The prevalence of information technology (IT) and the significance of its role in modern companies have increased rapidly. Nowadays, almost no business operations unit can work or function efficiently without the support of IT-based systems. Regardless of the general purpose of the respective company and the industry the company operates in, after a given point a functioning IT structure is a prerequisite for a fluent, efficient and successful operation. With an apparently almost infinite variety of IT-supported systems, companies have to deal with the recurring question: Which parts of the company’s IT-based systems possibly require a new implementation, improvement, or replacement?
After a decision regarding a new implementation, an update, improvement or a replacement has been made, an overview must be developed of the tasks that will be needed to reach the project goal. Beyond a certain size and complexity, these IT systems cannot be changed on an ad hoc basis. In such a case, a detailed planning of the approach is an important factor to be coordinated to guarantee that the activities will be carried out on time, within the budget, and at the required level of quality. These tasks are commonly defined within projects, which are preferably coordinated by using project management process models. However, not every process model is equally appropriate for every project or project type.
To make a decision about which process model is to be used, a wide range of aspects of the project have to be considered. These aspects are not only project-specific, but also company-related, which means that not every project can be managed the same way in every company, even if the project-specific aspects are almost identical. Alongside the project-specific factors such as the given time frame, the financial limitations, and the commitment to quality, other company-specific factors have to be taken into consideration. These include not only the amount of HR resources needed, but also the skills of the available project members. But the HR resources are not the only assets that have to be planned. In addition to sufficient staffing, the available software, hardware, and premises must be determined and often booked in advance.
Contents
1 Introduction
1.1 Abstract
1.2 Motivation of this Thesis
1.3 Objectives of this Thesis
1.4 Structure of this Thesis
1.5 The example company WALLMEDIEN AG
1.6 Typical IT activities in Companies
2 Project Management
2.1 Projects
2.2 Traditional Project Management Methodologies
2.2.1 Waterfall Model
2.2.2 V-Model
2.2.3 Spiral Model
2.3 Agile Project Management Methodologies
2.3.1 Scrum Model
2.3.2 Agile XP (Extreme Programming)
2.4 Comparison of Agile and Traditional Methodologies
2.4.1 Agile vs. Traditional Project Management Methodologies
2.4.2 The combination of agile and traditional projects
3 Project Figures and Criteria
3.1 Project and Non-Project Distinction
3.2 Activity Classification and Project/Non-Project Assignment
3.3 Project Classification Criteria
3.3.1 Introduction projects
3.3.2 Update projects
3.3.3 Migration projects
3.4 Matching Criteria from Project-Types to Process Methodology
3.4.1 Traditional Approaches
3.4.1.1 Waterfall-based models
3.4.1.2 V-Model approach
3.4.1.3 Spiral-Model approach
3.4.2 Agile Approaches
3.4.2.1 Scrum approach
3.4.2.2 Extreme Programming approach
3.4.3 Criteria Matching
3.4.3.1 Introduction Projects
3.4.3.2 Update Projects
3.4.3.3 Migration Projects
3.5 General Use and Need of Success KPI’s
3.6 Identification of Success KPIs
3.6.1 Cost
3.6.2 Time
3.6.3 Scope
3.6.4 Quality
3.7 Success KPIs for Process Methodologies
3.7.1 Waterfall
3.7.2 V-Model
3.7.3 Spiral Model
3.7.4 Scrum
3.7.5 Agile XP
4 Summary
4.1 Conclusion
4.2 Perspective
Objectives and Core Themes
This thesis aims to establish a valid decision-making process for selecting the most appropriate project management methodology for different IT project types, while defining and monitoring project-specific success indicators.
- Analysis of traditional vs. agile project management methodologies.
- Classification of IT tasks into projects and non-projects.
- Evaluation of criteria-based matching for methodology selection.
- Development of project-specific Key Performance Indicators (KPIs).
- Practical application based on the experience of WALLMEDIEN AG.
Excerpt from the Book
2.2.1 Waterfall Model
In 1970 Dr. Winston W. Royce authored the paper “Managing the development of large Software Systems” for the IEEE conference, in which he describes how, in his opinion, software development in large organizations should be processed.
According to Royce, software development consists of two essential steps regardless of the size or complexity of the respective system. The first step is the analysis of the problem. After the problem has been analyzed the solution has to be implemented by coding the respective solution.
This approach is the leanest methodology for implementing small solutions or making minor adjustments to an existing system. According to Royce, it is possible in internal systems, in particular, to plan those projects and changes in this simple way, since developers are often also the users of the systems. Thus, they are aware of both the weaknesses in and use of the system, and often have the exact knowledge about what has to be changed or implemented. If the system and, consequently the project, is larger (in terms of its size, importance, and number of requirements) this methodology is an in appropriate approach and does not lead to an efficient solution. For a larger project far more steps are required, which all indirectly affect software quality in a positive way but increase the overall cost of the project.
Summary of Chapters
1 Introduction: Provides the problem statement regarding IT-based systems in modern companies and introduces the goal of identifying appropriate project management methodologies based on practical experience.
2 Project Management: Examines traditional (Waterfall, V-Model, Spiral) and agile (Scrum, XP) project management methodologies, comparing their characteristics and application scenarios.
3 Project Figures and Criteria: Defines projects, distinguishes them from non-projects, establishes evaluation criteria, and matches project types to specific methodologies using a decision-making model.
4 Summary: Concludes the thesis by summarizing findings on methodology selection and the necessity of continuous KPI monitoring for project success.
Keywords
Project Management, IT-Management, Waterfall Model, V-Model, Spiral Model, Scrum, Extreme Programming, Agile Methodology, Process Models, Key Performance Indicators, Project Selection, Software Development, Decision-Making, Efficiency, WALLMEDIEN AG.
Frequently Asked Questions
What is the primary focus of this thesis?
The thesis focuses on determining which project management methodologies are best suited for specific project types in an IT environment, supported by a structured decision-making process.
What types of project management methodologies are analyzed?
The research analyzes traditional methodologies, including the Waterfall Model, V-Model, and Spiral Model, as well as agile approaches like Scrum and Extreme Programming (XP).
What is the main objective of the proposed decision-making process?
The goal is to provide a valid, criteria-based framework that allows project managers to select the most efficient methodology for different types of projects, such as introductions, updates, or migrations.
Which scientific method is used for the evaluation?
The author uses a cost-utility analysis based on pairwise comparison preference matrices to weight criteria and match project types with the most appropriate management methodologies.
What role does WALLMEDIEN AG play in this research?
WALLMEDIEN AG serves as a practical example, providing real-world experience and weighting criteria based on the company's software development practices.
What are the key themes and success factors identified?
The work emphasizes the importance of balancing time, cost, scope, and quality, while developing project-specific Key Performance Indicators (KPIs) for effective monitoring and risk management.
Why are Key Performance Indicators (KPIs) significant for project management?
KPIs allow project managers to track the actual state of a project objectively, helping to identify deviations from goals and facilitating timely corrective actions.
How does the thesis handle the integration of agile and traditional methods?
The author discusses how traditional and agile approaches can be combined, particularly in large companies, by creating agile-oriented sub-projects within a traditional project framework.
- Arbeit zitieren
- Daniel Schmitz (Autor:in), 2015, Project management standards. An evaluation of key factors for selection support and success KPIs, München, GRIN Verlag, https://www.grin.com/document/490596
