Project Methodologies

Project methodologies traditionally get a lot of air time with consultants and IT groups. However it can often turn into a discussion that is actually more focused on the SDLC (software development lifecycle). In many situations the SDLC becomes a proxy for project management, and this is usually when the organisation does not have either project management or IT as part of it's competencies.

Project methodologies are varied, from the Project Management Institute's PMBOK (truly a body of knowledge rather than a methodology per se) and PRINCE2, to custom methodologies developed in-house. And of course consulting organisations (Deloitte, Accenture, Abeam, etc) will jump at the chance to implement their "proven" methodologies - for a fee. Project methodology should focus on managing a project from start to finish, delivering a unique business result.

An SDLC should instead focus on specific tasks and deliverables required to meet a business need through the use of IT. IT requires a combination of discipline and flexibility or adaptability in order to deliver successfully.

In organisations that don't understand the objective of a project management methodology, the IT department is often seen as the defacto project management function, since that's where the investment of time and money into "projects" is most obvious. And in these situations, the project management function often becomes simple coordination of meetings around the SDLC. As a result the business becomes alienated by the lack of transparency and a significant gap in understanding between what the users want and what they get.

Project management needs to be given attention separately to the IT function, and then linked into both Operations and IT.