Improved collaboration and teamwork

SCRUM
• Faster time to market
project
• Increased flexibility and adaptability
• Enhanced customer satisfaction
managemen
• Continuous delivery of value
t –ConsPros &
Cons
• Requires a strong commitment from the team
• Challenging to implement in hierarchical organizations
• Potential for scope creep if not managed effectively
 Agile Project
Management 101:
A Beginner’s Guide for Non-Project Managers
Contents 01

02
Introduction

Agile Overview

03 12 Agile Principles

05 Agile Development Cycle

06 Advantages & Disadvantages of Agile

08 Top Methodologies Used to Implement Agile

09 Top Methodologies Used to Implement Agile -Scrum

15 Top Methodologies Used to Implement Agile -Kanban

20 Other Agile Methodologies

21 How to Get Started With Agile

23 Finding the Best Agile Tool

25 About Smartsheet
Everyone Often the people managing the work are simply ‘winging it’,
which can result in a struggle to manage multiple projects, meet

manages deadlines, and adapt to changing requirements.

Studies have found that companies who use a standard
projects project management methodology have had “fewer than half
as many project failures than those that did not have one.” With
whether they’re a certified
project manager or not. this in mind, anyone who manages work should consider
adopting a standard project management method. But with all
the PM methods out there, how are you to know which one is
best for your work management needs?
 1
Agile Requirements

Overview Track & 2

M onitor
6 Plan

Agile project management is Agile

based on an incremental, Development
iterative approach Release
3
Design
Instead of in-depth planning at the 5
beginning of the project, Agile Develop
methodologies are open to
changing requirements over time
4
and encourages constant feedback
Agile refers to any process that aligns with the concepts of the
from the end users. The goal of
Agile Manifesto. In 2001, 17 software developers met to
each iteration is to produce a
discuss lightweight development methods. They published the
working product.
Manifesto for Agile Software Development, which covered
how they found “better ways of developing software by doing it
and helping others do it.”
12Agile Principles The Agile Manifesto lists 12 principles to
guide teams on how to execute with
agility:

1 Satisfy the
customer
Our highest priority is to
2 Welcome
changing
requirements
3 Deliver w orking
software
frequently
satisfy the customer Even late in development. from a couple of weeks to a
through early and Agile processes harness couple of months, with
continuous delivery of change for the customer’s preference to the shorter
valuable software. competitive advantage. timescale.

4 Work
together 5 Build projects
around motivated 6 Face-to-face
conversation
Business people and individuals The most efficient and
developers must work Give them the environment and effective method of
together daily throughout support they need, and trust conveying information to and
the project. them to get the job done. within a development team is
43
face-to-face conversation.
12Agile Principles

7 Focus on
working
soft w are
8 Promote
sustainable
development
9 Ensure
technical
excellence
Working software is the Agile processes promote Continuous attention to
primary measure of progress. sustainable development. The technical excellence and
sponsors, developers, and good design enhances agility.
users should be able to
maintain a constant pace
indefinitely.

10 Simplicity
The art of maximizing the 11 Self-organizing
teams
12 Reflect and
adjustment
amount of work not done The best architectures, At regular intervals, the team
– is essential. requirements, and designs reflects on how to become
emerge from self-organizing more effective, then tunes
teams. and adjusts its behavior
44
accordingly.
Agile Development Cycle
The phases in the Agile development cycle may not happen in succession; they are flexible and always
evolving, with many happening in parallel.

Planning Implementation, coding, development

Once an idea is deemed viable, the project team Coding or developing features, scheduling
comes together to identify features, prioritize each iterations for deployment.
feature, and assign them to an iteration.
Testing
Requirements analysis Test the code against the requirements to make sure the product
Key stakeholders and users meet to identify business is actually solving customer needs. This phase includes unit
requirements that are quantifiable, relevant, and testing, integration testing, system testing, and acceptance testing.
detailed.
Deployment
Design Deliver the product to customers. Once customers start using the
The design is prepared from the requirements identified product, they may run into new problems that the project team will
and the team considers what the product or solution will need to address in future iterations.
look like, deciding on a test strategy or plan to proceed.
 Advantages of Agile
Agile evolved from different development approaches in the 1990s and is a response to some project
managers’ dislike of the rigid, linear Waterfall methodology. It focuses on flexibility, continuous improvement,
and speed.

+ Change isembraced + Strong team interaction

With shorter planning cycles, there’s always opportunity Agile embraces frequent communication and
to refine and reprioritize the backlog to accommodate face-to- face interactions.
changes throughout the project.
+ Customersare heard
+ End-goal can be unknown Customers have many opportunities to see
the work being delivered, share their input,
Agile is beneficial for projects where the end-goal is not and have an impact on the end product.
clearly defined. As the project progresses, the goals will
become evident and the team can adapt. + Continuous improvement
+ Faster,high-quality delivery Feedback is encouraged from users and team
members throughout the project, so lessons
Breaking down the project into iterations allows the team learned are used to improve future iterations.
to focus on high-quality development, testing, and
collaboration. Conducting testing during each iteration
means that bugs get identified and solved more quickly.
Disadvantages of Agile
While flexibility in Agile is usually a positive, it also comes with some trade-offs. It can be hard to establish a
solid delivery date, documentation can be neglected, or the final product can be very different than originally
intended.

– Planning can be less concrete – Time commitment from

Because project managers are often reprioritizing developers is required
tasks, it’s possible some items scheduled for delivery Active involvement and collaboration is required
may not be complete in time. And, additional sprints throughout the Agile process, which is more time
may be added at any time in the project, adding to consuming than a traditional approach.
the overall timeline.
– Documentation can be neglected
– Team must be know ledgeable Agile prefers working deliverables over
Agile teams are usually small, so team members must comprehensive documentation. While documentation
be highly skilled in a variety of areas and understand on its own does not lead to success, teams should
Agile methodology. find the right balance between documentation and
discussion.
Top
Methodologies Scrum
Used to
Implement
Agile
There are a number of specific methods
within the Agile movement . We’ll take an
in-depth look at two of the top Agile
Methodologies:Scrum and Kanban. Kanban
Agile Project Management 101 48
Scrum M et hodology
Scrum isa subset of Agile and one of the
most popular process frameworksfor
implementing Agile.

It is an iterative development model often used

to manage complex software and product
development.

Fixed-length iterations, called sprints lasting

one to two weeks long, allow the team to ship
software on a regular pace.

At the end of each sprint, stakeholders and team Agile Project Management 101 49
members meet to plan next steps.
Advantages of Scrum
Scrum is a highly prescriptive framework with specific roles and ceremonies. While it can be a lot to
learn, these rules have multiple advantages:

+ More transparency and + Easy to accommodate changes

project visibility With short sprints and constant feedback, it’s easier to
With daily stand-up meetings, the whole team knows accommodate changes.
who is doing what and issues are identified in advance,
improving communication and enabling the team to take + Increased cost savings
care of issues right away. Constant communication ensures the team is aware of
all issues and changes sooner, helping to lower
+ Increased team accountability expenses and increase quality.
There is no project manager. Instead, the team
collectively decides what work they can complete in
each sprint, working together collaboratively, with
accountability.
Disadvantages of Scrum
While Scrum offers some concrete benefits, it also has some downsides. Scrum requires a high level of
experience and commitment from the team and projects can be at risk of scope creep:

– Risk of scope creep – The w rong Scrum Master can ruin

Some Scrum projects can experience scope creep due everything
to a lack of a specific end date, tempting stakeholders The Scrum Master is very different from a project
to keep requesting additional functionality. manager. The Scrum Master does not have
authority over the team, so he or she must trust the
– Team requires experience team to complete the work.
and commitment
The team needs to be familiar with Scrum principles to – Poorly defined tasks can lead
succeed, as well as needs to commit to the daily to inaccuracies
meetings and stay on the team for the entire project. Project costs and timelines won’t be accurate if tasks
are not well defined. If the initial goals are unclear,
planning becomes difficult and sprints can take more
time than originally estimated.
Roles in Scrum

Product Scrum Scrum

Owner Master Team
The Scrum Product Owner has Often considered the coach for The Scrum Team is comprised of
the vision of what to build and the team, the Scrum Master helps five to seven members. Unlike
conveys that to the team. He or the team do their best possible traditional development teams,
she focuses on business and work. This means organizing there are not distinct roles like
market requirements, prioritizing meetings, dealing with roadblocks programmer, designer, or tester.
the work that needs to be done, and challenges, and working with Everyone on the project
managing the backlog, providing the Product Owner to ensure the completes the set of work
guidance on which features to product backlog is ready for the together.
ship next, and interacting with the next sprint.
team and other stakeholders to
make sure everyone understands
the items on the product backlog.
Steps in the Scrum Process
1 Product backlog
The product backlog is not a list of 2 Sprint planning
Before each sprint, the Product
3 Backlog
refinement/
things to be completed, but rather it Owner presents the top items on the grooming
is a list of all the desired features for backlog in a sprint planning meeting.
The product backlog is not a list of
the product. The team determines the work they
things to be completed, but rather it
can complete during the sprint and
is a list of all the desired features for
moves the work from the product
the product.
backlog to the sprint backlog.

4 Daily Scrum
meetings 5 Sprint review
meeting
6 Sprint
retrospective
The Daily Scrum is a 15-minute stand- At the end of each sprint, the team meeting
up meeting that happens at the same presents the work they have Also at the end of each sprint, the team
time and place every day during the completed as a live demo rather reflects on how well Scrum is working
sprint. During the meeting each team than a presentation. for them and talks about any changes
member talks about what they that need to be made in the next sprint.
worked on the day before, what they’ll
work on today, and any roadblocks.
Tools and Artifacts in Scrum
In addition to roles and ceremonies, Scrum projects also include certain tools and “artifacts”. For example, the team
uses a Scrum board to visualize the backlog or a burndown chart to show outstanding work. The most common are:

Scrum board User stories Burndown Timeboxing Icebox

The Scrum board helps A user story describes a chart A timebox is a set period Any user stories that are
to visualize your sprint software feature from the A burndown chart of time that a team works recorded but not moved
backlog and traditionally customer’s perspective. It represents all towards completing a to development are
involves index cards or includes the type of user, outstanding work. The goal. Instead of letting a stored in the icebox.
Post-It notes on a what they want, and why backlog is usually on the team work until the goal
whiteboard. The board is they want it. vertical axis, with time is reached, the timebox
usually divided into three along the horizontal axis. approach stops work
categories: to do, work in A burndown chart can when the time limit is
progress, and done. The warn the team of reached.
team updates the board potential risk and helps to
by moving tasks (written show the impact of
on cards) through the decisions.
columns on the board.
Scrum Board
Time boxing
Scrum Project Management is a way to organize and manage work by breaking it down into small,
• manageable parts,
• focusing on teamwork,
• feedback, and quick improvements.
• Think of it like planning a class project where the goal is to create something by working in small
steps, reviewing it regularly, and improving along the way.
Imagine you're organizing a college event with your friends. Here's how Scrum
would work:

1. The Team (Scrum Team): You and your friends form a team where everyone has a role. One friend may be the
"Product Owner" (who decides what the event should look like), another is the "Scrum Master" (who makes sure
everyone stays on track), and the rest are the "Development Team" (who do the actual work like decorations,
food, or music).

2. Work in Sprints: Instead of doing everything at once, you plan the event in short time periods called "Sprints"
(maybe one week). During each Sprint, you focus on one part of the event like making invitations or setting up
the stage.

3. Daily Meetings: Every day, you have a quick chat (called a "Daily Standup") where everyone shares what they did
yesterday, what they're doing today, and if they have any problems. This keeps everyone updated.

4. Feedback and Improvements: At the end of each Sprint, you all review the progress (called a "Sprint Review").
You see what worked well, what didn't, and make improvements for the next Sprint.
Example: Preparing for a Group Presentation
• The Team: You and your classmates are preparing a group presentation. Everyone has different tasks

like research, making slides, and practicing delivery. This is your Scrum Team.

• Product Owner: One of you (maybe the group leader) is the "Product Owner." They decide what the

final presentation should look like—clear, informative, with visuals, etc.

• Scrum Master: Another classmate acts as the "Scrum Master," keeping the team on track, making sure

deadlines are met, and helping with any issues (like someone not finishing their slides on time).
Example: Preparing for a Group Presentation
• Sprints: Instead of trying to finish the whole presentation at once, you break the work into Sprints. For example:

• In Sprint 1, you focus only on research and finding sources.

• In Sprint 2, you make the slides based on the research.
• In Sprint 3, you practice and refine your presentation skills.
• Daily Standup: Each day or every couple of days, you check in with each other (even if it's just over WhatsApp). Everyone
shares:

• What they finished (e.g., "I researched my part and found some articles"),
• What they are working on next (e.g., "I'll start making the slides for my section"),
• Any problems (e.g., "I'm having trouble finding images for my slides").
• Sprint Review: At the end of each Sprint, the team gets together to review the work so far. After Sprint 1, you look at the
research and discuss if it's enough or if someone needs to find more. You adjust if needed before moving to the next Sprint.
 Kanban was inspired by the Toyota Production
System and Lean Manufacturing. In the 1940s,
Kanban Toyota improved its engineering process by modeling
it after how supermarkets stock shelves. Engineer
Methodology Taiichi Ohno noticed that supermarkets stock just
enough product to meet demand.
 Kanban isJapanese for “visual sign” or Inventory would only be restocked when there was
“card.” empty space on the shelf (a visual cue).
 It isa visual framework used to These same ideas apply to software teams and IT
implement Agile and shows what to projects today.
produce, when to produce it, and how In this context, development work-in-progress (WIP)
much to produce. takes the place of inventory, and new work can only be
 It encouragessmall, incremental added when there is an “empty space” on the team’s
changesto your current system and does visual Kanban board.
not require a certain set up or procedure Kanban matches the amount of WIP to the team’s
(meaning, you could overlay Kanban on capacity, improving flexibility, transparency, and
top of other existing workflows). output.
Example: Ordering Food in a Restaurant

• Imagine you're running a small restaurant. Instead of preparing all dishes in advance, you only start
cooking after a customer places an order.
• Why? Because this way, the food is always fresh, and you're not wasting ingredients by preparing
meals that no one ordered.
• How is it JIT? The ingredients are used just in time to prepare the meal when it's needed, not before.

• This is the same principle as JIT in businesses.

• It’s about having exactly what you need, exactly when you need it—nothing more, nothing less.
• In manufacturing or business, this helps reduce storage costs and minimize waste.
About the
Kanban Board
A Kanban board is a tool to
implement the Kanban  A Kanban board, whether it is physical or online, is made up of different
method for projects. swim lanes or columns.
 The simplest boards have three columns: to do, in progress, and done.
Traditionally, this tool has been  Other projects may consist of backlog, ready, coding, testing, approval, and
a physical board, with done columns.
magnets, plastic chips, or  Kanban cards (like sticky notes) represent the work and each card is placed
sticky notes on a whiteboard. on the board in the lane that represents the status of that work.
However, in recent years, more  These cards communicate status at a glance.
 You could also use different color cards to represent different details.
and more project management
 For example, green cards could represent a feature and orange cards could
software tools have created
represent a task.
online Kanban boards.
 Advantages of Kanban
+ Increasesflexibility + Improvesdelivery flow
Kanban is an evolving, fluid model. There are Kanban focuses on the just-in-time delivery of
no set phase durations and priorities are value and delivering work to customers on a
reevaluated with new information. regular phase.
+ Reduceswaste + Minimizescycle time
Kanban revolves around reducing waste, Cycle time is the amount of time it takes for work
ensuring that teams don’t spend time doing to move through the team’s workflow.
work that isn’t needed or doing the wrong kind In Kanban projects, the entire team helps to ensure
of work. the work is moving quickly and successfully
through the process.
+ Easy to understand
The visual nature of Kanban helps to make it
intuitive and easy to learn.
Disadvantages of Kanban
– Outdated board can lead to issues
The team must be committed to keeping the
Kanban board up to date, otherwise they’ll be
working off inaccurate information.

– Teamscan overcomplicate the

board
The Kanban board should remain clear and easy
to read.
– Lack of timing
The columns on the Kanban board are marked
by phase, with no timeframes associated.
Agile Project Management 101 70
Core Practices and
Principlesof Kanban Every Kanban project should
follow these core principles:

Visualize the Limit work M anage and Make Continuously

workflow in progress enhance the process improve
A visual representation of (WIP) flow policies The Kanban method
your work allows you to Work in progress limits The flow of work explicit encourages small,
understand the big picture throughout the Kanban continuous changes that
determine the minimum and Everyone needs to
and see how the flow of board should be stick. Once the Kanban
maximum amount of work understand how things
work progresses. By making monitored for possible system is in place, the team
for each column on the work or what qualifies as
all the work visible you can improvements. A fast, will be able to identify and
board or for each workflow. “done”. Modify the board to
identify issues early on and smooth flow shows the understand issues and
By putting a limit on WIP, make these processes more
improve collaboration. team is creating value suggest improvements.
you can increase speed and clear.
flexibility, and reduce the quickly.
need for prioritizing tasks.
 Scrum Board vs Kanban Board
Scrum Board Kanban Board
In Scrum, work is limited per iteration, called a Sprint. Kanban limits work in progress for each stage of the
The development team commits to a specific number of workflow. For instance, if the limit for the "In Progress"
tasks for the Sprint. While there are commitments, all column is 5, there should not be more than 5 items in
items can be in progress simultaneously. that column.
A Scrum board is owned by a Scrum Team led by a
Kanban boards are not bound to a specific team; they
Scrum Master. The team is cross-functional, with all the
primarily focus on workflow management.
skills needed for Sprint's tasks.
A Product Owner can edit a Kanban board. Kanban
The Product Owner can't edit the board once the team
allows different team roles like Service Request Manager
has committed to several items for the Sprint.
as an alternative to the Product Owner.
Team members are responsible for specific steps in the
In Scrum, the entire team works collectively on each
task flow (e.g., coding, testing). Slack resources in
task.
Kanban help address bottlenecks.
Updates on a Kanban board can happen without
New items cannot be added to the board during a Sprint
timeframes as long as work-in-progress limits are
in Scrum.
maintained.
Other Agile Methodologies

Extreme Feature-driven Adaptive system

Programming (XP) development (FDD) development (ASD)
This type of software development is There are five basic activities in FDD: ASD represents the idea that projects
intended to improve quality and develop overall model, build feature should always be in a state of continuous
responsiveness to evolving customer list, plan by feature, design by feature, adaptation, and has a cycle of three
requirements. and build by feature. repeating series: speculate, collaborate,
and learn.

Dynamic Systems Lean Software Crystal Clear

Development Method (DSDM) Development (LSD) This methodology can be used with teams of
DSDM addresses the common failures of IT six to eight developers and it focuses on the
LSD can be characterized by seven
projects. The eight principles of DSDM are: people, not processes or artifacts. Crystal
focus on the business need, deliver on time, principles: eliminate waste, amplify
Clear requires the following: frequent delivery
collaborate, never compromise quality, build learning, decide as late as possible, of usable code to users, reflective
incrementally from firm foundations, develop deliver as fast as possible, empower the improvement, and osmotic communication
iteratively, communicate continuously and team, build integrity in, and see theProject Managementpreferably
Agile 101 73
by being co-located.
clearly, and demonstrate control. whole.
How to
GetStarted
with Agile
Getting started with Agile can be
easy. We’ll take a look at a few
ways to implement Agile
practices and how to pick the
right Agile tool.

Agile Project Management 101 74

3WaystoImplement Whichever route you choose,
remember that Agile is

Agile Practices
flexible in its very nature.
There is no wrong or right
way to get started with Agile.

Stand up Kanban Changing

Meetings Board Team Roles
A simple way to get started with Agile is Another way to incorporate Agile Some methods of Agile may result in
to incorporate daily stand-up meetings practices is to create and use a the need to change team roles. For
into your project. Daily stand-up Kanban board. The Kanban board is example, working with Scrum, the team
meetings are easy to incorporate into simple tool to help your team visualize may need to take more responsibility
any project methodology you already the flow of work as it’s getting done. and boost speed of delivery. A good
use (even Waterfall) and don’t require Use the board during stand-up place to start with Scrum is to talk
any training or knowledge transfer. meetings to discuss current work in about the roles and responsibilities.
progress or display it where your team Every project must have a Scrum
can easily access it to make updates to Master, Product Owner, and Scrum
task status. Team. Clarifying these roles will help
Agile Project Management teams
101 75
understand their responsibilities
and remain accountable.
Finding the Best Agile Tool
If you’re considering a switch to Agile project
management, you should determine which tool is best
to help track and manage your projects. Here are the
top things to consider when choosing a tool:

Familiar and Collaborat ion & Searchable, Mobile Work

Easy to Use Communicat ion Central Ready Visualization
When switching to a new
Find a tool that facilitates Storage The modern worker relies Today, work design is
collaboration between It’s increasingly important on their smartphone, infinitely different. The
tool, familiarity is key. You
internal and external to use cloud storage tablet and other mobile “one-size-fits-all” approach
don’t want your team
stakeholders. Cloud tools services like Dropbox, devices to get work done. to project management no
spending valuable time
enable people to work in Google Drive, Box, or And many workers want to longer works. Find a tool
learning a new program.
real-time, view and edit OneDrive for project access parts of their that includes multiple
Agile project management
projects from anywhere, documentation storage. project management ways to visualize and
software should be flexible
stay up to date on current Whatever service you software while they are on manage your work -
and intuitive to use.
status, and communicate use, make sure your Agile the go. Be sure to whether it be waterfall or
with others viewing the tool can seamlessly evaluate all the mobile agile - with Gantt charts,
project. connect with them to options a tool has to offer. spreadsheet, kanban
store vital assets. Agile Project Management 101 76 boards, calendars,
reports, and dashboards.
  With fewer than one-third of all projects completed on time
and on budget, it can sometimes seem impossible to lead
new projects to success.
 That’s why finding the best project management method is
AMore Agile Way t o important to the success of your projects. Whether you
M anage Work decide to go with Agile, Scrum, Kanban, or even a hybrid
of multiple methods, deciding on a standard way to
manage projects will help to streamline the process, increase
team output, and keep projects on track.
 Plus, once you’ve picked the best method for your team,
finding the right agile project management tool can help
implement and track the process and ensure no detail is
missed.
How does Scrum work?

•Product owner creates a prioritized product backlog (wish list of items).

•During sprint planning, the team selects a small chunk from the top of the list, called
the sprint backlog.
•The team plans how to implement the sprint backlog within the time frame of the
sprint.
•The team has the sprint (usually one month or less) to complete the work.
•Daily meetings (daily scrum) are held to assess progress.
•The scrum master ensures the team stays focused on the goal.
•At the end of the sprint, the work should be potentially shippable (ready for
customer, store, or stakeholders).
•Sprint concludes with a sprint review and retrospective.
•The next sprint begins with another chunk of the product backlog, and the cycle
Scrum project management is widely used in:

• Software development
• Product development
• Marketing
• IT projects

An example of successful implementation

• 3M, a diverse manufacturer, faced challenges in its software development when transitioning to the
RFID Track and Trace market.
• To address this, 3M adopted the Agile Scrum methodology, empowering teams to respond swiftly to
customer needs.
• This shift cultivated a more adaptable and efficient software development process, ultimately driving
success in the new market.
• Scrum methodology is particularly beneficial for organizations involved in
• complex product development,
• such as software companies,
• technology startups, and
• research and development departments in various industries.
• Additionally, Scrum is advantageous for
• marketing agencies and consulting firms,
• where projects often require rapid adaptation and iterative development.
The Chicken and Pig Theory
in Project Management
 SCRUM
project
management
The Chicken and Pig Joke
• One day, a chicken and a pig were walking down the road together.
• The chicken says, 'Hey, let's open a restaurant!'
• The pig asks, 'What would we call it?'
• The chicken replies, 'How about Ham and Eggs?'
• The pig shakes his head and says, 'No way! For you, it’s just involvement—laying
eggs. For me, it's total commitment—I’d be the ham!'
How It Applies to Project Management
• In Scrum project management, this joke explains levels of commitment.
• Chickens (Involved): They give input but aren't directly responsible (e.g.,
Stakeholders, Clients).
• Pigs (Committed): They are fully responsible for delivering the project (e.g.,
Developers, Product Owners).
Key Lesson: Chickens vs. Pigs
• Chickens are involved, providing feedback and ideas.
• Pigs are committed, doing the actual work to deliver the project.
• Both roles are important, but pigs carry the responsibility of delivering results.
Fun Interpretation
• Think of it like this:
Chickens: People who contribute ideas but don’t do the heavy lifting.
Pigs: The ones who stay up late doing the actual work and making sure it gets done.
Conclusion
• While both Chickens and Pigs are necessary, it’s the Pigs (the committed team
members) who ensure the project is successfully delivered!
 FedEx Example: Lean Project Management

Improving Aircraft Maintenance Operations at LAX using Lean Principles

Overview of Lean Project Management

• Lean Project Management focuses on maximizing value while minimizing waste (Muda). FedEx
implemented lean principles to improve its aircraft maintenance operations at LAX.

• Key Principles:
1. Waste Elimination (Muda)
2. Standardized Workflows
3. Just-in-Time Inventory (JIT)
4. Visual Management (Kanban)
5. Continuous Improvement (Kaizen)
6. Reducing Downtime (SMED)
FedEx at LAX: Lean Implementation

• How FedEx applied Lean Principles at LAX to improve aircraft maintenance operations:
• 1. Organized tools and parts using the 5S system (Waste Elimination).
• 2. Standardized processes for common maintenance tasks (Standardized Workflows).
• 3. Adopted Just-in-Time (JIT) inventory management to reduce storage costs.
• 4. Introduced Kanban boards for visual management of maintenance tasks.
• 5. Used Kaizen for continuous improvement in maintenance efficiency.
• 6. Applied SMED to reduce downtime and increase aircraft availability.
Waste Elimination (Muda Reduction)

• FedEx used the 5S system to organize tools and parts:

• 1. Sort: Removed unnecessary items from the workspace.
• 2. Set in Order: Arranged tools and parts for easy access.
• 3. Shine: Cleaned and inspected regularly to maintain order.
• 4. Standardize: Established standard practices for organization.
• 5. Sustain: Maintained organization and cleanliness over time.
Just-in-Time (JIT) Inventory Management

• FedEx reduced storage costs by ordering parts only when needed for repairs. This eliminated excess
inventory and ensured parts arrived just in time for maintenance tasks.
Visual Management (Kanban)

• FedEx implemented Kanban boards to track maintenance tasks visually, ensuring better
communication and coordination among teams. The boards displayed the status of parts and repairs
in real-time.
Continuous Improvement (Kaizen)

• FedEx encouraged workers to identify and suggest small improvements in their daily tasks. These small
changes added up to significant improvements in overall efficiency.
Reducing Downtime (SMED)

• FedEx applied SMED principles to reduce aircraft downtime. By simplifying complex maintenance
tasks and breaking them into efficient steps, FedEx reduced the time planes spent grounded.
 Lean Project Management
 The methodology is focused on eliminating waste and
maximizing value delivery.
 It involves streamlining processes, reducing non-value-added
activities, and ensuring a smooth workflow.
Key principles
• Identify value: Clearly define what creates value for the
customer
• Map the value stream: Visualize the entire process from
start to finish, identifying all steps involved
• Create flow: Eliminate interruptions and bottlenecks to
create a smooth workflow
• Establish pull: Produce only what is needed, when it’s
needed, and in the required quantity
• Seek perfection: Continuously improve processes to
achieve perfection
Lean project management
Main characteristics and process flow
• Focus on value: Prioritize activities that directly add
value to the customer
• Waste elimination: Identify and eliminate non-
value-added activities
• Continuous improvement: Implement Kaizen to
enhance processes gradually
• Visual management: Use visual tools like value
stream maps to understand the flow
• Teamwork and collaboration: Create a
collaborative environment to identify and solve
problems
 Pros
• Increased efficiency and productivity
• Reduced costs through improved
resource utilization
• Improved quality of project deliverables
• Faster time to market
• Enhanced customer satisfaction

Cons
• Requires a cultural shift toward
continuous improvement
• Challenging to implement in complex
Lean project management organizations
• Focus on process can sometimes
- Pros and cons overshadow innovation
Lean project management
Lean is particularly effective in:
• Manufacturing
• Operations
• Supply chain management
• Healthcare
• IT service management
An example of successful implementation
FedEx Express improved its aircraft maintenance operations
at Los Angeles International Airport (LAX) by implementing
lean management principles.
It leveraged these principles to optimize its maintenance
processes, improve efficiency, reduce costs, and elevate overall
operational performance.
Six Sigma Project
Management
Six Sigma Overview
• Six Sigma is a method used to improve processes by identifying and
eliminating
• defects,
• reducing variability, and
• improving quality.

It follows the DMAIC process: Define, Measure, Analyze, Improve, Control.

Define
• Define the problem or improvement area, the goals, and customer requirements.
• HR Example: Reducing employee turnover by 20% over six months.
• Finance Example: Reducing financial reporting time by 30%.
• Marketing Example: Increasing brand awareness by 15%.
Measure
• Collect data to quantify the problem and understand the current state.
• HR Example: Measure employee satisfaction and turnover rates.
• Finance Example: Measure the time taken for each step in reporting.
• Marketing Example: Measure current brand awareness via surveys.
Analyze
• Identify root causes of the problem using data analysis.
• HR Example: Analyze employee feedback to find common reasons for turnover.
• Finance Example: Analyze the reporting process to identify bottlenecks.
• Marketing Example: Analyze campaign performance to find causes of low awareness.
Improve
• Develop and implement solutions to address the root causes.
• HR Example: Implement employee development programs or flexible
work options.
• Finance Example: Automate data entry or improve reporting software.
• Marketing Example: Implement targeted campaigns to boost awareness.
Control
• Monitor the process to ensure improvements are sustained and defects do not return.
• HR Example: Regular employee feedback reviews to track satisfaction.
• Finance Example: Ongoing monitoring of reporting time savings.
• Marketing Example: Track brand awareness metrics to ensure continued success.
 This is a data-driven approach focused on improving the quality
of products, processes, and services.

SIX – SIGMA project Although Six Sigma is not solely a project management
management methodology, its tools and principles can be applied to boost
project performance.

Key principles

• Data-driven decision making: Rely on statistical analysis to

identify problems and solutions
• Customer focus: Understand and meet customer needs and
expectations
• Process improvement: Optimize processes to eliminate
defects and reduce variation
• Defect reduction: Aim for near-perfect quality levels
Main characteristics and process flow

• Define: Clearly define the problem or opportunity

• Measure: Collect data on the current process and its performance
• Analyze: Use statistical tools to identify root causes of problems
• Improve: Develop and implement solutions to address the root causes
• Control: Monitor the improved process to sustain gains
Pros

• Significant quality improvements

• Reduced costs SIX – SIGMA
• Increased customer satisfaction project
• Data-driven decision making
Cons management
– Pros &
• Requires specialized expertise and training
• Time-consuming to implement Cons
• Focus on defects might overlook other project objectives
SIX – SIGMA project management –
Best use cases or industries

Six Sigma is particularly effective in:

• Manufacturing
• Healthcare
• Finance
• Customer service
• Any industry seeking to improve quality and efficiency
An example of successful implementation
Xerox has leveraged Six Sigma methodologies to address complex business challenges. By incorporating data-
driven approaches and advanced technologies, Xerox has significantly improved its operations and customer
experiences.