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Defining & Classifying Project Management Methodologies

By Christina Chin May May
and
Assoc Prof Dr Andrew Spowage

University of Nottingham Malaysia

Introduction

Across all industrial sectors, project management has become an essential element in the successful delivery of projects. Regardless of the industrial sector or size of project, project management methodologies (PMM) can be applied to improve the probability of meeting the project goals. It is also widely agreed by researchers that the use of a suitable PMM will increase the likelihood of project success . The advantages of using a PMM have been expressed by a number of authors . The following is a compilation of the various reported advantages:

• Clarifies project goals and objectives

• Work processes are more efficient and effective

• Greater flexibility and adaption of lesson learned from project to project

• Increased accuracy in planning, identifying and managing risks, challenges & complexities

• Assures a greater degree of standardisation

• Clear roles and responsibilities are identified, thus communication is enhanced

• Optimises deliverables and outputs

• Integration of tools, techniques and knowledge to improve present and future projects

• Optimises value from lessons learned

So what is a project management methodology?

There is no universal agreement as to what constitutes a project management methodology. However, from a detailed examination of the many definitions, descriptions and general discussions within the literature we can extract the components of and the requirements to be placed on a PMM…

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About the Author Christina Chin May May Co-Author Christina Chin May May is a PhD student and research assistant at the University of Nottingham Malaysia campus. She had previously worked both in the industry and academic sector. Christina had contributed to the academic literature through her list of publications. She’s a member of the Project Management Institute as well as the Project Management Institute Malaysia Chapter. Presently her research focuses on developing a project management methodology for managing industry-academic strategic alliances R&D projects in Malaysia. This article is part of her research output aimed for feedback to further improve her work. She can be contacted at rezca25@gmail.com.

About the Author Assoc Prof Dr Andrew Spowage Co-Author Andrew Spowage, CSSBB, CEng, CSci, FIMMM, FIMM, is an academic currently based at the University of Nottingham’s Malaysia campus. He’s primary research, teaching and consulting areas of expertise centre on project and engineering management. He has worked on over 100 projects the majority of which focused on lead edge research, innovation and engineering management in the manufacturing, aerospace and defence sectors. Andrew also teaches materials science and management subjects to undergraduate and postgraduate engineers as well as running an active international research portfolio. He has several business interests, has published widely in the academic literature, is a member of the Project Management Institute, the World Future Society, is a Six-Sigma Black Belt, a Chartered Engineer, a Chartered Scientists, a Fellow of the institute of Materials Minerals and Mining as well as the Institute of Materials Malaysia. Andrew can be contacted at andrew.spowage@nottingham.edu.my