Project Management Methodology Comparisons

Quick reference

• 00:04 Hi, this is Ray Sheen.
• 00:05 We've looked at Sequential, Concurrent, and
• 00:07 the Agile/Scrum project management methodologies.
• 00:10 Now, let's do a head to head comparison.
• 00:13 I will compare the three approaches across a number of different aspects of
• 00:17 project management.
• 00:18 If you are planning on implementing an Agile/Scrum methodology in your
• 00:22 organization.
• 00:23 You may need to address some major cultural change issues,
• 00:26 it won't be enough to just send out a memo.
• 00:28 Roles and responsibilities, communication approaches.
• 00:31 And project expectations will also need to change.
• 00:34 Let's start by looking at the three sides of the project,
• 00:37 Triple constraint triangle.
• 00:38 Scope, schedule and resources.
• 00:41 With respect to scope,
• 00:42 the level of certainty changes across the three approaches.
• 00:46 All scope, from deliverable to tasks, is clearly defined and
• 00:49 managed in the sequential approach.
• 00:51 Concurrent, has the deliverable defined.
• 00:54 But the task details are created and
• 00:56 managed by the project core team, as the project unfolds.
• 00:59 With Agile/Scrum, the deliveriables are set at the beginning of the project.
• 01:03 However these deliverables are prioritized.
• 01:05 They're worked on in priority, until time or money expires.
• 01:09 And then, whatever is completed is delivered.
• 01:11 The rest are saved for another day.
• 01:13 Therefore, in Agile/Scrum, the scope is variable.
• 01:17 While it is generally considered to be fixed with the other two methodologies.
• 01:21 With resources, the situation is a little different.
• 01:24 Again, the Sequential is the most certain.
• 01:26 Estimates for each tasks are created.
• 01:28 And the resources are assigned on the beginning of the project and
• 01:31 are considered fixed for that project.
• 01:34 Resources are also fixed on an Agile/Scrum project, at least for each iteration.
• 01:38 On a Concurrent project, the core team is fixed but they work between themselves.
• 01:43 To decide how best to complete each deliverable.
• 01:45 That often means that one department would do the work to assist another department
• 01:48 with their deliverable.
• 01:50 Normally the Concurrent approach, has the most resource flexibility.
• 01:54 Finally, let's take a look at schedule.
• 01:56 During the planning phase, the Sequential approach is most flexible on schedule.
• 02:01 It considers it's scope and
• 02:02 the resource estimates are available to create a schedule.
• 02:05 That schedule, whatever it turns out to be, is then put into the project plan.
• 02:09 And controlled, just like scope and budget.
• 02:12 However, both concurrent and Agile/Scrum often work to milestones.
• 02:15 That were set, before the project work was fully planned.
• 02:18 Concurrent manages any uncertainty around meeting the date by adding resources.
• 02:23 Agile/Scrum manages uncertainty by reducing scope.
• 02:27 Let's now, do a comparison of responsibilities for
• 02:30 different individuals or roles within the organization.
• 02:34 First, we will look at the roll of senior management.
• 02:37 There are some similarities and some differences.
• 02:39 In their responsibility between the approaches.
• 02:42 In all cases, they're involved in the selection of the project goals.
• 02:45 And it's Sequential, it is through the project charter.
• 02:48 Which often has goals for all three sides of the triple constraint triangle.
• 02:51 Likewise, with the Concurrent approach.
• 02:53 With Agile/Scrum, they set the time and help to prioritize the deliverables and
• 02:58 scope goals.
• 02:59 In all three, they assign or approve at least some of the resources.
• 03:03 However, in the Sequential approach they just assign the project leader.
• 03:06 And that individual works with the functions to get the required assistance.
• 03:10 In the Concurrent approach, they assign the core team members.
• 03:13 And the core team gets the people they need from their functions.
• 03:16 In the Agile/Scrum approach, they assign the Scrum team.
• 03:18 And that is 100% dedicated assignment for the duration of the sprint.
• 03:23 Within the Sequential and Concurrent approaches.
• 03:25 They're involved in regular oversight and monitoring of the project progress.
• 03:29 Within the Agile/Scrum approach, they're only allowed to interact with the team.
• 03:32 And assess progress at the end of the sprint, not during the sprint.
• 03:36 The biggest difference, is in the role or project manager.
• 03:39 In Sequential, they are clearly in charge.
• 03:42 They create and manage the project plan.
• 03:44 Project decisions are made by them.
• 03:46 With Concurrent, they are facilitators of the core team.
• 03:48 The core team creates and manages a project plan.
• 03:51 Project decisions are made by the core team.
• 03:54 With Agile/Scrum, the project management role is split primarily.
• 03:57 Between the Scrum Master and the Product Owner.
• 03:59 The Scrum Master is the facilitator of the process.
• 04:02 The product owner is the manager of the prioritized requirements list.
• 04:06 Both of these individuals handle communication with those outside the team.
• 04:09 Allowing the team to stay 100% dedicated, on just doing the work of the project.
• 04:15 Finally, let's look at the project team members.
• 04:17 In the Sequential approach, they do their assigned task.
• 04:20 Nothing more, nothing less.
• 04:22 With the Concurrent approach, the core team works their tails off.
• 04:25 Doing much of the project management work and the project execution work.
• 04:29 Other team members do work that is assigned to them.
• 04:31 In the Agile/Scrum approach, the team decides how it will do the work.
• 04:35 This requires organized and motivated people on this team.
• 04:39 Finally, let's look at the best and worst application for
• 04:42 each of these methodologies.
• 04:44 First let's look at the Sequential.
• 04:46 The advantage of this approach is the low risk.
• 04:48 It works best with stable projects or standard work.
• 04:51 The risk is low on these cases.
• 04:53 This is also the best approach when there is a great deal of customer or
• 04:56 management involvement.
• 04:58 Since it has the advantage of predictability.
• 05:00 It is not a good fit when many aspects of the project are uncertain.
• 05:04 Or, if it is a crisis project with rapidly changing project dynamics.
• 05:08 The Concurrent approach is great for managing complexity.
• 05:11 Both project complexity and organizational complexity.
• 05:14 The core team, who are both technical experts and leaders in the organization.
• 05:18 Can navigate the complexity and find a solution.
• 05:21 When the project must be shifting or adapting to the organization.
• 05:24 This is an excellent approach.
• 05:26 But the approach relies on an empowered core team.
• 05:29 If one function is dominant,
• 05:31 where the organization is fearful in making team decisions.
• 05:34 Then the core team approach does not work.
• 05:36 One other point, because it is geared for complexity, it is a complex approach.
• 05:41 It is way too much overhead for short, simple projects.
• 05:45 Finally, let's look at the Agile/Scrum approach.
• 05:47 This approach is good with a crisis project or discovery project.
• 05:50 Where the goal is somewhat flexible and often changing.
• 05:53 The reprioritization built into the approach,
• 05:55 allows it to be very flexible and adaptable.
• 05:58 This also works best with the relatively small co-located team.
• 06:02 It is not a good fit for a heavily regulated environment.
• 06:05 That requires permissions and approvals at each step in the process.
• 06:09 Nor does it work well if the team members are not multidimensional and co-located.
• 06:13 As you can see, every methodology has its sweet spot.
• 06:19 But since this is an Agile/Scrum course, we'll focus on that type
• 06:23 of project management methodology in the rest of the sessions of this program.

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