Contenido

Existen varios enfoques para la gestión de actividades de un proyecto,[19]​ incluyendo enfoque lean (producción esbelta), reiterativo, incremental y en fase.

Sin importar la metodología utilizada, se deben considerar cuidadosamente los objetivos totales del proyecto, los tiempos, los costos, así también como los roles y responsabilidades de cada participante (Interesados o stakeholders).

Traditional

A traditional phased approach identifies a sequence of steps to follow. In the "traditional approach",[20]​ five development components are distinguished (four steps and one control):

Not all projects will have all the stages, some projects are canceled before reaching closure, some projects do not follow a structured plan or are not monitored, and some projects may repeat steps 2, 3 and 4 several times.

Many industries use variations of these stages. For example, when working on the design and construction of rigging "Rigging (construction)"), typically the project will progress through stages such as pre-planning, conceptual design, schematic design, development design, construction drawings (or contracts), and construction management. For software development, this approach is known as a waterfall model.[21] This is a series of tasks concatenated one after the other in linear sequence. For software development, organizations have adapted the Rational Unified Process (RUP) to fit this approach, although RUP does not explicitly require or recommend this practice. The waterfall model works well in small, well-defined projects, but usually fails in larger projects of a more ambiguous nature. The cone of uncertainty explains that this is what happens in project planning with high degrees of uncertainty since it means the creation of a totally new product.

In projects where the requirements "Requirement (systems)") have not been finalized and may change, requirements management is used to develop a complete and accurate definition of software behavior that can serve as a basis for development.[22] Although the terms may vary between different types of industry, the stages follow common steps to solve problems - "define the problem, weigh the options, choose the path, implement and evaluate."

Within this approach, the most implemented model is that of the Project Management Institute (PMI), which includes professional certifications for project managers (PMP).

PRINCE2

PRINCE2 is a structured approach to project management that was published in 1996 as a generic method for project management.[23]​ It combines the original PROMPT methodology (which evolved into the PRINCE method) with IBM's MITP (total project implementation management). This approach provides a management method within a very defined framework.

PRINCE2 focuses on defining and delivering products, particularly the quality of requirements. As such, it defines that a project is successful when it is delivery-oriented (not activity- or task-oriented) through the creation of a set of agreed deliverables[24]​ that define the scope of the project and provide a basis for planning and control. That is, how people and activities are coordinated, how to design and monitor the delivery of the product, and what is done if the product and therefore the scope of the project needs to be adjusted if it does not go as planned.

In the method, each process is specified with its key inputs and outputs and with the specific goals and activities in order to deliver the result of the project as defined in the Business Case. This allows for continuous evaluation and adjustments when deviations from the business case occur.

PRINCE2 provides a common language for all participants in a project. The PRINCE2 governance framework - roles and responsibilities - are fully described and need to be adapted to the complexity of the organization's projects and capabilities.[24]​.

Project Management by Critical Chain

Critical Chain Project Management (CCPM) is an intrinsic management method. It takes into account the limited availability of resources (physical, human skills, management and capacity) necessary to carry out the project.

CCPM is an application of the theory of constraints (TOC) in projects. The goal is to increase the flow of projects in an organization (throughput or volume of work). Once the first three correlative points of TOC implementation have been implemented, the limitations of the system can be identified for all projects, as well as the resources. To take advantage of limitations, critical chain tasks are prioritized above the rest of the activities. Finally, projects are planned and managed to ensure that resources are available when a critical chain task must begin, subordinating all other resources to the critical chain.

The project plan must undergo resource leveling, and the largest sequence of resource-constrained tasks is considered the critical chain. In some cases, such as when managing outsourced sub-projects, it is recommended to use a simplified approach without resource leveling.

In multi-project environments, resource leveling must cut across all projects. However, it is enough to identify (or select) a single "drum". The resource that acts as a constraint across all projects, which are staggered based on the availability of that resource alone, is called a drum.

You can also use a "virtual drum" by selecting a task or group of tasks (usually integration points) and limiting the number of projects in the completion stage.

Project control should be established as an independent function of project management. In essence, it consists of implementing control and verification processes during the development of a project in order to reinforce predefined performance objectives. Project control also includes the following tasks:.

The fulfillment and implementation of these tasks can be achieved through the use of specific tools and methods, such as the following:.

Effective control of a project allows it to be on track and executed on time and on budget.[27]​ It begins in the early stages of planning and ends with the review phase, once the project has concluded. Projects can be audited or reviewed during their development. Formal audits typically look at compliance with planning or the risks being taken. Project managers are usually the ones who set the objectives of said audit. The review may include a comparison between the approved processes for managing the project and how it is actually being managed.[28]​ Each project should be evaluated according to the level of control needed: too much control consumes time, while laxity can carry too many risks.

The international standard ISO 21500, Guide to Project Management, developed by the International Organization for Standardization (ISO) describes the concepts and principles of project management. The latest version was published in 2012 as ISO 21500:2012.

Contenido

Existen varios enfoques para la gestión de actividades de un proyecto,[19]​ incluyendo enfoque lean (producción esbelta), reiterativo, incremental y en fase.

Sin importar la metodología utilizada, se deben considerar cuidadosamente los objetivos totales del proyecto, los tiempos, los costos, así también como los roles y responsabilidades de cada participante (Interesados o stakeholders).

Traditional

A traditional phased approach identifies a sequence of steps to follow. In the "traditional approach",[20]​ five development components are distinguished (four steps and one control):

Not all projects will have all the stages, some projects are canceled before reaching closure, some projects do not follow a structured plan or are not monitored, and some projects may repeat steps 2, 3 and 4 several times.

Many industries use variations of these stages. For example, when working on the design and construction of rigging "Rigging (construction)"), typically the project will progress through stages such as pre-planning, conceptual design, schematic design, development design, construction drawings (or contracts), and construction management. For software development, this approach is known as a waterfall model.[21] This is a series of tasks concatenated one after the other in linear sequence. For software development, organizations have adapted the Rational Unified Process (RUP) to fit this approach, although RUP does not explicitly require or recommend this practice. The waterfall model works well in small, well-defined projects, but usually fails in larger projects of a more ambiguous nature. The cone of uncertainty explains that this is what happens in project planning with high degrees of uncertainty since it means the creation of a totally new product.

In projects where the requirements "Requirement (systems)") have not been finalized and may change, requirements management is used to develop a complete and accurate definition of software behavior that can serve as a basis for development.[22] Although the terms may vary between different types of industry, the stages follow common steps to solve problems - "define the problem, weigh the options, choose the path, implement and evaluate."

Within this approach, the most implemented model is that of the Project Management Institute (PMI), which includes professional certifications for project managers (PMP).

PRINCE2

PRINCE2 is a structured approach to project management that was published in 1996 as a generic method for project management.[23]​ It combines the original PROMPT methodology (which evolved into the PRINCE method) with IBM's MITP (total project implementation management). This approach provides a management method within a very defined framework.

PRINCE2 focuses on defining and delivering products, particularly the quality of requirements. As such, it defines that a project is successful when it is delivery-oriented (not activity- or task-oriented) through the creation of a set of agreed deliverables[24]​ that define the scope of the project and provide a basis for planning and control. That is, how people and activities are coordinated, how to design and monitor the delivery of the product, and what is done if the product and therefore the scope of the project needs to be adjusted if it does not go as planned.

In the method, each process is specified with its key inputs and outputs and with the specific goals and activities in order to deliver the result of the project as defined in the Business Case. This allows for continuous evaluation and adjustments when deviations from the business case occur.

PRINCE2 provides a common language for all participants in a project. The PRINCE2 governance framework - roles and responsibilities - are fully described and need to be adapted to the complexity of the organization's projects and capabilities.[24]​.

Project Management by Critical Chain

Critical Chain Project Management (CCPM) is an intrinsic management method. It takes into account the limited availability of resources (physical, human skills, management and capacity) necessary to carry out the project.

CCPM is an application of the theory of constraints (TOC) in projects. The goal is to increase the flow of projects in an organization (throughput or volume of work). Once the first three correlative points of TOC implementation have been implemented, the limitations of the system can be identified for all projects, as well as the resources. To take advantage of limitations, critical chain tasks are prioritized above the rest of the activities. Finally, projects are planned and managed to ensure that resources are available when a critical chain task must begin, subordinating all other resources to the critical chain.

The project plan must undergo resource leveling, and the largest sequence of resource-constrained tasks is considered the critical chain. In some cases, such as when managing outsourced sub-projects, it is recommended to use a simplified approach without resource leveling.

In multi-project environments, resource leveling must cut across all projects. However, it is enough to identify (or select) a single "drum". The resource that acts as a constraint across all projects, which are staggered based on the availability of that resource alone, is called a drum.

You can also use a "virtual drum" by selecting a task or group of tasks (usually integration points) and limiting the number of projects in the completion stage.

Project control should be established as an independent function of project management. In essence, it consists of implementing control and verification processes during the development of a project in order to reinforce predefined performance objectives. Project control also includes the following tasks:.

The fulfillment and implementation of these tasks can be achieved through the use of specific tools and methods, such as the following:.

Effective control of a project allows it to be on track and executed on time and on budget.[27]​ It begins in the early stages of planning and ends with the review phase, once the project has concluded. Projects can be audited or reviewed during their development. Formal audits typically look at compliance with planning or the risks being taken. Project managers are usually the ones who set the objectives of said audit. The review may include a comparison between the approved processes for managing the project and how it is actually being managed.[28]​ Each project should be evaluated according to the level of control needed: too much control consumes time, while laxity can carry too many risks.

The international standard ISO 21500, Guide to Project Management, developed by the International Organization for Standardization (ISO) describes the concepts and principles of project management. The latest version was published in 2012 as ISO 21500:2012.