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Do You Think Organizations Should Adopt a Single Project Management Methodology for All Their Projects?

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What are project management methodologies? A project management methodology is essentially a set of guiding principles and processes for managing a project. Your choice of methodology defines how you work and communicate. So how do you choose a project management methodology? What methodology you choose will depend on your team, project-type, and project-scope. Choosing project management methodologies (PMM) is one of the first decisions you’ll have to make as a project manager. What methodology you pick will have a profound and ongoing impact on how you and your team works

Different project management methodologies have their own pros and cons for different project types. Some are geared for speed, some for comprehensiveness.

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There’s method in his madness, goes the oft-quoted Shakespeare line. There’s a reason it’s used so often. It’s true. Not just in the case of “Hamlet,” of course, but in explaining any purpose or reasoning behind an action. The motivation behind the process of managing a project can seem inexplicable to some, especially if they’re not aware of the many methodologies that have been developed to organize complex plans. But there is a rule that governs all successful projects. However, that process isn’t the same for every project. Project management methodology is just a fancy way of describing a system used to do something. Before you begin any project, you need the right project management tools, a good team, and you must know how you’re going to run the project. Some projects lend themselves to certain methodologies. Sometimes it’s at the preference of the project manager. To choose the right methodology for you and your project (or even decide on a hybrid methodology), you should know what they are. There are many, so let’s get started on a summary of the most widely used. Almost any project can benefit from PMBOK, as all projects big and small are going to go through the various stages outlined in the book

It’s a great way to keep everyone on the same page, so to speak, and offers a clear definition of how a project is managed. Another use is that is creates a standardized method to keep working methods consistent across different companies. It is also the basis for PMP certification, which is the gold-standard among project managers, and recognized all over the world. PMBOK is a great traditional framework to run a project.

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Examples of intangible value include enhanced reputation, improvements in management capabilities, enhanced strategic alignment, and the attraction or retention of employees

Another key finding emerging from this research study is the significant role of the organization's culture in determining the implementation of project management practices and the value, which can be realized. Thomas and Mullaly (2008) stated, “The degree of value that organizations realize is determined by how well what is implemented meets the needs of the organization” (p. 360). During the last ten years, organizations are facing increased competition, increased rates of product, service, and process innovation, and an increasing emphasis on time to market. As part of the response to the new challenges and to increase both the number and the strategic importance of projects, many organizations have implemented a new organizational entity, often called the project management office (PMO). Dai and Wells (2004) showed that the number of organizations with PMOs has increased sharply since 1994, and 76% of the executives surveyed are saying they have created a PMO within the past three years. The PMO is clearly an important part of project management practice today.

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In conclusion, the project assessment focuses on defining the project team's strategy for planning and executing the project

Choosing the right project approach involves selecting which project management practices the project management team should perform based on the specific, high-level project characteristics gathered from the project charter and other related environmental factors to adequately plan and execute the project.

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Bouckenooghe, D. (2010). Positioning change recipients' attitudes toward change in the organizational change literature. Journal of Applied Behavioral Science, 46(4), 500–531.

Creswell, J. W, & Plano Clark, V. L. (2011). Designing and conducting mixed methods research—Second edition. Thousand Oaks, CA: Sage Publications.

Dai, C., & Wells, W. (2004). An exploration of project management office features and their relationship to project performance. International Journal of Project Management, 22(7), 523–532.

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