Project Management Theory and Practice

PROJECT MANAGEMENT THEORY AND PRACTICE
LINEAR (WATERFALL)
The waterfall technique is a linear project

management strategy, which at the beginning of the
project brings together stakeholder and customer
needs, and then creates a sequential project plan to
meet these objectives. The waterfall model is so
called because each step of the project falls into the
next stage, continuously descending like a waterfall.
It's a comprehensive, organized and lengthy time
approach because it works. Some of the sectors that
utilize the waterfall approach frequently include building, IT and software development. For
example, the waterfall life cycle or SDLC waterfall is commonly used to manage software
engineering projects. Gantt charts are the primary tool for waterfall project management. Using a
Gantt chart you may plot subtasks, dependencies and every step of the project as it passes
through the waterfall lifecycle.
Phases
At least 5 to 7 stages follow the waterfall method in strict linear sequence, in which a step
cannot begin until the preceding phase is finished. The exact titles of the waterfall stages vary,
but initially they were described as follows by its creator, Winston W. Royce:
Needs: The essential element of the waterfall approach is to collect all client requirements at the
start of the project, so that all subsequent phases may be scheduled until the product is
completed, without any more customer contact. It is believed that in this waterfall management
phase all criteria can be met.
Design: The waterfall design phase is ideally split into two sub-phases: logical design and
physical design. When potential solutions are discussed and hypothesized, the logical design
subphase. The sub-phase of physical design is when these theoretical concepts and schemes are
converted into specifications.
Implementation: The implementation phase consists of programmers assimilating previous

stages' requirements and specifications and generating real code.
Verification: This is when the client checks the product to ensure it fulfills the criteria set out at
the start of the waterfall process. The finished product is released to the client.
Maintenance: During the maintenance phase, the client frequently uses the product to detect
faults, inadequate features and other problems during production. The manufacturing team
should apply these fixes till the client is pleased.
AGILE
The agile approach to the

management of a project that focuses on
fast change and adaptability is iterative,
adaptable. The purpose for this flexibility
is to provide the client with value quicker.
A team that exercises agility works
progressively, continually assesses needs
and outcomes and reacts rapidly to
changes. Agile also focuses on
cooperation and keeping communication
channels open. The agile team must have confidence and an acceptance of change. There is still
an individual who prioritizes tasks (typically known as the product owner), but the agile team
itself decides how to plan the project and to execute it. Yes, Agile has teams that organize
themselves and direct their work! This method is based on the creation of the Agile Manifesto,
authored by seventeen software engineers who have achieved agreement on 12 principles. The
interaction duration or team size is not specified. More about sticking to the specified values,
which may be carried out using scrum, hybrid approach and more.
Steps
1. Start a retrospective meeting : In a retrospective meeting you discussed what went well
and what went wrong during the previous sprint.
2. Run a planning sprint meeting. A Sprint Planning Meeting examines the release and
any modifications, such as priority changes, new features, etc.
3. Build user stories: Detail the user stories to ensure they are properly defined.
4. Create results: Bridge the user history into jobs that typically only last a day.
5. Responsibility for delegates: Assign responsibilities and ownership to team members
to ensure they are committed to completing them.
6. Create a workflow: Put tasks on a board, on a physical board or using software tools
such as kanban boards for project management.
7. Progress track: Use the board to monitor sprint progress as the tasks move from one
stage to the next.
8. Use a burndown chart: create a burndown chart that indicates the amount of tasks or
remaining hours.
SCRUM
Scrum is an agile project management technique

with a small team headed by a master of Scrum, whose
primary task is to eliminate any barriers to working.
Work is being carried out in short cycles termed sprints
and the team meets regularly to discuss current
challenges and any obstacles that need clarification.
Scrum is a project management technique that enables
quick development and testing, in particular in a small
team. Scrum is a method that can adjust to changes in
scope or needs in the management of complex projects.
Scrum teams create high-quality outputs fast and can adapt readily to change by stressing
productivity, concentration and cooperation.
Process
When a client (within or outside) enters the team with a particular requirement, the end
product is divided into several pieces. (Traditionally this was a software requirement, but for any
project that consists of several phases and components, such as a marketing launch, the method
works as well.) The parts are given priority and addressed in a series of brief sprints. Teams may
select their own sprint time if fewer than four weeks are required (one to two weeks is common).
The team provides a product increase at the conclusion of each sprint – mostly a version of the
product that can be delivered if required. Transparency is an important concept in Scrum, so that
teams and stakeholders jointly evaluate the outcomes of each sprint. This ensures that everyone
has their goals and deliverables on the same page and any changes can be addressed
immediately. Teams encourage internal openness through daily standups. During these short,
15-minute sessions, everyone tells what they did last night, what they are planning to do on that
day and any "impediments" (factors that are keeping them from working more efficiently). This
visibility helps identify issues and rapidly lead them to the forefront, so that the team can
confront them collectively and conquer them.
ADAPTIVE
Adaptive project management is a

planned and methodical approach that
enables you to enhance your choices
and practices progressively by
learning from the results of your
actions in previous project phases. As
the term implies, the process of
project management evolves and
adapts to the requirements of the company, eventually increasing commercial value. There are
many variants to the Adaptive Project Framework (APF), with a range of adjustments at each
iteration. The creator of Adaptive Project Framework, Robert K. Wysocki, argues that the APF is
more like writing a recipe than following it. He argues that project managers are responsible for
the way the issue is understood and their approach and methods must be adapted.The main
features of the adaptive framework are:
 Change thrust
 Discovery learning
 Customer driven
What makes APF different from other methods is the fact that it puts the customer as the
key character who chooses the next stage of the project. The customer also has the ability to
totally alter the course of the project.
Processes of adaptive project management (planning, execution, monitoring, monitoring
and evaluation) may include:
Passive
Passive adaptive management enables you to acquire key lessons from the existing
management style throughout the process. You may then utilize the knowledge you get from one
iteration on the next one. In this manner, all associated uncertainties may be minimized.
Active
Active Adaptive Management allows you via trials to find the optimal management approach.
Here are the key stages in establishing Active Adaptive Management:
 Defines and flexibilizes the project approach. In this manner, if required, you may reverse
choices.
 Break into several iterations your project strategy (phases).
 Create a more comprehensive strategy with a timeline and risk list for the next step. Make
sure that you do not prepare for future iterations in detail since you cannot foresee all
possible project modifications.
 Conduct a quantitative risk analysis to assist you understand what will occur in the case
of specific hazards with the project planning.
 Execute and measure one or more project scenarios.
References
Bonnie, E., 2015. What is the Difference Between Project and Portfolio Management?. [online]
Blog Wrike. Available at: <https://www.wrike.com/blog/difference-project-and-portfolio-
management/> [Accessed 13 August2021].
Duggan, T., 2016. What Is the Importance of Project Scheduling & Its Role in Business
Projects?. [online] Yourbusiness.azcentral.com. Available at:
<http://yourbusiness.azcentral.com/importance-project-scheduling-its-role-business-projects-
9503.html> [Accessed 13 August 2021].
Haughey, D., 2011. Understanding the Project Management Triple Constraint. [online] Project
Smart. Available at: <https://www.projectsmart.co.uk/understanding-the-project-management-
triple-constraint.php> [Accessed 18 August 2021].
Kerzner, H., 2013. Project Management : A Systems Approach to Planning, Scheduling, and

Controlling. 11th ed. [ebook] John Wiley and Sons. Available at:
<https://books.google.ie/books?
id=QgQQC5qRtzgC&dq=Project+Management+Offices+&lr=&source=gbs_navlinks_s>
[Accessed 19 August 2021].
Larson, E. and Gray, C., 2010. Project Management; The Managerial process. 6th ed. New York
Usa: Mcgraw Hill Education, p.574.
Lewin, K., n.d. Lewin's Change Management Model : Understanding the Three Stages of
Change. 1st ed. [ebook] NHS NORTH WEST. Available at:
<http://moodle.gcd.ie/moodle/pluginfile.php/345493/mod_resource/content/1/lewin_s_change_
management_model.pdf> [Accessed 11 August 2021].
Luther, C., n.d. Project Evaluation Strategies. [online] Smallbusiness.chron.com. Available at:
<http://smallbusiness.chron.com/project-evaluation-strategies-42870.html> [Accessed 19 August
2021].
O'Connell, F., 2001. How to run successful projects III; The Silver Bullet. Harlow, England:
Pearson Education.
Phillips, J., 2002. project management; on track from start to finish. Berkeley California USA:
McGraw-Hill/Osborne.
Viswanathan, B., 2015. Understanding the 4 Types of Risks Involved in Project Management.

[online] Project-Management.com. Available at: <https://project-
management.com/understanding-the-4-types-of-risks-involved-in-project-management/>
[Accessed 20 August 2021].

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PROJECT MANAGEMENT THEORY AND PRACTICE

The waterfall technique is a linear project

Implementation: The implementation phase consists of programmers assimilating previous

The agile approach to the

Scrum is an agile project management technique

Adaptive project management is a

Kerzner, H., 2013. Project Management : A Systems Approach to Planning, Scheduling, and

Viswanathan, B., 2015. Understanding the 4 Types of Risks Involved in Project Management.

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