Project Management Methodologies

Every time a new methodology in project management is developed, the possibility of being certified arises.

To become a good project manager essentially two facts are needed:

  1. Knowledge of how to manage all the components and conditions of a project (time, cost, quality, scope, stakeholders, communication, etc.)
  2. The skills to develop each of the activities necessary to achieve the project goals.

Practically, all professional certifications in project management focus on the firsts, which in no way ensures that we are dealing with a good project manager.

After many analysis and researches, it can be seen that the causes of project failure are often linked to lack of communication or misunderstanding, inability to manage change and poor project time management (Francis Bacon said that choosing the right time was to save time, we should add and save resources).

These skills are not usually evaluated in very personal certifications (I would say no one , although in the case of the IPMA it makes an interesting approach).

I am studying in depth the Open PM2 project management methodology, developed by the European Commission, and I consider it a very interesting tool for project managers.

Anyway, every step I take into Project Management Methodologies I am more convinced that the project manager’s skills have to be the best in any business organization.

Regarding the profile of the project manager, there are two positions in relation to the need for him/her to know in depth the subject or specialist of the project to be developed. In this sense, it is important to make an important distinction:

  • There are project outputs, understanding as such the deliverables that have to be made available to the client (machinery, road, software, magazine, etc.)
  • There are tasks and documentation from project management and it is generated by how we work to ensure the success of the project (communications plan, issues plan, change management, stakeholder management, etc.)

I would like to point out that project documentations must be as few as possible and occupy the minimum time possible to achieve the objective of the project, which is none other than to deliver what we have contracted in time, cost, quality and scope.

Project Documentation and related tasks cannot have an excessive role. These are a necessary evil to ensure the success of our project.

If the size of the project allows it, the person in charge of the development of the project outputs and the project documents could be the same. However, when the size and complexity of the project requires it, project could be manage by two different worker with different training and preparation: the first one would be a specialist in the object of the project and the second one would be a specialist in project management.

To conclude, it would be interesting that when we talk about project management methodologies, we should not forget that the best way to manage a project would be «short and sweet».