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Project managers use models and methods to organize the management approach and execute the project management activities.

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Quick reference

Methods and Models

Project managers use models and methods to organize the management approach and execute the project management activities.

When to use

All projects will use models and methods throughout the lifecycle of the project.  The models are often used when analyzing a project situation to determine appropriate action. The methods are the tools and techniques used to perform the project management activities on the project.

Instructions

Models and methods are an aid to the project manager and project team to simplify their workload by providing a framework for organizing effort and guiding them through their project management activities.

Models

Models are an organizing framework.  Every project is unique.  If the project manager and project team had to reinvent how to approach every project and the challenges in it, the project management task would be daunting.  By using established frameworks, the project management activities are simplified and guidance for interpreting a situation and deciding the best course of action is provided.  Typical models used in project management include:

  • Situational Leadership – interpersonal interactions
  • Communication – patterns and channels
  • Motivation – attitude and impact
  • Change – organizational and team
  • Complexity – technical and organizational
  • Team Development – team life-cycle
  • Project Management Process Groups – categories of interactions

Methods

Methods are tools and techniques that guide the project manager and team members in the performance of their project management activities.  Often these are in the form of a template or checklist.  There are literally hundreds of methods and the project manager must decide which methods should be used on any given project – which is an aspect of project tailoring.  Methods are the ways that many of the best practices identified through lessons learned sessions are passed on to other project teams.  Some of the common categories for methods include:

  • Data gathering and analysis
  • Estimating
  • Meetings and events

Many of the specific methods will be addressed in other lessons of this and other project management courses in the series.   

Artifacts

Artifacts are a special case of project management methods.  They are project documentation that is used to guide, direct and record the project management activities.  They typically result in the creation of a living document that is kept current throughout the life of the project.  The final version of the artifact is maintained in the project historical records to show what was actually done on the project.  Typical project artifacts include:

  • Business Case
  • Project Charter
  • Backlog
  • Risk Register
  • Project baseline plans – budget, schedule, WBS
  • Dashboards
  • Contracts

Hints & tips

  • In many project management situations, there will be multiple project models that can be used.  While the project manager and team can use all of them, normally one model becomes the primary framework for the situation.  For example, when the team is first formed, models for team-building and communication are both applicable.
  • Artifact methods are usually accompanied by a checklist or template.  Use the checklist or template as a guide, when appropriate, these should be tailored for the uniqueness within the project.
  • If a method is not providing the expected benefit, or if it is confusing and frustrating, drop that method and switch to a different one.  There are multiple methods for virtually every project management activity.  Pick the one that works best for you and your team.
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  • 00:04 Hi, this is Ray Sheen.
  • 00:05 Let's talk now about project management methods and models as
  • 00:08 described in the project management body of knowledge, the PIMBOK guide.
  • 00:13 >> Models are used in business management all the time.
  • 00:15 They're the frameworks that managers use to think through business issues and
  • 00:20 activities.
  • 00:20 Within project management these frameworks assist the project manager and team as
  • 00:25 they manage team interrelationships and plan and execute the project work.
  • 00:30 The model's framework simplifies a complex situation which speeds the analysis and
  • 00:35 understanding.
  • 00:36 It effectively filters out the clutter of reality so that the project management and
  • 00:41 team can focus on critical elements of the situation.
  • 00:44 It also helps the project leader and team members to understand something
  • 00:48 about their own behavior and the behavior of those around them.
  • 00:51 There are probably hundreds of models used by managers in business.
  • 00:56 However, a few of them are frequently applied to project management because of
  • 01:00 both their ease of application and the impact they have on project performance.
  • 01:04 Many of these will be addressed in more or
  • 01:07 less detail in other lessons of this course and related courses.
  • 01:11 Situational leadership is frequently used as a model to address the team and
  • 01:15 interpersonal dynamics that are unique within each project and
  • 01:18 even within each project phase.
  • 01:20 There are many models that assists with communication planning and
  • 01:24 diagnosing the underlying causes of miscommunication.
  • 01:27 A key role for any project leader is communication, so
  • 01:30 these models are frequently used by successful project leaders.
  • 01:34 With the rise of virtual teams and
  • 01:35 the heavy use of contractors and vendors on project work,
  • 01:39 models that address how to motivate team members have gained increased importance.
  • 01:43 Projects are frequently used to introduce new systems or
  • 01:47 ideas in the organization or to fix existing problems and issues.
  • 01:51 Therefore, change management models are useful for
  • 01:54 planning and monitoring project performance.
  • 01:56 Depending upon the nature of the project work, there are often complexity
  • 02:00 models that can help the project team to decompose the activities and
  • 02:04 focus their efforts.
  • 02:05 This complexity could either be technical aspects of the project work or
  • 02:09 organizational structural complexity.
  • 02:11 A commonly used category of models to help project teams is the team
  • 02:15 development life cycle.
  • 02:17 Since project teams are often ad hoc and temporary,
  • 02:20 applying a good development model can speed the team maturity and performance.
  • 02:25 Another commonly used category of models is the project phases.
  • 02:31 Different industries and disciplines have different models for guiding work and
  • 02:35 project interactions.
  • 02:37 Models provide a framework to analyze situations but
  • 02:40 methods are what we use to actually take action and do the work.
  • 02:45 Methods are how the work is done.
  • 02:47 There are techniques or
  • 02:48 processes that we use to accomplish project management activities.
  • 02:52 In some cases, they're the techniques we use to create project deliverables.
  • 02:56 While some methods are customized or unique to a specific project,
  • 03:01 many are generic and can be used on different types of projects.
  • 03:05 In fact, most of the best practice project management tools and techniques are just
  • 03:09 good management techniques that can be used in any circumstance.
  • 03:12 However, there are some methods that are unique to project management environment.
  • 03:17 Projects are temporary endeavors.
  • 03:19 The methods used for gathering data on projects
  • 03:22 are often temporary since they only apply to that project.
  • 03:25 Some methods are unique to project management activities such as estimating
  • 03:29 task scope and duration, and there are many methods that are associated with
  • 03:33 various types of project communication.
  • 03:35 In this program and other related project management programs,
  • 03:39 many of the lesson modules will be devoted to explaining and
  • 03:42 demonstrating how to use project management methods.
  • 03:46 A special case of project management methods is the templates and
  • 03:49 checklists that are used to create project management artifacts.
  • 03:53 These artifacts are directly applicable to project management and often are used to
  • 03:58 communicate with key stakeholders and the creation of the project historical files.
  • 04:03 They often form the primary project records.
  • 04:06 Some standard project management artifacts are frequently used and therefore,
  • 04:11 checklists and templates are established to allow other projects to quickly create
  • 04:16 the equivalent artifacts on their project.
  • 04:18 Many times these project artefacts are living documents used to support
  • 04:22 the overall project management activity.
  • 04:25 As living documents they are kept current throughout the lifecycle of the project.
  • 04:30 Examples would include a project charter, the business case, the backlog or
  • 04:35 work breakdown structure, project baseline plans, risk registers,
  • 04:39 dashboards, and even project contracts.
  • 04:42 >> The models, methods and artifacts, which are special case methods,
  • 04:46 provide guidance to the project team.
  • 04:48 You don't need to reinvent the wheel with each project.
  • 04:50 Instead, rely on these to assist the project team in applying
  • 04:55 good management practices.

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