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Top 10 Project Management Methodologies: An Overview

There are many different project management methodologies, and they all have pros and cons. Some of them work better in particular industries or projects , so you’ll need to learn about project management methodologies to decide which one works best for you.

What Is a Project Management Methodology?

A project management methodology is a set of principles, tools and techniques that are used to plan, execute and manage projects. Project management methodologies help project managers lead team members and manage work while facilitating team collaboration.

We’ll go through some of the most popular project management methodologies, which are applied in many sectors such as software development, R&D and product development.

Top 10 Project Management Methodologies

If you manage projects, you need to learn about project management methodologies. Here’s a quick overview of the most commonly used project management methods that you can use.

1. Waterfall Methodology

This may be the most straightforward and linear of all the project management methods in this list, as well as the most traditional approach. The name is apt, as the waterfall methodology is a process in which the phases of the project flow downward. The waterfall model requires that you move from one project phase to another only once that phase has been successfully completed.

When to use it: The waterfall approach is great for manufacturing and construction projects , which are highly structured, and when it’s too expensive to pivot or change anything after the fact. The waterfall method makes use of Gantt charts for planning and scheduling.

2. Agile Methodology

What it is: In a nutshell, Agile project management is an evolving and collaborative way to self-organize across teams. When implementing the agile methodology , project planning and work management are adaptive, evolutionary in development, seeking early delivery and are always open to change if that leads to process improvement. It’s fast and flexible, unlike waterfall project management.

The agile methodology offers project teams a very dynamic way to work and collaborate and that’s why it is a very popular project management methodology for product and software development. That’s because what we think of as agile really appeared in 2001 with the publication of the “Manifesto for Agile Software Development,” authored by 17 software developers.

When to use it: The practice originated in software development and works well in that culture. How do you know if agile is for you? It has been applied to non-software products that seek to drive forward with innovation and have a level of uncertainty, such as computers, motor vehicles, medical devices, food, clothing, music and more. It’s also being used in other types of projects that need a more responsive and fast-paced production schedule , such as marketing.

3. Scrum Methodology

What it is: Scrum is a short “sprint” approach to managing projects. The scrum methodology is It’s ideal for teams of no more than 10 people and often is wedded to two-week cycles with short daily meetings, known as daily scrum meetings . It’s led by what is called a scrum master . Scrum works within an agile project management framework, though there have been attempts to scale Scrum to fit larger organizations.

The term scrum was introduced in a “Harvard Business Review” article from 1986 by Hirotaka Takeuchi and Ikujiro Nonaka. It became a part of agile when Ken Schwaber and Mike Beedle wrote the book “Agile Software Development with Scrum” in 2001. Schwaber formed the Scrum Alliance in 2002, a certified scrum accreditation series. Schwaber left the Scrum Alliance in 2009 to start a parallel accreditation organization called Scrum.org.

When to use it: Like agile, the scrum methodology has been used predominantly in software development, but proponents note it is applicable across any industry or business, including retail logistics, event planning or any project that requires some flexibility. It does require strict scrum roles , however.

4. Project Management Body of Knowledge (PMBOK)

What it is: This is the granddaddy of methodologies if it’s a methodology at all. The Project Management Institute (PMI) is a not-for-profit membership association, project management certification and standards organization.

This organization produces a book called the “Project Management Body of Knowledge” or PMBOK. The PMBOK provides definitions and guidelines for project planning, scheduling, executing and controlling. For example, the project management process groups describe the project life cycle, while the 10 project management knowledge areas explain how to manage a project.

When to use it: Almost any project can benefit from PMBOK, as all projects big and small are going to go through the various stages of the project life cycle 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.

The Project Management Institute it’s also the organization that grants various project management certifications such as the project management professional (PMP) certification, which is the gold standard among project managers and is recognized all over the world. PMBOK is a great traditional framework to run a project.

5. Critical Path Method (CPM)

What it is: In the critical path method (CPM), you build a model of the project, including all the activities listed in a work breakdown structure , the duration of those tasks, what if any task dependencies there are and marking off milestones to indicated larger phases of the project or points in which your project deliverables are due.

With this information, you can identify the longest sequence of tasks to finish the project, which is called the critical path. You’ll need to keep an eye on those tasks because if one of them is delayed, the whole project will be delayed.

The critical path method was developed in the late 1950s by Morgan R. Walker of DuPont and James E. Kelley, Jr., of Remington Rand. DuPont was already using a precursor of CPM as early as the 1940s, and it was applied to the Manhattan Project.

When to use it: CPM works better with smaller or mid-sized projects. The larger the project, the more difficult it can be to take all the data you need to diagram and make sense of it without project management software .

6. Critical Chain Project Management (CCPM)

What it is: In , you’re focusing on resources that you’ll be using to complete the project, such as teams, equipment, office space, etc. It’s a less technical method of project management that doesn’t put as much emphasis on task order or schedule , but rather on balancing resources and keeping them flexible.

First introduced in 1997, in the book “Critical Path” by Eliyahu M. Goldratt, it has been credited with making projects anywhere from 10-50% faster and/or cheaper.

When to use it: CCPM can be applied to both large and small companies, and for projects that include industries such as construction, software development and tech research and development.

7. Kanban Methodology

What it is: The kanban methodology is a visual approach to project management. The name is literally billboard in Japanese. It helps manage workflow by placing tasks on a kanban board where workflow and progress are clear to all team members. The kanban methodology helps reduce inefficiencies and is a great project management tool for many purposes such as lean manufacturing or agile projects.

Kanban project management has been around since the late 1940s when it was studied by Toyota used the rate of demand to control the rate of production of its vehicles. The car company applied it to its lean manufacturing model, known as the Toyota production system.

With the dawn of visual planning boards in software in our era, like Trello, there are now new uses for kanban tools and kanban methods. Agile teams use kanban boards for story-boarding user stories and for backlog planning in software development.

When to use it: Another process developed initially for manufacturing and for software teams, the kanban method has since expanded and has been used in human resources, marketing, organizational strategy, executive process and accounts receivable and payable. Almost anyone can plan with Kanban boards, adding cards to represent project phases, task deadlines, people, ideas and more. Kanban software makes this methodology especially accessible.

8. Extreme Programming (XP)

What it is: It sounds like some dangerous sport the kids are into, but in fact, XP is a type of agile software development with short development cycles and multiple releases to improve productivity. Customer requirements are sought and can adapt to the course of the project.

Created by Kent Beck while working on the Chrysler Comprehensive Compensation System payroll project, he literally wrote the book (“Extreme Programming Explained”) in 1999. But many of its practices have been around for a while.

When to use it: When requirements change frequently, then you’ll want to use a methodology such as XP. It’s good when your customer doesn’t have a clear idea of what they want.

9. Lean Methodology

What it is: Lean project management is what you’d think it is from its name: a way to cut waste and in so doing increase value in projects and manufacturing processes. So, lean focuses on eliminating waste from key processes to continuously be impacting positively on the value stream. It does this by optimizing separate technologies, assets and verticals.

Lean project management goes back to Henry Ford and his flow production for automating the process of building cars. Toyota picked up on the idea, as well, extending their idea beyond manufacturing to the continuous improvement of the product development process.

Today, software development teams run lean processes to focus on end-user feedback and increased value, which means Lean methodology has taken on a new meaning, particularly with the publishing of Lean Startup, by Eric Ries, who advocates for rapid prototyping, end-user feedback and early and rapid product delivery.

When to use it: Lean project management was first developed by Toyota and is obviously a great methodology for manufacturing. In fact, it’s also referred to as lean manufacturing , but it has been adopted by construction and education industries, among others in the manufacturing space and countless startups and software development firms looking to drive products focused on the end-user.

10. Six Sigma

What it is: Introduced by engineers working at Motorola in the mid-1980s, Six Sigma works to improve quality by identifying what is not working in the project. It applies quality management, including empirical statistics, and employs personnel who are experts in these disciplines. There is also a Lean Six Sigma that adds lean methodology to eliminate waste.

As a doctrine, it says that continued efforts to achieve results that are stable and expected are most important to success. Processes can be refined and improved. It takes the whole organization, from the top down, to sustain quality in a project.

When to use it: This methodology works best in larger organizations. Even companies with a few hundred employees are likely too small to take advantage of its benefits. It requires a certification to practice. Learn about six sigma certification here.

11. PRINCE2

What it is: PRINCE2 stands for Projects IN Controlled Environments and is a structured certified methodology. It was initially created by the UK government for IT projects. PRINCE2 is not like other traditional methods like waterfall, in that it’s not a one-size-fits-all solution, but follows seven principles, themes and procedures.

When the UK government adopted standards for IT systems in 1989, they called in PRINCE. PRINCE2 came about in 1996 as a more general project management method. It is now a popular project management methodology throughout all UK governmental agencies and the United Nations.

When to use it: Adopted by many other countries’ governments, PRINCE2, so, as you can imagine, it’s not always suitable for smaller projects.

ProjectManager Works with Any Project Management Methodology

There are almost as many methods to manage as there are projects. But they all share one thing in common: getting deliverables done on time and within budget. No matter which project management methodology you choose ProjectManager is the one software you’ll need to do it.

Tools for Waterfall Project Management

Waterfall is structured. One thing follows the next and it’s all planned out. No problem. ProjectManager has an online Gantt chart . Import your task list to start a new project. Add due dates and the tasks populate a timeline. Link-dependent tasks to avoid bottlenecks. Set milestones to separate the project into phases. You control the project step by step.

Tools for Agile Project Management

Gantt charts aren’t going to help as much as other project tools if you’re working in an agile framework. That’s true, but ProjectManager is flexible enough to serve scrum teams with multiple project views.

Use the kanban view to map out your sprint. Product backlogs are collected on cards, which can be prioritized for scrum teams to know which user story to work on first. Then the sprint can be archived, so when doing a sprint retrospective, teams can learn from their mistakes and improve the process.

Multiple Views for Diverse Teams

What if your organization is larger, with different divisions, some that work with an agile project management framework and others with a more traditional waterfall methodology? What’s great about ProjectManager is that it can switch from one view to the other, giving IT teams a kanban board view for their scrum sprints and managers a Gantt chart for a bigger project planning overview.

The real-time dashboard and reporting features gather the same data and crunch the same numbers, so whatever project management method you use is tracking the same results.

Yes, ProjectManager is an award-winning project management software for a reason. It’s flexible enough to work in an agile environment, traditional waterfall methodology or a hybrid of the two. You decide, not the software, which means ProjectManager is the one tool to bring in your project, however, you manage it, successfully.

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There are more project management methodologies, but these are some of the most popular. Regardless of which you use, you need a project management tool to best manage all your processes and projects. ProjectManager is an online PM tool, so whatever methodology is right for you our software will help you apply it to a successful end. Try it free for 30 days and see for yourself.

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Project management methodologies: 12 popular frameworks

Project management is an ever-evolving field that requires a number of approaches to be successful. Learning the most popular project management methodologies can help you become an industry expert. 

In order to be the best possible project manager , learn about each of these 12 frameworks to find the one that best fits your team’s needs. 

12 project management frameworks

What it is: The Agile project management methodology is one of the most common project management processes. But the reality is that Agile isn’t technically a methodology. Instead, it’s best defined as a project management principle. 

The basis of an Agile approach is:

Collaborative

Fast and effective

Iterative and data-backed

Values individuals over processes

When it comes to putting the Agile manifesto in place, teams often choose specific methodologies to use alongside Agile. These could include Scrum, Kanban, extreme programming, crystal, or even Scrumban . That's because connecting Agile methodology with a more detailed approach produces a well-rounded project management philosophy and a tangible plan for delivering great work. 

Who should use it: The Agile framework can be used for just about any team. This is because the principle behind it is rather universal. The real trick is deciding which methodology to use with it.

2. Waterfall

What it is: The waterfall model is also a very popular framework. But unlike Agile, waterfall is an actual methodology that is rather straightforward. The waterfall methodology , also known as software development life cycle (SDLC), is a linear process in which work cascades down (similar to a waterfall) and is organized in sequential order. 

To achieve this approach, each work task is connected by a dependency. This means each task must be completed before the next task can be started. Not only does this ensure that work stays on track, but it also fosters clear communication throughout the process. 

While viewed as a traditional approach by some modern organizations, this method is good for creating a predictable and thoroughly planned-out project plan . 

Who should use it: Since the waterfall project management methodology is so detailed, it’s great for working on large projects with multiple different stakeholders. This is because there are clear steps throughout the project and dependencies that help track the work needed to reach goals. 

What it is: The Scrum methodology involves short “sprints” that are used to create a project cycle. These cycles span one to two weeks at a time and are organized with teams of 10 or less. This is different from the waterfall approach where individual tasks are broken down into dependencies.

Scum is unique for a variety of reasons, one being the use of a Scrum master. Or, in other words, a project manager that leads daily Scrum meetings, demos, sprints, and sprint retrospectives after each sprint is completed. These meetings aim to connect project stakeholders and ensure tasks are completed on time. 

While Scrum is technically a project management methodology in its own right, it’s most commonly associated with an Agile framework. This is because they share similar principles, such as collaboration and valuing individuals over processes. 

Who should use it: Teams that use an Agile approach should use, or at least try, the Scrum methodology as well. Since sprints are divided into small teams, this approach can work for both small and large teams. 

What it is: The Kanban methodology represents project backlogs using visual elements, specifically boards. This approach is used by Agile teams to better visualize workflows and project progress while decreasing the likelihood of bottlenecks. It’s also usually in the form of a software tool that allows you to change and drag boards seamlessly within projects, though it’s not a requirement. 

Since this method doesn’t have a defined process like others, many teams use it differently. The main concept to keep in mind is that Kanban aims to focus on the most important project tasks, keeping the overall framework simple.

Who should use it: Kanban boards are great for teams of all sizes and specifically remote-first teams. This is because the visual capabilities of Kanban boards help team members stay on track no matter where they are. 

5. Scrumban

What it is: As you may have guessed, Scrumban is a methodology that draws inspiration from both Scrum and Kanban frameworks. Some think of this as a hybrid approach that incorporates the best of each. 

Scrumban uses a similar sprint cycle as Scrum but allows individual tasks to be pulled into the plan like Kanban. This allows the most important work to be completed and keeps project plans simple. Scrumban also uses Scrum meetings to enhance collaboration and keep goals top of mind. 

Who should use it: If you like the idea of breaking down a project into smaller tasks, but likewise want to keep it visually simple, Scrumban might be for you. It’s the perfect intersection of simplicity and clarity.  

What it is: PRINCE2 , otherwise known as PR ojects IN C ontrolled E nvironments, uses the overarching waterfall methodology to define stages within a project. It was initially created by the UK government for IT projects and still primarily suits large IT initiatives over the traditional product or market-focused projects. 

There are seven main principles of PRINCE2, which include:

Starting a project

Directing a project

Initiating a project

Controlling a project

Managing product delivery

Managing a stage boundary

Closing a project

These seven principles create a thorough project process and make for an effective enterprise project methodology altogether. It aims to define roles and back management. Not only that, but PRINCE2 can be used to streamline a ton of individual project management tasks, like controlling a stage, managing product delivery, and initiating and closing a project. 

Who should use it: Due to the particular nature of the PRINCE2 project management methodology, it’s best suited for large enterprise projects with a number of project stakeholders . Using it for small projects may create a longer and more complicated process than necessary. 

7. Six Sigma

What it is: Unlike the other PM methodologies, Six Sigma is used for quality management and is frequently described as a philosophy rather than a traditional methodology. It is often paired with either a lean methodology or Agile framework, otherwise known as lean Six Sigma and Agile Six Sigma. 

The main purpose of Six Sigma is to continuously improve processes and eliminate defects. This is achieved through continuous improvements by field experts to sustain, define, and control processes. 

To take this method one step further, you can use a Six Sigma DMAIC process, which creates a phased approach. These phases include:

Define: Create a project scope , business case , and initial stand-up meeting.

Measure: Collect data that helps inform improvement needs.

Analyze: Identify the root causes of problems. 

Improve: Solve the root causes found.

Control: Work to sustain the solutions for future projects. 

Who should use it: Six Sigma is best for large organizations, usually those with a few hundred employees or more. This is when the need to eliminate project waste starts to have a larger impact on your organization. 

8. Critical path method (CPM)

What it is: The critical path method works to identify and schedule critical tasks within a project. This includes creating task dependencies, tracking project goals and progress, prioritizing deliverables , and managing due dates—all of which are similar to a work breakdown structure .

The objective of this methodology is to properly manage successful projects at scale so that milestones and deliverables are mapped correctly. 

Who should use it: The critical path method is best for small and mid-size projects and teams. This is because large projects require many deliverables with multiple stakeholders and the CPM isn’t built to manage complex projects. 

9. Critical chain project management (CCPM)

What it is: The critical chain project management framework is closely related to the critical path methodology but is even more detailed, making it one of the most comprehensive options. 

Along with implementing a work breakdown structure like CPM, CCPM includes specific time requirements for each task. This helps take task tracking one step further, making it clear when tasks are going over their allotted time. It also uses resource leveling which aims to resolve large workloads by distributing work across available resources. 

Not only do these help both productivity and efficiency, but they also help connect the work needed to be completed with project goals. Many project management tools even have visual elements to better visualize these goals, creating an organized road map for team members. 

Who should use it: CCPM is a great method for both small and large teams, but it mostly helps solve project efficiency problems . It can also be a great way to report work in progress to leadership. 

What it is: The lean project management methodology aims to cut waste and create a simple framework for project needs. This ultimately means doing more with less in order to maximize efficiency and teamwork. 

While reducing waste originally referred to a physical product (which dates back to the method used by Henry Ford and later by Toyota and Motorola), it now refers to wasteful practices. There are three Ms that represent this:

Muda (wastefulness): Practices that consume resources but don’t add value  

Mura (unevenness): Occurs through overproduction and leaves behind waste 

Muri (overburden): Occurs when there is too much strain on resources  

As a project manager, your job is to prevent the three Ms in order to better execute projects and streamline processes. This is similar to the approach of rational unified process (RUP), which also aims to reduce waste. The difference is that RUP aims to reduce development costs instead of wasteful practices. 

Who should use it: Since lean is all about reducing waste, it’s best suited for teams struggling with efficiency issues. While this will have a greater impact on large organizations, it can be helpful for project teams of all sizes. 

11. Project management institute’s PMBOK® Guide

What it is: While the PMI’s Project Management Body of Knowledge is associated as a project management methodology, it’s more closely related to a set of best practices that take into account various development processes. 

This framework focuses on implementing the five project management phases , all of which help easily manage a project from start to finish in a structured phase approach. The five phases include:

Project initiation

Project planning

Project executing

Project performance

Project closure

While this is a good foundation to keep in mind, the PMBOK® Guide isn’t necessarily as specific as other approaches. This means you’ll need to decide which tasks to complete in each phase. 

Who should use it: The PMBOK® Guide can be used on its own for small teams on standard projects, though it’s a good idea to pair it with a more detailed methodology (like CPM) for large teams handling complex projects. 

12. Extreme programming (XP)

What it is: As the name suggests, extreme programming is used for fast-paced projects with tight deadlines. The approach works by creating short development cycles with many releases. This makes for quick turnaround times and increased productivity . 

Extreme programming has a few core values, which include simplicity, communication, feedback, respect, and courage. It also includes a specific set of XP rules which includes all phases from planning to testing. 

Who should use it: Extreme programming can be used for individual projects with tight deadlines, most commonly with small to midsize teams. Since XP is a fast-paced method, it should be used lightly in order to prevent burnout . 

Choosing the right project management methodology for your team

There is no one-size-fits-all approach when it comes to project management methodologies. Each one offers unique principles to take a development project from an initial plan to final execution. 

The main aspects to keep in mind are the size of your team and how your team prefers to work. Here are some additional tips to consider:

Your industry : Consider if you’re in an industry that changes frequently. For example, a technology company would be an industry that is ever-evolving. This will affect project consistency and should be paired with either a flexible or stagnant methodology. 

Your project focus : Consider the objectives of your projects . Do you value people over efficiency? This will help pair you with a methodology that matches a similar objective. 

The complexity of projects : Are your projects on the more complex side, or are they usually straightforward? Some methods aren’t as good as others at organizing complex tasks, such a CCPM.

The specialization of roles : Consider how niche the roles within your team are. Can multiple team members alternate the same type of work, or do you need a method that focuses on specialization?

Your organization’s size : The size of your organization and team should be weighed heavily when deciding on a methodology. Methods like Kanban are universal for team size, while options like CPM are better suited for small teams. 

Whether your team members prefer a visual process like Kanban or a more traditional project management approach like the waterfall method, there’s an option for every type of team. To take a project management methodology one step further, consider a work management tool to better track and execute development projects. 

Methods to manage your projects mindfully

With the right project management methodology in place, you’ll be able to take your projects to new levels of efficiency and implement processes that are right for your team, your organization, and yourself.

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Project Management Methodologies

Waterfall, Agile, Scrum, Kanban and more. If you’re wondering which methodology you should choose, then you need to read this guide to project management methodologies.

Table of Contents

What is a project management methodology, why are there so many different types of project management methodologies, the project management process: how to choose the right project management methodology, 17 project management methodology examples and frameworks, choosing the right project management methodology.

Once you’ve decided you want to  become a project manager , the next step is to figure out which project management methodologies are right for you and your team.

The landscape of project management methodologies can seem a bit overwhelming.

Whether you have a formal project management certification or you’re learning to become a project manager from experience, there’s an absolute smorgasbord of project methodologies to choose from. And they often come with their own rules, lists, principles, and endless acronyms.

We believe that finding the right project management methodology to manage your work shouldn’t be rocket science. So we’ve compiled this list of different project management methodologies to help you figure out which methods, principles and approaches you can use for each team and project.

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A project management methodology is a set of principles and practices that guide you in organizing your projects to ensure their optimum performance.

Basically, it’s a framework that helps you to manage your project in the best way possible.

Project management is so important  to organizations and teams, but in order for it to be really effective, you need to make sure you’re correctly mapping your project management methodology to your team type, project, organization, and goals.

No two projects are exactly the same (even when you’re using handy features like project templates to replicate your past successes).

And when you factor in the different goals, KPIs and production methods of not only different types of teams but also different types of  industries , it makes sense that there’s no one-size-fits-all approach to managing a project.

What works best for one type of team could be an absolute nightmare for another.

For example, many software developers started to find that traditional project management methods were hindering — rather than helping — their workflows and negatively affecting their performance and results.

As a result, software teams began to develop a new type of project management methodology, which was designed to address their particular concerns.

Before long, other teams and industries started to adapt those new project management methods to fit  their  unique needs and concerns. And on and on, with different project management methodologies being repurposed and adapted for different industries and tweaked to fit specific use cases.

What we’re left with is a ton of different project management methodologies to choose from. So how do you know which project management method (or methods, plural) is right for you and your team?

There are lots of factors that will impact which project management methodology is right for your project, team, and organization. Here’s a quick breakdown of some of the key considerations that can help you decide:

Cost and budget: On a scale of $ to $$$, what sort of budget are you working with? Is there room for that to change if necessary, or is it essential that it stays within these predetermined limits?

Team size: How many people are involved? How many stakeholders? Is your team relatively compact and self-organizing, or more sprawling, with a need for more rigorous delegation?

Ability to take risks: Is this a huge project with a big impact that needs to be carefully managed in order to deliver Very Serious Results? Or is it a smaller-scale project with a bit more room to play around?

Flexibility: Is there room for the scope of the project to change during the process? What about the finished product?

Timeline: How much time is allotted to deliver on the brief? Do you need a quick turnaround, or is it more important that you have a beautifully finished result, no matter how long it takes?

Client/stakeholder collaboration: How involved does the client/stakeholder need — or want — to be in the process? How involved do you need — or want — them to be?

Waterfall methodology

Agile methodology

Scrum methodology

Kanban methodology

Scrumban methodology

eXtreme programming (XP) methodology

Adaptive project framework (APF) methodology

Lean methodology

Critical path method

Critical chain project management

New product introduction (NPI)

Package enabled reengineering (PER)

Outcome mapping

PMI’s PMBOK

PRINCE2 methodology

Rapid application development (RAD) methodology

We’ve compiled a list of 17 effective project management methodologies to help you get to grips with the basics. Let’s dive right in.

1. Waterfall methodology

The Waterfall method is a traditional approach to project management. In it, tasks and phases are completed in a linear, sequential manner, and each stage of the project must be completed before the next begins.

The stages of Waterfall project management generally follow this sequence:

Requirements

Construction

Deployment & maintenance

Progress flows in one direction, like a real waterfall.

Also like a real waterfall, though, this can quickly get dangerous. Since everything is mapped out at the beginning, there’s a lot of room for error if expectations don’t match up with reality. And there’s no going back to a previous stage once it’s completed (just imagine trying to swim against a waterfall — not fun).

Try this project management methodology if:

The end goal of your project is clearly defined — and isn’t going to change.

The stakeholders know exactly what they want (and it isn’t going to change).

Your project is consistent and predictable (i.e. isn’t going to change).

You’re working in a regulated industry that needs extensive project tracking or documentation.

You might need to bring new people into the project midway through and get them up to speed quickly.

This project management methodology might not be for you if:

Your project is liable to change.

You don’t have a full picture of all the requirements before you start.

You need to do continuous testing or adapt to feedback during the process.

2. Agile methodology

Agile project leaders help their team balance at the edge of chaos - some structure, but not too much; adequate documentation, but not too much; some up-front architecture work, but not too much. Finding these balance points is the art of agile leadership." ~ Jim Highsmith, author and software engineer

The agile project management methodology came from a growing dissatisfaction with the linear approach of traditional project management methodologies.

Frustrated with the limitations of project management methods that couldn’t adapt with a project as it progressed, the focus began to shift to more iterative models that allowed teams to revise their project as needed during the process instead of having to wait until the end to review and amend.

The concept of agile project management has gone on to spark several specific sub-frameworks and methodologies, such as scrum, kanban, and lean. But what do they all have in common? The key principles of agile project management methodologies are:

It’s collaborative.

It’s quick.

It’s open to data-driven change.

As such, agile project management methodologies usually involve short phases of work with frequent testing, reassessment, and adaptation throughout.

In many agile methods, all of the work to be done is added to a backlog that teams can work through in each phase or cycle, with project managers or product owners prioritizing the backlog so teams know what to focus on first.

You’re not sure at the outset what the solution will look like.

You need to work quickly, and it’s more important that you see speedy progress than perfect results.

Your stakeholders or client needs (or wants) to be involved at every stage.

This project management methodology isn’t for you if:

You need a lot of documentation (for example, if you’ll be bringing new people on-board during the project).

You need a predictable deliverable, and you need to be crystal clear about what that looks like from the outset.

Your project can’t afford to change during its course.

You don’t have self-motivated people.

You have strict deadlines or deliverables that you need to stay on top of.

The Best Agile Project Management Tools To Use In 2023 & Beyond

It does little good to adopt the Agile method while still using a software that bogs down or complicates your projects. The best agile project management software should go hand-in-hand with the Agile method and make these adaptations smooth, fast, and easy.

3. Scrum methodology

Scrum is a form of agile project management. You can think of it more like a framework than as a project management methodology in itself.

With Scrum, work is split into short cycles known as “sprints”, which usually last about 1-2 weeks. Work is taken from the backlog (see: Agile project management, above) for each sprint iteration,

Small teams are led by a Scrum Master (who is not the same as the  project manager ) for the duration of the sprint, after which they review their performance in a “sprint retrospective” and make any necessary changes before starting the next sprint.

You’re striving for continuous improvement.

You don’t have the full commitment from the team needed to make it work.

4. Kanban methodology

"Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process." ~ David J. Anderson, Author and pioneer of the Kanban method

Kanban is another method within agile project management.

Originating from the manufacturing industry, the term “kanban” has evolved to denote a framework in which tasks are visually represented as they progress through columns on a  kanban board . Work is pulled from the predefined backlog on a continuous basis as the team has capacity and moved through the columns on the board, with each column representing a stage of the process.

Kanban is great for giving everyone an immediate visual overview of where each piece of work stands at any given time. (You can use kanban boards for everything from your  content marketing process  to  hiring and recruitment .)

It also helps you to see where bottlenecks are at risk of forming — if you notice one of your columns getting clogged, for example, you’ll know that that’s a stage of your process that needs to be examined.

When used as part of an agile project management methodology, it’s also common to implement work in progress (WIP) limits. Work in progress limits restrict the amount of tasks in play at any given time, meaning that you can only have a certain number of tasks in each column (or on the board overall).

This prevents your team from spreading their energy across too many tasks, and instead ensures that they can work more productively by focusing on each task individually.

You’re looking for a visual representation of your project’s progress.

You want at-a-glance status updates.

You want to encourage using WIP limits so your team can stay focused.

You prefer to work on a continuous “pull” basis.

Your process is super complex or has tons of stages.

You want a push system instead of a pull system.

Kanban board view

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5. Scrumban methodology

It’s the answer to the age-old question: what if scrum and kanban had a baby?

Scrumban is a hybrid agile project management methodology that has scrum’s nose and kanban’s eyes.

The main benefit of scrumban as a method is that instead of deciding which task from the backlog to work on in each sprint at the outset (like you would in a “traditional” scrum framework), scrumban allows teams to continuously “pull” from the backlog based on their capacity (like they would in a kanban framework).

And using work in progress limits (from kanban) during your sprint cycle (from scrum), you can keep a continuous flow while still incorporating project planning , reviews and retrospectives as needed.

You’ve ever looked at scrum and kanban and thought “I wish those two crazy kids would get together”.

You’ve ever looked wistfully out the window and thought, “Oh, scrum is scrum, and kanban is kanban, and never the twain shall meet”.

6. eXtreme programming (XP) methodology

The eXtreme Programming (XP) methodology is another form of agile project management that was designed for software developmen t.

It emphasizes teamwork and collaboration across managers, customers, and developers, with teams self-organizing. It has a  defined set of rules  that teams should follow, which are based on its five values: simplicity, communication (face to face is preferred), feedback, respect, and courage.

You want to foster teamwork and collaboration.

You have a small, co-located team.

You’re a rulebreaker.

Your team is spread across different places and time zones.

7. Adaptive project framework (APF) methodology

The adaptive project framework (APF) methodology, also known as adaptive project management (APM), is a type of agile project management methodology that was designed with the inevitability of change in mind.

The adaptive project framework knows that, as John Steinbeck might say, even the best-laid projects of mice and men often go awry. So the fundamental attribute of APF is that teams need to be able to adaptively respond to change.

That means that using adaptive project framework methods, teams must try to anticipate the risks and prepare for the unexpected in their project. They need to understand that key components are constantly in flux, and be able to constantly re-evaluate results and decisions with these moving parts in mind.

This requires lots of communication with all stakeholders and — like other agile project management methodologies — be able to work collaboratively.

You know your ultimate goals (in project management terms, you’ve outlined your Conditions of Satisfaction; or, in Beastie Boys terms, you’re clear about you’re clear about whatcha whatcha whatcha want).

You need predictability.

You don’t have the resources to handle the potential negatives of adaptability (e.g. scope creep, rework, misuse of time).

8. Lean methodology

Lean is another project management methodology that has its origins in manufacturing (and specifically the Toyota Production System). It’s all about applying lean principles to your project management methods to maximize value and minimize waste.

While this originally referred to reducing physical waste in the manufacturing process, it now refers to other wasteful practices in the project management process. These are known as the 3Ms: muda, mura, and muri.

Muda  (wastefulness) consumes resources without adding value for the customer.

Mura  (unevenness) occurs when you have overproduction in one area that throws all of your other areas out of whack, leaving you with too much inventory (wasteful!) or inefficient processes (also wasteful!).

Muri  (overburden) occurs when there is too much strain on resources such as equipment and people, which can often lead to breakdowns — in both machines and humans.

Using the key principles of lean, a project manager can reduce these types of waste to create more efficient workflows.

You’re looking for a set of principles that will help you cut the fat and optimize your flow.

You’re always trying to improve and add value for the customer.

You want to ultimately decrease costs.

You can’t afford to run into supply problems (e.g. you don’t have enough inventory in stock) or lose room for error (e.g. in the case of essential equipment failure).

You don’t have the budget to invest in it (while lean project management aims to reduce costs overall, it can be costly to implement).

You’re a raccoon and you love waste, actually.

9. Critical path method

A project without a critical path is like a ship without a rudder." ~ D. Meyer, Illinois Construction Law

The critical path method (also known as critical path analysis) is a way of identifying and scheduling all of the critical tasks that comprise your project, as well as their dependencies.

That means that you need to:

Identify all of the essential tasks you need to do to achieve your project goal

Estimate how much time each of those tasks will take (bearing in mind that certain tasks will need to be completed before others can be started)

Use all of that information to schedule the “critical path” you’ll need to take in order to get the project done as quickly as possible without missing any crucial steps.

The longest sequence of critical tasks becomes your critical path, and will define the timeframe for your project.

Along the path, you’ll have  milestones  to meet that will signal when one set of tasks (or phase) is over and you can move on to the next one.

There are lots of ways to visualize the critical path, depending on the complexity of your project, from flow graphs to Gantt charts .

Your project is large-scale and complex.

Your project has a lot of dependencies.

You’re looking for a visual way to map out the sequence of tasks.

You need to identify which tasks are the most important so you can better allocate your resources.

You have a strict plan and deadlines, with no room for silly business.

You love algorithms. Love ‘em!

You don’t need something with a lot of complexity.

You’re unsure about deadlines, timings, or durations.

Your project needs wiggle room to change.

10. Critical chain project management

Critical chain project management (or CCPM) takes the critical path method (CPM) one step further.

While the critical path method defines the length of time needed to get each critical activity done from the beginning of the project to the end, it can often be, well, unrealistic when the time comes to actually put it into practice.

Critical chain project management addresses those issues by allowing a bit more time for the human elements of your project — like delays and resourcing issues.

In critical chain project management, you have a few buffers built in that your critical chain can use without derailing everything else, so that your entire project doesn’t have to go off track just because life happens.

You like the sound of the critical path method, but you want something a little more realistic.

You were already overestimating task durations in CPM to allow for a buffer and you want more accurate data on how long the work is actually taking compared to your projections.

You think buffers are just a safety net for people who didn’t plan it right the first time.

Nothing could possibly go wrong.

11. New product introduction (NPI)

New product introduction is a great project management methodology for when you want to, well, introduce a new product.

Also known as new product development (NPD), the new product introduction process covers everything you need to define, develop and launch a new (or improved) product.

The project follows a single product through the entire development process. This process involves multiple phases or a stage-gate process, which can vary from organization to organization, but usually include things like:

Defining the product spec and project scope

Evaluating the feasibility

Developing the prototype

Validating the prototype via testing and analysis

Manufacturing the product on a larger scale

Evaluating the product’s success in the market after launch

As the requirements for a successful new product introduction span a number of departments across an organization, from leadership to product managers to marketing and more, it requires a lot of cross-functional collaboration and communication.

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You’re bringing a new or improved product to market.

You’re focusing on a single product.

You want to foster key stakeholder and cross-functional alignment right from the beginning.

You’re not bringing a new or improved product to market.

You’re looking for a more agile approach to product development (as NPI is usually sequential rather than iterative).

12. Package enabled reengineering (PER)

Package enabled reengineering (PER) is a project management methodology that aims to help organizations redesign products or processes with fresh eyes. It focuses on facilitating business transformations quickly and strategically, whether through redesign of processes or realignment of people.

Your organization needs an overhaul.

You need a fresh perspective on your products or processes.

You’re not trying to improve an existing system.

13. Outcome mapping

Outcome mapping is a project progress measurement system that was designed by the International Development Research Centre (IDRC). It differs from the other project management methodologies on this list in that it doesn’t focus on measurable deliverables; instead, it focuses on creating lasting behavioural change.

It’s a common project management methodology used in charitable projects in developing countries. As a project management methodology, it’s less about the project itself than the long-term impact of the project and its ability to effect change in the community. As a result, it measures influence rather than other (perhaps more “typical”) measures of project progress.

Outcome mapping consists of a lengthy design phase followed by a record-keeping phase to track the results.

Your project is aimed at changing behaviour rather than producing deliverables.

Your project is related to change and social transformation (e.g. in the fields of international development, charity, communications, research).

Your project is all about finished products rather than behavioural outcomes.

14. Six Sigma

"Measurement is the first step that leads to control and eventually to improvement. If you can't measure something, you can't understand it. If you can't understand it, you can't control it. If you can't control it, you can't improve it." ~ H. James Harrington, author and management mentor

Six Sigma is a method for improving processes with an emphasis on ensuring consistency in output and impeccable quality. (And if it’s  good enough for Jack Donaghy… )

There are a few different flavors available, such as Lean Six Sigma and Agile Sigma, but ultimately Six Sigma is a business methodology that aims to eliminate defects and reduce variation by using its defined methodologies.

Six Sigma methods can be used to optimize and improve existing processes or create new ones.

To improve business processes, you can use the Six Sigma DMAIC process, which stands for the phases in the project methodology:  D efine,  M easure,  A nalyze,  I mprove,  C ontrol.

To create new processes or products, you can use the Six Sigma DMADV process:  D efine,  M easure,  A nalyze,  D esign,  V erify.

As a set of principles and techniques (sometimes it’s even described as a “philosophy”) rather than a project management methodology in itself, Six Sigma methods can be applied alongside many other project management methodologies, like Lean and Agile.

You’re looking for a set of principles and philosophies you can bring with you to almost every project and organization.

You don’t have a lot of budget to invest in training — it can be expensive to get trained and certified.

You’re looking for a defined process for a particular project rather than a set of guiding rules.

15. PMI’s PMBOK

The Project Management Institute’s Project Management Book of Knowledge (AKA the PMI’s PMBOK) isn’t a project management methodology in and of itself. However, it is a best practices guide — and it forms the basis of the PMI’s Project Management Professional (PMP) certification, one of the leading project management qualifications.

As such, the PMBOK is an industry-standard set of guiding principles that you can use to ensure that your projects across multiple types of teams and organizations meet the PMI’s high standards and comply with best practices.

You have (or want to get) a PMP.

You want to stay up-to-date with industry standards and best practices.

You live and work in a place where the PMP is the standard project management qualification (such as the US).

You need a solid project management methodology to map your project, rather than general (albeit helpful) project management knowledge.

16. PRINCE2 methodology

PRINCE2 ( PR ojects  IN   C ontrolled  E nvironments) is a project management methodology and certification that aims to equip project managers with knowledge of best practices and processes.

Unlike the PMP certification, it doesn’t require a number of prerequisites, making it a good choice for project managers looking to get both a methodological grounding and a qualification.

Also unlike the PMP, PRINCE2 is a methodology in itself. It’s guided by seven principles, which in turn dictate the seven processes a project manager needs to use in each project when using PRINCE2.

You’re looking for a certification to give you an edge.

You live and work in a place where PRINCE2 is the standard project management qualification (such as the UK).

You don’t want to commit to full certification.

The seven-step process doesn’t map to your projects.

You find yourself tailoring (or outright ignoring) the process stages so much that it becomes PINO — “PRINCE in name only”.

17. Rapid application development (RAD) methodology

Rapid application development (RAD) is a type of agile project management methodology that aims to facilitate faster software development .

It uses rapid prototype releases and iterations to gather feedback in a short period of time, and values that user feedback over strict planning and requirements recording.

You want to be able to give customers/clients/stakeholders a working model much sooner (even if it’s not perfect).

You want to create multiple prototypes and work with stakeholders to choose the best one.

Speed is of the essence.

You want to encourage code reuse.

You don’t have an experienced team.

Your clients or stakeholders don’t have the time to commit to such a collaborative process or can’t give feedback within the necessary timeframes.

You have a large team.

You prefer to have a detailed spec that outlines all functional and non-functional requirements.

The right project management methodology can elevate your project and help the project manager to get the best out of each team.

Whether you prefer the agile methods favored in IT project management or the more traditional waterfall project management and critical path methodology used in construction and manufacturing, there’s a project management methodology for every team.

But no matter which methodology you go for, you need a collaborative, flexible, and easy-to-use project management tool to support you every step of the way.

Choosing a team management software that supports multiple methodologies — i.e. that doesn’t lock you into one methodology or way of using it — like Teamwork.com means that every team in your organization has the freedom to work the way that works for them without sacrificing on features or complexity.

No matter how you like to work, Teamwork.com helps your team to replicate their best practices, ensure compliance and consistency, and constantly improve their processes.

What project management methodology allows some of the phases and tasks to overlap?

The project management methodology that allows some of the phases and tasks to overlap is known as "Agile" or "Agile Project Management." Agile is a flexible and iterative approach to project management that tends to be divided into "Sprints", which are time-boxed periods of work. Within each Sprint, cross-functional teams work on various tasks and features, allowing for a degree of overlap between different project phases.

What project management methodology requires the team to complete the previous phase before the next phase starts?

The project management methodology that typically requires the team to complete the previous phase before the next phase starts is the "Waterfall" methodology. Waterfall is a traditional, linear, and sequential approach to project management. In a Waterfall project, each phase must be completed in its entirety before the next phase can begin.

Why do project managers use project management methodologies?

Project managers use project management methodologies to bring structure and organization to their projects, ensuring consistency, risk management, resource allocation, and quality assurance. These methodologies promote effective communication, change management, and scope control, leading to increased efficiency, client and stakeholder satisfaction, and overall project success. They also foster a culture of continuous improvement and adaptability, allowing project managers to navigate changing requirements and uncertainties effectively.

How many project management methodologies are there?

There are numerous project management methodologies, with dozens of well-known approaches like Waterfall, Agile, Scrum, PRINCE2, Kanban, Lean, and Six Sigma, among others. Custom methodologies are also created by organizations to meet specific needs.

What is the difference between agile and scrum?

Agile is a broader project management philosophy that emphasizes flexibility, collaboration, and customer feedback, while Scrum is a specific Agile framework. Scrum introduces roles (Scrum Master, Product Owner, Development Team), fixed-time sprints, and defined ceremonies (Sprint Planning, Daily Standup, Sprint Review, Sprint Retrospective) to guide project teams. It also includes key artifacts like the Product Backlog, Sprint Backlog, and Increment.

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6 popular project management methodologies and what they’re best suited for

You’re a project manager who has just been tasked with managing two very different, yet intertwined projects. It’s up to you to choose the best project management methodology for each project.

One project is with your development team. They need to overhaul your organization’s website to improve the clunky and somewhat confusing user experience—from the moment that a customer lands on the site to after they make a purchase. The development team is super flexible and open to breaking up into smaller teams in order to tackle specific aspects of the website overhaul faster.

The catch with this project? It’s on a time crunch.

The website has to be overhauled before the launch of your second and longer-term project: a large-scale marketing campaign around a new line of products that are launching next quarter.

First of all, you can do this! Breath in, breath out, read on, choose the best project management methodology for each task, and get to work doing what you do best!

How To Choose The Best Project Management Methodology

No two projects are alike.

Some may remind you of a past project (that you absolutely nailed, by the way!) but there’s always a catch, isn’t there? One project may have unlimited budgets, endless resources, and flexible timelines—a walk in the park for you—, while another may have high stakeholder expectations, limited budget, tight timelines, multiple teams, and dozens of dependencies.

Since every project is so different, there are many project management methodologies to choose from that support the various project and team needs. There are so many methodologies, in fact, that new ones may have emerged while you’re reading this!

What Is A Project Management Methodology?

Glad you asked. Methodologies are the systems (or simply, methods) used to do something.

The Project Management Institute defined it as “a system of practices, techniques, procedures, and rules used by those who work in a discipline.”

Choosing the right methodology , as well as project management tools and teams, will set you up for success before your project kicks off. For example, you wouldn’t pick a fast-paced, quick iteration project management methodology for a long-term, large-scale, inflexible, and stakeholder-heavy project. Pair like projects with like systems.

To do that, let’s look at your project factors or considerations, such as constraints and dependents.

What Project Factors Are You Working With?

As mentioned earlier, there are many considerations at play that make each project unique. Some factors to consider what you’re evaluating your project management methodologies include:

• Project budget: How much money is going to be spent on this project? How is it divided up?
• Timeline: When is your project due by?
• Goals: What are the project’s end goals and deliverables? Start there and work backward.
• Values: How do your organizational goals and values apply to this project? Knowing this will help set expectations (and help you hold team members accountable for their commitments ).
• Complexity and Scale: How complex or simple is this project?
• Flexibility: How flexible or rigid is this project and its end goals, timelines, deliverables, and team or stakeholder expectations?
• Project type and industry: Some methodologies work best for certain industries and project types, such as highly creative projects or product development sprints.
• Team: Consider the team size, diversity, flexibility, experience, and individual expertise or strengths and weaknesses, as well as their ability to collaborate and communicate when choosing a methodology.

6 Popular Project Management Methodologies And What They’re Best Suited For

It’s important to learn the similarities and differences of various methodologies available to you. For example, some project management methodologies work best if the end goal is fixed and clear, such as the Waterfall method, whereas others better suit those projects that aren’t, such as Agile and Scrum. Keep your project factors in mind while you read on—and then choose the best method for your team.

Let’s get to the methodologies.

1. Agile: Flexible, Fast, And Short Collaborative Sprint Projects

More than a methodology, agile is a set of principles that would be ideal to follow for your first (hypothetical) project.

Agile is made up of fundamental values that are ideal for small teams to work in short and fast project cycles or sprints without blockers. Blockers include too much documentation, work in progress, meetings, or processes to slow them down. The working team would need to be protected from these blockers so that they can stay focused on the tasks at hand.

Teams who work well together can collaborate on small tasks and adapt and respond to an ever-changing task list. Because agile is an iterative design and build process, teams must be flexible with the outcomes and the path they take to get there.

2. Scrum: Quick And Continuous Development Projects

If agile is a set of principles that teams follow to work quickly and respond adaptively to changes as they arise, then Scrum is a project management methodology and the most popular and simple framework that puts agile principles to use.

Scrum is an ideal methodology for your project with the development team to overhaul the website. It’s ideal for continuous improvement and rolling task lists. Something like improving the customer journey on a website may have a timeline, but will always have room for improvement—especially as customer expectations and the digital space change so quickly.

The goal of Scrum is to develop, build, deliver, and sustain complex products using small collaborative and highly accountable teams and iterative task lists. There are roles, events, and artifacts. Roles include a product owner, development team, and scrum master, while events include sprints, daily scrums, or standup meetings, and artifacts include product and sprint backlogs.

3. Kanban: Visualize Task Progress For Agile Teams

Like Scrum, Kanban is another product management methodology that follows agile principles. Kanban is ideal for projects that are done by small, flexible, and collaborative teams, like Scrum, but there is a highly visual aspect as well.

Tasks are visually displayed in-person on sticky notes or in software such as Trello using columns as they progress. This is called a Kanban board. Tasks move from a backlog through the board’s columns that represent various stages of the process from the backlog, start to finish.

Having a visual representation of backlogged work, work in progress, and completed tasks is a great project management tool for most projects.

This would also be helpful for your second project, in particular, to keep track of tasks’ status as they move throughout the creative process. For example, designing a webpage for the new line of products will have various steps and creative team members involved. Visually seeing how the project is progressing will help you and the team to see how it’s coming along and where blockers are.

4. Lean: Projects That Do More With Less

For those organizations that are looking to transform how they do business, the lean methodology may be one to consider. Lean aims to maximize customer value and minimize waste. This is a great way to put out quality work while increasing efficiencies that minimize unnecessary spending, resources, teams output, or time.

Lean was created in the Japanese manufacturing industry to improve quality control and remove redundancies that may increase the price or value for customers down the line.

Known as the three M’s, Lean methodology defines three types of project waste: muda, mura, and muri.

• Muda is about getting rid of the waste or anything that doesn’t add value.
• Mura streamlines processes, so if one aspect of the project takes too long, for instance, then something further down the task list will have to be completed faster.
• Muri is about removing blockers, such as too many stakeholder meetings.

5. Waterfall: Large-Scale, End-Goal Focused, And Fixed Projects

Tried, tested, and true, the Waterfall methodology has been around since the 1970s. Like a waterfall that cascades downhill, this method is sequential with ordered tasks following one after another as they are completed.

The Waterfall method requires a very solid understanding of the end goal and the necessary steps to get there. As such, it doesn’t leave much room for errors or flexibility. This is great for projects that you’ve done in the past where there is minimal need to adapt on the fly.

This could be something to consider for your large-scale marketing project if you’ve launched new product lines many times in the past and don’t expect any surprises.

With this method, collect and analyze any and all project requirements and deadlines. This requires a lot of up-front work and planning. Then design your approach to meet every stage and their deadline in sequence before reviewing it and putting it into action.

6. Hybrid: Flexible And Fast-Paced Projects With Structured Plans

If agile aims to move fast, adapt quickly, and be flexible, Waterfall is its polar opposite, with fixed deadlines, clear deliverables, and mapped-out categorized project plans.

Hybrid is a methodology that blends the two. Think of it as the best of both worlds. You get the structure and organization of planning milestones out and the flexibility and speed of agile workflows.

It takes the flexible and fast pace of agile principles and blends them with the structured goals and mapped out plans of Waterfall. Take a look at your project requirements, task list, deadlines, and goals. The hybrid methodology uses those as your guidelines, but when it comes to getting the work done, teams should work with some flexibility on rapid iterations.

May The Best Methodology Help You Deliver On Your Projects

There are many more methodologies to name and discuss—and picking the right one for your project can be tricky! In the end, however, it’s all about picking a system that works for you, your project, and your team.

Project management methodologies were created to help you deliver the best possible outcomes based on your project’s circumstances. Take your time to find what works best, try them out, and do a debrief with your team on what worked and what didn’t. If it wasn’t the right methodology for one project, it may be ideal for another—and now you’re armed with that much more knowledge and expertise.

Happy project planning!

Advice, stories, and expertise about work life today.

Project Management Methodologies & Frameworks You Should Know

Updated: Jul 23, 2024, 7:47pm

Table of Contents

What is a project management methodology, common project management methodologies, how to choose the right project management methodology, frequently asked questions (faqs).

A project management methodology is a set of guiding principles that help you manage a project successfully. There are many methodologies available, but some might be better for you than others. In this article, we take a close look at some of the most popular methodologies, including why they work and which ones you should choose.

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A project management methodology is a set of principles that project managers and team leaders use to plan, execute and manage a successful project. One of the most common is the Agile project management methodology, which focuses on flexibility and speed as its guiding principles. Others, such as the lean methodology preaches waste elimination as the primary principle.

Project management methodologies like these will often have an associated framework that gives project managers processes, procedures and tools based on the principle. For example, the Scrum project management framework is based on the Agile methodology. The Kanban framework is based on the lean project management methodology.

However, other project management methodologies, such as the waterfall method include all the principles, processes and tools without a separate framework. For this reason, when discussing the common methodologies and determining which is best for you, we’ll also discuss the relevant frameworks that help you best implement your chosen principles of management.

The best project management methodologies help you complete a project on time and under budget while exceeding quality standards. With that in mind, let’s look at the most common methodologies and their frameworks so you can choose the best one for you.

Arguably the most common project management methodologies are the waterfall, Agile and lean methods. However, there are many other helpful methodologies available, including the PRINCE2, critical path and Six Sigma methods. Let’s look at each of these methodologies and their related frameworks.

The waterfall model is a traditional, linear project management methodology developed in the 1950s. The model typically includes five or six dependent phases, with each phase relying on the deliverables of the previous one. For this reason, you need to complete each phase before moving onto the next. The six phases of the waterfall methodology include:

• Requirements: Gather information and create a detailed project plan that outlines each stage of the process, key dependencies, timelines and more.
• Design: Common in software development, this phase specifies things, including hardware, coding languages and user interface design.
• Implementation: Next it’s time to develop the product. Using the software example, this is where software development would take place.
• Verification: Test the software with a quality assurance (QA) team to discover and fix bugs and defects as well as identify additional risks.
• Deployment: At this stage, the software is deployed to the end-user or the final deliverable is given to the end customer.
• Maintenance: Maintain the software and make occasional modifications to fix defects, improve performance and add features.

The waterfall model offers a clear plan from start to finish and identifies requirements early in the process. An emphasis on documentation at every stage supports continuity no matter who works on the project.

However, this methodology is rigid and doesn’t account for factors that are unknown early but become relevant later. The linear process doesn’t leave room to iterate when new requirements or constraints become known. This could lead to an inefficient process with an ineffective outcome. For this reason, the waterfall methodology is only good if you’re managing a project with few unknowns.

Originally developed by Toyota for auto manufacturing, lean project management is focused on delivering value and eliminating waste, which it identifies in three categories by their Japanese names:

• Muda: wasted time, resources or effort that don’t add value for the end user.
• Mura: overproduction and excess inventory accumulated through an irregular workflow.
• Muri: overburdening of employees at any stage of a workflow.

The lean project management methodology specializes in creating a culture of continuous improvement by eliminating waste and empowering employees. It helps reduce costs, increase efficiencies and improve quality and employee morale. One of the primary frameworks for implementing its principles is the Kanban framework, which we discuss below

Kanban is a method of lean project management that gives a visual overview of the project process from start to finish. This helps you manage workflow by showing exactly who is working on what and the status of each project component.

People using the Kanban method rely on a Kanban board, which is a digital project management tool that offers columns for various steps in a project workflow and “cards” for each project component moving through that workflow. Cards are moved from one step to the next as they progress through the process.

Agile project management methodologies developed as a response to the rigidity of the waterfall model and were inspired by the speed and flexibility of lean methods. They’re intentionally iterative and collaborative, and they put emphasis on creating good products for customers.

Agile isn’t just a methodology but a set of principles that underlie several methodologies, which sprung from the need for adaptive project management. Core Agile principles, as laid out in the Agile Manifesto penned in 2001 by a group of renegade software developers, include:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

These principles allow for quick iterations that increase productivity and efficiency and can address changing requirements throughout the project lifecycle. However, eliminating documentation and relying on individual interaction can impede scalability and continuity across teams, especially within larger organizations. Therefore, Agile is best for small teams where developers and stakeholders are on the same page about business needs and constraints.

There are several Agile frameworks people use to implement this set of principles. The most common is the Scrum framework. Let’s look at the most popular Agile frameworks.

Designed for small teams, a Scrum framework guides a simple process of communication, planning, execution and feedback.

Scrum teams work in “sprints” of two to four weeks. The team first plans the goals of the sprint and agrees on deliverables to complete in that period. The team then meets daily for a 15-minute “scrum” or “stand up,” where each team member shares progress and impediments toward the goal.

At the end of each sprint, the team holds a longer meeting for sprint review to present completed work and get feedback and suggestions for future work.

Scrumban is a hybrid of Scrum and Kanban methods. It follows a scrum workflow and visualizes work on a Kanban board with three columns: To Do, Doing and Done. To avoid being overwhelmed, team members pull tasks from To Do as they have bandwidth, rather than committing to timeboxed sprints.

Practitioners of Scrumban keep a daily standup but don’t hold an end-of-sprint review. Instead, they conduct planning and review on an as-needed basis as tasks are completed.

Extreme Programming (XP)

Focused squarely on software development, XP project management emphasizes communication, simplicity, feedback and testing. It relies on “feedback loops,” where coding is happening continuously—without waiting for comprehensive design or planning upfront—and iterations follow feedback from testing.

The method is best suited for teams where programmers are in sync with stakeholders because the lack of formal management and documentation raises the risk for miscommunication and never-ending changes. However, this framework can create scope creep and it can become costly over time.

PRINCE2 stands for “projects in controlled environments” and was created by the United Kingdom government in 1996 as a version of the waterfall project management methodology. PRINCE2 is based on seven principles that start with a clear business case and include stakeholder management, initiation, planning, control, progress monitoring and acceptance criteria.

There are also seven process steps of PRINCE2, which include:

• Starting a project: Start the project by submitting a project plan that defines the business case.
• Directing a project: The project board reviews the plan and decides to move forward.
• Initiating a project: The board chooses a project manager who creates a more detailed project plan.
• Controlling a project: The project manager breaks down the project into more manageable stages.
• Managing product delivery: The project manager oversees the project’s progress and assesses quality standards.
• Managing stage boundaries: Project board holds a review at the end of each stage before moving forward.
• Closing a project: T he project manager completes the project and creates the final report.

PRINCE2 is a well-structured and proven methodology that’s widely used. It’s also considered more flexible than the traditional waterfall method. However, PRINCE2 can be time-consuming with a lot of processes that can slow down a small project. Therefore, it’s best for more complex projects where quality standards are high.

Six Sigma was developed by Motorola to improve business processes by eliminating any defects or errors in the process. It uses statistical models to continuously improve quality management so the project’s outcome is successful. Six Sigma uses the following process to eliminate defects and errors:

• Define: Outline the project goals with a project scope or business case.
• Measure: Collect data on the current state of the project.
• Analyze: Review the data to identify root causes of problems.
• Improve: Fix or improve the root cause in the process.
• Control: Create safeguards to ensure the issue doesn’t persist.

The Six Sigma framework helps improve quality, eliminate waste, increase efficiency and reduce costs. However, Six Sigma is complex and requires a knowledgeable manager to implement it. For this reason, it’s only right for larger organizations who are looking for efficiency gains in existing processes.

Critical Path Method (CPM)

The critical path method (CPM) is a methodology that identifies the critical tasks within a project, including the dependencies and timelines to completion. It then outlines the longest sequence of critical activities that must be completed to deliver the project on time.

Here’s how to find the critical path with the CPM:

• List activities: Break down your project into a series of activities or tasks.
• Identify dependencies: Identify the activities that are dependent on each other.
• Build a network diagram: Create a flow chart displaying all the activities.
• Estimate the duration: Estimate the duration of each activity.
• Determine the critical path: Calculate the critical path by determining the sequence of activities with the longest duration.
• Determine your slack: Calculate how much a task can be delayed without impacting the project.

The critical path method is great because it identifies a specific duration of time for each task. It even tells you how much allotted time you can go over for each task. This helps you manage project timelines and spot dependencies as you complete tasks. However, the methodology can be tough to manage and is therefore best for complex tasks with a lot of dependencies.

Critical Chain Project Management (CCPM)

Critical chain project management (CCPM) methodology is similar to the critical path method. However, CCPM focuses on the resources required to complete a project rather than time. It assumes that resources are the project’s limiting factor and therefore stresses efficient resource utilization.

CCPM typically follows this process:

• Identify the critical path: Identify the critical activities required to complete a project using the critical path method.
• Determine required resources: Estimate the resources you’ll need to complete the project by assigning resources to each task on the chain.
• Include buffers: Build time and resource buffers into your estimates to help avoid any bottlenecks.

CCPM bases its measure of success on how seldom you’re using your buffers. If you aren’t tapping into your buffer of resources, it’s a sign your process is running efficiently. CCPM can help you save time and money on a project by efficiently allocating resources. However, it can be complex to manage and should be used when resources are the limiting factor of a project.

With so many project management methodologies available, which one do you choose? The best way to decide is to assess factors, such as your budget, team, project complexity, required flexibility, timeline, risk and stakeholder collaboration.

Let’s take a brief look at each to help you make the best decision possible:

• Budget: The size of your budget will dictate how closely you have to manage it as well as how much you can afford to implement and manage a complex methodology.
• Team: Assess the size and skill set of your team. Do you have anyone schooled in Scrum? Leveraging the skill set of your team will increase your chances of success.
• Complexity: Some methodologies are good for simple projects while others are better for complex ones. Choose the methodology that best fits the complexity of your project.
• Flexibility: How flexible or rigid does your process have to be? More rigid processes, such as the waterfall method, are good when there are few unknowns, but flexible processes, such as Agile, are better when you have to make changes quickly.
• Timeline: Your project timeline will help determine which methodology to use. Is it more important to finish quickly or spend time on a high-quality result?
• Risk: Projects with higher risk often use a more rigid methodology, such as the waterfall method, while projects with less risk use a more flexible approach.
• Collaboration: How much feedback and communication do you need from stakeholders? If you want consistent collaboration, an Agile methodology is best for you.

As you can see, there are many factors to consider when choosing a project management methodology. It may be a good idea to test a few out or even blend a few together to find an approach that best suits your needs. Ultimately, use the one that best helps you manage projects successfully.

Bottom Line

Project management methodologies are the guiding principles that project managers and team leaders use to manage projects successfully. When combined with frameworks, they offer processes and tools to help plan, execute and manage a project. Choose the best methodology and framework for you to improve your project’s chance of success.

What are the best project management tools and software?

To determine the  best project management software , we ranked several tools based on ease of use, cost to your organization, each company’s customer support, as well as special features.

Our top choice is ClickUp, which is best for teams that use the Scrum framework to manage complex projects. Included are prebuilt project management templates with robust automation options available. ClickUp even offers over 1,000 integrations to seamlessly fit into your workflow.

Other highly ranked project management tools include Asana and monday.com.

What is project management methodology?

A project management methodology is a set of principles, values and processes that determine how a team will complete a project. It dictates factors such as level of planning, design and documentation; methods of communication within and outside of the project team; timelines; and modes of assessment.

What is the best project management methodology?

Which model and method will work best for you depends on the unique characteristics of your team and project. Consider typical methods in your industry, your team’s competencies and the project’s complexity to choose the best methodology.

What are project life cycle models?

A project’s lifecycle is the full span of a project through each phase of the process, from planning through delivery. Project lifecycle models are various project planning methodologies that dictate what happens in each phase and how a team moves through the process to complete the project.

What should every project manager know?

Project managers should be familiar with the common project management methods and tools, including agile and waterfall. You should also have necessary soft skills needed for leadership, communication, time management, adaptation and critical thinking on projects.

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Evan is a writer and entrepreneur with a background in technology and content marketing. He is currently the Head of Growth at Sagetap.io. Previous to Sagetap, he was was co-founder & CEO of the online publication Selling Signals, which was acquired in 2022, and served as General Manager for the online publication Fit Small Business.

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9 Project Management Methodologies Made Simple

I’m Ben Aston, a digital project manager and founder of thedpm.com. I've been in the industry for more than 20 years working in the UK at London’s top digital agencies including Dare, Wunderman, Lowe and DDB. I’ve delivered everything from film to CMS', games to advertising and eCRM to eCommerce sites. I’ve been fortunate enough to work across a wide range of great clients; automotive brands including Land Rover, Volkswagen and Honda; Utility brands including BT, British Gas and Exxon, FMCG brands such as Unilever, and consumer electronics brands including Sony. I'm a Certified Scrum Master, PRINCE2 Practitioner and productivity nut!

Learn about the most popular project management methodologies (and some handy lesser-known options) and when and how to use them to achieve project success.

When it comes to project management methodologies, there are just as many (if not more) opinions about them as there are actual methodologies—which is a lot.

Forward-thinking project managers and leaders don’t adhere to a single methodology. They become well-versed in many of them, and learn how to mesh together various practices in order to accommodate whatever the project calls for.

What Are Project Management Methodologies?

Project management methodologies are frameworks that outline the way work is completed throughout a project by providing procedures, rules, and practices.

A methodology does not have to be a complete full-stack implementation “system” to be considered a methodology.

• Some project management methodologies simply define principles , like agile.
• Others define a “full-stack” methodology framework of themes, principles, and processes , such as PRINCE2.
• Some are an extensive list of standards with some processes , like the Project Management Body of Knowledge (PMBOK).
• Others, like the Scrum methodology, simply define processes .

While simplistic, this definition is more realistic, as project managers use a hodgepodge of principles, themes, and processes tailored for our clients and projects. It also important to consider how project management software lends itself to project methodologies.

The 9 Most Popular Project Management Methodologies

In this section, I’ve described some of the most popular project management methodologies.

• eXtreme Programming (XP)
• PMI's PMBOK

1. Agile: A Flexible, Iterative Process

The truth is, agile project management isn’t a methodology, but a set of principles for developing software. Once you’re on board with these agile principles (outlined in the agile manifesto), you still need to define the processes you’ll follow.

These tend to be flexible, iterative design and build processes where tasks are executed and adapted as the situation demands, rather than through a pre-planned process (as opposed to waterfall , which conducts planning up front).

Teams can respond to unpredictability through incremental, iterative work processes, and focus on being adaptable and providing adequate and ongoing communication. Agile methods are most useful in dynamic environments, such as software delivery and game development. There are plenty of agile tools that are lend themselves well to agile approaches.

2. Scrum: Quick Delivery Via A Small Team

Scrum is a popular and simple framework for putting the principles of agile into practice. Scrum is more of a lightweight structure for developing and maintaining complex projects than a true methodology.

Scrum defines a simple set of roles (including the Scrum master role), meetings called Scrum events , and tools to iteratively and incrementally deliver valuable, shippable functionality. Work is divided into “sprints”, a development cycle of 2-4 weeks, during which the team works on items in the backlog (a collection of user stories or requirements, prioritized by the product owner).

Scrum was originally designed for software development and doesn’t fit neatly into the agency world. Instead, many agencies take some Scrum concepts—such as daily stand-ups , progress demos, and sprint retrospectives —and apply them in some kind of hybrid approach, typically using Scrum tools to keep track of project progress and deliverables.

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3. Kanban: Increased Visibility of WIP and Limiting Multitasking

Kanban is a project management methodology focused on increasing efficiency and releasing early and often with a collaborative and self-managing team. Compared to Scrum , it's less prescriptive.

The Kanban methodology, which was developed by Toyota, is light on process, flexible, and doesn’t have prescribed roles. It improves throughput by visualizing the workflow in real-time, limiting work in progress, making process explicit, and continually evaluating improvement. When deploying Kanban, project managers represent the team’s workflow on a Kanban board (this can be sticky notes on a whiteboard or digital cards using Kanban software ).

Kanban is well-suited to work that requires steady output but where priorities can change, like production, support, or maintenance. Within the world of agencies, it’s more accommodating to changes, and clients like to change their minds constantly. If Scrum seems too rigid an approach, but you want to “do agile,” Kanban is a simpler alternative.

4. Scrumban: Limits WIP and Adds Additional Structure & Processes

Scrumban is a relatively new hybrid project management methodology that combines Scrum and Kanban approaches to project management. It takes the flexibility of Kanban and adds some of the structure of Scrum to create a new way to manage projects.

Rather than working in potentially restrictive, timeboxed sprints, Scrumban uses a planning-on-demand principle to fill the backlog. Like Kanban, the team pulls in and assigns tasks as they can accommodate them, limiting work in progress. The development team thus stays focused on the task at hand rather than worrying about what they committed to deliver in the sprint.

Unlike Kanban, Scrumban retains the daily Scrum, but it holds reviews and retrospectives only when needed. The team also conducts planning on an as-needed basis rather. Scrumban is useful in product development where there is an unclear vision and evolving requirements or no clear roadmap. It is also useful when a process includes support and maintenance work.

5. Lean: Delivering More with Less

The lean methodology is focused on doing more with less. It identifies value and then maximizes it through continuous improvement and eliminating waste, which comes in the form of three dysfunctions.

• Muda is about eradicating waste : removing anything that’s not ultimately adding value to the customer.
• Mura is about eliminating variations : removing the overhead that variances to the standard process create.
• Muri is about removing overload : a team’s optimal capacity is 60-70%. Any more than that, and everything slows down.

Lean project management is about optimizing the flow of projects across technologies, assets, and departments to customers. Lean can be a helpful mindset to adopt when reviewing your project delivery process. Think about how you can pare back your development process to the essentials that deliver value and cut out fluff and tradition for its own sake.

6. eXtreme Programming: Develop Robustly to Ensure Software Quality

eXtreme programming (XP) defines values and processes to improve software quality and ensures responsiveness to evolving customer requirements. XP values are similar to Scrum and revolve around simplicity, communication, feedback, respect, and courage.

Where XP deviates from Scrum is in defining rules, or prescriptive processes, specific to development projects. These rules include user stories, test-driven development, pair programming, and continuous integration, among many others.

7. Waterfall: Predictability for Budget, Timeline, and Scope

The waterfall methodology , also referred to as the software development life cycle (SDLC), is a simple sequential approach that values solid planning to do it once and do it right. The team extensively plans the work upfront and then executes it, in strict sequence, adhering to requirements, to deliver the project in a single (and usually long) cycle.

The project team fully defines the requirements before any work starts. After the project sponsor approves the project plan , there’s little room to adjust unless absolutely necessary, and changes usually require change requests. Work then cascades, through the subsequent project phases, with no overlap.

There’s little scope to reflect, revise, and adapt once you’ve done something, but the waterfall method can be a useful and predictable approach if requirements are fixed, well documented and clear, the technology is understood and mature, and the project is short. A waterfall approach can offer a more predictable end result for budget, timeline, and scope.

8. PRINCE2: Clearly Defined Processes for Large-scale Projects

PRINCE2 is a process-oriented methodology that divides projects into multiple stages, each with their own plans and processes to follow. The methodology defines inputs and outputs for every stage of a project, so that nothing is left to chance. The acronym PRINCE2 stands for PR ojects IN C ontrolled E nvironments.

PRINCE2 is incredibly thorough—it’s great for running large, predictable, enterprise projects (more on enterprise project management methodologies here ). It clarifies what will be delivered, emphasizes project viability, defines roles and responsibilities, and endorses management by exception.

Although PRINCE2 is probably too complex to use in an agency setting (it was developed for IT projects), its emphasis on developing a good business case, defining clear roles and responsibilities, and managing change and risk are helpful considerations to apply to our own projects.

9. PMI’s PMBOK: Apply Best Practices to Optimize your Projects

The Project Management Institute’s PMBOK is not a true methodology but rather a framework of project management standards, conventions, processes, best practices, terminologies, and guidelines.

PMBOK refers to five process groups of project management (also known as the project life cycle ): initiating, planning, executing, monitoring and controlling, and closing. It also describes 49 process management processes that it organizes into 10 knowledge areas .

Its best practices are useful as a foundation, but to implement it as a methodology, you need to determine which processes you’ll apply, when, by whom, and to what extent. You also have to factor in your organization’s structure, governance, and workflows to adapt it to your specific circumstances. PMBOK doesn’t fly in an agency, but you can pick and choose from its standards to apply to your projects.

3 Most Commonly Used Methodologies

At agencies, the 3 most common methodologies you'll find used are usually agile, Scrum, and Kanban (or some hybrid methodology that incorporates elements of different project methodologies).

If you're working in a more rigid industry or governmental organization, you might find that traditional waterfall, PRINCE2, or PMBOK are used more often, although hybrids can be found here too.

How to Choose the Right Project Management Methodology

Choosing the right methodology is important because it defines how we work. It provides the structures that guide us toward project success or failure. Here are a few factors to consider when deciding which project management method to use in your project:

1. Degree of Project Complexity

This includes the project itself, the client, available resources and other project constraints (including the appetite for change and risk), timeline, project management tools, and people. List these factors and label them according to their simplicity or complexity.

2. Rigidity or Flexibility of your Work Environment

If you’re working in a dynamic environment where there’s an appetite for evolution and change, an agile methodology can work well for you. If you’re working within fixed requirements, timelines, and budgets, you might be better off with a waterfall approach or other traditional approach. 

3. What Delivers the Most Value

Ask yourself what delivers the most value to the client (or the stakeholder, or the end-user). For example, if clients tend to make ongoing requests and expect constant updates and changes, then an iterative methodology with short cycles will provide more value.

4. Alignment with Organizational Goals

Use the project goals or project objectives you’ve already created as a team or organization to guide your selection of a project methodology. Clearly, your methods should be a means to achieve your goals—the best method is the one that guides you towards your strategic objectives most directly with the greatest gains and least negative impact.

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Do a deep dive into your values. Team members are responsible for implementing the methodology you choose—don’t forget these team members are people with habits, opinions, and values. Use the ways your stakeholders think, relate, and work to build out a methodology that’s a natural fit.

Other Project Management Methodologies

The list of project management methodologies above is by no means an exhaustive list—these are simply the most common methodologies in the agency PM world. Additional project management approaches include:

• Adaptive project framework methodology is used when project scope is variable, but time and cost are constant, making it possible to adjust the project scope during execution to maximize business value.
• Lean Six Sigma was developed by Motorola and uses statistical tools to identify the cause of errors, eliminate defects, and reduce the possibility of future errors. Examples of Six Sigma statistical tools include cause and effect analysis, flow charts, histograms, and scatter plots.
• Critical path method (CPM) is a technique for modeling and scheduling project activities. Determine the activities needed to complete a project, the time that each will take, and dependencies. Calculate the longest and shortest paths to completion to determine which activities can be delayed without affecting your milestones and which activities can’t.
• Critical chain project management (CCPM) differs from CPM in that CCPM considers resource availability when calculating the duration of project activities. The critical chain methodology dedicates resources 100% to a project. If a task finishes early, you can proceed to the next task without bottlenecks.
• Program evaluation review technique (PERT) is a method for modeling, scheduling, and coordinating tasks within a project. In PERT, project activities are represented as nodes on a network diagram, with their durations listed on the lines connecting the activities. Read a comparison of PERT and CPM here .

What’s Next?

Get help using these methodologies optimally (and learn the fundamentals of project management!) with relevant, practical, expert-led training. Our online digital project management course provides expert instruction so you can lead happy teams and deliver high-value projects in the digital world.

Chapter 3: Project management methodologies

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There are many project management methodologies and frameworks out there, designed to assist with different types of projects. But how do you know which one is best for your efforts? 

In this section, we’ll walk through the most popular PM methodologies, and share advice for how to choose the best method to fit your needs.

Waterfall or traditional project management

Waterfall or traditional project management is based on a defined set of tasks that are completed sequentially to produce a final deliverable. This method of PM is simple and predictable, but not very flexible. 

Waterfall project management is ideal for projects with a single, large deliverable, like a building. While it’s less useful for projects that require a lot of flexibility, are subject to change, or require multiple, dependent tasks to be completed in tandem, like software development. 

The main benefits of Waterfall are tight planning and organization, and a high degree of control over each project task and the greater project schedule. That said, using Waterfall can make it difficult to adapt to unexpected events or changes to project scope, which can result in added time, resources, and cost.

Teams often use a Gantt chart , a visual timeline tool that maps out project tasks in succession, in Waterfall-managed projects. Learn more about Gantt charts in Chapter 9 .

To learn more about the phases and pros and cons of Waterfall, visit our in-depth guide to creating and using a Waterfall chart .

The Agile family

The Agile family is a category of project management methodologies that prioritizes flexibility and continuous improvement over rigid, sequential processes. There are many popular methodologies within Agile, and we’ve dug into each below.

Agile project management

In Agile project management , teams complete smaller, incremental tasks, and then continually review, refine, and iterate based on feedback and demands of the end users.

Agile project management was formalized in 2001 by a group of software developers intent on finding a more collaborative, flexible method to complete projects. The group documented their ideas in the Manifesto for Agile Development , which lays out the following four values:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

Agile PM prioritizes a collaborative relationship between the end user and the project team. The customer sets the project objectives, but the deliverables are subject to change as the team incrementally executes each project task. In Agile, each development feature is called a user story , which reflects how the end user will interact with it. 

Agile project management was initially intended for software development, but is now commonly used across a variety of industries and types of projects. Learn more about the Agile process and how to implement it by reading our comprehensive guide to Agile PM . 

Pros and cons of Agile project management

Agile is a good fit for projects that require a high degree of flexibility and are likely to shift as the project progresses. The top benefits of Agile include the following:

• Less upfront planning
• Increased open communication
• Continual feedback
• Flexible objectives 

When used effectively, Agile also often leads to speedier delivery.

However, there are some tradeoffs to this flexible approach: 

• Lack of concrete delivery date, which can lead to scope creep 
• A high degree of dedication and flexibility from the project team

Is Agile right for you?

Remember, Agile isn’t for everyone. The methodology is likely not right for your team if any of the following apply to you:

• Your project is not very urgent.
• Your client’s expectations don’t support Agile (e.g., they want to give final approval at every stage of the project, or incremental delivery isn’t appropriate for the project specs). 
• You or your client’s organization requires detailed documentation at every stage.
• Your current processes are not set up for a more flexible approach.
• Your team or organization doesn’t currently use Agile, and implementing it would be too costly or time consuming.

In the following sections, we’ll go over other methodologies that fall within the Agile family.

Additional Resources

The ultimate agile dictionary, free agile project management templates, best practices for agile project planning.

Scrum , the most popular Agile methodology, involves smaller teams that complete tasks in short, time-bound periods, called sprints , in order to incrementally work through pieces of a larger project or release.

Scrum typically leads to greater responsiveness in customer relationships, lower costs of development, increased job satisfaction, and more immediate returns. Scrum is a fluid practice that takes many moving parts, teams, and goals into consideration as the project progresses. 

Scrum teams also engage in four regular meetings, or ceremonies , which provide structure to each sprint: 

• Sprint planning: At this meeting, the product is presented and everyone on the Scrum team voices any concerns and feedback. The team designates priorities and estimates the timeline.
• Daily stand-up: The Scrum team meets daily during the sprint to debrief with the team, establish a daily plan, and voice any concerns so the team can address them together.
• Sprint review: Held at the end of each sprint, this meeting is a review of the working product and gives stakeholders transparency into what the team accomplished during the sprint.
• Sprint retrospective: The sprint retrospective is a meeting that occurs after each sprint to discuss team performance and establish ways to improve future efforts.

Each Scrum team has designated members who own specific pieces of the process. These roles include the following:

• Product owner: Possesses a thorough understanding of the product’s business value and serves as the middleman who communicates the stakeholder needs to the development team and writes and prioritizes user stories.
• Development team: Performs the technical development of the product and is responsible for the analysis, design, code writing, testing, and technical communication based on the user stories provided by the product owner.
• Scrum Master: Assists in the progress of the Scrum team by working hand-in-hand with the product owner and the development team to streamline work and eliminate distractions. 

As with Agile, Scrum is popular in software development, but it can also be deployed successfully across marketing, design, and other creative projects. Learn more by reading our guide to implementing Scrum with the right tools .

Kanban is an Agile framework that prioritizes continuous improvement , an ongoing effort to improve a product or service incrementally. Kanban teams complete work items based on team capacity and manage resources using a visual kanban board that shows task status.

Kanban originated in Japan in the 1940s. Based on what he had seen in supermarkets, Toyota engineer Taiichi Ohno implemented a supply-and-demand method on the factory floor, which greatly improved the company’s inventory management. 

Teams at Toyota created a visual cue (a kanban, which translates to “visual sign” or “card”) to communicate that they were ready to “pull,” or take on, more tasks or materials to complete their work. This approach enabled workers to only take on new tasks when they had capacity for them, which reduced excess work in progress (WIP) . This style of work is now known as the just-in-time (JIT) approach.

How to use a kanban board

The Kanban methodology centers on the kanban board, which is either a physical or digital “board” that includes three columns (or lanes ): to-do, doing, and done. Team members move cards, representing individual tasks, to different columns as a way to track task status. This provides a quick view of how items are progressing and ensures teams have adequate capacity to take on new work.

In recent years, teams have moved to online, digital kanban boards, which helps distributed teams collaborate on projects and gain real-time visibility into the work getting done. You can learn more about setting up a Kanban board with our guide . 

Pros and cons of Kanban

Overall, Kanban is great for teams that have many incoming requests, short work cycles, and flexibility with resources and scheduling. However, Kanban can be difficult for teams that work on many interconnected, dependent tasks, or have tight deadlines to adhere to. 

To learn more about implementing kanban from the ground up, read our complete guide for newbies .

Critical path method

Critical path method (CPM) is a technique for estimating the total duration of a project by identifying the order in which you must complete all project tasks, and then mapping out your sequenced tasks, called dependencies .

CPM follows the basic steps below:

• Identify all project tasks.
• Identify dependencies among tasks.
• Estimate the duration of each task. 
• Add up the durations to calculate the total duration of your project. 
• Update the critical path as the project progresses to compare estimated vs. actual timelines.

CPM helps teams reduce project timelines by identifying and scheduling the most important tasks and then scheduling other tasks to happen in parallel. CPM also helps with project planning, as you can easily reference estimated vs. actual project schedules and more accurately estimate how long each task will take on future projects.

Learn more about the steps and advantages of the method with our beginner’s guide to the CPM .

The change management methodologies

Change management is an umbrella term for techniques that help individuals, teams, and organizations implement new processes or achieve organizational change. In this section, we’ll cover event chain and extreme project management. 

To learn more, visit our essential guide to change management , or find free change management templates .

Event Chain methodology

In event chain methodology , you identify tasks (events) and their relationships (event chains) in order to properly allocate resources and assess and reduce project risk. 

The goal of event chain is to estimate the amount of time and resources you need to complete a project. This method follows some of the same steps as the critical path method — you also break down activities into smaller tasks and outline their dependencies and durations. But, in event chain, you do so to create a realistic timeline and budget, rather than to simply better manage the tasks (and task order).

Event chain can also serve as a modeling technique to create more conservative scheduling estimates, which ultimately improves performance by building in time to address unforeseen risks.

This methodology is often used in change management efforts to eliminate the need to overhaul projects, which can be extremely time consuming and resource-heavy.

Extreme project management

Extreme project management (XP or XPM) is used to manage a massive amount of change in a short period of time. XPM is ideal for fast-paced, complex projects that can handle a trial-and-error approach to successfully pull off the effort.

Think of XPM as the opposite of Waterfall methodology. As opposed to valuing a linear, planned project development process, XPM allows you to change your project plan, budget, and the final deliverable as requirements shift. In XPM, the onus is on the project team to self-correct and shift as necessary. 

Extreme project management works well for projects with a high-degree of uncertainty, but is less useful for projects with a clear-cut timeline, budget, and scope.

The process-based methodologies

Process-based methodologies approach work as a collection of processes, rather than a strict methodology that you apply to a single project. These approaches are sometimes used as part of a larger business process management (BPM) strategy.

Lean is an approach aimed at maximizing value while minimizing waste. When deployed properly, Lean helps to identify and eliminate bottlenecks, delays, and other inefficiencies in order to deliver value faster.

Lean originated in manufacturing in the 1950s, but it has evolved over time and is used today across industries. As laid out in the book Lean Thinking , Lean involves the following five core principles and activities:

• Define value: Identify the value of each product or service in the eyes of the customer. 
• Map the value stream: Map out the process (aka value stream ) and identify areas of waste, in terms of  resources, time, or redundancy.
• Create flow: Create a flow plan that eliminates the waste you identified. 
• Employ a pull system: Progress through the plan only as the customer has new needs. Doing so will prevent you from taking on too much at once, or creating a bottleneck at any stage of the process. 
• Pursue perfection: Using the idea of continuous improvement, aim to eliminate as much waste as possible from your process. 

Visit our comprehensive guide to Lean project management to learn more about different types of Lean methodologies and the best tools for implementing Lean.

Six Sigma is a process improvement methodology that aims to improve quality across projects. Six Sigma takes a statistical approach to measuring and eliminating bugs or defects in project deliverables and raising quality standards.

The basic steps in Six Sigma include finding defects, identifying and eliminating their cause(s), and optimizing processes to increase reliability and accuracy going forward. 

Building off the Lean principle of pursuing perfection, Six Sigma aims to eliminate all opportunities for defects by using data-driven improvement cycles to achieve its goal. 

There are two main Six Sigma methodologies:

• DMAIC: This stands for define , measure, analyze, improve, control , and is intended to help you improve existing processes.
• DMADV: This stands for define, measure, analyze, improve, verify, and is best for when creating new processes or products.

There is no single, formal certification body for Six Sigma, but many organizations offer training so teams can learn to implement the practice in their organization. Read our article on Six Sigma belts and certifications to learn more. 

Six Sigma works well for teams who are interested in implementing data-driven ways to reduce defects and optimize business processes, but is less ideal for those looking for a strict set of steps to follow.

Read our in-depth guide to all things Six Sigma to learn more.

Lean Six Sigma

Lean Six Sigma is a hybrid approach to process improvement that combines the Lean principle of no waste and the Six Sigma principle of no defects to improve quality across processes, projects, and products.

Lean Six Sigma offers the following benefits:

• Increased cost savings due to fewer bugs or defects
• Improved quality
• Time savings due to fewer process issues
• Improved data-driven decision making
• Continuous process improvement throughout the organization

While Lean Six Sigma originated in manufacturing, a variety of industries can deploy it to reap benefits. The most common use cases include healthcare, construction, design, and government.

All About Lean Six Sigma

Free lean six sigma templates, other project management methodologies.

Below, you’ll find details on a few more project management methodologies that are gaining traction in the modern PM world.

PRINCE2 , or Projects in Controlled Environments , is a project management methodology that focuses on defining and delivering work against precise requirements. As opposed to Agile PM, PRINCE2 emphasizes intense planning and documentation of work items.

PRINCE2 is a hybrid methodology initially used for information technology (IT) projects to help reduce cost and time overruns. Now, it’s deployed across many different industries. 

This approach works well for projects with a clearly defined goal. However, if you need more flexibility, or don’t have time to properly plan and document work, Agile methods might be a better option.

PRiSM , or Projects Integrating Sustainable Methods , is a modern project management methodology that values sustainability over all else. The goal of PRiSM projects is to reduce the environmental impact of a project and drive meaningful social impact.

The PRiSM model is based on the following six principles: 

• Commitment and accountability 
• Ethical decision making 
• Integration and transparency 
• Principal and values-based deployments 
• Social and ecological equity 
• Economic prosperity

Implementing PRiSM is a long term mindset shift that puts sustainability and equity at the center of all processes and projects and aims to maximize value for all involved.

Why you should choose a PM methodology for your organization

Choosing an organization-wide project management method ensures teams have a consistent guideline for how to manage each aspect of their projects, like resources, budget, communication, timeline, and more.

Of course, some teams and projects require different levels of planning, flexibility, and documentation. And, it can be overwhelming to choose one “perfect” approach when there are so many options out there.

But, by assessing the types of projects that you typically take on — as well as your existing processes — you can identify the most effective methodology for you.

In some cases, organizations may select multiple project management types to meet the requirements of different projects and teams.

How to choose the best PM methodology for you

To identify the right project management methodology, first consider the details of your project. Then, assess your existing systems and processes. Look at both what you need as well as what you already have in place to select the best method.

Ask yourself the following questions to evaluate your project needs:

Project basics

• What is the project’s focus?
• What industry are you in?
• How complex is the project?
• Is the project scalable?  

Flexibility

• How flexible are your timeline, budget, and deliverables?
• How much planning do you need to do beforehand?
• What is your allotted budget, and how flexible is it?
• What resources do you have, and what additional resources do you need to obtain?
• How flexible is your timeline?
• Are there set start and end dates?
• Does your project have key milestones or a critical path?

Roles and responsibilities

• How many people or teams are working together on this project?
• How specialized is the work?
• What is the level of customer and stakeholder involvement?

After you’ve worked through the project-related questions, follow these steps to identify which methodology aligns best:

• Outline the main variables, like timeline, resources, and budget, that will drive the project.
• Consider how the methodology you choose will impact these variables, such as how a more flexible approach might affect a hard-and-fast deadline.
• Weigh the pros and cons of each methodology against the needs of your project. Think both about which will be the best fit and which will be least disruptive to your current processes.
• Collaborate with other team members to get input.
• Roll out the methodology to the team. This includes educating everyone on the new processes and setting up the necessary tools and documentation systems.
• Apply the methodology to the project and monitor it for success.

Here’s a simplified cheat sheet you can use to identify which methodology will work for your next project:

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Project Management Methodologies and Frameworks Every Project Manager Should Know

You might find yourself drowning in information, tools, and processes as a project manager. To stay afloat and thrive, you must choose the right project management methodologies and frameworks that suit your team and project needs.

Many different project management methodologies are available and deciding which one is right for you can be challenging. This article provides an overview of the most popular frameworks to get you started.

What is a Project Management Methodology?

A project management methodology is a set of principles, processes, guidelines, and tools that help to plan, manage, and control a project. The methodology helps to ensure that a project is on schedule, within budget, and that the project goals are met.

A project team or an organization uses a management framework to execute a project. The information generated is usually documented and shared with others. Recording the information is essential as it will help others understand the project requirements and responsibilities.

While most project management methodologies take a standardized approach, some are for specific purposes, i.e., manufacturing or software development.

Project Management Framework vs. Methodology

The terms framework and methodology are often used interchangeably in project management. However, there is a slight yet distinguishable difference between the two approaches.

A framework provides more flexibility and freedom. You can adopt new rules and change or remove existing ones as necessary. As such, a framework provides the structure and direction needed for a project without being too rigid or detailed.

On the other hand, a methodology is a set of principles and processes that guides the management of a project. It is a formal approach that is strictly defined and generally adheres to a strict code complete with steps and rules.

Another way to understand the two approaches is that most of the time, methodologies are for implementing ideas and values, while a framework provides a step-by-step guide to attain that idea or manage that project.

Project Life Cycle Processes

A project management framework includes the whole project management life cycle, which will guide you from the beginning to the end. In a project management life cycle , there are five steps:

• Initiation : The beginning stage of the project, where the main focus is to narrow down the required key components to kickstart the project. Teams get together to research, brainstorm and conduct analysis and stakeholder mapping/interviews to gather information.
• Planning : Here, the teams and members working on the project are identified along with activities, milestones, risks, management structure, and success benchmarks.
• Execution : During this stage, the project kickstarts and is implemented.
• Management/Monitoring : At each milestone, the progress will be monitored, documented, and reported. Key progress and outputs will be shared with stakeholders as well.
• Review/Closing : This stage marks the end of the project. Project leaders and team members will review and analyze how the project progressed and setbacks to identify future improvements. Updates or replacements will be scheduled if necessary before wrapping up.

5 Key Project Management Methodologies and Frameworks

1. waterfall framework.

The Waterfall Framework is a linear approach that first gathers stakeholder and customer requirements before creating a sequential project plan to address the identified requirements. Consisting of five main stages, each stage is completed before progressing to the next–similar to a cascading waterfall.

The main stages of the waterfall framework are:

• Requirements : needs and requirements of the business/project are identified, analyzed, and documented.
• Design : possible solutions are explored before a detailed plan is made to achieve the goals.
• Implementation : the project plan and activities are set in motion along with progress measurements.
• Verification/Control : the product is reviewed, and the project plan is compared with the performance to address issues.
• Maintenance/Closure : the end result is shared with clients for feedback and final fixes. Approval is obtained before the project is closed.
• As project and client requirements are identified and agreed in the very first stage, it sets clear client expectations that are easier to plan.
• Extensive documentation ensures that each activity and task is well documented and that no knowledge is lost.
• The project schedule is laid out at the beginning stages. As such, project costs, deadlines, and other resources can be estimated accurately.
• Easier to measure and understand as you progress through each milestone one after the other.

Disadvantages

• Identifying all client/customer requirements at the very beginning is difficult.
• Changes to the product at the end stages are costly and difficult if the customer is unsatisfied.
• Lack of flexibility due to the linear nature of the framework, which provides minimal room for change and adaptation in case of unexpected events.

2. Lean Methodology

Lean methodology originated in the 1950s in Toyota and currently focuses on eliminating waste, maximizing value, and improving efficiencies. Many organizations have opted to adopt the Lean Framework as it can be applied to any business, regardless of size, to achieve objectives in a sustainable manner.

The two main guiding concepts in Lean are respect for people and continuous improvement. Accordingly, necessary training and tools are provided, constant improvement is encouraged, and management takes on a more active role in understanding and meeting the needs of employees to initiate better work performance.

Besides the above two concepts, lean has five core principles that support the methodology:

• Value : customer defines the value of the product offered.
• Value stream : a clear and in-depth understanding of the product’s life cycle from research to development. Each step of the value chain is analyzed to identify waste areas and improvements.
• Flow : every process should be in sync with one another, and the value stream should flow seamlessly.
• Pull : ensures that products are made only when required, leading to shorter delivery cycles and increased flexibility.
• Perfection : always strive for perfection by uncovering quality or waste issues and applying strict measures to address inefficiencies.
• The quality of products is high due to the constant attention to value.
• Reduced costs and increased profits as Lean focuses on providing value and minimizing waste.
• Improved customer relations as the focus is to deliver what the customer requires.
• Regular communications among employees, stakeholders and management pave the way for better decision-making.
• Emphasis on constant improvement leads to continuous learning opportunities.
• Organizations may focus too much on Lean principles that they lose sight of the bigger picture leading to a lack of strategy.
• If there are bottlenecks or resource issues, delivery can be delayed leading to unsatisfied customers.

3. Agile Methodology

Agile is often used in the software industry, though it has spilled into others recently due to its adaptability. It is an iterative approach that promotes collaboration among team members, emphasizing adaptive planning and early delivery of functional products. In an Agile project, development work is carried out in short-term periods called sprints, and the management focuses on continuous improvement throughout the project’s life cycle.

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Popular frameowkrs such as Scrum and Kanban stem from Agile, which acts as an umbrella term that encompasses several different frameworks. To learn more about Scrum and Kanban, check out The Ultimate Beginner’s Guide to Scrum and How to Better Manage Your Projects with Kanban Boards .

The Agile Manifesto highlights four core principles that are the building blocks of any agile approach. They are:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
• Agile promotes smaller teams, making it easier to keep up the pace and quickly adapt to necessary changes, leading to faster response times and ample flexibility.
• Faster turnaround times due to the ability to quickly detect and provide solutions to issues.
• Low wastage and costs as tasks are always up-to-date with constant feedback and follow-ups, allowing developers to experiment and test ideas.
• Agile is practiced by many and has a considerable following. Therefore, you can always reach out for help and share knowledge with others if you run into trouble.
• Difficult to measure the progress as it is estimated across several cycles, which may take time.
• Documentation is not given prominence, leading to misunderstandings and difficulty for newer members to be up-to-date.
• At times, there is no clear end date; therefore, the overall project may seem to go on forever. This can also lead to scope changes beyond what was initially agreed (scope creep).
• Due to the short cycle times, the design thinking process may be stinted, leading to a lack of cohesion and fragmentation.
• Teams may tend to avoid key features that may take too long to deliver.
• The need for constant communication can take a toll on team members who have to spend extra energy and time.

4. Critical Chain Project Management Framework

Critical Chain Project Management (CCPM) is a project management framework that helps the planning and managing of projects by monitoring the resources required to execute the project tasks. The framework helps project managers to deliver projects in a cost-effective and timely manner.

Buffers are safety margins that ensure all tasks are completed within schedule. CCPM identifies strategic points in the project and inserts buffers to ensure that project milestones are met on time, regardless of constraints or uncertainties. There are several types of buffers used in CCPM.

• Project buffers : this is positioned between the completion date of the project and the last task allowing team members to catch up on any outstanding tasks or delays.
• Feeding buffers : this is positioned between the non-critical chain and the critical chain to prevent delays.
• Resource buffers : resources that are kept aside in case of extra support in terms of resources are required.
• Team members tend to be more efficient and pace themselves rather than working more as the deadline approaches.
• Work is scheduled around resource availability, thereby optimizing resource utilization.
• The insertion of various buffers to address issues on time.
• The minimum time required to finish the project is taken into consideration.
• Major planning packages do not often support the framework.
• If the team does not understand the endpoint, many losses and setbacks could occur.

5. PRINCE2 Framework

PRINCE stands for “Projects In Controlled Environments” and is a process-based framework focused on organization and control. The framework started as PRINCE with a particular focus on the IT industry before expanding into others.

PRINCE2 details what each step of the project should look like, deliverables, roles, and responsibilities, and also structure each stage of the project with no loose ends at the point of completion.

• PRINCE2 is a good beginner framework to start project management as it has a defined process with clear steps.
• Due to the detailed and step-by-step guide provided, PRINCE2 is relatively easy to understand and follow. Furthermore, the ability to divide the project into manageable stages is helpful in managing the project.
• PRINCE2 is flexible in nature and can be easily adapted to suit different projects.
• Roles and responsibilities are clearly defined, which improves accountability.
• Lessons learned can be tracked and updated for future reference and improvements.
• PRINCE2 is not ideal for projects in fast-changing environments (i.e., technology-driven) due to the extensive documentation required.
• Requires the buy-in of the senior management for success.
• Requires experience to be managed and delivered successfully.

Key Steps to Follow when Selecting a Methodology or Framework

1. assess the project in terms of size and scope.

Size and scope play a significant role when selecting a suitable project methodology or framework. Some projects may be small, requiring a team of no more than 3-4 people and a short period. In contrast, others would be large, with multiple teams working together for several years.

Larger projects with several cross-functional teams and extended time frames would benefit from adaptive project management frameworks such as agile. In comparison, smaller projects that are less complex would do well with methodologies such as waterfall.

2. Look into the available project management methodologies and frameworks

Once the project scope and size are determined, look into the available methodologies and frameworks. Compare notes, and weigh the pros and cons as to which one would suit your requirements the best while minimizing risks.

3. Obtaining the acceptance and buy-in of your team

Reach out to your team to see their reaction and input. Make sure you listen to their viewpoints and present your side accordingly to obtain their buy-in. Otherwise, conflicts and challenges may hinder the project’s smooth progress.

4. Confirm the selection

Before starting the project, re-confirm the feasibility of your selection by comparing and assessing the success rate of projects delivered using the same framework.

5. Obtain feedback and conduct self-assessments

As the project progresses, ask for feedback from your colleagues regarding the processes followed. Furthermore, make sure to conduct self-assessments to see if the methodology or framework is proceeding according to your expectations and whether it allows you to manage your team successfully.

Tools and Techniques for Project Management Methodologies and Frameworks

There are several tools and techniques relevant to project management methodologies and frameworks. While some specific tools and techniques are similar across multiple frameworks, there are some that may differ. Below are a few commonly used tools and techniques.

Work Breakdown Structure (WBS)

Work breakdown structure Software can be used to break down the larger deliverables of your project into manageable smaller tasks. This is a productivity technique that uses a step-by-step approach to project management.

Gantt Chart

Gantt chart maker is ideal for tracking tasks' start and end dates and milestones. It helps teams to plan their work and jobs to meet deadlines and allocate resources accordingly.

SWOT Analysis

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. For each project, the SWOT identifies the internal (Strengths and Weaknesses) and external (Opportunities and Threats) drivers affecting your ability to meet the goal. For example, suppose your organization is well known for its expertise in customer service. In that case, improving customer service will be a competitive advantage and a meaningful driver for meeting your goals.

RACI Matrix

RACI stands for responsible, accountable, consulted, and informed. RACI matrix template is used to describe the roles and responsibilities of team members in a project.

Stakeholder Map

The stakeholder map is a tool to help you understand who your stakeholders are and their needs. Using this tool, you can map stakeholders according to their importance and potential impact on the project.

Decision Tree

A decision tree is used for effective decision-making and predicting potential outcomes when multiple courses of action exist. It allows the team to explore options and outcomes to understand the risks and rewards associated with each possible course of action. Use decision tree diagram maker to create effective decision trees faster.

Creately for Project Management

Creately has many tools to make your journey effortless and successful regardless of the type of project methodology or framework you decide to follow.

• Powerful documentation capabilities include doc blocks and attachments and image attachments to create reports and presentations.
• Built-in project management tools including Kanban boards, timelines, multi-role workflows, visual prioritization tools to enable any kind of workflow.
• Whiteboard and freehand drawing capabilities to brainstorm and discuss with colleagues and peers.
• Multiple templates and shapes to prepare project plans and schedules, Gantt charts, roadmaps, and other formats necessary for project management documentation and tracking.
• Multiple access and role levels to manage, share, edit and review, along with multiplayer editing capabilities to collaborate in real-time.
• Comment on anything, with context. Full comment threads and discussions for async collaboration.
• Data, note, and task panels to house information, assign roles and responsibilities, feed in information, and track the progress of activities.
• Integration with other platforms with 2-way syncing to manage data efficiently.
• Spotlight and presentation mode to conduct interactive and dynamic presentations right on the canvas.

Start your project management journey with Creately today!

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Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.