Project management standards. An evaluation of key factors for selection support and success KPIs

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

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.