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The Case for Multiple Project Management Methodologies

At first glance, using multiple methodologies seems odd, especially in manufacturing organizations optimized with repeatable processes. The natural reaction is to respond “What’s wrong with my methodology?”

PMOs and process specialists spend months developing standard processes, methods, and templates to achieve predictable results. Believe it or not, the PMO doesn’t create a new template or a new process out of sadistic pleasure. Many PMOs seek to provide structure and guidance while letting project teams

Despite the amount of focus user group surveys, subject matter expert collaboration, and thoughtful process analysis, there will never be a single, perfect methodology for getting work done. It’s natural for project managers and teams to use a combination of processes and templates from multiple methodologies, such as waterfall, scrum, lean, and Six Sigma.

A methodology is merely a tool in a team’s toolkit to guide them to a successful outcome. The team delivers the project using methodology as a guideline. Effective teams still need strong leadership, project management, and clear communication to deliver. The best methodology in the world won’t help a struggling team from failing; it will help them fail according to the standards. This is why effective teams know to pick the best tool for the job, independent of prescribed methodologies.

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