The project management methodology refers to the practices and the techniques with the procedures that are used for working on a particular discipline. They are important for easy delivering of the project, with application of the different principles, themes, frameworks and the processes. The methodologies help in providing a proper structure that will help in easy delivery of the project.
With this, there is a proper stack which includes the PMIs PMBOK and XP for the simplified processes. The project management helps in the customer collaboration and easy response to the change in the plan, by being agile. (Kerzner, 2013). The individuals and interactions are for the easy processes and the tools where the working on the software is over any type of the comprehensive documentation. This works with the agile projects that are characterised depending upon the demands of the customer.
The agile methodology focus on the collaboration to handle the iterative forms to deliver the works. With this, there are different sets of the values which includes the individuals and the interactions for easy processing and the tool setup, working with the software and comprehensive documentation. The collaboration of the customer over the contract negotiation works with response to the change with being agile to the set of values and principles. The agile management methodology is taken through the series which includes the situation demands rather than any form of the pre-planned processes. (Macombe et al., 2013). Hence, for this, the agile teams work with the unpredictability through the incremental and the iterative forms of the work process. The agile project management process is mainly to handle the execution, planning and evaluating the projects.
The waterfall methodology is to include the theme with the solid planning, and setting the right approach which will help in defining an easy plan for execution. The project manager tends to handle the large working with the executions based on adhering to the requirements. The requirements are defined with mainly focusing on the different phase acts as the input for the next phase. The project is then flowing through the process where there are designing, implementation, testing and maintenance phase. In this, once the testing is done, there is a scope to reflect, and revise to the changes. (Stark, 2015). The waterfall model holds the traditional project management approach where the technology is understood with well documented and the clear requirements. They are able to provide with the better results for the budget, timeline and scope.
Agile is able to work on the planning, with the execution and evaluating the project demands, where the major focus is on the adaptability to change the situations adequately. With this, there are certain ongoing communication of the project team mainly in between them and the client. They include a broad range of the software development with easy focus on the management of flow of work. The activities and the requirements are to take hold of the practices with concrete activities and the products that are the part of the framework. It works with the individuals and the interactions over the processes and tools that work on the software over the comprehensive forms of the documents. (Walden et al., 2015). The agile network helps in management of the final deliverable which depends on the results and continuous collaboration with the project stakeholders.
The waterfall model is for focusing on:
The systems and the requirements of the software which is captured depending upon the requirement of products.
The analysis and then designing will help in building a proper schema with the business rules.
The coding and the development is set through the integration of the software with development forms.
The testing and operations are depending upon the debugging of defects with easy installation, migration, support and the maintenance of the systems.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Macombe, C., Leskinen, P., Feschet, P., & Antikainen, R. (2013). Social life cycle assessment of biodiesel production at three levels: a literature review and development needs. Journal of Cleaner Production, 52, 205-216.
Stark, J. (2015). Product lifecycle management. In Product Lifecycle Management (Volume 1) (pp. 1-29). Springer International Publishing.
Walden, D. D., Roedler, G. J., Forsberg, K., Hamelin, R. D., & Shortell, T. M. (Eds.). (2015). Systems engineering handbook: A guide for system life cycle processes and activities. Wiley.
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