Project Management Methodologies

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Integrating Project Management Principles into a Six Sigma Project System Member Content
-by Daniel Zucker, PMP
Systems are developed in companies to lower costs, develop new products, and continually improve the products or services offered. Integrated systems evolve by using the strengths of multiple systems to continually improve the efficiency of the organization. The purpose of this article is to suggest a possible integration of the methodology from Six Sigma with the tools and processes from project management.

The Application of Measures and Metrics of Lean and Agile Techniques in Project Management Member Content
-by Rex B. Reagan, PMP
A strong program of measures and metrics is essential for ensuring that objectives are met. This article takes a look at the significance of Lean Six Sigma and its potential impact on programs and projects and the value attained from accumulating measures and metrics from data derived from its application. This article will also introduce the agile methodology and its effects on process improvements.

The Harmonization of DMAIC and the PMBOK® Guide for Pharmaceutical Lean Six Sigma Projects Member Content
-by Michael Herskovitz
With the increased emphasis within the pharmaceutical industry on business productivity through the integrated application of Lean Six Sigma (LSS) and disciplined project management methodologies, this paper offers an expanded definition of the classical Define-Measure-Analyze-Improve-Control (DMAIC) project life cycle by incorporating aspects of PMI's PMBOK® Guide methodology and creating a new life cycle, DMAI2C2, that will assist productivity improvement project teams in creating a project roadmap that leverages the best of both the LSS and PMBOK® Guide methodologies.

Maximize Shareholder Value with Value-Based Project Management Member Content
-by Brent J. Bahnub, PMP, CTP
It may surprise you to learn that most project management governance processes are misaligned to shareholder value; additionally, advances in business intelligence amplify the need for better alignment of project management governance and shareholder value. In many cases, projects requiring small investments have significantly larger benefits than large-investment projects supported by a small army of project managers; however, these low-investment, high-value projects (“gems”) are not provided the project management resources to adequately quantify, plan, communicate, and deliver the desired results.

Object-Oriented Project Management (O2PM) Objectizing Work Member Content
- by K.R. Chandrashekar
Most of the project management methodologies are task based, thus demanding the project manager orchestrate continuously to maintain the health of the project. O2PM is a new project management methodology that marries two well-developed areas—object-oriented analysis and project management. In O2PM, we move away from the task-based allocation of work to the deliverable-based allocation of work, which will bring about many changes in the way we look at work allocation and monitoring.

Lean Project Management: A Study of Application Member Content
- by Dorothea T. Pomfret, D.M., PMP
One needs only to "Google" lean project management (LPM) to appreciate the call for a new, more streamlined approach to project management. Is the so-called lean approach to project management necessarily different from traditional project management? If the answer is yes, what is LPM, and more importantly, how does it foster more efficient accomplishment of project work? The purpose of this paper is to explore the concept of LPM by examining a Fortune 100 organization's application of lean to some of its project work.

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