An Analysis: PMBoK and Agile Methodologies in Project Development

This report provides a comprehensive comparison between the Project Management Body of Knowledge (PMBoK) and Agile methodologies in project management. The analysis examines key areas such as Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communication Management, Project Risk Management, and Project Procurement Management. The report highlights the strengths and weaknesses of each methodology, comparing PMBoK with both Extreme Programming (XP) and Scrum, two prominent Agile approaches. It concludes that while PMBoK offers a well-documented and comprehensive framework, Agile methodologies, though not encompassing all aspects of project management, emphasize iterative development and flexibility. The report suggests that a combined approach, leveraging the strengths of both methodologies, could be beneficial for project success. The report emphasizes that PMBoK is a well-known and documented methodology for project management compared to Agile, which has less documentation.

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Contents
Assignment Cover Sheet.........................................................................................................................
Summery.....................................................................................................................................................
Introduction.................................................................................................................................................
Analysis........................................................................................................................................................
1. Project Integration Management (PIM)...............................................................................................
2. Project Scope Management.................................................................................................................
3. Project Time Management..................................................................................................................
4. Project Cost Management...................................................................................................................
5. Project Quality Management...............................................................................................................
6. Project Human Resource Management (HRM)....................................................................................
7. Project Communication Management.................................................................................................
8. Project Risk Management....................................................................................................................
9. Project Procurement Management.....................................................................................................
Conclusion...................................................................................................................................................
References...................................................................................................................................................

Summery
The comparison of Project Management Body of Knowledge (PMBoK) process with
the Agile Methodologies in the basic objective of this approach. PMBoK is a new
methodology by Project Management Institute (PMI) which consist on file group of
processes and total of nine knowledge areas in the institute. On the other hand, Agile
Methodology is consisted on the Agile project management principles for project
management group. As in this research report we examine that Agile is not fully complete
with traditional methodologies, it required fully new functional requirements for the change
in the project management group. Inside agile there are number of multiple processes that
are considered as the not complete from project management point of view. These
processes are described and explained explicitly related to project management group and
project management system. At last of both of the methodologies are listed and use as
collectively for any specific project then could be very beneficial for the project
management perspectives.
Introduction
Using traditional methodologies for the software development are rare to estimate
and manage the large number of projects, which get more efforts for largely deliver
projects. These efforts travel across the nature of the project and identified for overcome
but still some of these efforts remain in project management and development (Brooks Jr,
1995). As result of these software that are failed due to this work are still growing and its
most mutable thing in the IT field. As in (Charette, 2005) author stated that ““most IT
experts agree that such failures occur far more often than they should” and that “the
failures are universally unprejudiced”.
As a result, agile software development comes in practice and overcome these challenges by
well managed approach of agile methods. At first agile pick dropped project and then
acknowledge the user generated requirements and then respond to the user needs
according to the descriptions. Extreme Programming (XP), Features Driven Development
(FDD), Scrum, Crystal Clear Methodology and Adoptive Software Development (ASD) are
some of Agile methodologies that applied on latest software development perspectives
(Beck & Gamma, 2000; Carmichael & Haywood, 2002; Coad, Lefebvre, & Luca).
To represent this approach and overcome the challenges faced by the traditional software
development approached are Project Management Body of Knowledge (PMBoK) is one of
the technique that can do so (Rose, 2013). PMBoK divide whole project progress in total of
44 process which run throughout the project life cycle with the project management team
and project management processes. 44 project process are divided into: five process groups
and totally of nine knowledge areas where we can put these into account. The basic
structure of PMBoK is described in the below (Anbari, 2003):
 Inputs (plans, documents, design etc.)
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 Techniques and tools (inputs to output mechanism steps)
 Guidance (for learning and apply processes)
Process groups for PMBoK is listed below
 Initiating: Processes, activities and skill inside a process needed to be defined
inside the project at the beginning of the project.
 Planning: There are basically four processes that needed to be set in planning
phase which are
 Project Scope
 Strategy for project for workflow maximization
 Priority list estimation
 Needs for team
 Executing: management of project team while timeline and expected goals in
mind
 Monitoring and Controlling: budget of project, unforeseen circumstances, team
ability and budget consideration are responsibilities.
 Closing: Bring the process on a stage where this project will be successfully
closed and managed.
Analysis
Relevancy and other project management methodologies that are applied on the
Agile project management and PMBoK project management can be categories on the basic
of the following some basic project management processes or steps that are involved and
integrated in both methodologies. Following are some comparison analysis of PMBoK and
agile project management methodologies which are (Fitsilis, 2008):
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
Inside every individual comparison we will compare PMBoK with the two corresponding
methodologies of the Agile project development methodology (those include XP and
Scrum).
1. Project Integration Management (PIM)
Project Integration Management describes the set of processes and activities that
are relevant to the processes that are described to the project management teams and
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project management groups to identify the project management related aspects of project
management. PIM is a basically coordination of all element of the project with each other
(Wood, 1995). Below is the total comparison where these methodologies are used and
applied.
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
Project Integrations Management
1) Development of Project
Charter
2) Development of
Preliminary Project Scope
Management
3) Development of Project
Management Plan
4) Direct Project Execution
5) Manage Project Execution
6) Monitor Project Work
7) Control Project Work
8) Develop Integrated
Change Control
9) Close project Processes
1) Software integrations (Ass
soon as possible and as
often as possible)
2) Software code
management
3) Code Ownership
management
4) Project speed
Management
5) Project Velocity
management
1) Verify management
approval before or during
planning phase
2) Verify funding during
planning phase
3) Validate
a. Development tool
b. Infrastructure
4) Change management
should be strong
5) Refinement for changes
6) Post analysis phase
2. Project Scope Management
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
Project Scope Management
1) Define project scope
2) Project Scope Planning
3) Work Breakdown
Structure Management
and estimation (WBS)
4) Verify the listed and
explained scope
5) Control scope
management
1) Stories of users
2) Planning Release
3) Small release
1) Domain analysis
2) Product backlog list
(Comprehensively)
3) Product sprint backlog
management
4) Functionality in each
release
5) Release for immediate
development
6) Progress review for
assigned tasks/items
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3. Project Time Management
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
Project Time Management
1) Definition of activities
2) Sequences of activities
executions
3) Resource estimation of
activities
4) Time estimation for
activities
5) Development Schedule
6) Schedule Control
1) Planning Release
2) Iterations release
3) Project estimate time
release
4) Project code estimation
duration release
1) Define and list the project
product delivery date
2) Define functionality for
each project release
3) Monthly project iterations
4) Project planning release
4. Project Cost Management
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
Project Cost Management
1) Estimation of project Cost
2) Estimation of budget cost
3) Control project cost
estimation
4) Estimate project
stakeholders’ cost
5) Efficient Budget Cost
management
1) Cost Not Available 1) During the planning phase
cost estimation is decided
2) Total cost is also decided
according to every phase
5. Project Quality Management
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
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Project Quality Management
1) Plane the project quality
2) Quality Assurance test
planning
3) Perform Quality assurance
on project
4) Quality control
performance
1) For quality achievement
this method emphasizes of
project testing
2) Unit Testing
3) Acceptance Testing
4) Based on project Simplicity
5) Used for project standards
for project planning phase
1) Distribution of standards
2) Review of existing
standards
3) Adjustment of existing
standards
4) Review meeting design
5) Sprint for planning of
meeting
6) Use and list daily scrums
6. Project Human Resource Management (HRM)
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
Project Human Resource Management (HRM)
1) Human Resource
Establishment
2) HRM planning
3) Hire Project Team
4) Development of effective
project team
5) Get work from project
team
6) Manage Project Team
1) Get personal relationship
to multiple positions inside
a project
2) Introduce and apply pair
programming concept
3) Effective working
conditions inside HRM
4) No overtime required
1) On every release of
project new project team
should be appointed
2) Insite the sprint meeting
during project team
participation is required
3) Daily scrum required team
participation for effective
communications
7. Project Communication Management
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
Project Communication Management
1) Communication decisions
2) Project Communication
1) System metaphase in
practice
1) Review Meeting
2) Meeting related to Scrum
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planning’s
3) Distribution of information
to multiple sources
4) Report regarding the
performance releases
5) Manage Stakeholders of
the project
6) Communication between
all stakeholders before,
between and during the
project phase
2) Always availability of the
customers
3) Daily meeting with
stakeholders of project on
regular basis
4) List and use of project
standards according to
the specific methodology
3) Availability of Customers
4) Plane the meetings
5) Review of the meetings
6) Standards communication
to the team members
7) Communication about
project team estimation
policy
8. Project Risk Management
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
Project Risk Management
1) Plane the risks analysis
2) Plane risks management
3) Risks identification
planning
4) Quantitative analysis of
risks
5) Qualitative analysis of risks
6) Risks counting
7) Risks Register
management
8) Plane Risks response
9) Mentoring Risks
10) Risks Control
1) Risks management is very
limited in scope
2) Prototype creation for
risks limitations
1) Initial risks assessment
2) During every program
3) Assessment of risks during
the meetings
4) Risks management for
risks identification
9. Project Procurement Management
PMBok Agile Project Development Methodologies
PMBoK Extreme Programming (XP) Scrum
Project Procurement Management
1) Planning for purchases
2) Resource acquisition
planning
3) Contract planning
4) Request Seller Response
5) Select Seller Management
6) Sellers selection
1) Procurement
Management is not
available for XP method
1) Not available for Scrum
methodology
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7) Contact and contract
administration
8) Contract execution
9) Contract Close
Above discussed methods related to the PMBoK and Agile methodologies. In this analysis of
comparison, the PMBoK methods are taken as inputs to all the other methods of agile
methodology and then show the comparison chart related to every process management
during the life cycle of the project. As a result, from the above analysis we have estimated
that PMBoK contains list of good practices then agile methodologies as it has
comprehensive list process management methods or processes. Another analysis that we
found is about PMBoK is a well known and documented methodology for project
management as compared to the Agile which contain little or bit poor methodology related
to project known and documentation methodologies.
Conclusion
From the discussion it is concluded that agile does not passes and cover all the
project management aspects. This expect to be traditional management are fully defined for
comparison with agile methodologies. We have concluded the following from this study
agile emphasis on the below mentioned methodologies and few of them which it does not
focuses.
Agile (Applied) Agile (Not Applied)
1. Scope Management 1. Risks not managed Explicitly
2. Human Resource Management 2. Cost Management is not fully addressing
3. Quality Management 3. No discussion about Procurement
Management
PMBoK is a well addressed and well management project management system with
backward compatibility as well as some of the new advance features for the relations with
software project management. From analysis it is clear that the basics of software project
management and advances all are applied in this methodology.
As findings from this methodology we concluded this also that connection between agile
and PMBoK for project management have clear benefits for software project management
community and project teams for fully addressed the issues and relevance’s of the software
project management benefits.
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For future directions from this research report is for the next mapping in between Agile
methodologies and PMBoK process for the measurement of system development. This give
base for future research in PMBoK processes and Agile methodologies.
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References
Anbari, F. T. (2003). Earned value project management method and extensions. Project
management journal, 34(4), 12-23.
Beck, K., & Gamma, E. (2000). Extreme programming explained: embrace change: addison-wesley
professional.
Brooks Jr, F. P. (1995). The Mythical Man-Month: Essays on Software Engineering, Anniversary
Edition, 2/E: Pearson Education India.
Carmichael, A., & Haywood, D. (2002). Better Software Faster: Prentice Hall Professional Technical
Reference.
Charette, R. N. (2005). Why software fails [software failure]. IEEE spectrum, 42(9), 42-49.
Coad, P., Lefebvre, E., & Luca, J. Java Modeling In Color With UML: Enterprise Components and
Process. 1999. Cap, 6, 182-203.
Fitsilis, P. (2008). Comparing PMBOK and Agile Project Management software development
processes Advances in Computer and Information Sciences and Engineering (pp. 378-383):
Springer.
Rose, K. H. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth
Edition. Project management journal, 44(3), e1-e1.
Wood, M. A. (1995). Project management system with automated schedule and cost integration:
Google Patents.
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