Practical Project Methodology

A practical project methodology is a set of instructions and steps for people to follow in doing a project. There is great advantage to the organization from having a methodology which is followed on all projects. This does a couple of things for the organization:
1. Every executive who sponsors projects and everyone who works on projects will have a consistent set of rules to follow. That saves time on every step because you don’t need to figure out how to do it; you don’t need to reinvent the wheel.
2. A methodology allows the organization to control how resources are used on projects. The methodology usually includes a procedure for initiating a project and securing some level of approval for using company personnel and money. Project Methodology Main Page
Those two very important benefits are often not realized because the methodology that is developed in the organization is not practical. A frequent flaw is too many forms, too many meetings and too much wasted time on bureaucratic procedures.  This added level of bureaucracy has project managers asking executives, “Do you want me to do the project or fill out all these damn forms?” The way to avoid this is to have practicing, practical-minded project managers develop the methodology. The goal of the methodology is to standardize things, not make everybody a better project manager.

A practical project methodology and project best practices are a minimum requirement for project success but not the key to success.  The people are the key to success and a practical methodology considers this.  A methodology is most  useful when working on critical projects, or when you need to improve the general health and performance of the organization in running projects.  But too often the methodology does little more than create burdensome paper work.

practical project methodology

Following a project methodology

This practical project methodology is based on my experience and lessons learned from failures.  A  methodology should be simple like “adding eyes and ears to watch your back.”  As trivial as it may sound, it can save the day.

A project is an ad-hoc organization with clear goals and accountability structure. The PM and Sponsor are ultimately accountable and must  leverage the resources the organization has allocated and achieve the specific scope. We have project failure when the accountable individuals don’t have a simple methodology to follow. In many cases it fails from weak scope management which is a result of weak stakeholder management. In other cases it fails from PM’s getting overwhelmed from the tracking activities, managing communication and loosing the big picture (like missing the forest when looking for the tree).

However, I have seen projects where a complex methodology was followed by the book and still failed. It failed because the sponsor and PM failed to gather together a group of high energy, responsible people who could enforce the plan and oversee the daily activities. My experience is that the most important aspect for these people to be effective is the right combination of energy and responsibility. At this task, even someone fresh from university, but with the right biology can be a much better team member than an experienced person. As a closing point, making sure to involve the right persons in regards to the character traits is the first, and maybe most important, step to improve project performance.

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