Top 10 Project Management Methodologies – An Overview

十大项目管理方法综述

2021-11-22 23:00 project manager

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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 on 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. Most Popular Project Management Methodologies If you manage projects, you need to learn about project management methodologies. Here’s a quick overview of the main methodologies 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; an example is below. 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; and it’s also being used in other types of projects that need a more responsive and fast-paced production schedule, such as marketing. Related: Agile vs Waterfall and the Rise of Hybrid Projects 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, scrum 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. First off, PMBOK® is an acronym for Project Management Body of Knowledge. It’s a book, published by PMI, that collects the processes, best practices, terminologies and guidelines that are the accepted norm in the industry. It was first published in 1996 and is about to publish its sixth edition in the fall of 2017. 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 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 the PMP certification, which is the gold-standard among project managers, and 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 the 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 CCPM, 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 scheduling, 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: 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 What It Is: Kanban is 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 is 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 to use the rate of demand to control the rate of production of its vehicles. The car company applied it to their 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 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 awhile. When to Use It: When requirements change frequently, then you’ll want to use a methodology such as XP. It’s good for 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 continues efforts to achieve results that are stable and expected are most important to success. Processes can be defined 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 country’s 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 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 board to visualize 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 is 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. 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 a cloud-based 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. 11 Must-Have Project Management Excel Templates Project Integration Management – A Quick Guide Project Quality Management – A Quick Guide Project Procurement Management – A Quick Guide
什么是项目管理方法? 项目管理方法是一套用于项目计划、执行和管理的原则、工具和技术。项目管理方法帮助项目经理领导团队成员,统筹工作,同时促进团队协作。 目前有许多不同的项目管理方法,各有利弊。其中有些方式更适用于特定的行业或项目,因此需要通过学习不同的项目管理方法,选出最适合自己的方法。 本文将介绍一些软件开发、研发及产品开发行业最常用的项目管理方法。 最常用项目管理方法 管理项目,需要学习项目管理方法。下面简要概述主要的项目管理方法。 1.瀑布法 瀑布法是本文中提及到的项目管理方法中最直观,也是最传统的方法。正如其名,项目进展如瀑布般向后续各阶段流动。项目的前一阶段完成后才能转入下一阶段。 使用情境:瀑布法适用于高度结构化的制造和建筑项目,并且当它太昂贵而无法在事后改变任何事情时。瀑布法利用甘特图进行计划和调度;示例如下。 2.敏捷方法 含义:简单来说,敏捷项目管理是一种不断前进式、跨团队自我组织的协作方式。当使用该方法时,项目规划和工作管理是相互适应随着项目进展不断变化,能实现快速交稿。不同于瀑布式项目管理,它快速而灵活。 敏捷方法为项目团队提供了一种动态的工作和协作方式,这就是它受到产品和软件开发项目青睐的原因。这是因为我们所认为的敏捷真正出现在2001年,由17个软件开发人员撰写的“敏捷软件开发宣言”的出版。 使用情境:该实践起源于软件开发,并在该文化中运行良好。它已被应用于非软件产品,这些产品寻求推动创新并具有一定程度的不确定性,如计算机,机动车辆,医疗器械,食品,服装,音乐等;它也被用于其他类型的项目中,这些项目需要加快生产进度,比如市场营销。 相关:敏捷vs瀑布和混合项目的兴起 3.Scrum方法 含义:Scrum是一种管理项目的短“冲刺”方法。scrum方法适用于人数不超过10人的团队,并且通常以两周为一个周期,每天召开一次简短的会议,称为每日scrum会议。它由所谓的Scrum大师领导。Scrum在敏捷项目管理框架内工作,尽管有人试图扩展Scrum以适应更多人数的团队。 scrum由Hirotaka Takeuchi和Ikujiro Nonaka于1986年在《哈佛商业评论》的一篇文章中引入。Ken Schwaber和Mike Beedle在2001年出版《用Scrum进行敏捷软件开发》一书时,它成为敏捷的一部分。Schwaber在2002年成立了Scrum联盟,并经过认证。Schwaber于2009年离开Scrum联盟,相应创建了一个名为Scrum.org的认证组织。 使用情境:与敏捷一样,scrum主要用于软件开发,但经常使用的人认为它适用于任何行业或业务,包括零售物流,活动计划或任何需要某种灵活性的项目。但是,它确实需要严格的scrum角色。 4.项目管理知识体系 含义:这是方法论的鼻祖,如果它是方法论的话。项目管理协会(PMI)是一个非营利性会员协会、项目管理认证和标准组织。 该组织出版了一本名为《项目管理知识体系》或《PMBOK》的书。PMBOK为项目规划、进度安排、执行和控制提供了定义和指南。例如,项目管理过程组描述项目生命周期,而10个项目管理知识领域解释如何管理项目。 首先,PMBOK®是Project Management Body of Knowledge的首字母缩写。这是一本由PMI出版的书,收集了流程、最佳实践、术语和指导方针,为业界公认的标准。1996年首次出版,即将在2017年秋季出版第六版。 使用情境:几乎任何项目都可以从PMBOK中受益,因为所有项目无论大小都将经历书中概述的各个阶段。这是一个让每个人都保持一致的好方法,并且提出了一个关于如何管理项目的清晰定义。 项目管理协会也是授予PMP认证的组织,PMP认证是项目管理人员的金标准,得到了全世界的认可。PMBOK是运行项目的一个很好的传统框架。 5.关键路径法(CPM) 含义:在关键路径法(CPM)中建立一个项目模型,包括工作分解结构中列出的所有活动,这些任务的持续时间,如果存在任何任务依赖关系怎么办,并标记出里程碑以指示项目的较大阶段或项目交付成果到期的点。 有了这些信息,您就可以识别完成项目的最长任务序列,这被称为关键路径。你需要密切关注这些任务,因为如果其中一个任务延迟了,整个项目就会延迟。 临界路径法是由杜邦公司的Morgan R.Walker和雷明顿兰德公司的James E.Kelley,Jr.于20世纪50年代末发展起来的。早在20世纪40年代,杜邦公司就已经在使用CPM的前身,并将其应用于曼哈顿项目。 使用情境:CPM在较小或中等规模的项目中工作得更好。项目越大,在没有项目管理软件的情况下,就越难以获取所有需要的数据来绘制图表并使其具有意义。 6.关键链项目管理(CCPM) 含义:在CCPM中,你关注的是完成项目所需的资源,如团队,设备,办公空间等。这是一种技术含量较低的项目管理方法,它不太强调任务顺序或进度安排,而是强调平衡资源并保持其灵活性。 1997年,Eliyahu M.Goldratt在《关键路径》一书中首次介绍了它,它使项目的速度和/或成本提高了10-50%。 使用情境:可以适用于大公司和小公司,也可以适用于包括建筑,软件开发和技术研发等行业的项目。 7.看板 看板是项目管理的可视化方法。这个名字在日语中的字面意思是广告牌。它通过将任务放置在看板板上来帮助管理工作流程,在看板上所有团队成员都可以清楚地看到工作流和进度。看板方法有助于提高效率,并且是一个不错的项目管理工具,用途广泛,例如精密制造目。 看板项目管理从20世纪40年代末就开始了,当时丰田公司研究了它,利用需求速度来控制其车辆的生产速度。这家汽车公司将其应用于他们的精益制造模式,即众所周知的丰田生产系统。 随着我们时代软件中可视化规划板的曙光,像Trello,现在看板工具和看板方法有了新的用途。敏捷团队在软件开发中使用看板来发布用户故事和进行积压计划。 使用情境:看板方法是最初为制造和软件团队开发的另一个过程,它后来扩展并被用于人力资源、市场营销、组织战略、执行过程和应收应付帐款。几乎任何人都可以用看板来规划,添加卡片来代表项目阶段、任务期限、人员、想法等等。看板软件使得这种方法特别容易获得。 8.极限编程(XP) 含义:这听起来像是孩子们喜欢的一些危险的运动,但实际上XP是一种敏捷软件开发的类型,它具有短的开发周期和多个版本来提高生产力。 由肯特·贝克(Kent Beck)在克莱斯勒综合薪酬系统工资单项目工作时创建,他在1999年写了这本书(“极限编程解释”)。但它的许多做法已经存在了一段时间。 使用情境:当需求频繁变化时,会使用诸如XP之类的方法,尤其是当客户不清楚自身需求时。 9.精益方法 含义:精益项目管理是一种减少浪费的方法,并以此来增加项目和制造过程中的价值。因此,精益的重点是消除关键过程中的浪费,以持续地对价值流产生积极的影响。它通过优化单独的技术、资产和垂直来做到这一点。 精益项目管理可以追溯到亨利·福特(Henry Ford)和他的流水作业,以实现汽车制造过程的自动化。丰田也接受了这个想法,将他们的想法从制造扩展到产品开发过程的持续改进。 今天,软件开发团队运行精益过程,关注最终用户反馈和增加的价值,这意味着精益方法学有了新含义,特别是Eric Ries出版的《精益创业》,他提倡快速原型制作,最终用户反馈和快速产品交付。 使用情境:精益项目管理最早由丰田开发,显然是制造业的一种伟大方法论。事实上,它也被称为精益制造,但它已经被建筑和教育行业,以及制造领域的其他行业,以及无数的初创公司和软件开发公司所采用,这些公司希望推动以终端用户为中心的产品。 10.六西格玛 六西格玛由摩托罗拉公的工程师在20世纪80年代中期引入,它通过识别项目中不起作用来提高质量。它应用质量管理,包括经验统计,并雇用这些学科的专家人员。还有一个精益六西格玛,它加入了精益方法来消除浪费。 作为一种学说,取得稳定和预期的结果,是最重要的成功。可以定义和改进过程。它需要整个组织,自上而下,以维持一个项目的质量。 使用情境:这种方法在较大的组织中效果最好。即使只有几百名员工的公司也可能规模太小,无法利用它的好处。 11.PRINCE2 含义:PRINCE2代表受控环境中的项目,是一种经过认证的结构化方法。它最初是由英国政府为It项目创建的。 当英国政府在1989年采用IT系统标准时,他们召集了Prince。PRINCE2作为一种更通用的项目管理方法出现在1996年。 何时使用:许多其他国家的政府都采用了PRINCE2,因此,正如您所想象的,它并不总是适合于较小的项目。 ProjectManager可以使用任何项目管理方法 它们都有一个共同点:在预算范围内按时完成交付。无论您选择哪种项目管理方法,ProjectManager都是您需要的软件。 瀑布项目管理工具 瀑布是有结构的。一切都计划好了。项目经理有一个联机甘特图。 导入任务列表以启动新项目。添加到期日,任务将填充时间线。 敏捷项目管理工具 如果您在一个敏捷框架中工作,甘特图不会有什么帮助。但是ProjectManager足够灵活, 使用看板板可视化您的冲刺。产品积压收集在卡片上,可以对卡片进行优先级排序,以便scrum团队知道首先要处理哪个用户故事。 不同团队的多视图 规模较大,有不同的部门,一些部门使用敏捷项目管理框架,而另一些部门使用更传统的瀑布方法,该怎么办?scrum Sprint的看板视图,为经理提供更大的项目甘特图。 实时仪表板和报告功能收集相同的数据并处理相同的数字,因此无论您使用什么项目管理方法都跟踪相同的结果。 ProjectManager是一个获奖的项目管理软件是有原因的。它足够灵活,可以在敏捷环境,传统瀑布方法论或两者的混合体中工作。你自己决定,而不是软件。 不管您使用哪种,您都需要一个项目管理工具来最好地管理您的所有流程和项目。ProjectManager是一个基于云计算的PM工具,因此无论您采用何种方法,我们的软件都将帮助您将其应用到一个成功的结局。 11个必备项目管理Excel模板 项目综合管理-快速指南 项目质量管理快速指南 项目采购管理快速指南

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