ASSIGNMENT 1: AN

INVESTIGATION FOR
PROJECT MANAGEMENT
Unit 9: IT Project Management

Arkar Min Maung(Batch-16)

YOUTH INTERNATIONAL UNIVERSITY
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Table of Contents
................................................................................................................................................0

Explaining appropriate definitions, the characteristics of different methodologies applied in

IT projects..................................................................................................................................2

Water fall methodology..........................................................................................................2

Agile methodology.................................................................................................................3

Scrum methodology...............................................................................................................3

Kanben methodology.............................................................................................................3

Explaining the project management structures applied in different IT projects........................4

Functional Structure...............................................................................................................4

Matrix Structure.....................................................................................................................4

Projectized Structure..............................................................................................................4

Agile Structure.......................................................................................................................4

Comparing using appropriate definitions, the characteristics of different methodologies and

structures applied in IT projects.................................................................................................5

Waterfall Methodology..........................................................................................................5

Agile Methodology................................................................................................................6

Scrum (a form of Agile).........................................................................................................6

Kanban...................................................................................................................................7

Evaluating the Characteristics of Different Methodologies and Structures in IT Projects........8

Waterfall Methodology..........................................................................................................8

Scrum.....................................................................................................................................9

Agile Methodology..............................................................................................................10

Kanban.................................................................................................................................10

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Explaining appropriate definitions, the characteristics of

different methodologies applied in IT projects.
Project management involves inititation,planning,execution,monitoring and controlling.A
project must have specific objectives to achieve a goal and specific time when it should
success.To complete a project there are many different methodologies it can be used.A
methodology is a framework and guide line of a how project should be
planned,managed,executed and completed.There are many methodologies using in it project
such as water fall,agile,scrum and many more.

Water fall methodology

The water fall methodology is a most traditional methodology using in it project.It follows
linear and sequential process and it is mostly used in software development. In water fall
methodology,there are five stages it includes requirement gathering,design,impletation,testing
development and maintenance .In this methodology each stage must complete to do another
stage which mean if client want to do maintenance and development it must start from
requirement gathering again.

Agile methodology
Agile is also a project management and software development methodology used by big
companies such as meta,google and microsoft.It focus on flexibility, collaboration, and
customer-centricity which can decrease time to success a goal.It break down the project into
smaller pieces and focus on delivering them.Agile methodology is designed to adapt
changing requirement which can allow for further adjustments.Customer involving is also a
key character tics in this methodology,it is important to gather feedback,review and
requirement from customer to do adjustments in project.

Scrum methodology
Agile framework Scrum is set up for the development, delivery and sustenance of complex
products mainly focusing on software development. It focusses on iterative progress in fixed
length sprints, feedback from stakeholders to move and steer the teams' progress, and the
collaborative achievement of the Agile process by self organising teams. One advantage of
scrum is that it was designed to adapt to changing requirements, to be transparent, and to

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deliver features of high value in incremental fashion. Sprint of project offers small
manageable units of work called sprints. The sprints occur within 1 to 4 weeks and produce
potentially shippable product increment. This iterative approach is about continuous delivery
of features of value and a way of continuous assessment of progress.

Kanben methodology
Agile framework that is used to manage work and improve processes is Kanban. It started in
manufacturing but has moved into other parts of software development and other industries.
In Japanese, Kanban means visual signal or card, and the methodology is about seeing work,
limiting work in progress (WIP), and improving flow. Kanban aims at continuous delivery
and improvement of deliver high quality results and hence is a flexible and adaptive project
management approach.

Explaining the project management structures applied in

different IT projects.
Project management structures give frame for the planning, execution and completion.
Structure in IT projects varies based on complexity of the project, scope and goals. To make
sure the project out comes are successful you have to come up with a way of understanding
these structures.

Functional Structure
In the functional structure, the project is organized into various functional units under the
control of functional manager. In organizations where the employees are grouped based on
their specialized skills and knowledge; this structure is commonly followed. There are each a
functional unit for every aspect of the project with development, support or testing being
specific functional units. This technique fosters expertise and efficiency on a unit basis. But
this may result in poor communication, and a lack of general project coherence.

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Matrix Structure
The matrix structure has the characteristics of both functional and projectized structures.
Functional manager as well as a project manager, a team member reports to. This dual
reporting system can provide some efficiency and freedom of resource utilisation. Matrix
structure allows specialized skills to be shared across more than one project and the control
and coordination held. It however can lead to conflict when multiple authority exists or
requires high levels of communication and collaboration.

Projectized Structure
In projectized structure, project leader has full authority over the project and team member
reports directly to him. This structure is well suited to big, big IT projects or large projects
with clearly identified delivery dates. It gives strong project focus, fast decision making, and
clear lines of responsibility. However it can result in resource redundancy and more expenses
as the project is entirely focused in the team members.

Agile Structure
Projects that require flexibility and rapid iterations are those where an agile structure is used.
It is the use of cross functional teams doing collaborative work in short sprints, also known as
iterations. Also, this structure is very adaptive to changes required by customization, as well
as delivering maximum incremental value. In IT projects Agile frameworks are commonly
used such as Scrum and Kanban. It contributes to continuous improvement, a more
participative stakeholder involvement, and quick response to feedback. But it requires high
discipline, lots of collaboration, and supports an agile culture.

Comparing using appropriate definitions, the characteristics of

different methodologies and structures applied in IT projects.
Waterfall Methodology
Typically waterfall is a traditional, linear, sequential approach to project management. The
project progresses through a set of well-defined phases: Design, Implementation, Verification,
Maintenance, Requirements.

Characteristics:

Sequential Process: Some have to be completed before moving to the next phase.

Rigid Structure: When the project is underway, changing scope or requirements is difficult.

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Predictability: Because the process is linear, long timelines and resource estimates are easier
to make on earlier project phases.

Documentation-heavy: Each phase is producing detailed documentation.

Best for:

 Projects with well defined requirements with a low chance of change (such as
infrastructure ad hardware development).

Limitations:

 A lack of flexibility to go through different stages of the project lifecycle.

 Not very good for fast changing or complex environments like software development.

Agile Methodology
Agile is a methodology that changes and meets it with iterations and smaller portions of the
project delivered incrementally. A collaboration, customer feedback, and rapid release focus.

Characteristics:

Iterative and Incremental: Sprints are small iterative cycles (scrum) for work completed in
this small iterations for frequent feedback and correction.

Collaboration: Focusing on communications from cross functional teams to the stakeholders.

Adaptability: The requirements on Agile projects are highly changeable.

Customer-Centric: Other than being developed iteratively, the product is improved through
continuous feedback from customers.

Best for:

 Projects where the requirements evolve over time.

 Projects where the customer’s needs are always changing.

Limitations:

 It is difficult to manage if the customer or the team is not fully engaged.

 Some requirements are flexible, which can be problematic.

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Scrum (a form of Agile)

Definition: Agile follows the iteration framework and Scrum is one of them focused on
teamwork, accountability and iteration progress. This is used based on defined roles (Product
Owner, Scrum Master, Development Team), events (Sprints, Sprint Planning, Daily Standups,
Sprint Reviews) and their artifacts (Product Backlog, Sprint Backlog, Increments).

Characteristics:

Roles and Responsibilities: Roles that are clearly defined comprise Scrum Master (facilitator)
and Product Owner (the representative of the customer).

Time-boxed Sprints: Periods of work are broken into short fixed lengths of time (often 1-4
weeks).

Daily Stand-ups: Regular short meeting to track progress and to identify the obstacles.

Focus on Deliverables: Each sprint produces a potentially shippable product increment at the
end of it.

Best for:

 Software or product projects that must frequently deliver working software or

products.
 Stronger teamwork and self management skills.

Limitations:

 It needs dedicated, experienced Scrum roles to work.

 It is hard to scale for big teams or projects.

Kanban
Definition: Kanban is a visual project management method for steady and continuous
delivery, without burdening team members. It is a Kanban board for visualization of work
items and the flow of work items through stages of the process.

Characteristics:

Visual Workflow: A Kanban board consists of cards displaying what task is being represented
at that point in the tasks life.

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Limit Work in Progress (WIP): It sets a fixed upper limit on the number of tasks within each
stage (the stage capacity), so you don’t bottleneck and flow is optimized.

Flexibility: Kanban differs from Scrum in the definition of sprints, and focuses more on
continuous delivery.

Continuous Improvement: Kanban also promotes incremental improvement as does Lean.

Best for:

 Projects where work can be re-prioritized and delivered continuously.

 A good choice for teams that require flexibility, but don't want to follow the structure
of Scrum.

Limitations:

 For teams that are more structured, less structure may be difficult.
 It can easily become over complicated without good process management.

Evaluating the Characteristics of Different Methodologies and

Structures in IT Projects
The successful execution of an IT project requires the selection of the right methodology and
the right project management structure. There are different methodologies and structures,
which in turn give out different ways of dealing with tasks, resources as well as stakeholder
expectation. The objective of this assignment is to compare and contrast characteristics of
different methodologies like Waterfall, Agile, Scrum, and Kanban and project management
structure (Functional, Matrix, Projectized).

Waterfall Methodology
A linear, sequential approach to project management in which each phase must be completed
before proceeding to the next, is known as waterfall.

Step-by-Step Characteristics:

1. Requirements Gathering:During this first stage of the project, all necessities of the
project are recorded without leaving any stones unturned. It entails having one on one
discussions or questionnaires and workshops with the intention of getting thorough and
elaborate specifications. his is to ensure that at the end of project a comprehensive idea of

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what the project seeks to accomplish is made and achieved. The outcome of the
documentation forms the premise for all the subsequent phases.

Activities:

 I followed the following methods while conducting the study: Stakeholder interviews
and meetings.
 Surveys and questionnaires
 Requirement documentation
 Get approval for requirements by the stakeholders

Deliverables:

 Requirement specification document

2. System Design: Succession of the requirements statement and approval is the system
design stage. This phase focus on establishing the structure or in other word, what the system
should look like. It is both the major design decisions (overarching structure of the system) &
the detailed desing decisions (individual components and interactions). In software
development, the design provides a framework by which the development team implements
different features.

Activities:

 Definition of the high level of system architecture

 Detailed component design
 User interface design
 Database design

Deliverables:

 System architecture document

 The requirements include but not limited to the following:

3. Coding:The implementation phase begins when the development team has design
specifications printed and bound. This entails putting into hard codes the software as
envisaged in the design documents. Each of the parts in the system is constructed and
incorporated to yield a whole software program.

 Activities:

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 Coding of each of the components

 Integration of components
 Management of source code changes and code reveal

Deliverables:

 Source code
 Compiled software

4. Testing:The actual testing involves tempering after that, to see whether or not it meets the
set standards and that in fact it would perform and function as is had been prescribed prior to
this. It means unit test, integration test, system test and acceptance test.

Activities:

 Unit testing

 Integration testing
 System testing
 Acceptance testing

Deliverables:

 Test plans and test cases

 Test reports
 Defect logs

5. Deployment: If the software has gone through all the testing stages then it is
implementable. It includes loading the software ontop of the environment that end users will
use for production. The data conversion phase includes data conversion; user conversion and
the new data conversion into the new system.

Activities:

 Installation of software
 Data migration
 User training sessions
 System transition

Deliverables:
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 Deployed software
 User training materials

6. Maintenance:is the last process of Waterfall Model. Included was this phase in which the
software was maintained and updated with new bugs encountered or if new requirements
have been experienced. This ensures that the software will run the way it needs to without
issues, and with the up to date information.

Activities:

 Bug fixes
 Your regular updates and patches of software
 Monitoring performance

Support to end-users

Deliverables:

 Updated versions of software

 Logs of maintenance

Characteristics:

1. Predictability: Up front planning gives you a clear roadmap and timeline.

2. Documentation: At each phase, this illustrates extensive documentation with proper
understating and alignment.
3. Rigidity: Once that phase is completed, it is difficult to change about it, so it isn't very
flexible.
4. Agile Methodology: Agile is a method for working, it is an iterative and incremental
method focused on flexibility, collaboration, and customer feedback.
5. Step-by-Step Characteristics:
6. Iterative Development: Small iterations or sprints are used as a way to divide up
works.
7. Customer Collaboration: Give continuous engagement with stakeholders in order to
get feedback.
8. Adaptive Planning: Changing plans as per feedback and changing requirements.
9. Frequent Delivery: Regularly deliver the functional increments of the product.

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10. Continuous Improvement: Regular retrospectives, plus identifying and executing

improvement.
11. Flexibility: It allows for quick adjustments depending on feedback, and changing
requirements.
12. Collaboration: Highly interactive team member interactions and stakeholders.
13. Incremental Delivery: Requirement that frequent deliveries of functional product
increments are made.

Scrum
It is a specific Agile implementation that uses fixed length iterations called sprints that are
typically doing 1 to 4 weeks long.

Step-by-Step Characteristics:

1. Initiation and Planning:Within this phase of the Scrum process, the project team initiates
and plans the Scrum work. This includes defining project vision, identifying stakeholders,
form Scrum team including Scrum master, Product Owner and Development team.

Activities:

 It means defining project vision and goals.

 Identifying key stakeholders
 Responsibilities for each role forming the Scrum team
 Initialising the product framework and creating of the initial product backlog.

Deliverables:

 Project vision statement

 Product backlog

2. The Sprint Planning:Is a collaboration meeting between the Scrum team that selects
which items from the product backlog they are going to work on in the upcoming sprint.
Goals of the sprint are spoken through and a sprint backlog, a list of the things to be done are
built by the team.

 Activities:
 Product Backlog items selection for selected sprint
 Defining the sprint goal
 Taking some of that apart and turning it into tasks

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 Estimating the effort of each task

Deliverables:

 Sprint goal
 Sprint backlog

3. Daily Stand up(Daily Scrum): A brief, time boxed (15 minutes) meeting is held everyday
on the sprint. Month Day Theme Group work Space time progress obstacles day work That
meeting allows you to communicate and make sure that the team is on the same page as the
sprint goal.

Activities:

 Each team member answers three questions:

 What did you do yesterday?
 What will you do today?
 What impedes from you achieving your goal?

Deliverables:

 Updated sprint backlog

 Identified impediments

4. Development Work:During this phase, Development Team works on completing tasks in

sprint backlog and returns it with the completion. The team keeps close working together;
they often take a step back and review their progress to make sure they’re on track. It is the
Scrum Master who removes any impediment that arise.

Activities:

 Developing product features

 Code reviewing and testing
 Continuous integration and continuous deployment
 How collaboration and communication within the team works.

Deliverables:

 Shipping product increment potentially

 Updated sprint backlog
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Characteristics:

 Role Definition: Product Owner, Scrum Master and Development Team clear roles
and responsibilities.
 Iterative Approach: Defined goal, deliverables and fixed-length sprints.
 Continuous Improvement: Regular review in order to improve processes.

5. Sprint Review:Is a sprint review meeting at the end of the sprint in which a team
demonstrates a completed product increment to stakeholders. They capture that feedback and
they talk through what was good, what isn't good, what needs to change in the next sprint.

Activities:

Showcasing the built product increment

Feedback from stakeholders

Talking about making progress and what's been happening.

Deliverables:

Feedback incorporated product backlog (updated)

Reviewed product increment

6. Sprint Retrospective:The sprint review marks the end of a sprint, and after which the team
reviews the sprint and its performance. The aim is to find improvements for future sprints, so
that efficiency and team collaboration is improved.

Activities:

 Making a note of what went well as well as what didn't.

 Understanding where to make some improvements
 Thinking of action plans for improvement

Deliverables:

 Improvement action plans

 Descriptive, refined processes and practices

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Agile Methodology
Agile is an iterative and incremental definition, flexibility, collaboration, customer feedback.

Step-by-Step Characteristics:

1. Project Initiation and Vision

In the first stage, the project team clearly specifies a project vision and goals for the project.
Defining a project scope, identifying stakeholders and establishing the Agile team is involved
here. Cross-functional members typically make up an Agile team, meaning they’re competent
in working on all parts of the project.

Activities:

 The project vision and goals definition

 Determine key stakeholders role, also key stakeholder.
 The Agile team formation and role assignment
 Creating a first version of Product Backlog.

Deliverables:

 Project vision statement

 Initial product backlog

2. Iteration Planning

Agile implements the project into small, manageable iterations or sprints of two to four
weeks. In iteration planning, team chooses one or more items from the product backlog with
highest priority to work on in the next iteration. People on the team estimate effort and define
iteration goals.

Activities:

 Priority and Revising product backlog items

 The definition of iteration (sprint) goals
 Estimation of effort for selected items.
 Creating an iteration backlog

Deliverables:

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 Iteration goals
 Iteration backlog

3. Iteration Execution

Agile team works together to finish the tasks in iteration backlog during the iteration
execution stage. We have standup meetings in the morning to talk about the progress, which
obstacles are there and how to do the day’s work. The team works in the fashion of
continuous integration and pair programming to assure efficiency and quality.

Activities:Meetings with daily stand up reports to see what is making progress and what is
hampering it.

 Writing tests for product features that you developed.

 Continuous deployment, continuous integration
 With in team collaboration and communication

Deliverables:

 Incremental product features

 Updated iteration backlog

4. Review and Feedback

After each iteration the team does an iteration review meeting wherein they show the
completed work to the stakeholders. It gathers the feedback and discussed to ensure the
product will meet customer expectation and to find what make it need change to make in
future iterations.

Activities:

 Showing completed work to stakeholders

 Feedback and suggestions gathering
 We review progress and achievements.

Deliverables:

 Reviewed product increment

 Product backlog with feedback changed

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5. Retrospective

After the iteration review the team meets for a retrospective to discuss how the process and
performance went in the iteration. The intention is to find the obstacle points and make action
plans to boost team collaboration and efficiency in upcoming iterations.

Activities:

 Digging into what did work and what didn’t

 Finding things to improve
 Action plans for improvement are developed

Deliverables:

 Improvement action plans

 Refined ways of doing things

6. Continuous Improvement

The idea in agile is to do continuous improvement by way of the iteration cycles. The
retrospectives’ insights and improvements are applied to subsequent iterations, and processes,
product quality and team performance continually improve in ever onward iterations.

Activities:

 Implementing the stuff we found from our retrospectives

 As and when it is needed to adjust processes and practices.
 Continuing to focus on delivering value to customers.

Deliverables:

 Processes and practices that are enhanced

 Valuable product increments pushed continuously

Characteristics:

 Flexibility: Enables changes to the family of applications quite quickly on feedback as

well as changing requirements.
 Collaboration: Interaction between team members and stakeholders at high level.
 Incremental Delivery: Continuous delivery of functional product increments.

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Kanban
Kanban is an Agile framework that depicts work by means of a physical metaphor of cards
that move from status to status along a process path. It limits work in progress and seeks to
optimize flow.

Step-by-Step Characteristics:

1. Visualize the Workflow

The first thing in Kanban is to visualise your workflow. And this is usually accomplished by
means of a Kanban board, where each square of a square is assigned to various steps of the
workflow (For example, a To Do, In Work, Done). A card is used by each task that moves
along the board as it goes through the stages.

Activities:

 Stages of the workflow identification

 Setting up columns in each stage of your flow on a Kanban board
 Task card creation with item’s details (e.g. task name, description, assignee)

Deliverables:

 Kanban board
 Task cards

2. Limit Work-in-Progress (WIP)

The limit which cannot miss here is for number of tasks that is allowed to be in progress at a
time. WIP limits help protect team members, reduce context switching work to complete and
buffer the workflow.

Activities:

 How to analyse the team's ability to apply the WIP limits in each stage.
 For each column on the Kanban board, we set WIP limits.
 Monitoring WIP limits along with an adjustment when necessary

Deliverables:

 From there, it’s defined WIP limits for each ‘workflow stage.’

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 Displayed kanban board with WIP limits

3. Manage Flow

One of the core rules of Kanban is to manage the flow of tasks through the system. If you
want smooth task motion without delays or bottlenecks, that’s your goal. It can be about
routinely checking the Kanban board and spotting where you have bottlenecks and doing
something about them.

Activities:

 Monitoring the task progress from the Kanban board, regularly.

 Some example: finding ‘bottlenecks’; identifying places where tasks seem to be
getting stuck.
 Measures to improve flow/iment reducing delay

Deliverables:

 Improved task flow

4. Explicit the Process Policies

A Kanban team is told to make their process policies explicit and clear to all members. These
include the determining criteria for shifting the tasks from one stage to another as well the
rules and guidelines to follow by the team.

Activities:

 Recording the process policies and the criteria for task transitions.
 Without communication with all the team members, this becomes difficult.
 Make policies visible and accessible (e.g. in the Kanban board)

Deliverables:

 Documented process policies

 Your Kanban board shows visible policies

5. Implement Feedback Loops

Continuous improvement is dependent on the feedback loops in Kanban. To ensure

performance, team regularly reviews one another, discusses the opportunities to be better and
puts methods in place to improve the workflow.

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Activities:

 Regular team meetings to discuss what works and doesn’t work in regards to progress
 Where did you gather feedback from team members and stakeholders?
 Changes based on feedback implemented.

Deliverables:

 Action items and meeting notes

 Procedures and practices that had been improved.

6. It is to Evolve Experimentally, Improve Collaboratively.

The culture of continuous improvement that comes out of Kanban is through collaboration
and experimental change. They should continuously review how they are doing it, experiment
with new process and measure the result.

Activities:

 Regular retrospective to think about team performances

 Trying new things, and measuring their effects.
 Creating successful change and then iterating on those improvements.

Deliverables:

 Retrospective meeting notes

 Their outcomes as documented experiments
 Processes and practices that are refined

Characteristics:

 Visual Workflow: Task status real time through the Kanban board.
 Flow Optimization: A focus on keeping a smooth and efficient workflow.
 Adaptability: Allocates no fixed-length iterations — tasks can be pulled based on
capacity.

Functional Structure
It is defined as the organization of the project into different functional units managed by each
functional manager.

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Step-by-Step Characteristics:

1. Specialization: By specialized skills group (development, testing, support).

2. Hierarchical Management: A simple and clear lines of authorities within each
functional unit.
3. Focused Expertise: The units are focused on their own area of interest.
4. Coordination: Other units are involved to coordinate functional managers to
coordinate with to make sure the projects are aligned.
5. Reporting: Progress is reported by functional units to higher management.

Characteristics:

 Expertise Focus: Both ensures efficiency in each functional unit.

 Hierarchical Structure: Defined roles, responsibilities in the hierarchy.
 Communication Challenges: The idea of silos and poor overall project cohesion.

Matrix Structure
Success in which elements of both functional and of projectized structures are combined with
a team member whose reporting can be to a functional manager and to a project manager.

Step-by-Step Characteristics:

1. Dual Reporting: An employee reports to a functional manager as well as a project

manager.
2. Resource Allocation: Used across multiple projects.
3. Specialized Skills: Specialists are what functional managers can offer.
4. Project Coordination: The purpose of project managers is to align and coordinate
projects.
5. Conflict Resolution: Mechanisms in place to deal with conflict derived from dual
authority.

Characteristics:

 Resource Utilization: Use of resources in projects in an efficient manner.

 Dual Authority: It can end up in conflict and you have to talk about it.
 Flexibility: It combines project coordination with the specialization of skills.
 Projectized Structure: Project manager definition: The project manager controls the
whole project and team members report to project manager.

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 Step-by-Step Characteristics:
 Project Authority: Project manager has control over the entire project itself.
 Dedicated Teams: They’re dedicated just to the project.
 Clear Focus: Strong emphasis on project objectives.
 Decision-Making: Ability to make quick decision and act to issues.
 Resource Allocation: They allocate resources and control the entire project budget.
 Characteristics:
 Project Focus: The clear authority and responsibility for project success.
 Quick Decision-Making: Enables quick response to problems.
 Resource Redundancy: As resources are always dedicated to the project, the costs
may be higher.

References
1. https://project-management.com/what-is-project-management/
2. https://blog.octobits.io/digital-transformation/list-of-it-project-management-
methodologies/
3. https://www.projectmanager.com/blog/project-management-methodology
4. https://www.projectmanager.com/guides/it-project-management
5. https://business.adobe.com/uk/blog/basics/methodologies
6. https://www.projectmanager.com/guides/project-management

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