Standard Methodologies are useful in some PM environments.
PRINCE 2 is currently the UK standard for local government for example.
Within this environment it is useful to have a standard methodology as information is common throughout the government chain
Interpretation of a methodology however can be varied and the bureaucracy of maintaining it can sometimes make the actual project management a worthless activity.
Furthermore the standardisation may not be suitable through all levels of an organisation. Normally these methodologies are created at a corporate level but when it filters through to the lowest level it becomes unworkable. It may be sometimes neccesary to introduce summary methodologies to suit that level of work. In my organisation for example a standardised one has been created for the telecoms market but even this is unworkable throughout the corporation.
I dont think it is possible to have a worldwide methodology unless it is very simplistic due to the varied nature of project management.
My personal opinion is that the best methodology is one whereby the project management of a task is the responsibility of the activity owner.
The word "standard" let me feel serious. In project management, "standard" may not apply, I think. Projects are various in all factors, never identical the same.
Instead a structural, reasonable and acceptable approach may be more appropiate. Compromise and agreed by all concerned parties for a project far more importance. Then extend same methodology to similiar project, further in industry. Crossover the development, feedback, review and fine tuned all steps.
If everyone, hopefully world wide, explicit their experience, analyse these information, structure it, more or less have same effect of PMBOK.
Member for
16 years 9 monthsRE: Developing a project management methodology
Standard Methodologies are useful in some PM environments.
PRINCE 2 is currently the UK standard for local government for example.
Within this environment it is useful to have a standard methodology as information is common throughout the government chain
Interpretation of a methodology however can be varied and the bureaucracy of maintaining it can sometimes make the actual project management a worthless activity.
Furthermore the standardisation may not be suitable through all levels of an organisation. Normally these methodologies are created at a corporate level but when it filters through to the lowest level it becomes unworkable. It may be sometimes neccesary to introduce summary methodologies to suit that level of work. In my organisation for example a standardised one has been created for the telecoms market but even this is unworkable throughout the corporation.
I dont think it is possible to have a worldwide methodology unless it is very simplistic due to the varied nature of project management.
My personal opinion is that the best methodology is one whereby the project management of a task is the responsibility of the activity owner.
Member for
23 years 8 monthsRE: Developing a project management methodology
The word "standard" let me feel serious. In project management, "standard" may not apply, I think. Projects are various in all factors, never identical the same.
Instead a structural, reasonable and acceptable approach may be more appropiate. Compromise and agreed by all concerned parties for a project far more importance. Then extend same methodology to similiar project, further in industry. Crossover the development, feedback, review and fine tuned all steps.
If everyone, hopefully world wide, explicit their experience, analyse these information, structure it, more or less have same effect of PMBOK.