Project Management Methodologies: Agile, PMBOK, and Project Life Cycle

This report provides a comprehensive overview of project management methodologies, focusing on a comparative analysis of Agile and the Project Management Body of Knowledge (PMBOK) approaches. The report begins with a definition of project management methodologies, establishing a framework for understanding the core concepts. It then delves into a detailed comparison of Agile and PMBOK, highlighting their respective strengths, weaknesses, and applications in real-world project scenarios. Furthermore, the report explores the relationship between the Agile methodology and the project life cycle (PLC), illustrating how Agile principles can be integrated into different phases of a project. The analysis includes visual aids and references to support the arguments. The report emphasizes the importance of selecting the appropriate methodology based on project requirements, complexity, and organizational context. Ultimately, the report provides valuable insights for project managers and students seeking to enhance their understanding of effective project management practices.

Running head: PROJECT MANAGEMENT METHODOLOGIES
Project Management Methodologies
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Table of Contents
1. Definition of Project Management Methodologies.....................................................................2
2. Comparing Agile with Project Management Body of Knowledge (PMBOK)............................3
3. Relation of Agile methodology with project life cycle (PLC)....................................................5
References........................................................................................................................................7

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1. Definition of Project Management Methodologies
The project management methodology is a conceptual framework for carrying out the
activities of the project or program and the activities of the methodology is set following some
standards, guidelines, and processes (Kerzner & Kerzner, 2017). The methodology acts as an
evolving tool for communicating best practices for project and program management. Some
scholars like Patwardhan et al. (2016), have defined project management as an effective
approach for consolidating the deployment of the procedures and arrangement of the successive
integration management. The process of successive management development is assisted by the
implication of the various project management methodologies and its principles. The
management of the operations in project is followed up by the combination of the principles and
operations of project management. It also helps in deploying better performance capacity and
enhancing their functions. The capability of the project management software is considered for
the project rather than the tool itself (Martinelli & Milosevic, 2016). The deployment of the
activities is helpful for carrying out the development of the project activities.
According to Kerzner (2017), project management methodology had helped in
considering the ability to trace the actual task duration and estimation of the duration. The
improvement of the functions of the project can be assisted by the implication of the project
management methodology. The involvement of the guidelines and advices for the
implementation of the project management has been helpful in formation of the support activities
for the project. The project management methodology is the systematic approach for forming a
common language and a framework suitable for the formation of the improved functional and
operational development. The project managers can achieve the prospect of leveraging and
sharing of experience, implication of best practices, and lessons learnt (Svejvig & Andersen,

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2015). The project management methodology had outlined the synthesis of current practices for
forming the deployment of the specific methodologies for the organization.
2. Comparing Agile with Project Management Body of Knowledge (PMBOK)
Many authors such as Patwardhan et al. (2016), have compared and contrasted the
PMBOK with the Agile methodology as PMBOK being the traditional approach while Agile as
the new and improved approach for project activity development. The Agile methodology
provides the simplicity and flexibility of the operations while development of the project plans.
The project plans developed using agile methodology has the scope for improvement of the
activities and achievement of the final deliverable. The Agile methodology is very helpful for
considering the effective operations for the project activities. The analysis had shown that the
agile methodology is helpful for the considering the administration of the profound maturity
model (Kuhl, 2014). The deployment of the operations had listed the continuation of the
operations for corrective and accurate functional analysis. The agile methodology is helpful for
listing the inclusion of the effective operation development.

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Figure 1: Agile Methodology
(Source: Kuhl, 2014, pp-5)
On the contrary, Mahadevan, Kettinger and Meservy (2015) have explained that PMBOK
is a more of a conventional and traditional approach for the alignment of the operations for the
deployment of the successive development models. The PMBOK includes the general step by
step process for listing the management of the successive operation development. The PMBOK
analysis involves the determination of the successive and intrigued management process. In this
process each of the steps is completed before the next step is taken. However, Mor et al. (2015)
have pointed out the similarities between the traditional PMBOK and iterative Agile
methodology. The Agile has been considered as a developed form of the PMBOK methodology.
The agile methodology can be used for any deliverable type of project and it has scope in
expansion within IT projects.

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Figure 2: PMBOK Processes
(Source: Mor et al. 2015, pp-608)
3. Relation of Agile methodology with project life cycle (PLC)
The Agile methodology comprises of requirements, plan, design, develop, release, and
track and monitor processes (Snyder, 2014). The combination of all these factors would allow
the integration of the supportive development model. The formation of the project plan
development using agile approach would involve the use of the analysis of requirements, and the
formation of the effective operation management for the project operations. The agile
development includes the planning of the activities after analysis and then it shifts to design
phase. The design of the software would be carried on by the implementation of the functions for
the development of the supportive assimilation process. The design development is carried on by
the development of the software for the project by using appropriate tools and processes (Brioso,
2015). The software development from the design made would be carried on by the
implementation of the successive and improved communication methods.

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The outcomes of the project must be analysed for the project development and its
monitoring process. The final deliverable for the project is dependent on the final deliverable of
the project. The analysis supported the alignment of project activities along with the formation of
the project deliverable analysis. The integration would also provide the formation of the
improved activities. The Project life cycle includes the general step by step process for listing the
management of the successive operation development (Mahadevan, Kettinger & Meservy, 2015).
The plan documentation analysis had shown that the project life cycle involves the determination
of the successive and intrigued management process. In this process each of the steps is
completed before the next step is taken.

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References
Brioso, X. (2015). Integrating ISO 21500 guidance on project management, lean construction
and PMBOK. Procedia Engineering, 123, 76-84.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kuhl, J. G. (2014). Incorporation of Agile Development Methodology into a Capstone Software
Engineering Project Course. In Proceedings of the 2014 ASEE North Midwest Section
Conference (pp. 1-8).
Mahadevan, L., Kettinger, W. J., & Meservy, T. O. (2015). Running on Hybrid: Control Changes
when Introducing an Agile Methodology in a Traditional" Waterfall" System
Development Environment. CAIS, 36, 5.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques
for the practicing project manager. John Wiley & Sons.
Mor, Y., Cook, J., Santos, P., Treasure-Jones, T., Elferink, R., Holley, D., & Griffin, J. (2015).
Patterns of practice and design: Towards an agile methodology for educational design
research. In Design for Teaching and Learning in a Networked World (pp. 605-608).
Springer, Cham.

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Patwardhan, A., Kidd, J., Urena, T., & Rajgopalan, A. (2016). Embracing Agile methodology
during DevOps Developer Internship Program. arXiv preprint arXiv:1607.01893.
Snyder, C. S. (2014). A guide to the project management body of knowledge: PMBOK (®)
guide. Project Management Institute: Newtown Square, PA, USA.
Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), 278-290.