Every scientist knows that reliable Methods are essential for an outstanding result. And project management is also a science in itself. The right method for planning and controlling can make or break a project's success - simply because it is the only way to measure it. Only those who use targeted procedures documentedcan make the right decisions for the project based on the data. Therefore, even the best method is no substitute for thinking for yourself.
Methods do not always fit
The right methods help you to keep the relevant phases, activities, roles and results of your project under control. As there are different methods, these naturally also contain different "tools". If you cannot find a suitable method for your project among the methods listed below, a mixture of different working tools can also result in your own new method for successfully completing your project. In case of doubt, it is always advisable to seek outside professional support for a (software) project.
More from us on the topic of project management.
Guide to the PMBoK
The Guide to the Project Management of Knowledge is probably the most widely used type of project management method. A kind of standard work. The guide lists generally applicable practices that have already proven themselves in practice. This approach divides project management into Processeswhich are divided into five groups: Initiation, planning, execution, monitoring/control and closure. In addition, these processes are divided into four elements (input, output, tools and procedures) and assigned to specific areas of knowledge (e.g. risk management or human resources management).
ICB 3.0
In contrast to the Guide to the PMBoK, the ICB 3.0 is less about the how and more about the who. These "guidelines" specify which competences a project manager should have in order to successfully master a project. The examination procedure developed by the IPMA certified based on these guidelines. If you have the ICB 3.0 reference, this comprises three areas of competence: technical competence, behavioural competence and contextual competence. In order to fulfil these competencies, knowledge of common project management methods is essential. Read more
PRINCE2
The process whose name leads to the noble title is called PRojects IN Controlled Environments. This roughly translates as "Projects in Controlled Environments". This method has already been trialled outside IT and in government environments and consists of four building blocks: the seven basic principles of the method, seven themes of the method, seven processes and adaptation of these three to the project environment. The four building blocks are also subdivided into seven knowledge areas. What sounds complicated is here explained in detail.
HERMES
HERMES, or HERMES 5.1 in the meantime, is an important standard method for project management in IT, especially for IT projects (which is also usually covered here on the blog). HERMES stands for "Handbuch der elektronischen Rechenzentren des Bundes, eine Methode für die Entwicklung von Systemen". The approach is described as an open project management method and serves as a common guideline for service providers and service recipients. Special roles are played by the client, the project manager and the employee. The method is divided into four phases: Initialisation, concept, realisation and introduction. Each phase has a fixed goal (milestone) against which the success of the project can be measured. You can find out more here.
Scrum
Dynamism and flexibility: these are characteristics that this method aims to secure. It is therefore particularly at home in software development projects. The basic idea is that the project is not precisely planned from start to finish, thus avoiding too much management activity. This is intended to ensure that all project participants can develop creatively and productively to the greatest possible extent. This is based on four principles. The principle of self-organisation, the pull principle (input is controlled by the team), the time-box principle (time-limited work steps) and the principle of usable business functionality (project result must meet the specifications). More about Scrum is available here.
V-Modell XT
The V-model was developed in a public framework for the project management of IT system development projects in Germany. The XT was only added later and still stands for eXtreme Tailoring today, as the method simplifies project-specific project management. adjustments wants to guarantee. The V in turn is intended to visualise the idea of contrasting two different dimensions: Specification + Decomposition and Realisation + Integration. Only the activities and results of a project are defined in the model itself. There is no precise time schedule. The classic phase model is also omitted. How this works is here described.
