Methodologies

This approach is typically used when the project has a well-defined scope, small risk, and minimal feedback cycles are required throughout the life cycle. This approach may work for small, tried-and-true projects but it does not typically work for larger projects.

Key characteristics include:

• sign off for the entire project scope at each phase (i.e., analysis and requirements, design & development, test, implementation, maintenance) of the life cycle
• requirements are determined up front and remain fairly static
• feedback towards the end of cycle (during testing)
• difficult to descope
• “big bang” deployment; meaning, everything (e.g. A,B,C) goes live at once
• waterfall is about the plan; metrics are based on variance from plan (earned value)

Examples of waterfall approaches:

• making minor modifications to an existing software product
• creating a SEW course
• applying a bundle to an information systems

This approach is typically used when the scope is somewhat fuzzy and clear requirements are not available, or there is a high risk of requirements changing. 

Key characteristics include:

• captures user feedback earlier and often after each iteration/phase, using modelling techniques (e.g. screen mock ups)
• feedback from each iteration is used to improve, or build on, the result of the next iteration
•  “big bang” deployment, meaning everything (e.g. A,B,C) goes live at once
• reduces risk of building the wrong thing
• testing is still at the end of the life cycle so quality can still be lower
• hardest to manage expectations out of the 4 approaches; highest risk of scope creep

Examples of iterative approaches:

• writing a non-fiction IT book with a group of contributing authors
• web site design
• implementing a new information system (depending on amount of change and feedback cycle)

This approach incorporates both iterative and incremental.

Key characteristics of agile include:

• a series of deployable iterations and increments, based on function priorities
• breaks down scope by priorities that are based on technology risk, dependencies, and business priority
• frequent feedback
• early delivery of value/benefits
• increased quality
• decreased risk
• best for high change projects
• for agile projects, there is no perfect plan; metrics driven by how much value is delivered to the business
• iterations typically have a mini waterfall approach
• naturally allows for regression testing

Examples of agile approaches:

• web site development
• implementing a new information system (depending on amount of change and feedback cycle)

Applying the wrong approach to a project can be costly, severely affect the timeline and ability to deliver value, and can even result in project failure.

For example, if waterfall is applied to a large, complex project that includes a lot of change then it will time consuming, difficult, and frustrating for the project team to try to finalize the entire scope and acquire sign off on all requirements before moving on to design and development.  This could easily lead to project failure.

On the other hand, if agile is applied to a straight forward, simple project that has clear requirements and little risk, it will be more costly and time consuming to deliver than if a simple waterfall approach were applied.

To determine the approach that should be used, one should ask whether the process is driven by frequent feedback, if the delivery should be “big bang” or "phased", if a high volume of change is expected, and if the project will invest heavily in quality.  No single approach is suited to all projects; however, the incremental approach is consistently a decent middle ground.

The below diagram is a flowchart demonstrating the process of asking the questions to determine the best methodology.

Diagram reproduced by permission of (C) Kevin Aguanno, World Class Productivity Inc.

Another perspective to choose the approach would be to look at risks - specifically analyzing the costs of delay and the costs of failure.  The diagram below is a matrix outlining how you can determine which methodologies to select tools and techniques from. 

The diagram below is from an article written by Eric Norman that was posted on projectmanagement.com on February 5, 2018.

The project management (PM) and program management (PgM) methodologies outline the processes, templates, and tools within each life cycle phase, and provides a list of potential deliverables with each PM and PgM phase. 

The life cycles of the methodologies pertain to all of the approaches. The difference is how the life cycle is applied. For example, in waterfall, the project or initiative will only go through the project life cycle once. In another approach, such as incremental, the project or initiative will go through the project life cycle many times.

The processes, templates, and tools that are chosen from the methodologies will also depend upon the approach chosen.