IT Project Methodology

Methodology in projects is defined as guidelines that a project manager can utilize to perform various project deliverables. The project methodology serves the purpose of defining the project scope, indicating time constraint, and outlining the resources needed to accomplish project deliverables (Conyers 2013, p.34). Examples of the methodologies and processes include; project management body of knowledge, prince2, SDLC, waterfall and agile.

The waterfall is a process model designed with non-overlapping phases that ensures successor activities cannot start before the predecessors are completed. Agile is an iterative methodology that allows stakeholder participation in monitoring, risk management, communication, adaption of change, and development of teams in project (Mintzberg 2013, p.63). Projects in controlled environment (PRINCE2) is a model based on experiences emanating from previous projects, and knowledge contributions from various project expertise, project teams, consultants and academics (Hollingworth & Marks 2014, p.56).

The systems development life cycle (SDLC) is a decisional model that is used in development of information systems through a sequential process. Project management body of knowledge (PMBOK) is a comprehensive recognized standard that outlines processes, tools, methods and practices.

Agile and SDLC Methodologies in IT Project Management Framework

In ensuring that project to be successful certain key elements of IT project management framework need to be considered which include; communication management, project management knowledge areas, project stakeholders, common tools and techniques, and project success factors. The Agile and SDLC methods are commonly used in IT development based on the key elements a comparison of the two methods can be done (Chandler 2014, p.36).

Contrast of Agile and SDLC Methodologies

Both Agile and SDLC involves project stakeholders as part of its methodologies in IT development process, the stakeholders include; designers, planners, developers, testers and users. The clear difference is that SDLC contains a low interaction with stakeholders in comparison to agile method that requires constant participation and interactions. Both agile and SDLC have similarities as they both use face to face type of communication that encourages feedback (Conyers 2013, p.84).

In both methods certain tools like communication register, network analysis, stakeholder registers, WBS, statement of work, and project charter can be kept.  The agile method can be distinctive, in addition to the common tools and techniques it requires to others like; Scrum, XP, Kaban, crystal tools to perform its activities. The use of additional tools will require a Scrum master in agile in comparison to SDLC which will require a traditional IT person.

In terms of knowledge areas both methods similarly require to have a cost management plan, project cost estimates, a portfolio management plan, and a milestone schedule. In addition they need to compute a payback and internal rate of investment to establish financial viability of the project. In development of IT project framework executive support is useful factor to consider. Agile and SDLC methods consider user involvement, project experiences, clear objectives, estimates and budgets.  To ensure success is met some of the project management areas need to be developed and implemented by both methods includes plans for; scope management, time, risk management, procurement, and human resource (Chandler 2014, p.46).

Agile and SDLC Methodologies and Project Life Cycle

SDLC methodology adopts a waterfall type of project lifecycle that is a linear representation in non-overlapping stages (Franco & Bennett 2013, p.44). Each stage needs to be completed before the next stage, suitable for longer period IT projects. Figure 1 shows the SDLC model (waterfall PLC).

Figure 1 SDLC (waterfall PLC)

(Source: Dambisya 2014, p.23).

Agile (Adaptive PLC) it is a functionality model that focuses on problem solving in IT project, it considers changes at each stages. Figure 2 shows Agile (adaptive PLC).  

  

Figure 2 Agile (adaptive PLC)

(Source: Dambisya 2014, p.24).

It shows stages and adaptive changes, each stage allows alternatives before the next stage. 

References

Conyers, D. (2013) IT project management: techniques and processes. IDS bulletin, Vol. 38(1), 18-32, p.23-56.

Chandler, A. (2014), Project management methodology guidelines, Cengage publishers, New Delhi.

Dambisya, Y (2014). A review of activities infrastructural projects, University of Limpopo, South Africa: EQUINET publishers.

Franco, L. M. & Bennett, S. (2013) project planning and management: A journal of social of sciences, Vol. 54(8), 12-66.

Hollingworth, S. & Marks, G. (2014) Project management scoping and planning, New Delhi:  India, New Age publishers.

Mintzberg, H (2013). Challenges to the implementation of implementing IT projects, Journal of social sciences Vol. 6, No 3 p. 23-245. 

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