ITC505 Assignment 1 - Project Management Methodologies

This assignment discusses project management methodologies, their definitions, role in project management, comparison between waterfall and agile methodologies, and their relation to project life cycle. It also includes references for further reading.

T A i nment Pro ect Mana ement Met odolo ieI C505 – ss g 1 – j g h g s T T<<S UDEN ID>>
ITC505 Assignment 1 - Project Management Methodologies
Assignment 1 – project management methdologies
T T T TS UDEN ID: <<S UDEN ID>>
T T AM T T AMS UDEN N E: <<S UDEN N E>>
M TT T T A A M T A MSUB I ED O LEC URER: NDRE U HU L KSH I

T A i nment Pro ect Mana ement Met odolo ieI C505 – ss g 1 – j g h g s T T<<S UDEN ID>>
ITC505 Assignment 1 - Project Management Methodologies
1 Table of Contents
T A i nment Pro ect Mana ement Met odolo ieI C505 ss g 1 - j g h g s.............................................1
1. Pro ect Mana ement Met odolo e initionj g h gy D f s..........................................................2
2. ole o Pro ect Mana ement Met odolo in Pro ect Mana ementR f j g h gy j g .........................2
3. omparin and ontra tin c o en t o met odolo ieC g C s g h s w h g s............................................3
4. o c o en met odolo ie related to PH w h s h g s LC.................................................................4
4.1 ater all met odolo ali ned to P<<W f h gy>> g LC........................................................4
4.2 A ile Met odolo ali ned to P<< g h gy>> g LC...............................................................5
5. e erenceR f s...................................................................................................................5
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T A i nment Pro ect Mana ement Met odolo ieI C505 – ss g 1 – j g h g s T T<<S UDEN ID>>
1. Pro ect Mana ement Met odolo e initionj g h gy D f s
1 Met odolo i a proce o controllin and mana in t e di erent pro ect proce eh gy s ss f g g g h ff j ss s.
it t e e o a met odolo a i en ta can e per ormed in an e ecti e andW h h us f h gy, g v sk b f ff v
tr ct red manners u u .
2 Met odolo can e de cri ed a a model emplo ed t e pro ect mana er inh gy b s b s y by h j g s
plannin implementation and l ilment o t e et o ecti e o t e pro ect t i ag, fu f f h s bj v s f h j . I s
tem o met od ed or andlin comple pro ect and i ed in pro ectsys f h s us f h g x j s us j
mana ementg ( er ner er nerK z & K z , 2017).
3 t i e ential to c oo e a ri t met odolo e ore initiation o a pro ect a ri tI s ss h s gh h gy b f f j s gh
pro ect mana ement tool ill e nece ar or mana in and controllin a pro ectj g s w b ss y f g g g j .
2. ole o Pro ect Mana ement Met odolo in Pro ect Mana ementR f j g h gy j g
1 o Methodologies are important in project management because it enables any
organization or project team to tackle the complexities of the projects quite
comprehensively (Larson et al., 2014).
2 o Methodology therefore provides the project management team with the
confidence that the project will be appropriately delivered within the scheduled
time.
3 o T e c oice o a pro ect met odolo arie accordin to t e comple it orh h f j h gy v s g h x y
t pe o t e pro ecty f h j .
4 o Since project methodology is a system of methods and principles, the selection
of a correct project methodology is important for successful implementation of
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T A i nment Pro ect Mana ement Met odolo ieI C505 – ss g 1 – j g h g s T T<<S UDEN ID>>
a project.
3. omparin and ontra tin c o en t o met odolo ieC g C s g h s w h g s
ater all<<W f >> A ile<< g >>
o Waterfall project management
methodology is one of the oldest
project management methodologies.
o A ile pro ect mana ement i ang j g s
iterati e approac o implementationv h f
and e ec tion o a o t arex u f s f w
de elopment pro ectv j .
o t i a linear approac o o t areI s h f s f w
de elopment t at di ide t e entirev h v s h
pro ect into a n m er o p a ej u b f h s s.
o T i pro ect mana ementh s j g
met odolo oc e on contin oh gy f us s u us
relea e and it eac relea e t es w h h s h
eed ac o t e c tomer i ta enf b k f h us s s k
into con iderations .
o In waterfall methodology, the project
is divided into phases while that in
agile, it is divided into sprints.
o In agile project methodology,
customers’ feedback has a high
priority, which is not the case for
waterfall project methodology (Stoica,
Mircea & Ghilic-Micu, 2013).
o T e ater all approac i er ri idh w f h s v y g
a it doe not pport cope c an es s su s h g
or modi ication in t e re irementf s h qu
a ter t e pro ect a tarted itf h j h s s s
implementation (Palm i t et alqu s .,
2013).
o On the other hand, the agile project
methodology is quite flexible as it
follows an incremental approach.
o ater allW f or ell e en i t ew ks w v f h
cope o t e pro ect i not clear ors f h j s
n no nu k w .
o A ileg project methodology works well
even if the scope of the project is not
clear.
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T A i nment Pro ect Mana ement Met odolo ieI C505 – ss g 1 – j g h g s T T<<S UDEN ID>>
4. o c o en met odolo ie related to PH w h s h g s LC
4.1 ater all met odolo ali ned to P<<W f h gy>> g LC
<< >>
<< Pro ect li e c cle or ani e and mana e a pro ect rom t e initiation p a e to t ej f y g z s g s j f h h s h
clo in p a e ater all pro ect mana ement met odolo relate to pro ect li e c cle a eacs g h s . W f j g h gy s j f y s h
p a e o t i met odolo contri te to t e cce l completion o a pro ect toica Mirceah s f h s h gy bu s h su ssfu f j (S ,
ilic Mic T e p a e o ater all met odolo are repre ented in t e a o e& Gh - u, 2013). h h s s f w f h gy s h b v
pict re T e ir t p a e i t e de inin o re irement T i p a e in ol e t e properu . h f s h s s h f g f qu s. h s h s v v s h
nder tandin o t e re irement t at are re ired to e de i ned rom t e inp t and o tp tu s g f h qu s h qu b s g f h u u u
o t e inal prod ct T e econd p a e i tem de i nin ere t e re irement peci icationf h f u . h s h s s sys s g g. H , h qu s f s
rom t e ir t p a e are noted and t en de i n i ein prepared T e ard are a ell a t ef h f s h s h s g s b g . h h w s w s h
tem re irement i peci ied or de inin t e o erall tem arc itect re T e t ird p a e osys qu s s s f f f g h v sys h u . h h h s f
t i met odolo i ildin A ter t e inp t are ta en rom de i n p a e t i tem ih s h gy s bu g. f h u s k f s g h s , h s sys s
de eloped it in maller pro ram called nit T e e nit are rt er inte rated to t e ne tv w h s g s u s. h s u s fu h g h x
p a e er ner er ner T e o rt p a e i te tin ere all t e de eloped nit areh s (K z & K z , 2017). h f u h h s s s g, wh h v u s
inte rated to t e tem a ter te tin e er nitg h sys f s g v y u . T e la and error are c ec ed te tinh f ws s h k by s g.
T e ne t p a e in t i met odolo i implementation en t e nctional and t e nonh x h s h s h gy s . Wh h fu h
nctional te tin i completed t e prod ct i rt er implemented it in t e o t arefu s g s , h u s fu h w h h s f w
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T A i nment Pro ect Mana ement Met odolo ieI C505 – ss g 1 – j g h g s T T<<S UDEN ID>>
en ironment and inall in t e i t p a e maintenance i done A ter cce l in tallationv f y h s x h h s , s . f su ssfu s ,
proper modi ication are done to t e tem accordin lf s h sys g y. >>
4.2 A ile Met odolo ali ned to P<< g h gy>> g LC
<< >>
<< T e a ile pro ect mana ement met odolo relate to pro ect li e c cle a en reh g j g h gy s j f y s su s
cce l implementation o a pro ect di idin it into a n m er o print T e pro ectsu ssfu f j by v g u b f s s. h j
mana ement met odolo ie en re t at eac p a e o pro ect li e c cle i implemented in t eg h g s su h h h s f j f y s h
pro ect T e ir t p a e o a ile met odolo i trac in re irement T e re irement arej . h f s h s f g h gy s k g qu s. h qu s
o ld e trac ed properl e ore plannin errador Pinto T e econd p a e ish u b k y b f g (S & , 2015). h s h s s
plannin T i plannin p a e elp to plan t e entire met odolo and o t e pro ect ill eg. h s g h s h s h h gy h w h j w b
completed T e t ird p a e i de i nin ere t e complete de i n o t e prod ct i made. h h h s s s g g, wh h s g f h u s .
T e ne t p a e i de elopment ere t e pro ect i ein de eloped a ter de i nin A terh x h s s v . H h j s b g v f s g g. f
de elopment t e prod ct i ein relea ed and t e client et t e prod ct inall in t e i tv , h u s b g s h g s h u . F y, h s x h
p a e t e prod ct i trac ed and monitored or rt er eh s , h u s k f fu h us . >>
5. e erenceR f s
ea neH g y, J. (2016).
ndamental o pro ect mana ement
Fu
s f j g Amacom. .
er ner er nerK z , H., & K z , H. R. (2017).
Pro ect mana ement a tem approac to plannin
j g : sys s h
g,
c ed lin and controllin
s h u g,
g o n ile on. J h W y & S s.
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T A i nment Pro ect Mana ement Met odolo ieI C505 – ss g 1 – j g h g s T T<<S UDEN ID>>
ar on ra anlin oni acariniL s , E. W., G y, C. F., D , U., H g, B., & B , D. (2014).
Pro ect mana ement T e
j g : h
mana erial proce
g
ss ol rand ie ei t Mc ra ill d cation(V . 6). G v w H gh s, OH: G w-H E u .
Palm i t M ap am M A Miller ic T a aqu s , . S., L h , . ., , S., Ch k, ., & Ozk y , I. (2013).
Parallel orld A ile
w s: g
and ater all di erence and imilaritie
w f ff s s s o M T A(N . C U/SEI-2013- N-021). C RNEGIE-
M P TT PA T A TELLON UNIV I SBURGH SOF W RE ENGINEERING INS .
errador P Pinto oe A ile or A antitati e anal i o a ile pro ectS , ., & , J. K. (2015). D s g w k?— qu v ys s f g j
ccesu ss.
nternational o rnal o Pro ect Mana ement
I
J u f j g ,
33(5), 1040-1051.
toica M Mircea M ilic Mic o t are e elopment A ileS , ., , ., & Gh - u, B. (2013). S f w D v : g vs.
Traditional.
n ormatica conomica
I f E ,
17(4).
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