ICT Project Management Report: Comparing Waterfall and PRINCE2 Models

This report delves into the realm of ICT project management, focusing on two prominent methodologies: Waterfall and PRINCE2. It begins with an introduction to project methodologies, defining their role and significance in achieving project objectives. The report then explores various project management methodologies, including PMBOK, SDLC, and Agile, before concentrating on a detailed comparison of the Waterfall and PRINCE2 models. This includes highlighting their similarities and differences, such as their approaches to project planning, customer involvement, and risk management. The report further examines how each methodology aligns with the project life cycle, providing insights into the stages and processes involved. Through this analysis, the report aims to provide a comprehensive understanding of the strengths and weaknesses of both Waterfall and PRINCE2, offering valuable guidance for project managers seeking to optimize their strategies.

Running head: ICT PROJECT MANAGEMENT
ICT Project Management
Name of the Student
Name of the University
Author’s note

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Table of Contents
1. Introduction............................................................................................................................1
This report will incorporate various venture systems and will concentrate on Waterfall and
PRINCE2 model, the equivalent qualities and separations between them................................1
2. Define what a project methodology is...................................................................................1
3. Project methodologies’ role in project management..............................................................1
4. The various project methodologies that are used for project management are......................2
• Project Management Body of Knowledge (PMBOK).................................................2
• PRINCE2.....................................................................................................................2
• SDLC...........................................................................................................................2
• Waterfall......................................................................................................................2
• Agile............................................................................................................................3
5. Similarities and dissimilarities between the waterfall model and PRINCE2 model..............3
Similarities between the Waterfall model and PRINCE2 model...................................3
Differences between Waterfall model and PRINCE2 model.........................................4
6. The chosen methodologies related to the project life cycle...................................................4
Waterfall model related to project life cycle..................................................................4
PRINCE2 model related to project life cycle.................................................................7
7. Conclusion..............................................................................................................................8
8. References..............................................................................................................................9

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1. Introduction
Project methodologies deal with knowledge, abilities, tools, and strategies to meet
project requisites (Vijayasarathy & Butler, 2016). Project management is achieved using the
accompanying procedures- initiating, controlling, planning, executing, and closing.
This report will incorporate various venture systems and will concentrate on Waterfall
and PRINCE2 model, the equivalent qualities and separations between them.
2. Define what a project methodology is
Project management is the training of initiating, planning, executing, controlling, and
closing the work of a group to accomplish particular objectives and meet particular
achievement criteria (Joslin & Müller, 2016). There are heaps of various project management
systems one can apply to various activities, however knowing the contrasts amongst them,
and how to know which is the correct approach to utilize relies upon the project managers.
3. Project methodologies’ role in project management
Approaches used for project management are tied in with determining what
undertakings should be embraced, and when to perform them in order to boost the utilization
of time and assets (Vijayasarathy & Butler, 2016). They will layout which undertakings to
finish in the first place, remembering resulting errands that depend on the past ones being
finished. The project manager must introduce risk management strategies in the event that
any unanticipated incidents may happen. The methodologies utilized as a part of projects
management to characterize the extent of the project, time constraints, what resources are
available and when the project requires being conveyed.

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4. The various project methodologies that are used for project management are
• Project Management Body of Knowledge (PMBOK)
PMBOK stands for Project Management Body of Knowledge and it is the whole
gathering of procedures, best practices, terminologies, and rules that are acknowledged as
principles inside the project management industry.
• PRINCE2
It isolates tasks into numerous stages, each with their own particular designs and
procedures to take after. PRINCE2 requires accreditation by means of exams (Sievi-Korte,
Systä & Hjelsvold, 2015). PRINCE2 is a confused yet exhaustive procedure, yet the project
manager needs to decide if it will scale legitimately with their particular prerequisites.
• SDLC
Software Development Life Cycle (SDLC) is a procedure utilized by the product
business to design, develop and test software. It is also called as Software Development
Process.
• Waterfall
Conventional Waterfall project management handles tasks accordingly, from the idea
and planning stage through to development and quality affirmation and lastly project
completion and support (Ahimbisibwe, Cavana & Daellenbach, 2015). Project prerequisites
are typically characterized toward the start, with next to zero changes to the arrangement
unless completely essential.
• Agile
Agile project management concentrates on flexibility to changing circumstances and
steady, general input – whether it's from the customer or from different individuals from the

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group (Vijayasarathy & Butler, 2016). This is perfect when customers or management should
be in on the generation procedure, bringing about changing necessities and exceptional
moves in group assignments. Agile project management is typically perfect for small
software or potentially those with quickened improvement plans.
5. Similarities and dissimilarities between the waterfall model and PRINCE2 model
The two project methods that are picked in this project are Waterfall model and
PRINCE2 model.
Similarities between the Waterfall model and PRINCE2 model
i. In Waterfall model, at first a project configuration is made in the best way possible and
later the budget for the project is prepared (Singh, Thakur & Chaudhary, 2015). Similarly, in
the case of PRINCE2, it is also decided earlier what project managers and his or her
subordinates will do.
ii. In Waterfall model, after a plan gets successfully completed, the project manager and his
subordinates move on to the next plan whereas, in PRINCE2, the manager has a clear plan on
how will the project will be completed and executed and the manager follows the plan
accordingly (Tomanek & Juricek, 2015).
iii. The waterfall model is verified on various instances and lastly, a broad documentation is
prepared and released (Singh, Thakur & Chaudhary, 2015). Similarly in PRINCE2 model, the
software is developed at first, then it gets verified by the clients and finally, it is released and
utilised.
Differences between Waterfall model and PRINCE2 model
i. Once all the designing, development, testing procedures are done the software gets
delivered without any delay, while, in the PRINCE2 model, the project report is sent to the

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manager and the possible risks, issues, if incurred, are solved and verified and then the
project is submitted.
ii. Waterfall model does not need customers' affiliations, while the PRINCE2 works
specifically keeping the users, customers and suppliers in mind (Tomanek & Juricek, 2015).
6. The chosen methodologies related to the project life cycle
Waterfall model related to project life cycle
Fig 1: The Waterfall Model
(Source: Mallick, Garg & Grover, 2014, pp-45-55).
Requirements Analysis: It is the step to structure every single approaching data,
dissect them, consider every specialized confinement that may emerge on the customer's side,
and turn out with ready-to-follow requirements to address the customer's issues. It is the step
to consider client’s time and spending imperatives.

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Software Design Phase: The next step in the lifecycle includes the formation of a
project scope report with mock-ups, or hand-drawn portrayals, and a nitty-gritty software
development particular (Mallick, Garg & Grover, 2014). It ought to be mentioned that now
and again view and scope reports can be displayed as one Vision and Scope record.
Software Development Life Cycle Phase: This step includes little coding to give the
customer a thought how the final item will work.
Software Testing Phase: The client must be engaged with the acknowledgement
testing and take a stab at utilizing it precisely the way it will be utilized when executed. Once
the real code issues are settled, the product can be sent (Mallick, Garg & Grover, 2014). For
minor fixes, a straightforward bug following framework can be utilized, with the goal that the
issues could be handled amid the upkeep life-cycle stage.
Software Maintenance Phase: When the product is tried and sent to the client’s
server, the product enters the maintenance period of the life cycle of software development.
Generally, it incorporates some minor bug settles that are typically made amid this stage.

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PRINCE2 model related to project life cycle
Fig 2: The PRINCE2 model
(Source: Coppola, D'Ambrogio & Gianni, 2016, pp. 6-15)
Starting up a project: The project group is gathered, the project advancement is
chosen and the business justification is recorded.

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Initiating a project: The planning work of the project proceeds.
Directing a project: The project is controlled by the project boards. This includes a
progression of approvals, giving specially appointed heading and affirming project
conclusion (Coppola, D'Ambrogio & Gianni, 2016).
Controlling a stage: The project is separated into stages and each stage is controlled
independently.
Managing stage boundaries: The model incorporates end of stage exercises and
getting ready for the following stage (Coppola, D'Ambrogio & Gianni, 2016). Additionally,
chooses what ought to be accomplished for stages that have surpassed resistance levels.
Managing product delivery: Dealing the acknowledgement, execution and
conveyance of project work. The model guarantees that the work items are conveyed to
desires and inside resistance.
Closing a Project: The project is completed and submitted.
7. Conclusion
It can be concluded from the above discourse that the project managers must use these
project methodologies in their companies for good. The projects techniques and
methodologies that are discussed in this report are PRINCE2, Agile, SDLC, Project
Management Body of Knowledge and Waterfall of which Waterfall model and PRINCE2
model have been focussed broadly, the similarities and the dissimilarities have been analysed
closely in this report too.

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8. References
Ahimbisibwe, A., Cavana, R. Y., & Daellenbach, U. (2015). A contingency fit model of
critical success factors for software development projects: A comparison of agile and
traditional plan-based methodologies. Journal of Enterprise Information
Management, 28(1), 7-33.
Coppola, D., D'Ambrogio, A., & Gianni, D. (2016). Bringing Model-based Systems
Engineering Capabilities to Project Management: an Application to PRINCE2.
In CIISE (pp. 6-15).
Joslin, R., & Müller, R. (2016). The impact of project methodologies on project success in
different project environments. International Journal of Managing Projects in
Business, 9(2), 364-388.
Mallick, B., Garg, D., & Grover, P. S. (2014). A Constraint Guided Progressive Sequential
Mining Waterfall Model for CRM. CIT. Journal of Computing and Information
Technology, 22(1), 45-55.
Sievi-Korte, O., Systä, K., & Hjelsvold, R. (2015, October). Global vs. local—Experiences
from a distributed software project course using agile methodologies. In Frontiers in
Education Conference (FIE), 2015 IEEE (pp. 1-8). IEEE.
Singh, D., Thakur, A., & Chaudhary, A. (2015). A Comparative Study between Waterfall and
Incremental Software Development Life Cycle Model. International Journal of
Emerging Trends in Science and Technology, 2(04).
Tomanek, M., & Juricek, J. (2015). Project risk management model based on PRINCE2 and
SCRUM frameworks. arXiv preprint arXiv:1502.03595.

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Vijayasarathy, L. R., & Butler, C. W. (2016). Choice of software development
methodologies: Do organizational, project, and team characteristics matter?. IEEE
Software, 33(5), 86-94.