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The definitive guide to project management methodologies.

• Types of project management methodologies
• How to pick the right methodology

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Originally published July 14, 2019. Updated with current & new info on April 25, 2022.

What are project management methodologies? A project management methodology is essentially a set of guiding principles and processes for managing a project. Your choice of methodology defines how you work and communicate.

So, how do you choose a project management methodology?

What methodology you choose will depend on your team, project type, and project scope . Choosing project management methodologies (PMM) is one of the first decisions you’ll have to make as a project manager.

What methodology you pick will have a profound and ongoing impact on how you and your teamwork. Different project management methodologies have their own pros and cons for different project types. Some are geared for speed, and some for comprehensiveness. 

In this article, we’ll give you a complete overview of different PMMs and how to choose them.

Types of Project Management Methodologies

On paper, PM methodologies are tool agnostic, i.e. you should be able to use any methodology regardless of what PM tool you use.

In reality, most project management tools are specialized to use a handful of methodologies. This will be a factor in what methodology you eventually choose to use.

The question now is: What are the different types of project management methodologies? What are their advantages and disadvantages? What kind of projects are they best suited for?

Below, we’ll take a look at and explore 13 of the most popular project management methodologies.

1. waterfall methodology

What is the waterfall methodology.

The Waterfall methodology is the oldest methodology on this list. It was first outlined by Dr. Winston Royce in 1970 as a response to managing the increasingly complex nature of software development. Since then, it has become widely adopted, most prominently in the software industry.

The Waterfall methodology is sequential. It is also heavily requirements-focused. You need to have a crystal clear idea of what the project demands before proceeding further. There is no scope for a correction once the project is underway.

The Waterfall method is divided into discrete stages. You start by collecting and analyzing requirements, designing the solution (and your approach), implementing the solution, and fixing issues if any.

Each stage in this process is self-contained; you wrap up one stage before moving on to another.

Graphically, you can represent it as follows:

The above is from a software development perspective. Individual stages would be different for creative project management, but the approach remains the same.

Advantages of the Waterfall methodology

As Mike Wang, our Director of Training and Support, mentioned earlier :

“One of the driving factors behind waterfall management is that by investing time in the early stages of a project, managers ensure design needs and other requirements have been met—thus saving the time and effort generally associated with retroactively correcting problems”

Thus, the Waterfall method has several advantages, such as:

Ease of use:

Documentation:, disadvantages of the waterfall methodology, higher risk:, front-heavy:.

The Waterfall methodology is most commonly used in software development. It works best for the following project types:

• Short, simple projects
• Projects with clear and fixed requirements
• Projects with changing resources that depend on in-depth documentation
• For further reading on Waterfall methodology, see this post. 

2. Agile methodology

What is the agile methodology.

Agile , another software development-focused PM methodology, emerged as a response to the failure of the Waterfall method for managing complex projects. Although Agile PM ideas had been in use in the software industry for quite a while, it formally came into being in 2001 when several IT representatives released the " Agile Manifesto "

Graphically, it can be represented as follows:

Advantages of the Agile methodology

Flexibility and freedom:, lower risk:, disadvantages of the agile methodology, no fixed plan:, collaboration-heavy:.

The flexibility of the Agile approach means that you can adapt it to different types of projects.

That said, this methodology works best for:

• When you don't have a fixed end in mind but have a general idea of a product.
• When the project needs to accommodate quick changes.
• If collaboration and communication are your key strengths (and planning isn't)

3. Hybrid methodology

The Hybrid methodology focuses on gathering and analyzing requirements initially - a nod to the Waterfall method. From thereon, it takes the flexibility of the Agile approach with an emphasis on rapid iterations.

By combining attributes of Waterfall and Agile, the Hybrid method (sometimes called "Structured Agile") gives you the best of both worlds.

Advantages of the Hybrid Methodology

Increased flexibility:, more structured:, disadvantages of the hybrid methodology, requires compromise:, the "best of both worlds".

The Hybrid approach is best suited for projects that have middling requirements when compared to Agile and Waterfall, i.e. they require structure as well as flexibility.

Mostly, these would be medium-sized projects with moderately high complexity but fixed budgets. You would likely have an idea of the end product but you are also open to experimentation. You will need close collaboration, especially past the planning stage.

4. lean project management

Lean project management focuses on maximizing efficiency by minimizing waste. It is inspired by the 1980s Lean manufacturing philosophy which holds that waste (the expenditure of resources on anything other than the creation of value for the end customer) should be eliminated.

LPM groups tasks into three types:

Value-Added: Tasks that advance the completion of the project and generate value for the customer (e.g., adding a roof to a hotel).

Enabler: Tasks that the customer isn’t paying for, but which are necessary for the project to be completed (e.g., project planning or quality testing).

Waste: Tasks that are unnecessary and which do not add value by advancing the completion of a deliverable (e.g., a team member attending a meeting at which they are not required).

Applying Lean principles to project management boils down to reducing the time required to complete projects. This is because the longer a project takes, the more money it will cost. Plus, missing the project deadline can cause a loss of benefits and attract financial penalties. 

By eliminating wasteful activities so that more time can be spent on value-added tasks, LPM reduces the amount of time it takes to complete the project. 

Advantages :

• Faster project completion times: Realizing the project earlier means that the customer will receive more value at a lower cost. 
• Boost in quality : Attention is paid to details with the goal of minimizing mistakes and the need to make amendments. Processes become optimized and the quality of the work improves.  
• An improvement culture: Project Managers practicing PLM are always communicating with their team about ways to cut waste and work smarter. Teams feel empowered and open to making and suggesting improvements.

Disadvantages :

• Inventory could be at risk: To decrease carrying costs, lean companies keep stock amounts low, leaving them vulnerable to supply chain issues. 
• Expensive start-up: Updating legacy systems and introducing more efficient equipment, software and processes can be expensive and time-consuming.
• Requires culture change : Teams may be resistant to training and unwilling to adopt lean practices.   

LPM is best for engaging team members and reducing staff turnover as everyone is encouraged to take the initiative and make continuous improvements. Using this method can give an organization a competitive advantage as it drives up quality and profits. 

5. Scrum Project Management

Scrum isn't a fully-featured project management methodology. Rather, it describes an approach to Agile management with a focus on project teams, short "sprints" and daily stand-up meetings.

While it borrows the principles and processes from Agile, Scrum has its own specific methods and tactics for dealing with project management. As Mike put it earlier:

"Agile is the philosophy, and Scrum the methodology. While scrum is agile, agile isn’t scrum." 

The Scrum approach places the project team front and center of the project. Often, there is no project manager. Instead, the team is expected to be self-organizing and self-managing. This makes it ideal for highly focused and skilled teams, but not so much for others.

• Scrum "sprints" : The Scrum approach is heavily focused on 30-day "sprints". This is where the project team breaks down a wishlist of end goals into small chunks, then works on them in 30-day sessions with daily stand-up meetings. This makes it easy to manage large and complex projects.
• Fast-paced: The "sprint" approach with its 30-day limit and daily stand-up meetings promotes rapid iteration and development.
• Team-focused: Since the project team is expected to manage itself, Scrum teams have clear visibility into the project. It also means that project leaders can set their own priorities as per their own knowledge of their capabilities.

Besides these, it has all the benefits of Agile - rapid iteration and regular stakeholder feedback.

Disadvantages

• Scope creep : Since there is no fixed end date, nor a project manager for scheduling and budgeting, Scrum can easily lead to scope creep.
• Higher risk: Since the project team is self-managing, there is a higher risk of failure unless the team is highly disciplined and motivated. If the team doesn't have enough experience, Scrum has a very high chance of failure.
• Lack of flexibility: The project-team focus means that any resource leaving the team in-between will hugely impact the net results. This approach is also not flexible enough for large teams.

The Scrum approach is best for highly experienced, disciplined, and motivated project teams who can set their own priorities and understand project requirements clearly. It has all the flaws of Agile along with all its benefits. It works for large projects but fails if the project team itself is very large.

In short: use Scrum if you're developing complex software and have an experienced team at your disposal.

6. Kanban Project Management

Kanban is a visual agile project management framework developed by Japanese auto giant Toyota in the 1950s. At its core is a physical or digital Kanban (signboard), divided into three columns representing three stages of completion:

•     Work that hasn’t begun (backlog)
•     Work in progress (WIP)
•     Work that has been completed

Project tasks, listed on real or virtual Kanban cards, are added to the board and moved from one column to the next as their status changes. The more urgent a task is, the higher its position will be in the first and second columns.  

• Maintains a smooth flow of production: By limiting the number of tasks in progress at any one time, Kanban protects the project team from becoming overburdened by work. This approach can maximize efficiency and speed up delivery times. 
• Visible and transparent workflow: Kanban shows the status of each task and the overall progress of the project in a way that is immediately intuitive to most people.  
• Not designed for a dynamic environment: Kanban assumes that a project will be executed according to a pre-arranged plan. This makes Kanban unsuitable for creative agencies where changes can be transformative rather than evolutionary. 
• Lack of timeline: In Kanban, no timeframes are associated with each work stage. This makes it difficult to schedule deliveries and estimate things like project costs.

Best for:  

Kanban is best for teams who want to visualize a project from start to finish. This method will help you avoid workflow bottlenecks and prevent too many tasks from being in progress at the same time, which can overwhelm teams and cause morale to plummet.

7. Scrumban Project Management

Despite its name, Scrumban isn’t simply an amalgamation of the Scrum and Kanban project management methods. Though it was created with the intention of helping teams transition from Scrum to a flow method such as Kanban, today Scrumban exists as a standalone agile method based on Lean.

Like Scrum, Scrumban involves planning out chunks of work (sprints). These iterations must be completed within a set timeframe (typically two weeks). 

Deploying the same visual methodology and task-focused work organization as Kanban, tasks are represented as cards that move through different stages across a board. 

Instead of tasks being assigned, team members choose what they want to work on. Scrumban places a hard limit on how many tasks can be in progress simultaneously. 

• Good for large-scale or long-term projects : Scrumban simplifies complex projects by splitting them into smaller, manageable pieces. As an iterative Agile method, it allows small changes to be made over large stretches of time, making it a great framework for long-term projects.
• Prevents overwhelming workload: With Scrumban, the project is broken up into smaller tasks and teams focus only on what they have the capacity to complete. This helps to reduce the risk of scope creep.

Disadvantages:

Lack of management :.

Scrumban has no team hierarchy and no clear group leader. While this gives every person on the team the same opportunity to make decisions, it can cause confusion.

Troublesome tracking:

Best for: 

Scrumban is best for teams who need structure and flexibility. By limiting WIP, it cuts down on multi-tasking, helping teams to maintain productivity. Scrumban projects don’t necessarily need to have a deadline which makes this method a good choice for very long-term projects or projects with an ambiguous goal. 

8. Critical Path Method (CPM)

The above four project management methodologies emerged from software development. While you can certainly use them for non-software projects, there are better alternatives at your disposal.

One of the more popular alternatives is the Critical Path Method (CPM).

In the Critical Path Method, you categorize all activities needed to complete the project within a work breakdown structure . Then you map the projected duration of each activity and the dependencies between them.

This helps you map out activities that can be completed simultaneously, and what activities should be completed before others can start.

Better scheduling:

Prioritization:, scheduling requires experience:, no flexibility:.

The Critical Path Method is best suited for projects with interdependent parts. If you require tasks to be completed simultaneously, or for one task to end before another can begin, you'll want to use this methodology.

CPM finds a lot of application in complex, but repetitive activities such as industrial projects. It is less suited for a dynamic area such as creative project management.

9. Critical Chain Project Management (CCPM)

Critical Chain PM is one of the newer project management methodologies out there. It was developed as an alternative to the Critical Path method with a focus on resource management.

With CCPM, you work backward from the end goal. You recognize the deliverables, then use past experience to map out the tasks required to complete the project. You also map out the interdependencies between resources and allocate them accordingly to each task.

This graph from TrackerSuite shows the difference between a traditional vs. a CCPM project schedule.

CCPM emphasizes resource utilization and minimizing lost productivity. It is heavily reliant on "monotasking", i.e. focusing on the task at hand and avoiding multitasking.

For resource-strapped project teams, CCPM can be a powerful methodology.

Resource-efficient:

Focused on the end goal:, not appropriate for multi-project environments:, delays common:.

CCPM works best in environments where resources are devoted to a single project. If you have a dedicated team for a project, it works great. If your team is spread across several projects, you'll struggle with resource planning.

The resource-focused approach of CCPM is also ideal for resource-strapped project teams. If you find yourself constantly overworked or missing deadlines, the CCPM methodology might be for you.

10. Integrated Project Management (IPM)

Integrated Project Management (IPM) - sometimes also called "Integrated Project Delivery" - is a common project management methodology in creative industries. This methodology emphasizes the sharing and standardization of processes across the organization. 

The IPM approach came about as a response to the increasingly integrated nature of creative campaigns. You don't just produce a single ad; you integrate the ad with microsites, digital content, etc.  Most creative projects are a piece of a larger campaign. 

An integrated project has the following components:

By integrating processes across the organization, IPM gives project managers better insight into the project and access to the right resources.

This makes IPM particularly appropriate for creative agencies.

Transparency:

Accountability:.

Requires extensive planning: With the IPM approach, you will have to plan extensively upfront and ensure that all processes are well-integrated. This increases your burden significantly and can lead to delays.

Large agencies with diverse teams and processes benefit the most from Integrated Project Management. It works best for complex creative projects where you need resources from multiple teams and departments to interface with each other.

PRiSM (Projects Integration Sustainable Methods) is a project management methodology developed by Green Project Management (GPM) Global.

As hinted by the creator's name, the PRiSM approach focuses on accounting for and minimizing adverse environmental impacts of the project. It is different from traditional methodologies in that it extends beyond the end of the project. Instead, it factors in the entire lifecycle of the project post-delivery to maximize sustainability.

Here's an overview of how activities are organized in PRiSM :

The PRiSM approach is very pertinent for modern projects where environmental costs and sustainability are key success criteria. For large projects where reducing energy consumption, managing waste, and minimizing environmental impact is critical, PRiSM offers a viable project management ideology.

PRiSM is unsuitable for projects where environmental impact is not a concern (such as software or creative projects).

Success with the PRiSM approach also requires every part of the project team - including outside contractors and stakeholders - to be on board with the sustainability principle - a hard ask in most organizations.

PRiSM is mostly suited for large and complex real estate and industrial projects where sustainability is a key concern.

12. PRINCE2

PRINCE2 (Projects IN Controlled Environments) is the official project management methodology of the UK government (which means that most UK government projects use it). You can even get a PRINCE2 certification to make working as a project manager in the UK easier.

PRINCE2 is based on 7 principles, 7 themes and 7 processes. The 7 PRINCE2 principles, for instance, are:

• Continued business justification
• Learn from experience
• Defined roles and responsibilities
• Manage by stages
• Manage by Exception
• Focus on products
• Tailor to suit the project environment

Wikipedia has a great introductory article on this methodology. I suggest you start there if you're interested in PRINCE2.

Running a PRINCE2 project requires extensive documentation. Additionally, one of the guiding principles of PRINCE2 is to "Learn from experience". This focus on documentation and past experience can help reduce risk.

The disadvantage of PRINCE2's extensive documentation is that changes can be hard to accommodate. If the requirements change, you have to redo the documentation and re-allocate resources, which can hamper the project pace.

This methodology is best suited for large and complex projects with fixed requirements. If you're in the UK, you'll likely want to know the PRINCE2 methodology. It is widely used in the country and is a requirement for government projects.

13. What is Six Sigma Project Management? 

Developed in the 1980s by Motorola, Six Sigma is a data-driven quality-control management method focused on understanding customers’ requirements and eliminating waste and defects (anything that doesn’t meet customers’ expectations).

Statistical analysis is used to identify problems and determine their cause, and processes are improved through decisions based on data.   

This quality management process is monitored by a team with Six Sigma expertise. Inspired by martial arts, Six Sigma uses belts to designate different levels of methodological mastery. 

Within Six Sigma are two five-step methodologies: DMAIC (Define, Measure, Analyze, Improve, and Control) which focuses on incrementally improving existing processes, and DMADV (Define, Measure, Analyze, Design, Verify) which focuses on optimizing new products or processes to Six Sigma standards.

Advantages:

Proactive approach:, informed decision-making:, increased efficiency:, data deluge:, training requirements : companies must find certified six sigma institutes to train all their employees or conduct in-house training without formal certification., no framework:.

While Six Sigma can be a useful tool for small to medium-sized businesses seeking to reduce waste, it brings the greatest benefit to large-scale companies that continuously produce the same products or deliver the same services.

There are several other PMMs besides these, such as Crystal , Feature Driven Development (FDD), Dynamic Systems Development (DSDM), and Rational Unified Process (RUP).

For the most part, however, you’ll choose from one of the methodologies described above.

choosing the Right Methodology

From the above section, it is clear that different PM methodologies are better suited for different projects. You wouldn’t want to use PRiSM for a software project, just as you wouldn’t want to use Agile for big real-estate development.

When you’re picking PM methodologies, here are a few things to keep in mind:

1. Evaluate the Project

Focus on gathering initial requirements. If the requirements suggest that you need a large and diverse team, pick a methodology that supports flexibility.

Similarly, if you have a clear idea of the end result, pick a more structured methodology such as Waterfall. If the end result is vague (common in the case of in-house projects), pick an iterative methodology like Agile.

Some other things to consider when evaluating the project are:

• Project budget
• Size and complexity
• Stakeholder expectations
• Project type and industry

2. Evaluate Your Team

Your project management methodology is essentially a blueprint for the project. It tells your team what to create and when to create it.

For this to happen, however, your team should be able to read the blueprint itself.

In other words, if your team isn't familiar with the project management methodology of your choice, you will struggle to get results. You will have to devote time to learning the methodology (which some of your team members might be resistant to), leading to delays.

Here are a few things to consider when evaluating your team:

• Team experience
• Self-organization capabilities
• Team preparedness
• Team location (remote, on-site, etc.)

Essentially, pick a methodology that fits your team, instead of forcing your team to fit the methodology.

3. Evaluate Your Organization

How your company is organized, its culture, and its past records will have a big impact on your choice of project management methodology. Some methodologies only work with large organizations with established hierarchies. Others are more suitable for smaller, leaner outfits.

For instance, if your past records show that all your Agile projects have been delayed AND poorly received, it's a good idea to avoid this methodology in the future.

A few things you should consider when evaluating your organization are:

• Past records and experience with different methodologies
• Organization hierarchy
• Level of flexibility
• Organization maturity level
• Organization size
• Available resources, including external resources such as freelancers and contractors.
• Your industry

4. Evaluate Your Stakeholders

When choosing a PM methodology, factor in:

• Stakeholder involvement: Some methodologies demand that stakeholders be regularly involved at every stage of the project. With Agile, for instance, you need stakeholders to be regularly available for feedback. If the stakeholders are busy, pick a methodology that requires lower stakeholder involvement.
• Stakeholder requirements: How do your stakeholders work? What do they require from the project manager? If the stakeholders are known to change project scope frequently, pick a more flexible methodology. Similarly, if the stakeholders require daily updates, pick a methodology that can accommodate this demand.

Given the importance of stakeholders in the project’s success, keeping their requirements in mind will make for happier stakeholders and more successful projects.

5. Evaluate Your Tools

Project management tools are seldom methodology-agnostic. They are usually designed to work well with a specific methodology.

Hence, the software tools you have existing access to and expertise in will impact your choice.

To do this:

• Make a list of all software tools you currently use
• List their limitations and capabilities
• Compare their capabilities against the requirements for a specific PM methodology.

Ideally, the methodology you choose should work with your existing toolset. If you have to buy new tools, you will not only have to spend more but will also lose critical time in retraining your team.

Doing this in-depth evaluation will help you choose a methodology that aligns with your goals, your team’s capabilities, and your stakeholder’s requirements perfectly.

As a project manager, you have several project management methodologies to choose from. Each of these methodologies has its own strengths and weaknesses. Picking the right one will make running your project faster, smoother, and more efficient.

Pick from one of the several methodologies listed above. Then evaluate your project, team, organization, stakeholders, and existing tools to pick a methodology that aligns with your strengths and requirements.

Related Posts

Hybrid Project Management- Agile Waterfall Methodology Combined

Kanban vs. Scrum vs. Agile: Which Is the Best Methodology for Your Project?

6 Top Project Management Techniques For Project Success

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• What is the PRINCE2 project management ...

What is the PRINCE2 project management methodology?

PRINCE2 is a project management methodology that's extremely focused on organization and control. PRINCE stands for "PRojects IN Controlled Environments." Learn about how the seven key principles of PRINCE2 can help your team keep projects organized and achieve your goals.

Did you know there’s a project management methodology that’s practiced in over 150 countries? With over a million certified practitioners, PRINCE2 is one of the most well-known and widely recognized forms of project management.

What is PRINCE2?

The history of prince2.

This project management methodology was first established in 1989 by the Central Computer and Telecommunications Agency (CCTA) . It was originally based on a methodology used by the United Kingdom’s government, known as Project Resource Organization Management Planning Technique (PROMPT). The UK government used PROMPT primarily for information system projects. 

PRINCE2 started out as just PRINCE, and this first iteration focused on managing IT projects. During the 1990s, managers realized that PRINCE’s techniques could be applied to any type of project, not just IT. After a rewrite to remove any mention of IT-specific jargon, PRINCE2 was launched in 1996.

Benefits of PRINCE2 project management

There's a reason why the PRINCE2 methodology is one of the most popular forms of project management in the world. Here’s why so many teams choose PRINCE2 to run successful projects.

PRINCE2 is a highly recognized form of project management

There are millions of PRINCE2 practitioners all over the world. The PRINCE2 method is recognized by the Project Management Institute (PMI) as a compatible methodology with the Project Management Body of Knowledge (PMBOK®) and the Project Management Professional (PMP®) certification . 

There are several training courses and different PRINCE2 certifications you can take to learn about the PRINCE2 project management method. If you're specifically looking to become a project manager, learning the PRINCE2 process and receiving a certification can help your career long-term.

PRINCE2 is a good beginner methodology

If your team has never used any sort of project management methodology before, PRINCE2 is a good place to start. Because there’s a simple yet defined process, your team has clear steps to follow even if they’ve never implemented a project management process before.

PRINCE2 is also a great way to teach your team members. Its clear principles and phases can help guide your team through essential project management skills such as project planning, time management, and communication skills. These skills are not unique to PRINCE2—they’re universal across all project management methodologies. So if your team ever decides PRINCE2 isn’t right for them, your team members will still have learned useful skills they can apply to any project.

If your team is thinking about using a form of Agile, PRINCE2 Agile is a great place to start. PRINCE2 Agile builds upon the basics established in the standard PRINCE2 process, and applies them with the Agile methodology .

PRINCE2 is extremely flexible

While the original PRINCE technique was built with IT in mind, PRINCE2 was built to accommodate any kind of project in any industry. One of the foundational principles of PRINCE2 is to use it as a framework, and not hard set rules. It's intended for you to bend it to your project's needs.

The PRINCE2 methodology works extremely well with work management software . The process driven structure paired with software makes it easy for your team to create clear tasks with specific dates an owners. Team members, stakeholders, and the project board can quickly jump in and track project progress asynchronously . By using a collaborative workspace, your team will consistently have up-to-date information about your project status and any important updates.

PRINCE2 project roles

One of the major benefits of using the PRINCE2 methodology is clarity. Some project management methodologies have looser guidelines, but each team member using PRINCE2 has a clear and designated role. These roles have their own specific set of expectations and responsibilities. Here are some key roles you will see in a PRINCE2 project.

Project manager : The main individual responsible for project planning, executing the project, and moving the project along. 

Team manager: If your team is very large, there may be a team manager to assist the project manager. A team manager helps supervise the production of items and also manages the time and workload of each team member.

Customer: The customer is the person who receives the final project deliverable. This can be an external customer, contractor, or internal team. For example, your IT team may be working to create a better onboarding process. The end customers in this case are hiring managers and new hires.

Team members: These are the individuals who are responsible for creating the final deliverable. Because PRINCE2 is such a process-driven methodology, assigning specific roles for each team member is important. How you delegate tasks is up to the project manager or team manager.

Project board : A group of people who make high-level decisions for your project. Typically, the project board is made up of business executives, and in some cases, end customers.

6 key aspects of a PRINCE2 project

Every PRINCE2 project has these six characteristics, which the project manager tracks as the project progresses. Some of them link directly to key PRINCE2 principles (which we explain in the next section), while others are just important information for your team to know as they progress through the project. Here are six aspects that you'll find in every PRINCE2 project.

Project scope: This clearly outlines what goals, deadlines, and project deliverables your project is working towards.

Costs: This is how much money your project will cost. The goal is to calculate this as close as you can to prevent going over your project budget . 

Timescales: This is the amount of time your project will take to complete. PRINCE2 projects typically have a set deadline created by the project board. Timescales help team members by giving them an estimated timeline to complete each task. 

Risk: There’s inherent risk with every project because we can’t control everything. Part of PRINCE2 includes establishing a risk management process to proactively identify what risks your team may encounter and mitigate any issues.

Quality: In PRINCE2, it's necessary to create a quality register, or something that clearly defines the standards of production for all deliverables. This ensures that the final deliverable meets your team’s highest standards and satisfies customer expectations.

Benefits: PRINCE2 requires that every project has a clear business justification. This is similar to a project charter , but the requirements all depend on what your project board wants to see before approving the project.

The 7 phases of a PRINCE2 project

In addition to the seven principles of PRINCE2, there are also seven phases that guide your team from project initiation to project closure . 

Starting up a project: The project team submits a project plan using a project mandate, which is a rough outline of what the project entails. This provides a general idea of the project and clearly defines the business case . Once approved (often by the project board) the project team creates a more detailed project brief .

Directing: The project board reviews the project briefs and decides what’s required for the team to move forward. This could mean altering some aspects of the project brief to accommodate for resources or time.

Initiating a project: The project board chooses a project manager to lead and create an even more detailed project plan. This includes the baselines for time, cost, quality, scope, risk, and benefits. The project can officially begin once the project board fully approves the project plan the manager creates. 

Controlling: During this phase, the project manager breaks down parts of the project to make them more manageable. They then delegate these smaller portions to individual team members to work on and complete.

Managing product delivery: The project manager ensures the project is progressing smoothly and that deliverables meet the quality set by the quality register. The project board then reviews the deliverables and decides whether to approve the work, or request any changes or additional work for the project.

Managing stage boundaries: At the end of each stage, the project board holds a review to decide if the project should continue moving forward, or if the team should abandon the project. 

Closing : The project manager completes any final documentation, outcomes, and reporting before completely ending the lifecycle of this project.

PRINCE2 practitioner certifications

You don’t have to have a project management certification to use PRINCE2 on your team. That said, there are a few training courses and exam options that can help improve and demonstrate your proficiency with the methodology. 

PRINCE2 foundation exam: Measures foundation-level skills to demonstrate if you can act as an informed member of a PRINCE2 project management team. 

PRINCE2 practitioner exam: Measures whether you can apply PRINCE2 to running and managing a basic project. 

PRINCE2 Agile foundation exam: Measures whether you can act as an informed member of a project management team and understand how PRINCE2 works with Agile concepts like Scrum and Kanban. 

PRINCE2 Agile practitioner exam: Measures whether you can apply Agile methods to managing your own PRINCE2 projects. 

When choosing PRINCE2 training or a PRINCE2 foundation and practitioner exam, be sure to check that it’s offered by an accredited training organization. In addition, check that your professional certification training focuses on the most recent version of PRINCE2—for example, the PRINCE2 6th edition.

Organize your PRINCE2 project with work management software

If you're thinking about organizing your team's project with the PRINCE2 methodology, using work management software can help. With a work management tool like Asana , your team can easily establish clear roles, create templates to guide projects through each PRINCE2 stage, and delegate tasks to other team members.

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Project Management Methodologies

Waterfall, Agile, Scrum, Kanban and more. If you’re wondering which methodology you should choose, then you need to read this guide to project management methodologies.

Table of Contents

What is a project management methodology, why are there so many different types of project management methodologies, the project management process: how to choose the right project management methodology, 17 project management methodology examples and frameworks, choosing the right project management methodology.

Once you’ve decided you want to  become a project manager , the next step is to figure out which project management methodologies are right for you and your team.

The landscape of project management methodologies can seem a bit overwhelming.

Whether you have a formal project management certification or you’re learning to become a project manager from experience, there’s an absolute smorgasbord of project methodologies to choose from. And they often come with their own rules, lists, principles, and endless acronyms.

We believe that finding the right project management methodology to manage your work shouldn’t be rocket science. So we’ve compiled this list of different project management methodologies to help you figure out which methods, principles and approaches you can use for each team and project.

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A project management methodology is a set of principles and practices that guide you in organizing your projects to ensure their optimum performance.

Basically, it’s a framework that helps you to manage your project in the best way possible.

Project management is so important  to organizations and teams, but in order for it to be really effective, you need to make sure you’re correctly mapping your project management methodology to your team type, project, organization, and goals.

No two projects are exactly the same (even when you’re using handy features like project templates to replicate your past successes).

And when you factor in the different goals, KPIs and production methods of not only different types of teams but also different types of  industries , it makes sense that there’s no one-size-fits-all approach to managing a project.

What works best for one type of team could be an absolute nightmare for another.

For example, many software developers started to find that traditional project management methods were hindering — rather than helping — their workflows and negatively affecting their performance and results.

As a result, software teams began to develop a new type of project management methodology, which was designed to address their particular concerns.

Before long, other teams and industries started to adapt those new project management methods to fit  their  unique needs and concerns. And on and on, with different project management methodologies being repurposed and adapted for different industries and tweaked to fit specific use cases.

What we’re left with is a ton of different project management methodologies to choose from. So how do you know which project management method (or methods, plural) is right for you and your team?

There are lots of factors that will impact which project management methodology is right for your project, team, and organization. Here’s a quick breakdown of some of the key considerations that can help you decide:

Cost and budget: On a scale of $ to $$$, what sort of budget are you working with? Is there room for that to change if necessary, or is it essential that it stays within these predetermined limits?

Team size: How many people are involved? How many stakeholders? Is your team relatively compact and self-organizing, or more sprawling, with a need for more rigorous delegation?

Ability to take risks: Is this a huge project with a big impact that needs to be carefully managed in order to deliver Very Serious Results? Or is it a smaller-scale project with a bit more room to play around?

Flexibility: Is there room for the scope of the project to change during the process? What about the finished product?

Timeline: How much time is allotted to deliver on the brief? Do you need a quick turnaround, or is it more important that you have a beautifully finished result, no matter how long it takes?

Client/stakeholder collaboration: How involved does the client/stakeholder need — or want — to be in the process? How involved do you need — or want — them to be?

Waterfall methodology

Agile methodology

Scrum methodology

Kanban methodology

Scrumban methodology

eXtreme programming (XP) methodology

Adaptive project framework (APF) methodology

Lean methodology

Critical path method

Critical chain project management

New product introduction (NPI)

Package enabled reengineering (PER)

Outcome mapping

PMI’s PMBOK

PRINCE2 methodology

Rapid application development (RAD) methodology

We’ve compiled a list of 17 effective project management methodologies to help you get to grips with the basics. Let’s dive right in.

1. Waterfall methodology

The Waterfall method is a traditional approach to project management. In it, tasks and phases are completed in a linear, sequential manner, and each stage of the project must be completed before the next begins.

The stages of Waterfall project management generally follow this sequence:

Requirements

Construction

Deployment & maintenance

Progress flows in one direction, like a real waterfall.

Also like a real waterfall, though, this can quickly get dangerous. Since everything is mapped out at the beginning, there’s a lot of room for error if expectations don’t match up with reality. And there’s no going back to a previous stage once it’s completed (just imagine trying to swim against a waterfall — not fun).

Try this project management methodology if:

The end goal of your project is clearly defined — and isn’t going to change.

The stakeholders know exactly what they want (and it isn’t going to change).

Your project is consistent and predictable (i.e. isn’t going to change).

You’re working in a regulated industry that needs extensive project tracking or documentation.

You might need to bring new people into the project midway through and get them up to speed quickly.

This project management methodology might not be for you if:

Your project is liable to change.

You don’t have a full picture of all the requirements before you start.

You need to do continuous testing or adapt to feedback during the process.

2. Agile methodology

Agile project leaders help their team balance at the edge of chaos - some structure, but not too much; adequate documentation, but not too much; some up-front architecture work, but not too much. Finding these balance points is the art of agile leadership." ~ Jim Highsmith, author and software engineer

The agile project management methodology came from a growing dissatisfaction with the linear approach of traditional project management methodologies.

Frustrated with the limitations of project management methods that couldn’t adapt with a project as it progressed, the focus began to shift to more iterative models that allowed teams to revise their project as needed during the process instead of having to wait until the end to review and amend.

The concept of agile project management has gone on to spark several specific sub-frameworks and methodologies, such as scrum, kanban, and lean. But what do they all have in common? The key principles of agile project management methodologies are:

It’s collaborative.

It’s quick.

It’s open to data-driven change.

As such, agile project management methodologies usually involve short phases of work with frequent testing, reassessment, and adaptation throughout.

In many agile methods, all of the work to be done is added to a backlog that teams can work through in each phase or cycle, with project managers or product owners prioritizing the backlog so teams know what to focus on first.

You’re not sure at the outset what the solution will look like.

You need to work quickly, and it’s more important that you see speedy progress than perfect results.

Your stakeholders or client needs (or wants) to be involved at every stage.

This project management methodology isn’t for you if:

You need a lot of documentation (for example, if you’ll be bringing new people on-board during the project).

You need a predictable deliverable, and you need to be crystal clear about what that looks like from the outset.

Your project can’t afford to change during its course.

You don’t have self-motivated people.

You have strict deadlines or deliverables that you need to stay on top of.

The Best Agile Project Management Tools To Use In 2023 & Beyond

It does little good to adopt the Agile method while still using a software that bogs down or complicates your projects. The best agile project management software should go hand-in-hand with the Agile method and make these adaptations smooth, fast, and easy.

3. Scrum methodology

Scrum is a form of agile project management. You can think of it more like a framework than as a project management methodology in itself.

With Scrum, work is split into short cycles known as “sprints”, which usually last about 1-2 weeks. Work is taken from the backlog (see: Agile project management, above) for each sprint iteration,

Small teams are led by a Scrum Master (who is not the same as the  project manager ) for the duration of the sprint, after which they review their performance in a “sprint retrospective” and make any necessary changes before starting the next sprint.

You’re striving for continuous improvement.

You don’t have the full commitment from the team needed to make it work.

4. Kanban methodology

"Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process." ~ David J. Anderson, Author and pioneer of the Kanban method

Kanban is another method within agile project management.

Originating from the manufacturing industry, the term “kanban” has evolved to denote a framework in which tasks are visually represented as they progress through columns on a  kanban board . Work is pulled from the predefined backlog on a continuous basis as the team has capacity and moved through the columns on the board, with each column representing a stage of the process.

Kanban is great for giving everyone an immediate visual overview of where each piece of work stands at any given time. (You can use kanban boards for everything from your  content marketing process  to  hiring and recruitment .)

It also helps you to see where bottlenecks are at risk of forming — if you notice one of your columns getting clogged, for example, you’ll know that that’s a stage of your process that needs to be examined.

When used as part of an agile project management methodology, it’s also common to implement work in progress (WIP) limits. Work in progress limits restrict the amount of tasks in play at any given time, meaning that you can only have a certain number of tasks in each column (or on the board overall).

This prevents your team from spreading their energy across too many tasks, and instead ensures that they can work more productively by focusing on each task individually.

You’re looking for a visual representation of your project’s progress.

You want at-a-glance status updates.

You want to encourage using WIP limits so your team can stay focused.

You prefer to work on a continuous “pull” basis.

Your process is super complex or has tons of stages.

You want a push system instead of a pull system.

Kanban board view

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5. Scrumban methodology

It’s the answer to the age-old question: what if scrum and kanban had a baby?

Scrumban is a hybrid agile project management methodology that has scrum’s nose and kanban’s eyes.

The main benefit of scrumban as a method is that instead of deciding which task from the backlog to work on in each sprint at the outset (like you would in a “traditional” scrum framework), scrumban allows teams to continuously “pull” from the backlog based on their capacity (like they would in a kanban framework).

And using work in progress limits (from kanban) during your sprint cycle (from scrum), you can keep a continuous flow while still incorporating project planning , reviews and retrospectives as needed.

You’ve ever looked at scrum and kanban and thought “I wish those two crazy kids would get together”.

You’ve ever looked wistfully out the window and thought, “Oh, scrum is scrum, and kanban is kanban, and never the twain shall meet”.

6. eXtreme programming (XP) methodology

The eXtreme Programming (XP) methodology is another form of agile project management that was designed for software developmen t.

It emphasizes teamwork and collaboration across managers, customers, and developers, with teams self-organizing. It has a  defined set of rules  that teams should follow, which are based on its five values: simplicity, communication (face to face is preferred), feedback, respect, and courage.

You want to foster teamwork and collaboration.

You have a small, co-located team.

You’re a rulebreaker.

Your team is spread across different places and time zones.

7. Adaptive project framework (APF) methodology

The adaptive project framework (APF) methodology, also known as adaptive project management (APM), is a type of agile project management methodology that was designed with the inevitability of change in mind.

The adaptive project framework knows that, as John Steinbeck might say, even the best-laid projects of mice and men often go awry. So the fundamental attribute of APF is that teams need to be able to adaptively respond to change.

That means that using adaptive project framework methods, teams must try to anticipate the risks and prepare for the unexpected in their project. They need to understand that key components are constantly in flux, and be able to constantly re-evaluate results and decisions with these moving parts in mind.

This requires lots of communication with all stakeholders and — like other agile project management methodologies — be able to work collaboratively.

You know your ultimate goals (in project management terms, you’ve outlined your Conditions of Satisfaction; or, in Beastie Boys terms, you’re clear about you’re clear about whatcha whatcha whatcha want).

You need predictability.

You don’t have the resources to handle the potential negatives of adaptability (e.g. scope creep, rework, misuse of time).

8. Lean methodology

Lean is another project management methodology that has its origins in manufacturing (and specifically the Toyota Production System). It’s all about applying lean principles to your project management methods to maximize value and minimize waste.

While this originally referred to reducing physical waste in the manufacturing process, it now refers to other wasteful practices in the project management process. These are known as the 3Ms: muda, mura, and muri.

Muda  (wastefulness) consumes resources without adding value for the customer.

Mura  (unevenness) occurs when you have overproduction in one area that throws all of your other areas out of whack, leaving you with too much inventory (wasteful!) or inefficient processes (also wasteful!).

Muri  (overburden) occurs when there is too much strain on resources such as equipment and people, which can often lead to breakdowns — in both machines and humans.

Using the key principles of lean, a project manager can reduce these types of waste to create more efficient workflows.

You’re looking for a set of principles that will help you cut the fat and optimize your flow.

You’re always trying to improve and add value for the customer.

You want to ultimately decrease costs.

You can’t afford to run into supply problems (e.g. you don’t have enough inventory in stock) or lose room for error (e.g. in the case of essential equipment failure).

You don’t have the budget to invest in it (while lean project management aims to reduce costs overall, it can be costly to implement).

You’re a raccoon and you love waste, actually.

9. Critical path method

A project without a critical path is like a ship without a rudder." ~ D. Meyer, Illinois Construction Law

The critical path method (also known as critical path analysis) is a way of identifying and scheduling all of the critical tasks that comprise your project, as well as their dependencies.

That means that you need to:

Identify all of the essential tasks you need to do to achieve your project goal

Estimate how much time each of those tasks will take (bearing in mind that certain tasks will need to be completed before others can be started)

Use all of that information to schedule the “critical path” you’ll need to take in order to get the project done as quickly as possible without missing any crucial steps.

The longest sequence of critical tasks becomes your critical path, and will define the timeframe for your project.

Along the path, you’ll have  milestones  to meet that will signal when one set of tasks (or phase) is over and you can move on to the next one.

There are lots of ways to visualize the critical path, depending on the complexity of your project, from flow graphs to Gantt charts .

Your project is large-scale and complex.

Your project has a lot of dependencies.

You’re looking for a visual way to map out the sequence of tasks.

You need to identify which tasks are the most important so you can better allocate your resources.

You have a strict plan and deadlines, with no room for silly business.

You love algorithms. Love ‘em!

You don’t need something with a lot of complexity.

You’re unsure about deadlines, timings, or durations.

Your project needs wiggle room to change.

10. Critical chain project management

Critical chain project management (or CCPM) takes the critical path method (CPM) one step further.

While the critical path method defines the length of time needed to get each critical activity done from the beginning of the project to the end, it can often be, well, unrealistic when the time comes to actually put it into practice.

Critical chain project management addresses those issues by allowing a bit more time for the human elements of your project — like delays and resourcing issues.

In critical chain project management, you have a few buffers built in that your critical chain can use without derailing everything else, so that your entire project doesn’t have to go off track just because life happens.

You like the sound of the critical path method, but you want something a little more realistic.

You were already overestimating task durations in CPM to allow for a buffer and you want more accurate data on how long the work is actually taking compared to your projections.

You think buffers are just a safety net for people who didn’t plan it right the first time.

Nothing could possibly go wrong.

11. New product introduction (NPI)

New product introduction is a great project management methodology for when you want to, well, introduce a new product.

Also known as new product development (NPD), the new product introduction process covers everything you need to define, develop and launch a new (or improved) product.

The project follows a single product through the entire development process. This process involves multiple phases or a stage-gate process, which can vary from organization to organization, but usually include things like:

Defining the product spec and project scope

Evaluating the feasibility

Developing the prototype

Validating the prototype via testing and analysis

Manufacturing the product on a larger scale

Evaluating the product’s success in the market after launch

As the requirements for a successful new product introduction span a number of departments across an organization, from leadership to product managers to marketing and more, it requires a lot of cross-functional collaboration and communication.

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You’re bringing a new or improved product to market.

You’re focusing on a single product.

You want to foster key stakeholder and cross-functional alignment right from the beginning.

You’re not bringing a new or improved product to market.

You’re looking for a more agile approach to product development (as NPI is usually sequential rather than iterative).

12. Package enabled reengineering (PER)

Package enabled reengineering (PER) is a project management methodology that aims to help organizations redesign products or processes with fresh eyes. It focuses on facilitating business transformations quickly and strategically, whether through redesign of processes or realignment of people.

Your organization needs an overhaul.

You need a fresh perspective on your products or processes.

You’re not trying to improve an existing system.

13. Outcome mapping

Outcome mapping is a project progress measurement system that was designed by the International Development Research Centre (IDRC). It differs from the other project management methodologies on this list in that it doesn’t focus on measurable deliverables; instead, it focuses on creating lasting behavioural change.

It’s a common project management methodology used in charitable projects in developing countries. As a project management methodology, it’s less about the project itself than the long-term impact of the project and its ability to effect change in the community. As a result, it measures influence rather than other (perhaps more “typical”) measures of project progress.

Outcome mapping consists of a lengthy design phase followed by a record-keeping phase to track the results.

Your project is aimed at changing behaviour rather than producing deliverables.

Your project is related to change and social transformation (e.g. in the fields of international development, charity, communications, research).

Your project is all about finished products rather than behavioural outcomes.

14. Six Sigma

"Measurement is the first step that leads to control and eventually to improvement. If you can't measure something, you can't understand it. If you can't understand it, you can't control it. If you can't control it, you can't improve it." ~ H. James Harrington, author and management mentor

Six Sigma is a method for improving processes with an emphasis on ensuring consistency in output and impeccable quality. (And if it’s  good enough for Jack Donaghy… )

There are a few different flavors available, such as Lean Six Sigma and Agile Sigma, but ultimately Six Sigma is a business methodology that aims to eliminate defects and reduce variation by using its defined methodologies.

Six Sigma methods can be used to optimize and improve existing processes or create new ones.

To improve business processes, you can use the Six Sigma DMAIC process, which stands for the phases in the project methodology:  D efine,  M easure,  A nalyze,  I mprove,  C ontrol.

To create new processes or products, you can use the Six Sigma DMADV process:  D efine,  M easure,  A nalyze,  D esign,  V erify.

As a set of principles and techniques (sometimes it’s even described as a “philosophy”) rather than a project management methodology in itself, Six Sigma methods can be applied alongside many other project management methodologies, like Lean and Agile.

You’re looking for a set of principles and philosophies you can bring with you to almost every project and organization.

You don’t have a lot of budget to invest in training — it can be expensive to get trained and certified.

You’re looking for a defined process for a particular project rather than a set of guiding rules.

15. PMI’s PMBOK

The Project Management Institute’s Project Management Book of Knowledge (AKA the PMI’s PMBOK) isn’t a project management methodology in and of itself. However, it is a best practices guide — and it forms the basis of the PMI’s Project Management Professional (PMP) certification, one of the leading project management qualifications.

As such, the PMBOK is an industry-standard set of guiding principles that you can use to ensure that your projects across multiple types of teams and organizations meet the PMI’s high standards and comply with best practices.

You have (or want to get) a PMP.

You want to stay up-to-date with industry standards and best practices.

You live and work in a place where the PMP is the standard project management qualification (such as the US).

You need a solid project management methodology to map your project, rather than general (albeit helpful) project management knowledge.

16. PRINCE2 methodology

PRINCE2 ( PR ojects  IN   C ontrolled  E nvironments) is a project management methodology and certification that aims to equip project managers with knowledge of best practices and processes.

Unlike the PMP certification, it doesn’t require a number of prerequisites, making it a good choice for project managers looking to get both a methodological grounding and a qualification.

Also unlike the PMP, PRINCE2 is a methodology in itself. It’s guided by seven principles, which in turn dictate the seven processes a project manager needs to use in each project when using PRINCE2.

You’re looking for a certification to give you an edge.

You live and work in a place where PRINCE2 is the standard project management qualification (such as the UK).

You don’t want to commit to full certification.

The seven-step process doesn’t map to your projects.

You find yourself tailoring (or outright ignoring) the process stages so much that it becomes PINO — “PRINCE in name only”.

17. Rapid application development (RAD) methodology

Rapid application development (RAD) is a type of agile project management methodology that aims to facilitate faster software development .

It uses rapid prototype releases and iterations to gather feedback in a short period of time, and values that user feedback over strict planning and requirements recording.

You want to be able to give customers/clients/stakeholders a working model much sooner (even if it’s not perfect).

You want to create multiple prototypes and work with stakeholders to choose the best one.

Speed is of the essence.

You want to encourage code reuse.

You don’t have an experienced team.

Your clients or stakeholders don’t have the time to commit to such a collaborative process or can’t give feedback within the necessary timeframes.

You have a large team.

You prefer to have a detailed spec that outlines all functional and non-functional requirements.

The right project management methodology can elevate your project and help the project manager to get the best out of each team.

Whether you prefer the agile methods favored in IT project management or the more traditional waterfall project management and critical path methodology used in construction and manufacturing, there’s a project management methodology for every team.

But no matter which methodology you go for, you need a collaborative, flexible, and easy-to-use project management tool to support you every step of the way.

Choosing a team management software that supports multiple methodologies — i.e. that doesn’t lock you into one methodology or way of using it — like Teamwork.com means that every team in your organization has the freedom to work the way that works for them without sacrificing on features or complexity.

No matter how you like to work, Teamwork.com helps your team to replicate their best practices, ensure compliance and consistency, and constantly improve their processes.

What project management methodology allows some of the phases and tasks to overlap?

The project management methodology that allows some of the phases and tasks to overlap is known as "Agile" or "Agile Project Management." Agile is a flexible and iterative approach to project management that tends to be divided into "Sprints", which are time-boxed periods of work. Within each Sprint, cross-functional teams work on various tasks and features, allowing for a degree of overlap between different project phases.

What project management methodology requires the team to complete the previous phase before the next phase starts?

The project management methodology that typically requires the team to complete the previous phase before the next phase starts is the "Waterfall" methodology. Waterfall is a traditional, linear, and sequential approach to project management. In a Waterfall project, each phase must be completed in its entirety before the next phase can begin.

Why do project managers use project management methodologies?

Project managers use project management methodologies to bring structure and organization to their projects, ensuring consistency, risk management, resource allocation, and quality assurance. These methodologies promote effective communication, change management, and scope control, leading to increased efficiency, client and stakeholder satisfaction, and overall project success. They also foster a culture of continuous improvement and adaptability, allowing project managers to navigate changing requirements and uncertainties effectively.

How many project management methodologies are there?

There are numerous project management methodologies, with dozens of well-known approaches like Waterfall, Agile, Scrum, PRINCE2, Kanban, Lean, and Six Sigma, among others. Custom methodologies are also created by organizations to meet specific needs.

What is the difference between agile and scrum?

Agile is a broader project management philosophy that emphasizes flexibility, collaboration, and customer feedback, while Scrum is a specific Agile framework. Scrum introduces roles (Scrum Master, Product Owner, Development Team), fixed-time sprints, and defined ceremonies (Sprint Planning, Daily Standup, Sprint Review, Sprint Retrospective) to guide project teams. It also includes key artifacts like the Product Backlog, Sprint Backlog, and Increment.

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Project Management Methodology Explained

Lifecycle & Methodology | By Duncan Haughey | Read time minutes

Project management itself is nothing new. The modern framework began in the early 1950s, driven by businesses that realised the benefits of organising work around projects. More importantly, they discovered the critical need to communicate and coordinate work across departments and professions - with the benefits continuing to drive project success today.

Project management is no small task. It has a definite beginning and end - it is not a continuous process.

As we move through a project, project management tools help us measure progress and track project tasks. Tools allow us to manage the ad-hoc resources critical to project success since projects do not draw on the ongoing, dedicated full-time positions found in businesses.

Simply having these tools and resources at our disposal does not ensure a project's success, though. We need a methodology that guides the team and the project from beginning to end to effectively initiate, plan, and execute projects.

Whether your project employs a Scrum, PRINCE2, Six Sigma or another methodology, project management uses the same fundamental principles. Project management consists of four to five process groups and a control system.

Those process groups [1] typically include the following:

Then, the control system is at play throughout every process. Here is a breakdown of what is involved.

1. Initiating

All projects start with an idea for a product, service or another desirable outcome. The initiating process group then determines the nature and scope of the project. Not performing this stage well means it is unlikely the project will successfully meet the business' needs.

The critical project controls required are understanding the business environment and incorporating all necessary checks into the project. There are two crucial things throughout this process: 1) reporting any deficiencies and 2) making a recommendation to fix them.

The first project document is the project charter. These are the key components:

• Business case
• Scope and deliverables
• Resources needed
• Milestone plan and timeline
• Cost estimate
• Risks and issues
• Dependencies

The charter answers the fundamental question, "What are we trying to do?"

2. Planning

After initiating, the next activity is to plan the project to an appropriate level of detail. The primary purpose is to adequately plan the time, cost, and resources to estimate the work needed and manage risk effectively during project execution.

We record all of this information in the project management plan. As with the initiating process group, a failure to plan adequately lessens the project's chance of success.

Project planning includes the following:

• Developing the scope statement
• Setting the schedule (often a Gantt chart )
• Developing the budget
• Selecting the team
• Creating a work breakdown structure
• Identifying deliverables
• Planning for risk
• Establishing a communication plan

This information forms the project contract used to gain formal approval to begin work.

3. Executing

Executing consists of the processes used to complete the work defined in the project management plan. It is about accomplishing the project's objectives. The executing process involves coordinating people and resources, as well as integrating and performing the project activities. The deliverables are produced as outputs from the processes performed, as defined in the project management plan.

4. Monitoring

The monitoring process group involves managing and tracking the project. Potential problems can be identified quickly for the team to take corrective action. We use the project management plan for this purpose.

Monitoring includes the following:

• Measuring ongoing project activities (where are we against where we should be?)
• Monitoring the project variables (cost, effort, scope) against the project management plan and the project baseline (where should we be?)
• Identifying corrective actions to address risks and issues (how can we get back on track?)
• Managing changes using the change control process (what is the impact of this change?)

The monitoring process group ends once the project has achieved its goals and objectives, as detailed in the project contract. Monitoring also means that sometimes a project is stopped before completion. Stopping a project can happen for many reasons, including changes in the business environment, lack of resources or higher priorities.

A sometimes overlooked but important area of project management is project closing. Closing a project means finishing all activities across all process groups, disbanding the project team and signing off the project with the customer.

At this point, it is essential to know how well the project has performed. We use the project closure report for this task. The report communicates how well the project has performed against its original business case, quality measures, cost, duration and tolerances.

Rather than leave valuable project experiences locked in people's heads, it is a good idea to complete and publish a lessons learned report. This report passes on valuable lessons that future projects can apply.

Project Control

Throughout the above processes, project control is the part of a project that keeps it on track, on time and within budget. Project control begins early in the project with planning and ends late with a post-implementation review.

Project managers should assess projects for the right level of control needed. Too much control is time-consuming. Too little control is risky.

Typical elements of project control are as follows:

• Overall business strategy
• Standards for new systems
• Project management policies
• Change management
• Quality control

From start to finish on any project, a project management methodology keeps you, as the project manager, on task to measure and track project progress. Ultimately, the processes and control system lets you apply the tools and resources that ensure project success.

[1] Project Management Institute (PMI). (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (5th ed.). Newton Square, PA: Author.

The author would like to clarify that this article is not about the PMBOK Guide and that the PMBOK Guide is not a project management methodology.

Recommended read: 7 Project Management Types and When to Use Them by Meredith Wood.

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What is project management ?

Project management  is the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. Project management has  final deliverables  that are constrained to a finite timescale and budget.

A key factor that distinguishes project management from just 'management' is that it has this final deliverable and a  finite timespan , unlike management which is an ongoing process. Because of this a project professional needs a wide range of skills; often technical skills, and certainly people management skills and good business awareness.

Definition from APM Body of Knowledge 7 th edition

Watch: What is project management?

What is a project?

A project is a unique, transient endeavour, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits. A project is usually deemed to be a success if it achieves the objectives according to their acceptance criteria, within an agreed timescale and budget. Time, cost and quality are the building blocks of every project.

Time: scheduling is a collection of techniques used to develop and present schedules that show when work will be performed.

Cost : how are necessary funds acquired and finances managed?

Quality : how will fitness for purpose of the deliverables and management processes be assured?

When do we use project management?

Projects are separate from business-as-usual activities and occur when an organisation wants to deliver a solution to set requirements within an agreed budget and timeframe. Projects require a team of people to come together temporarily to focus on specific project objectives. As a result, effective teamwork is central to successful projects.

Projects require a team of people to come together temporarily to focus on specific project objectives . As a result, effective teamwork is central to successful projects. Project management is concerned with managing discrete packages of work to achieve specific objectives. The way the work is managed depends upon a wide variety of factors.

The scale, significance and complexity of the work are obvious factors: relocating a small office and organising the Olympics share many basic principles, but offer very different managerial challenges. Objectives may be expressed in terms of:

• outputs (such as a new HQ building);
• outcomes (such as staff being relocated from multiple locations to the new HQ);
• benefits (such as reduced travel and facilities management costs);
• strategic objectives (such as doubling the organisation’s share price in three years).

Why do we use project management?

Project management is aimed at producing an end product that will effect some change for the benefit of the organisation that instigated the project. It is the initiation , planning and control of a range of tasks required to deliver this end product. Projects that require formal management are those that:

• produce something new or altered, tangible or intangible;
• have a finite timespan: a definite start and end;
• are likely to be complex in terms of work or groups involved;
• require the management of change ;
• require the management of risks .

Investment in effective project management will have a number of benefits, such as:

• providing a greater likelihood of achieving the desired result;
• ensuring efficient and best value use of resources;
• satisfying the differing needs of the project’s stakeholders .

Who uses project management?

Anyone and everyone manages projects, even if they aren’t formally called a ‘project manager’ . Ever organised an event? That’s a project you managed with a team of people, and project management is a life skill for all. More formally, projects crop up in all industries and business:

• Transport and Infrastructure
• Product manufacture
• Building and Construction
• Finance and Law

The core components of project management

• defining the reason why a project is necessary;
• capturing project requirements, specifying quality of the deliverables , estimating resources and timescales;
• preparing a business case to justify the investment;
• securing corporate agreement and funding;
• leading and motivating the project delivery team;
• developing and implementing a management plan for the project;
• managing the risks, issues and changes on the project;
• monitoring progress against plan;
• managing the project budget;
• maintaining communications with stakeholders and the project organisation;
• provider management ;
• closing the project in a controlled fashion when appropriate.

Watch : Starting out in project management

Starting Out in Project Management is your essential guide to the basics of project management. Written for anyone new to projects or wishing to progress their career as a project professional 'Starting Out' charts the journey of the APM project life cycle , from concept through to delivery and handover.

Watch APM Learning : Starting a project | How to start a project well

In this video explore what it means to start a project well and what you can be doing to make it happen. No matter what or how a project is started, it’s really important to figure out what the key activities are so that you can get stuck in with confidence and clarity. Keep this is mind so that you begin well, and lead your project to success.

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How to execute a project successfully

Getting on with it. In the simplest terms, executing a project (alternatively called project deployment in the Body of Knowledge 7 th edition ), is about completing the project plan. 

Once we have a plan, we can begin doing the project: completing the tasks, deliverables and milestones to achieve the planned outcomes and benefits.  

Related reading

APM Body of Knowledge 7 th edition

The APM Body of Knowledge 7 th edition is a foundational resource providing the concepts, functions and activities that make up professional project management. It reflects the developing profession, recognising project-based working at all levels, and across all sectors for influencers, decision makers, project professionals and their teams. 

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The APM Learning portal is an online resource which provides members with access to digital guides, modules and other digital learning resources as part of the membership benefit.

Project – APM's official journal – is circulated quarterly for members only, and online for regularly updated news, blogs, opinions and insights for those in the project community.

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PRINCE2 Methodology

Prince2 - a structured project management methodology.

PRINCE2 ( PR ojects IN C ontrolled E nvironments) is a process-based method for effective project management. PRINCE2 is a de facto standard used extensively by the UK Government and is widely recognised and used in the private sector, both in the UK and internationally.

Before we go into the specifics of PRINCE2, there are some general points about the subject of project management which should help put everything into context.

Whenever we decide we want to do something, go somewhere, build something, or achieve something, we need to know the answer to some questions:

PRINCE2 ( PR ojects IN C ontrolled E nvironments) is a process-based method for effective project management. PRINCE2 is a de facto standard used by the UK Government, widely recognised and practised in the private sector in the UK and internationally.

Before getting specific about PRINCE2, these are some general points about project management. They should help put everything into context.

Whenever we want to do something, build something, achieve something or go somewhere, we need to answer some questions:

• What are we trying to do?
• When will we start?
• What do we need?
• Can we do it alone, or do we need help?
• How long will it take?
• How much will it cost?

These are the usual questions asked at the start of any project, and the answers are the building blocks of project management - defining what we want to do and working out the best way we can do it.

Structured project management means managing the project in a logical, organised way, following defined steps. A structured project management method like PRINCE2 is the written description of this logical, organised approach.

We know from experience that projects which aren't organised and controlled properly usually go disastrously wrong. London Ambulance and Channel Tunnel, for example, both experienced very public problems of systems not working properly and huge overspend. Structured project management methods have been developed to try to prevent such disasters.

The PRINCE2 Methodology says that a project should have:

• An organised and controlled start ie. organise and plan things properly before leaping in
• An organised and controlled middle ie. when the project has started, make sure it continues to be organised and controlled
• An organised and controlled end ie. when you've got what you want and the project has finished, tidy up the loose ends.

These are the usual questions asked at the start of any project, and the answers are the building blocks of project management. They define what we want to do and the best way we can do it.

Structured project management is ordering the project into defined steps to make it logical and organised. PRINCE2 is the written description of this approach.

We know from experience that unorganised, poorly controlled projects usually go disastrously wrong. London Ambulance and Channel Tunnel publically experienced system failures and huge overspend. Structured project management methods exist to prevent such disasters.

The PRINCE2 framework says that a project should have:

• An organised and controlled start , i.e. organise and plan before leaping in.
• An organised and controlled middle , i.e. keeping projects organised and controlled.
• An organised and controlled end , i.e. when you've got what you want and the project has finished, tidy up the loose ends.

In order to describe what a project should do and when, PRINCE2 has a series of processes which cover all the activities needed on a project, from starting up to closing down.

To describe what a project should do and when, PRINCE2 has a series of processes. These cover all the activities needed on a project, from starting up to closing down.

PRINCE2 Project Management Roles

Project manager.

Organising and controlling a project means that we need to have someone responsible for doing the organising and controlling. This person is called the Project Manager.

The Project Manager will select people to do the work on the project and will be responsible for making sure the work is done properly and on time.

The Project Manager draws up the project plans that describe what the project team will actually be doing and when they expect to finish.

Customer, user and supplier

The person who is paying for the project is called the customer or executive.

The person who is going to use the results or outcome of the project, or who will be impacted by the outcome of a project, is called the user.

On some projects, the customer and user may be the same person. The person who provides the expertise to do the actual work on the project (ie. will be designing and building the outcome) is called the supplier or specialist.

All of these people need to be organised and co-ordinated so that the project delivers the required outcome within budget, on time and to the appropriate quality.

Project board

Each PRINCE2 project will have a project board made up of the customer (or executive), someone representing the user side, and someone representing the supplier or specialist input.

In PRINCE2, these people are called customer, senior user and senior supplier respectively.

The Project Manager reports regularly to the project board, keeping them informed of progress and highlighting any problems he/she can foresee.

The project board is responsible for providing the Project Manager with the necessary decisions for the project to proceed and to overcome any problems.

The Project Manager takes on the responsibility of organising and controlling.

The Project Manager will select people to do the project work and ensure it's done properly and on time.

The Project Manager draws up the project plans that describe what the project team will be doing and when they expect to finish.

The customer or executive pays for the project.

The user is the person who is going to use the results or outcome of the project, or who will be impacted by the outcome of a project.

On some projects, the customer and user may be the same person. The supplier or specialist provides the expertise needed to do the project work (i.e. designing and building the outcome).

They all need organising and co-ordinating so that the project delivers the required outcome on time, on budget and up to quality.

Each PRINCE2 project has a project board. It’s made up of the customer (or executive), someone representing the user side and someone representing the supplier or specialist input.

In PRINCE2, they are the customer, senior user and senior supplier respectively.

The Project Manager reports regularly to the project board. The board is informed of progress and any foreseeable problems.

The project board provides the Project Manager with a set of necessary decisions. They determine how the project will proceed and overcome its problems.

PRINCE2 Project Mana gement Techniques

Project assurance.

Providing an independent view of how the project is progressing is the job of project assurance. In PRINCE2, there are three views of assurance:business, user and specialist. Each view reflects the interests of the three project board members.

Assurance is about checking that the project remains viable in terms of costs and benefits (business assurance), checking that the users' requirements are being met (user assurance), and that the project is delivering a suitable solution (specialist or technical assurance). On some projects, the assurance is done by a separate team of people called the project assurance team, but the assurance job can be done by the individual members of the project board themselves.

Project support

On most projects there is a lot of administrative work needed: keeping everyone informed, arranging meetings, keeping plans up-to-date, chasing things up, keeping files, etc. Project Managers often do all this work themselves, particularly on smaller projects, but if there are a number of projects going on at the same time a Project Support Office can be setup to help the Project Managers with this work.

Project assurance provides an independent view of how the project is progressing. In PRINCE2, there are three views of assurance: business, user and specialist. Each view reflects the interests of the three project board members.

Business assurance is checking that the project remains viable in costs and benefits. User assurance is checking that the users' requirements are being met. Specialist or technical assurance ensures the project is delivering a suitable solution.

On some projects, assurance is done by a dedicated project assurance team. Otherwise, individual members of the project board can do the assurance job.

On most projects there is a lot of administrative work needed: keeping everyone informed, arranging meetings, keeping plans up-to-date, chasing things up, keeping files, etc. Project Managers often do all this work themselves, particularly on smaller projects. If many projects are going at the same time, a Project Support Office can be setup to take on some work.

PRINCE2 Scope

In today's projects, there are often different groups of people involved, including the customer, one or more suppliers, and of course the user. PRINCE2 is designed to provide a common language across all the interested parties. Bringing customers and suppliers together generally involves contracts and contract management. Although these aspects are outside of PRINCE2, the method recognises the need to provide projects with the necessary controls and breakpoints to work successfully within a contractual framework.

In today's projects, there are often different groups of people involved. They include the customer, one or more suppliers, and of course the user. In project management, scope means working out what the project should achieve and how to do it. That's not always easy with all these different groups involved.

PRINCE2 provides a common language across all the interested parties. Bringing customers and suppliers together generally involves contracts and contract management. These aspects are outside of PRINCE2. However, the method recognises the need for a project's controls and breakpoints. That allows projects to succeed in a contractual framework.

Controlling Change

Apart from describing the different people involved on a PRINCE2 project, and what they are each responsible for, the method also explains how to manage risk, how to manage quality, and how to control change on the project. Risk management is about working out what could go wrong and planning what to do if it does. Quality Management is about checking the quality of work done on the project, either by testing it or reviewing the work in some way.

There are always lots of changes during the life of a project, people change their minds, other things happen which affect what the project is doing. PRINCE2 has a technique of controlling the way changes impact the project in order to prevent the project going off in the wrong direction. PRINCE2 Agile goes further by integrating methodologies that make projects more flexible and responsive.

So, PRINCE2 is a method for managing projects. It helps you work out who should be involved and what they will be responsible for. It gives you a set of processes to work through and explains what information you should be gathering along the way. But PRINCE2 doesn't do the work for you, it cannot guarantee that your projects will be successful. Good projects, which deliver quality results, on-time and within budget are dependent on the quality of people involved from Project Board down to individual team members.

Having read this brief introduction to project management and PRINCE2, the next thing to do is go on a training course and find out more!

PRINCE2 does more than describe the different people involved in a project, and what they're responsible for. The method also explains how to manage risk, how to manage quality, and how to control change on the project. Risk management is about working out what could go wrong and planning what to do if it does. Quality Management is checking the quality of work done on the project. This is either by testing it or by reviewing the work in some way.

There are always changes during the life of a project. People change their minds and other things happen which affect what the project is doing. PRINCE2 has a technique of controlling the impact of changes. This is to prevent the project going off in the wrong direction. PRINCE2 Agile goes even further. It integrates methodologies that make projects more flexible and responsive.

So, PRINCE2 is a method for managing projects. It helps you work out who to involve and what their responsibilities are. It gives you a set of processes to work through and explains what information to gather along the way. But PRINCE2 doesn't do the work for you. It cannot guarantee that your projects will be successful. Good projects, which deliver quality results, on-time within budget, depend on the quality of people involved. This includes everyone from Project Board down to individual team members.

After reading this brief introduction to PRINCE2, the next step is to go on a training course and find out more!

PRINCE2 Project Management vs Other Methodologies in the UK

‍In the rapidly changing world of project management, having a structured approach that ensures the successful execution of projects is critically important for businesses to grow and remain competitive.

Project management methodologies provide a  framework for planning, organising, and controlling projects .

These methodologies help teams streamline processes and improve efficiency to achieve desired outcomes.

In the United Kingdom, several project management methodologies are used across projects, each with its strengths and weaknesses.

This article will explore the popular PRINCE2 methodology and compare it with other well-known project management methodologies.

We will explore what PRINCE2 is, how it works, its advantages and disadvantages, and compare it to other project management methodologies to understand its value.

Overview of popular project management methodologies in the UK

Before diving into the specifics of PRINCE2, let’s first look at some other well-known project management methodologies commonly used in the UK.

• Agile:  Agile is a flexible and iterative approach that focuses on adaptability, collaboration, and continuous improvement. It is particularly suited for projects with changing requirements and a need for quick delivery times.
• Scrum:  Scrum is an iterative and incremental framework within the Agile methodology. It emphasises small, cross-functional teams working in short sprints to deliver high-quality products.
• Waterfall:  The Waterfall methodology follows a sequential approach with distinct phases, including requirements gathering, design, development, testing, and deployment. It is best suited for projects with well-defined scope and stable requirements.
• Kanban:   Kanban is a visual system that helps teams manage their work by visualising tasks on a board and limiting work in progress to improve efficiency and productivity.

Read: The Ultimate Guide to the PRINCE2® Practitioner Course

Understanding PRINCE2 – What Is It, and How It Works?

PRINCE2 (Projects IN Controlled Environments) is a globally recognised and practised project management approach developed in the UK.

It provides a structured approach to managing projects, focusing on clear roles and responsibilities, controlled stages, and effective communication.

PRINCE2 divides projects into manageable stages, allowing regular reviews and adjustments throughout a project.

The methodology consists of seven principles:

• Continued business justification
• Learn from experience
• Defined roles and responsibilities
• Manage by stages
• Manage by exception
• Focus on products
• Tailor to suit the project environment.

These principles form the foundation of this methodology and guide project teams throughout the project lifecycle.

PRINCE2 also provides a set of processes that outline the steps to be followed in a project, from initiation to closure.

These processes include:

• Starting up a project
• Initiating a project
• Directing a project
• Controlling a stage
• Managing product delivery
• Managing stage boundaries
• Closing a project.

What Are the Advantages of PRINCE2 Over Other Project Management Methods?

Now that we have a basic understanding of PRINCE2, let’s explore its key advantages over other commonly used project management methodologies.

• Flexibility:  PRINCE2 is a flexible. It can be tailored to suit the specific needs of a project. It allows for customisation while providing a consistent and structured approach.
• Focus on business justification:  PRINCE2 emphasises the importance of continuously justifying the project’s business value. This aligns projects with organisational goals and objectives.
• Clear roles and responsibilities:  PRINCE2 defines clear roles and responsibilities for project team members, stakeholders, and decision-makers. Such clarity helps avoid confusion, ensuring everyone knows their role in the project.
• Effective risk management:  PRINCE2 strongly emphasises risk management throughout the project lifecycle. It encourages proactive identification, assessment, and mitigation of risks. Through this, potential issues are addressed early on.
• Scalability:  PRINCE2 can be scaled up or down to suit projects of varying sizes and complexities. Whether a small internal project or a large, multi-million-pound initiative, PRINCE2 can be tailored to fit different types of projects.

Read : The Ultimate Guide to the PRINCE2® Foundation Course

What Are the Disadvantages of PRINCE2 Compared to Other Project Management Methodologies?

While PRINCE2 has many advantages, we should also consider its disadvantages when evaluating it against other project management approaches.

Some of these disadvantages:

• Documentation-heavy: Extensive documentation, including project plans, risk registers, and progress reports form part of this method. Because of this, it can be time-consuming and unsuitable for projects with tight timelines or limited resources.
• Formal and rigid: PRINCE2 follows a formal and rigid structure, which may not be suitable for projects that require a more flexible and adaptive approach. It can, at times, hinder creativity and innovation.
• Learning curve: There is a learning curve with PRINCE2, more so for people new to project management methodologies. It requires training and professional certification to understand and implement fully.
• Limited focus on team collaboration: While PRINCE2 emphasises clarity of roles, it does not explicitly focus on team collaboration and communication. This can be a disadvantage for projects requiring high collaboration and coordination levels.

What Is the Market for PRINCE2 Courses and Qualifications in the UK?

If you are considering implementing PRINCE2 in your company, assessing the knowledge and skills of your team matters a great deal.

Also, if you are interested in a project management career, keen on a career change, or want to grow, the following list of project management courses is worth looking into.

Note: The UK offers a wide range of PRINCE2 courses and qualifications to help people and organisations become proficient in the methodology.

Some popular PRINCE2 courses we recommend include:

• PRINCE2 Foundation : This entry-level course provides a basic understanding of the PRINCE2 methodology, principles, and processes. It is suitable for individuals who want to gain a foundational knowledge of PRINCE2.
• PRINCE2 Practitioner: The PRINCE2 Practitioner course builds on foundation-level knowledge and focuses on applying the methodology to real-world projects. It is ideal for project managers and team members who want to enhance their project management skills.
• PRINCE2 Agile: This course combines PRINCE2 with Agile principles and practices, offering a hybrid approach to project management. It is suitable for organisations that want to blend the structure of PRINCE2 with the flexibility of Agile.

Explore:  Accredited project management courses to build foundational to intermediate project skills and knowledge.

How Does PRINCE2 Stack Up Against Other Project Management Methodologies?

To make an informed decision about the ideal project management methodology, it helps to compare PRINCE2 with other popular methods.

PRINCE2 vs. Agile: PRINCE2 provides a structured and controlled approach to projects, while Agile promotes flexibility and adaptability. The choice depends on the project requirements and culture within an organisation.

PRINCE2 vs. Scrum: PRINCE2 is comprehensive in that it covers the entire project lifecycle, while Scrum focuses on iterative development within sprints. Scrum is ideal for software development projects, while PRINCE2 applies to various industries.

PRINCE2 vs. Waterfall: PRINCE2 allows for iterative and controlled development, while Waterfall follows a sequential approach. Regarding suitability, Waterfall is ideal for projects with well-defined requirements, while PRINCE2 adapts to changing circumstances.

PRINCE2 vs. Kanban: While PRINCE2 provides a structured framework for managing projects, from planning, organising, and controlling projects. Kanban is a visual system that helps teams visualise their work and limit work in progress. It focuses on continuous flow and encourages teams to pull work as capacity allows.

Choosing a Suitable Project Management Methodology: Key Considerations

Selecting the most suitable project management methodology requires careful consideration of various factors.

These include project size, complexity, industry, organisational culture, and stakeholder expectations. Some key points to consider:

Project requirements:  Evaluate the project’s specific needs, such as the level of flexibility required, the stability of requirements, and the need for iterative development.

Organisational culture:  Consider the culture of a company and its readiness for change. Some methodologies may align better with an existing culture, while others may require significant cultural shifts.

Industry standards:  Consider any industry-specific standards or regulations that may influence the choice of methodology. Stakeholder expectations:  Understand the expectations of key stakeholders, such as senior management, clients, and project teams. Ensure the chosen approach aligns with their expectations and requirements.

Implementing PRINCE2 in Your Projects

Implementing PRINCE2 in your projects requires careful planning and execution.

Some key steps to follow include:

• Training and certification:  Ensure project team members posses the necessary PRINCE2 training and certification to understand and implement the methodology effectively.
• Tailoring PRINCE2:  Customise the methodology to fit your organisation’s needs and project requirements. Adapt the processes, templates, and terminology to align with your existing project management practices.
• Establish governance and controls:  Define clear roles and responsibilities for project team members and stakeholders. Establish governance structures and controls to ensure effective decision-making and progress monitoring.
• Continuous improvement:  Encourage a culture of constant improvement by regularly reviewing project performance, lessons learned, and best practices. Use this feedback to refine and enhance your implementation of PRINCE2.

Is PRINCE2 the Right Choice for Your Project Management Needs?

We’ve covered a lot, so let’s recap what we have learned.

PRINCE2 is a widely recognised project management methodology with several advantages over other methodologies.

Its flexibility, focus on business justification, and effective risk management make it a popular choice for various companies in the UK.

However, it is essential to consider your organisation and teams’ specific needs and requirements before selecting a project management methodology.

Evaluate factors such as:

• Project size
• Industry standards
• Stakeholder expectations

You must also consider the strengths and weaknesses of PRINCE2 compared to other methodologies and tailor it accordingly.

With proper implementation and a skilled project team, PRINCE2 can help drive successful project outcomes for more UK businesses.

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Project Methodologies

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Further information on Project Methodologies including relevant links and guidance

What is a 'project methodology'?

A project methodology is a framework for managing projects.  It provides a 'roadmap' for the planning & day-to-day management of a project, acting as a reminder of what needs to be considered at the different stages of the project.

There are many recognised project methodologies, including PRINCE2, Agile, APM but all follow similar guidelines and project phases: - Initiation, Planning, Execution and Closure.

What project methodologies are supported on this site?

Within this website, there are four different types of project methodologies available, each contains a default set of associated templates:

• Simple set (suitable for any kind of project)
• Software set
• Customised set

Regardless of which of the 4 methodologies is selected for a new project on this website, any of the available templates can be added as and when required. A full list of additional templates is available at the bottom of this page.  All 4 methodology sets include project logs (issue/change/decision, milestones, plans, risks, estimation, actions, stakeholders, meetings, benefits and lessons learned).

1. Simple Template Set

The tables below shows the default document templates that are automatically created for a 'simple' style of project.  After creation, additional templates can be added as required.

2. Software Template Set

The tables below shows the default document templates that are automatically created for a 'software' style of project.  After creation, additional templates can be added as required.

3. Custom Template Set

The tables below shows the optional document templates that are offered for a 'custom' style of project.  After creation, additional templates can be added as required.

4. Agile Template Set

The tables below shows the default document templates that are automatically created for an 'agile' style of project.  After creation, additional templates can be added as required.

In addition to the outline templates detailed below, there is additional information and guidance about the agile process on the agile Wiki at https://www.wiki.ed.ac.uk/display/AProj/Agile+Projects+Home

Full listing of additional templates available

• Business Requirements Document (BRD)
• Closure Report
• Project Brief
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• User Acceptance Test (UAT) Plan
• Implementation Plan
• Deployment Checklist
• Operational Level Agreement (OLA)
• Service Level Agreement (SLA)
• Applications & Data Architecture
• Target Applications & Data Architecture 

Available elsewhere in the Projects Website:

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• Radar Assessment for Major Projects

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What Is PRINCE2? Principles, Aspects, Roles & Processes

Table of Contents

What is prince2, seven principles of prince2, six aspects of prince2.

• PRINCE2 Roles & Responsibilities

Seven PRINCE2 Processes

Prince2 certification, prince2 vs. pmp, prince2 and projectmanager.

Different methodologies like PRINCE2 work for different projects, industries, tools and teams. These project management methodologies can be approached rigidly, or can be mixed, where a hybrid project management methodology of two or more are used to respond to the unique aspects of a project environment.

Project managers who aren’t based in the United Kingdom might not be intimate with the PRINCE2 methodology of managing a project, which is the UK government standard. Although foreign to some outside of the United Kingdom, there’s still much to be gained from the PRINCE2 project management method, even if it isn’t adopted in its entirety.

We’ll go over the main components of the PRINCE2 project management methodology, which are:

• PRINCE2 Principles
• PRINCE2 Aspects
• PRINCE2 Roles and Responsibilities
• PRINCE2 Processes

But before we dive into that, let’s define what PRINCE2 is.

PRINCE2 is a project management methodology that is mostly used in the UK, Australia and European countries. “PRINCE2” stands for Projects IN Controlled Environments, because this method focuses on managing resources and risks by dividing projects into smaller stages, defining clear roles & responsibilities and using seven processes to manage the project life cycle.

By organizing the project into logical steps, PRINCE2 demands a project management framework that has an organized and controlled project plan before starting, one that maintains its organization through the project life cycle.

The control is achieved by seven PRINCE2 processes that compose a project, from start to finish. That involves planning and scheduling. ProjectManager is award-winning project management software with online Gantt charts that are a perfect fit for the PRINCE2 methodology. Our powerful Gantt charts break project phases into milestones and link all four types of task dependencies to manage your schedule. Once you have a plan in place, set the baseline to capture your progress. Get started today for free.

History of PRINCE2

Now that we have an idea of what PRINCE2 is, let’s take a quick look at its origins. First established in 1989 by the Central Computer and Telecommunications Agency (CCTA) , the PRINCE2 method was originally based on PROMPT, another acronym that stands for Project Resource Organization Management Planning Technique, which was created in 1975 and used by the United Kingdom government for its information system projects. PRINCE2 was finally published as a project management methodology in 1996, and surprisingly, it is in the public domain.

There are seven principles that are the basis for PRINCE2 methodology. All must be followed for the project management methodology to be considered PRINCE2. These seven principles are a framework for a PRINCE2 mindset and they are as follows.

1. Continued Business Justification

The most important document in PRINCE2 is the business case , which is reviewed and revised throughout the life cycle of the project. This is done to make sure the project remains viable. If not, the project ends.

2. Learn From Experience

There is a lesson log attached to every project that acts as a repository for lessons learned in previous projects to avoid repeating past mistakes. The lesson log is referred to throughout the project. You can get started with our free lessons learned template.

3. Roles and Responsibilities Are Defined

Project members can take on multiple roles or share a role. There are four levels that make up the structure of people in a project: corporate, project board, project manager and team .

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RACI Chart Template

Use this free RACI Chart Template for Excel to manage your projects better.

4. Manage by Stages

PRINCE2 is planned ahead and follows a stage-by-stage process. When transitioning between stages the business cast, risk and project plan are all updated.

5. Manage by Exception

There are what are called tolerances for each project objective. This creates limits and defines how authority is delegated. If the tolerance is exceeded the management team must decide if that tolerance is redefined.

6. Focus on Products

The quality requirements of deliverables are of paramount concern.

7. Tailor to Suit Project Environment

The size, complexity, importance, time, risk, etc., or the project environment , is used to tailor the project in the initiation phase and throughout each stage of the project.

The PRINCE2 methodology identifies six aspects or areas that need to be managed in every project. Project managers need to use KPIs to measure performance goals and project tolerances.

What’s the work needed to complete the project? The details of the project scope should be explained in the project plan.

How much does your project cost? The project costs are detailed in the project plan as well.

How long will it take to complete your project? Each project phase is explained in the project plan, as well as the project duration.

Related: Free Gantt Chart Template for Excel

What are your project risks ? You’ll need a risk management approach to determine the mitigation strategies that will be used.

What are the quality requirements of your clients or stakeholders? You’ll need to have quality control and assurance procedures in place to meet quality standards.

What are the expected benefits of your project? Every project needs a business case and a cost-benefit analysis to explain its purpose and financial or strategic benefits.

PRINCE2 Roles & Responsibilities

To create a controlled project environment, roles and responsibilities are clearly defined in the PRINCE2 project management methodology. Here are the main roles that make up a PRINCE2 project management team.

Project Manager

The project manager is the one who is responsible for managing the project planning, execution, controlling and closure phases.

Project Manager Key Responsibilities

• Assemble a project team and monitor its performance
• Create a project plan that includes a schedule and budget
• Communicate with the with the project board and customers

Team Manager

Depending on the size of your project, you might need a team manager to closely supervise team members and report to the project manager.

There’s also a customer, user or supplier involved in the project. This is the person or organization that is paying for the project and will be impacted somehow by its outcome.

Customer Key Responsibilities

• Understand important project management documents such as a project plan, project brief , risk register or business case
• Provide enough funds to cover the project’s resource requirements

Project Board

Finally, there’s a project board, which is made up of the customer and business executives, such as a person who represents the user side and another representing the suppliers or specialists involved in the project.

Project Board Key Responsibilities

• The project board members are in charge of the high-level decision-making process.
• Communicate with the project manager on a regular basis and approve or reject his initiatives

The PRINCE2 project management methodology uses seven processes to manage projects. As PRINCE2 is a controlled environment method, the role of the project manager, project board and customer are defined so everyone’s on the same page.

1. Start Up the Project

This is where it’s determined whether the project is viable. To do so, a project brief, business case and a detailed stage plan must be created.

You should also create a project initiation document , another important PRINCE2 document that summarizes the key aspects of your project. Also, it’s important to do due diligence before the project is executed to save time and money once the project has started.

2. Initiate the Project

During this process, you’ll need to define the project aspects that we mentioned above; scope, costs, timescales, risk, quality and benefits. A project initiation document template can help.

3. Direct the Project

This process is to help the project board be accountable to the project through their decision-making. They have the authority on initiating the project, deliver its product and close the project. They also offer direction and control during the project. Additionally, they work with corporate entities or program management and review post-project benefits.

Activities related to this process include authorizing the initiation, the project itself and the stages of the project. Another direction is offered as needed until project closure is authorized.

4. Control Stages

This is where the project manager assigns tasks, monitors that work deals with whatever issues arise and reports on its progress to the project board.

Activities in this process include authorizing a work package with the team, reviewing its status and progress, and checking on its quality when complete. One must also review and compare progress to the project plan, capture any issues and risks and act to resolve them.

5. Manage Product Delivery

This process manages the delivery of the project product, controlling the work between the project manager and the team.

Activities associated with this process include accepting the work package , executing the work package and delivering the work package to make sure it’s complete.

6. Manage Stage Boundary

There are two parts to this process: firstly, the project manager provides the project board with an overview of performance, updates the project plan and business case, and creates a plan for the next stage. Secondly, the information provided by the project manager will help the project board review the current stage, approve the next and review the updated plan.

Activities include planning the next stage and reporting on the stage end.

7. Close the Project

This process is about making sure the project achieved its goals and objectives by the deadline. Sometimes project managers prepare the planned closure and the premature closure, but that’s not required.

Mandatory activities include handing over the product, evaluating the project and recommending its closure to the project board to officially close it out.

PRINCE2 has a course of study that leads to a certification in the methodology. The course requires the user to take the training with an accredited training organization and then pass an exam. It can be done in person or online.

There are four levels of certification in the PRINCE2 project management methodology:

• PRINCE2 2017 Foundation
• PRINCE2 2017 Practitioner
• PRINCE2 Agile Foundation
• PRINCE2 Agile Practitioner

Prices for the certification course and exam range from $550 to around $1,000 USD, depending on which level and certified training organization you choose.

There are as many project management certification programs and it can be difficult to decide which ones you need as a professional project manager. Without a doubt, one of the most popular project management certifications it’s the project management professional (PMP) title awarded by the project management institute (PMI) .

So which project management certification it’s best for you? Basically, these certifications differ in that they offer two different project management frameworks. PMP requires proficiency in the PMBOK Guide to Project Management Book of Knowledge , published by the Project Management Institute (PMI), while PRINCE2 requires knowledge of all the principles, aspects and processes.

Therefore, research both project management methodologies and see which is the best fit for you. Some industries prefer one framework over the other. PRINCE2 is more used in the United Kingdom, Europe and Australia, while PMP is used more in the United States, Canada and the Middle East.

PRINCE2 is a project management methodology to manage projects and bring them in on time, within budget and with a quality deliverable. Whether you use PRINCE2 or a more agile framework to run your project, the goals are the same. It doesn’t matter how you do it, using ProjectManager helps you do it better.

Real-Time Updates for Better Tracking

Our project management software is cloud-based, which means that when statuses are updated that information is instantly reflected across the project management tool. Project managers can make data-driven decisions. There is a high-level view on the dashboard for tracking progress, and reporting features drill down into the data for a more granular look.

Multiple Project Views

What if your team isn’t working in PRINCE2? Our software acts like a bridge linking traditional project management methodologies to more agile frameworks. For example, our kanban board view visualizes workflow and allows teams to build backlogs and manage sprints, even as project managers control the overall project by using PRINCE2.

Control your project no matter how you manage it. ProjectManager has the flexibility to work with PRINCE2 or any method you prefer to run your project.

Whether you use PRINCE2 or another methodology to manage your project, you’ll need tools to control the work through all of its stages. ProjectManager is a cloud-based project management software that works with multiple project management methodologies. From its real-time dashboard to online Gantt charts, you hold the reins. See how it can help you by taking this free 30-day trial today!

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• The Workstream
• Project management

12 vital project management principles

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Successful project management is a critical activity at every company. Every major business activity is made up of one or more projects.

To deliver maximum business value and user satisfaction, project management requires much more than a spreadsheet, a RACI chart , or occasional meetings. All phases of every project must be supported by a clear, consistent, and transparent decision-making process and effective, efficient collaboration across multiple roles and teams. 

The best project management efforts are built upon a core set of governing principles. This guide describes 12 critical principles of project management that provide a structured yet flexible framework and foundation for collaboration. These principles promote effective planning and execution of projects and ensure consistent project management success. 

What are the 12 essential principles of project management?

A successful project management plan provides all the information needed to carry out a project from inception through completion and evaluation.

Regardless of your methodology, your approach must successfully address project requirements, stakeholder expectations, and business needs and goals. Adhering to the following 12 essential project management concepts can help assure your project’s success.

Establish the project structure

A project is larger in scope than a typical task or activity. Structure your project in a manageable, understandable way that is easy for the project management team and stakeholders to evaluate.

Define project goals and objectives

Defining the goals and objectives of your project is essential to establishing its structure and gaining support from project management team members and stakeholders. Articulate the goals and specific objectives of the project clearly, and ensure these align with the company's overall objectives.

Identify a project sponsor

Sponsor support is crucial to the success of a project. A project sponsor can provide enthusiastic assistance and helpful guidance for the project. Sponsors also can garner additional support and resources from multiple stakeholders and teams as necessary.

Form roles and responsibilities

Roles and responsibilities will vary depending on business requirements, stakeholder expectations, available people and resources, and other factors. Define these roles clearly to ensure effective collaboration and avoid duplication of efforts and unaddressed project needs.

Ensure team accountability

Foster a culture of accountability within your team. Implement ways to track and measure individual and collective responsibility.

Manage project scope and changes

Adaptability is key throughout a project’s life cycle. Goals, needs, expectations, available people, and resources are subject to change at any time throughout a project’s life cycle. Every project management plan must include a robust strategy and clearly defined processes for managing project scope and dealing with changes.

Create a risk management plan

Risks can quickly threaten the project, if not the business itself. Project management plans must include comprehensive steps for identifying, assessing, and mitigating project risks. Regularly review and update the risk management plan as the project progresses.

Monitor progress

The project management team should monitor progress at every stage of every project. Establish key performance indicators (KPIs) to help measure progress toward established goals. Your project management plan must also include a system for regularly tracking, assessing, and reporting project progress.

Focus on effective value delivery

The goal of every project is to deliver value to stakeholders and to the business as a whole. Give the highest priority to tasks that contribute to the project's success. Include methods and tools that enable your team to continuously assess and adjust priorities based on stakeholder needs and project objectives.

Establish a performance management baseline

Effective performance management is key to project management success. Establish a performance management baseline to evaluate and track team and project performance. Use performance metrics to identify areas for improvement and recognize achievements.

Finalize the project

To close out your project successfully, complete all the necessary tasks defined in your project plan . Ensure that all deliverables meet quality standards. Obtain necessary stakeholder and management approvals.

Examine successes

Reflect on the project’s successes, and highlight the key factors that contribute to positive outcomes. It’s equally important to document lessons learned to inform future projects and sustain continuous improvement .

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Confluence brings everyone together in a connected workspace to move projects forward. Teams can create, edit, share, and collaborate on project plans seamlessly, keeping everyone on the same page. Confluence can improve project management team performance and lead to more efficient project execution. It can also deliver greater value to team members, stakeholders, and the business. Try Confluence

Project management principles: Frequently asked questions

What is agile project management.

The Agile project management methodology combines the sprints of Scrum with the continuous information sharing and feedback of Kanban. It focuses project management teams on continuous improvement and delivering value to stakeholders. It's flexibility and cross-functional team support make Agile highly effective for managing projects subject to change.

What are common challenges in project management?

All project management efforts face similar challenges, such as:

• Scope creep. As a project proceeds, needs, requirements, stakeholder desires, and external influences can also change. These changes can cause deviations from the original plan. They can also lead to budget overruns, delays, and disappointed stakeholders. A detailed plan with a well-defined project timeline and regular communication with stakeholders can help minimize or eliminate scope creep. 
• Unrealistic deadlines. Overly ambitious deadlines can lead to missed milestones. Project managers must balance what stakeholders want and what is achievable with the available resources. 
• Insufficient resources. Every project must deal with limited availability of money, time, and talent. Realistic, conservative budgets and accurate cost estimates can help, but teams should expect to face resource constraints beyond their plans and forecasts.
• Poor communication. Ineffective communication can lead to misunderstandings, unclear and unmet expectations, additional work, and missed deadlines. Consistent communication can help you avoid scope creep and manage stakeholder expectations.
• Change and risk management. Project management plans must include well-documented risk identification and mitigation processes and adaptation to sudden changes. This can help minimize project disruptions and delays.
• Monitoring, evaluating, and documenting progress. Consistent monitoring and evaluation can keep projects on track and identify challenges before they become problems. Documentation of monitoring efforts and evaluations can help keep team members and stakeholders informed and engaged.

What are the different project management methodologies?

Here are some of the methodologies most widely used for project management.

• Kanban: Kanban focuses on the visualization of tasks and progress. It relies on a shared physical or digital whiteboard typically divided into columns, each labeled with a stage of the workflow —To Do, In Progress, and Completed, for example. Kanban’s visual approach means everyone can see and follow the work as a project progresses. This keeps everyone informed and aligned with each other and the project objectives. Kanban can also help teams be more adaptable and flexible in the face of changing needs or priorities.
• Waterfall: Waterfall project management is more linear and sequential than other methods. Waterfall projects typically have well-defined requirements for planning, design, development, testing, and deployment. Waterfall projects demand strict adherence to plans and close alignment with declared requirements and objectives.
• Scrum:  The Scrum methodology includes a highly structured framework. It defines specific team member roles and the length of each work cycle or sprint. Teams hold daily meetings to review progress and map upcoming sprints. This methodology is well-suited for complex projects and active stakeholder involvement.

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MSc Project Management

Page contents

• 1 Introduction
• 2 Key features
• 3 Course overview
• 4 Key dates
• 5 Admissions
• 6 Fees, funding and payment
• 7 Career opportunities

You are reading:

Course information>

October 2024

Build the expertise you need to deliver complex, ambitious projects with this MSc designed by experienced industry practitioners and academics to help you meet the growing demand for project management skills. Gain an understanding of the core principles and specialise in sustainability or software development.

Key features

Learn from experts in the field.

Learn from highly experienced practitioners and senior executives with portfolios covering both complex, multi-disciplinary projects and small, bespoke interventions in niche sectors, combining academic excellence with industry related knowledge and expertise.

Be a generalist or a specialist

Develop the skills and knowledge you need to manage large scale and complex projects across all sectors, opening up limitless opportunities. You’ll also have the option to refine your knowledge by specialising in either software development or sustainability - both highly sought-after areas of expertise across the globe.

Performance-based admissions

If you do not meet the requirements for direct entry, benefit from our performance-based admissions process by transferring to the MSc after completing two 15-credit modules. You can also progress to a master’s qualification if you have registered for the postgraduate diploma or postgraduate certificate.

Fit you studies around your lifestyle

Leverage the flexibility offered by this 100 per cent online degree to fit your studies around your life, scheduling learning around existing work commitments and preserving an ideal work-life balance by learning at your own pace, on your own schedule.  You can also study on a pay-per-module basis.

A world-class degree

Benefit from a degree that is internationally valued. The MSc is awarded by the University of London, a trusted provider of distance and flexible learning for over 160 years, under academic direction from Royal Holloway, a UK top 29 university (Times and Sunday Times Good University Guide 2023).

Join our global alumni community

Follow in the footsteps of a distinguished list of University of London alumni from Nobel prize-winners to leaders in law, finance, humanities and other fields in more than 190 countries. Enjoy wide-ranging benefits including events, free online courses and more.

Course overview

Programme structure, modules and specification show.

The programme is available to be studied as a full master’s degree, a Postgraduate Diploma (PGDip) or a Postgraduate Certificate (PGCert).

You complete 11 modules for the MSc : Ten core modules (150 credits total) and one compulsory Project module (30 credits)

You complete eight modules for the PGDip : Eight optional modules (120 credits total)

You complete four modules for the PGCert :  One core module (15 credits) and three optional modules (15 credits each). 

Modules can be studied individually on a stand-alone basis, subject to availability. 

The Programme Specification and Programme Regulations contain information and rules regarding what courses you can choose and the order in which they must be studied.

• Download the Programme Specification
• View the Programme Regulations
• Download the Module running schedule

Modules Show

MSc: Ten compulsory modules (15 credits each) plus one compulsory Project module (30 credits)

PGDip: Choose eight optional modules (15 credits each) (excluding Project) [MSc only]

PGCert: One compulsory core module and choose three optional modules (15 credits each).

Individual modules

The following modules may be taken on a stand-alone basis, subject to programme module availability:

• PMM010 Introduction to project management
• PMM020 Operations and quality management
• PMM070 Corporate governance, ethics and sustainability
• PMM090 Managing and financing projects in the TV and film industries
• PMM050 Advanced applied project management

Please refer to the module availability schedule [PDF].

Introduction to project management (Open modal with additional information) (PMM010)

Operations and quality management (Open modal with additional information) (PMM020)

Information technology project management (Open modal with additional information) (PMM030)

International strategic technology management (Open modal with additional information) (PMM040)

Advanced applied project management (Open modal with additional information) (PMM050)

Advanced project funding, finance and risk management (Open modal with additional information) (PMM060)

Corporate governance, ethics and sustainability (Open modal with additional information) (PMM070)

International management of mega projects (Open modal with additional information) (PMM080)

Managing and financing projects in the TV and film industries (Open modal with additional information) (PMM090)

Accounting and finance (Open modal with additional information) (PMM100)

PGCert compulsory core module Show

In addition to three optional modules.

Project module - MSc Show

Project (MSc only) (Open modal with additional information) (PMM500)

Specialisms with modules Show

In addition to the main degree, which focuses on the core principles of project management, you have the option to specialise in one of two areas.

MSc Project Management (Software Development)

The Software Development specialism is applicable to any sector, from private banking to government, for anything from launching new products, implementing change, and developing effective customer experiences in the digital space. You’ll learn the skills you need so you can work in teams alongside creatives, software developers and engineers.

MSc Project Management (Sustainability)

The Sustainability specialism focuses on environmental and social sustainability, climate change, ethics and the economy. You’ll gain the skills and confidence to manage projects and use this knowledge to improve the sustainability of company projects.

MSc Project Management (Software Development) Show

For the qualification you must complete:

• Ten core modules (150 credits total) and one compulsory project module (30 credits)
• PMM010 IntroduMSc Project Management Sustainability Module Release ction to project management
• PMM110 Managing people and organisations
• PMM140 Security management and governance

Please refer to the module release availability schedule [PDF].

Core modules (each worth 15 credits)

Managing people and organisations (Open modal with additional information) (PMM110)

Software engineering (Open modal with additional information) (PMM120)

Business intelligence systems (Open modal with additional information) (PMM130)

Security management and governance (Open modal with additional information) (PMM140)

Information systems and governance (Open modal with additional information) (PMM150)

Compulsory module (worth 30 credits)

Msc project management (sustainability) show.

• Ten core modules (150 credits total); and
• One compulsory Project module (30 credits)
• PMM020 Operations and quality management

Environmental sustainability for project management (Open modal with additional information) (PMM160)

Social sustainability for project management (Open modal with additional information) (PMM170)

Managing projects for sustainability (Open modal with additional information) (PMM180)

How you study Show

Studying with us .

You can study the MSc Project Management from anywhere in the world, at a pace that suits you. Our flexible approach to studying allows you to fit your studies around your commitments and you can decide how many modules to take.  

The flexible approach to learning allows students to complete the MSc in a minimum of two years (subject to module availability) to a maximum of five years. You can study at your own pace, either part time or full time, adjusting the intensity of learning to suit your needs.

Each module is run over a 10-week block followed by an assessment submission point, with the exception of the Project module which is run over two 10-week blocks.

When you register with us, you will gain access to all resources and study materials via your Student Virtual Learning Environment (VLE), that will equip you to complete each module successfully. You will gain access to a range of multimedia content, activities, and exercises, as well as the opportunity to engage with your online tutor and fellow students.   

Online Library   

As a student at the University of London, you will have access to a range of resources, databases, and journals via the  Online Library . You will be able to contact a team of professional and qualified librarians for any help you require. 

Senate House Library 

 If you’re based in the United Kingdom, or are visiting London, make sure to visit  Senate House Library . Students studying with the University of London can join the library free of charge. Membership includes a 10-book borrowing allowance, access to all reading rooms and study areas, and on-site access to Senate House Library digital resources. 

 Online tutor support 

Studying our online MSc Project Management programme entitles you to receive tutor support and feedback. You will join an online tutor group to receive academic support and guidance on assessments. If you choose to study as a web-supported learner, you will have the opportunity to join an online tutor group and to engage with your fellow students.

Assessment 

 Modules include a mix of assessments, giving you the chance to undertake formative assessments, which will help you measure your progress and summative assessments, which will count to your final marks.  You can submit your coursework assignments anywhere in the world with an internet connection meeting our minimum requirements. For written examinations you may be expected to sit assessments at a local centre, we will give you plenty of notice if this is the case. 

Academic Leadership Show

You’ll learn from highly experienced practitioners and senior executives with portfolios covering both complex, multi-disciplinary projects and small, bespoke interventions in niche sectors, combining academic excellence with industry related knowledge and expertise.

Programme director

Dr Andreas Hadjixenophontos is Senior Lecturer in Project Management at Royal Holloway University of London. He has a PhD from the London School of Economics. In 2017, he joined Royal Holloway as senior academic advisor and senior teaching fellow, and taught on the MSc Project Management and MSc Engineering Management.

Previously he trained with Price Waterhouse in London and was accepted as a member of the Institute of Chartered Accountants in England and Wales. During his early professional life, Andreas worked as an auditor for several UK public companies. He then became the CEO of a semi-governmental audit organisation in Cyprus and later, was hired to set up an investment banking group. After being the CEO, he left to set up his consultancy firm and return to academia.

Andreas has managed projects in the finance, construction, and retail sectors, and served as Board Member in these sectors for companies. While managing audit and investment banking organisations, he acquired unique knowledge and experience about real-life business and project management challenges which he shares with students today.

He has published and presented on subjects relevant to Project Management like the attempts by banks to reduce non-performing loans and factors affecting their capital adequacy following banking crises. He is currently researching the Greek government’s tax transformation attempts.

October 2024 intake Show

April 2025 intake show, entry requirements show, what qualifications do you need, entry route 1: direct entry.

To qualify to register for the MSc, PGDip or PGCert you will need a bachelor’s degree which is considered at least comparable to a UK second-class honours degree from an institution acceptable to the University.

If you don't have an acceptable bachelor degree but have work experience in a managerial position for at least three years, or with three years project work as junior project manager / coordinator, we will consider your application on an individual basis.

Applicants with an appropriate professional qualification from a recognised professional body will be considered on an individual basis.

Entry route 2: Performance-based admissions (PBA)

If you don't meet the requirements for direct entry you can apply for the MSc via the performance-based admissions route.

To qualify for entrance via the PBA route you will need:

• a bachelor’s degree from an acceptable institution
• an appropriate professional experience qualification from a recognised professional body
• an aegrotat (certificate).

If you are on the PBA route you may transfer to the MSc on successful completion of two 15-credit modules.

To qualify to register for an individual module you will need a third class bachelor’s degree or aegrotat.

English language requirements

You need a high standard of English to study this programme. You will meet our language requirements if you have achieved one of the following within the past three years:

• IELTS: at least 6.5 overall with 6.0 in the written test
• Pearson Test (Academic): at least 59 overall, with 59+ in reading and writing and 54+ in speaking and listening
• Cambridge Certificate of Proficiency in English
• Cambridge Certificate of Advanced English (grade C or above)
• TOEFL iBT: at least 92 overall, with 22+ in reading and writing and 20+ in speaking and listening
• Duolingo: must achieve an overall score of at least 120.

If you do not meet the English language proficiency requirements but believe that you can demonstrate the requisite proficiency, the University may, at its discretion, consider your application.

The University of London sets minimum basic computer requirements because your study resources are accessed via the Student Portal and it is vital that you can access this regularly.

For this programme, you will need regular access to a computer with an internet connection. For more information about specific software requirements, please see more about computer requirements .

You will also need to have access to a mobile telephone to enable multi-factor authentication, which is used to access the online software required by the programme.

Recognition of prior learning Show

If you have studied material as part of a previous qualification that is comparable in content, level and standard to our postgraduate modules, you may be exempted from the equivalent course of our degree. This is known as Recognition of Prior Learning (RPL) or Exemption. You will not need to study or be assessed in the module(s) to complete your award.

MSc Project Management and Postgraduate Diploma (PGDIp): You may be awarded RPL up to 60 UK credits (four 15-credit modules).

Applications for RPL for the Postgraduate Certificate (PGCert) will not be accepted.

To be considered for RPL you should make a formal request within your application when applying for the programme. Or, you can submit an online enquiry , if you have already applied.

You will need to have met the entrance requirements for the programme to be considered for RPL.

You must have completed the qualification/ examination(s), on which the application for RPL is based on, within the five years preceding the application.

We will not recognise or accredit prior learning for a module later than 14 days after the module start date. You will be deemed to have started a module once you have been given access to the learning materials on the VLE.

Discretionary RPL

Your qualifications will need to be assessed by specialist academics on a case by case basis , before we can approve RPL. A formal application is required and an RPL application fee is payable. The RPL application fee is non-refundable, even if your prior learning is not recognised.

Your qualification must be at the appropriate level (usually equivalent to a UK Level 7/ Master’s degree qualification or above) to be considered.

For your discretionary RPL request to be processed, you will need to provide : a completed RPL request form, the supporting documentary evidence (normally a scanned copy of an official transcript and syllabus of your previous studies) and the discretionary RPL fee.

You should apply as soon as possible so that we can process your request. You will need to allow time for academics to consider your documentation, so you can register by the registration deadline.

All discretionary RPL requests must be submitted by the dates specified for the April or October intake, in the year that you apply. We must receive all required supporting evidence by the deadline stated.

If you submit your discretionary RPL application but are too late to be considered for RPL in the current session, we will still process your application to study the programme. If you receive an offer, you can still register. If you wish to be considered for RPL in a subsequent session, then you shouldn’t register on the modules you want to apply for RPL.

RPL and Performance Based Admission 

If you apply or register via the Performance Based Admission (PBA) route, you may apply for RPL. Any approved RPL will be formally applied to your record once you have been successfully admitted onto the full MSc programme. 

To enter the MSc via the Performance based admission (PBA) route, you must register for and pass two of the 15-credit modules. 

You may not register for a module which we have recognised and accredited as prior learning unless you withdraw your request for RPL. 

If you do not successfully meet the requirements to progress onto the full MSc programme, any application fees paid for discretionary RPL are non-refundable. 

How to request RPL 

Additional information about the process of applying for RPL . 

Further information regarding RPL is covered in the Recognition of Prior Learning section of the appropriate  Programme Regulations and Section 3 of the General Regulations . 

Fees, funding and payment

The fees below relate to new students registering for the 2024-2025 session. On average, fees are subject to a five per cent year-on-year increase. 

Students who registered earlier can view their fees on the Course Fees page . 

 The fees depend on whether you live in a developing (Band A) or developed (Band B) nation - see Countries and Regions list [PDF]

Important: the table below does not include fees payable to a third party, such as tuition costs payable to a Recognised Teaching Centre or fees charged by your local examination centre, or local VAT, Goods and Services Tax (GST) or sales tax.

Disclaimer: Currency conversion tool .

More about programme fees .

Some fees are non-refundable. Please see the refund and compensation policy for further details.

*The full MSc programme fee is payable when you first register on the programme and includes access to study materials and your first entry into the assessments. It does not include resit fees, the module fee when repeating a module, applications for recognition of prior learning and fees payable to a University of London Recognised Teaching Centres, if applicable. By paying in full at the beginning of your programme, you avoid any annual fee increases to module fees. With pay per module , you pay for each module as you register for it.

**The indicative totals given represent the amount you would expect to pay if you commence study in October 2021 and then complete the MSc degree in the minimum period of time (as per when modules become available), without resits, and paying per module with a year-on-year increase of 5%. These totals do not reflect the cost of any additional tuition support you may choose to take, resit fees or the fee when repeating a module, or applications for recognition of prior learning.

Please note: all student fees shown are net of any local VAT, Goods and Services Tax (GST) or any other sales tax payable by the student in their country of residence. Where the University is required to add VAT, GST or any other sales tax at the local statutory rate, this will be added to the fees shown during the payment process. For students resident in the UK, our fees are exempt from VAT.

Further information on Sales Tax.

Your payment provider may apply additional transaction fees. (If in doubt, please check with them before making a payment.)

Funding your study Show

Without the cost of moving to London, studying for your University of London degree anywhere in the world represents excellent value for money. However, there are additional sources of support depending on where you live and how you choose to study.

More on funding your study

All Royal Holloway alumni can receive a bursary to study any of the University of London online programmes including the MSc Project Management. More details about the Alumni bursary .

Scholarships are available for Refugee and Displace Persons to study this programme.

Can I get sponsored?

If you are employed, your employer may be willing to cover part/all of the programme fee if you can make a compelling case as to how this programme will boost your contribution to the workplace.

Our courses are ideal for employers because they get to retain you as an employee and benefit from your learning from the moment you begin.

How can I get sponsored by my employer?

Paying for your course Show

You can pay your fees in a number of ways, including an online payment facility via the Student Portal and Western Union Quick Pay.

More on how to pay your fees

Career opportunities

Careers opportunity show.

This MSc is suitable for people who want to move into a career in the world of project management, and for those seeking to enhance their current project management careers.

This degree is also for those wanting to transition into a different sector or professionals in management positions who will be responsible for overseeing a range of projects in their careers. This may include self-employed professionals seeking to set up a career or freelance projects.

You will gain intellectual and transferable skills that will help you evaluate and reflect critically on project management decisions.

You’ll also have the option to refine your knowledge and skills by specialising in either software development or sustainability. These specialisms are highly sought-after by employers across the globe.

This degree is ideal if you are interested in developing the skills and knowledge required to manage large scale and complex projects. It provides valuable skills and approaches used in project management across all sectors. The career opportunities are limitless.

In some countries, qualifications earned by distance and flexible learning may not be recognised by certain authorities or regulators for the purposes of public sector employment or further study. We advise you to explore the local recognition status before you register, even if you plan to receive support from a local teaching institution.

Careers support Show

You’ll have access to a wide range of careers and employability support through the University of London Careers Service, including live webinars and online drop-in sessions.

More on the University of London Careers Service

Tailored support for careers in the refugee and humanitarian fields is available through regular programme events, webinars and careers resources.

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Related content.

Royal Holloway, University of London

MSc Public Health

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• Government efficiency, transparency and accountability
• Major project management

Project and programme management

Essential resources for project delivery professionals leading, managing or involved in projects or programmes in government.

The Infrastructure and Projects Authority ( IPA ) supports the successful delivery of infrastructure and major government projects by working with government departments and industry. Its support includes offering expertise in all aspects of project delivery.

This page is for project delivery professionals who are seeking guidance on managing projects or programmes.

Refer to the IPA ’s assurance review toolkit for guidance on carrying out assurance reviews.

Guidance to follow

The government functional project delivery standard.

The Government Functional Project Delivery Standard sets out expectations for the direction and management of all government portfolios, programmes and projects.

It contains 7 main elements:

• The purpose and scope of the standard
• Principles for directing and managing portfolios, programmes and projects
• Overview of portfolio, programme and project management
• Governance and roles of portfolios, programmes and projects
• Portfolio management
• Programme and project management
• Practices which support project delivery

The IPA ’s Guide to Effective Benefits Management in Major Projects provides further guidance for major project teams when undertaking benefits management.

The IPA has also published guidance on The Role of the Senior Responsible Owner which sets out requirements and expectations for Senior Responsible Owners (SROs) of government projects.

In July 2020 the IPA published Project principles for success which are intended as core propositions to be used to guide thinking and behaviour in project delivery.

The Treasury Green Book

The Treasury Green Book provides guidance for public sector bodies on how to appraise proposals before committing funds to a policy, programme or project.

This also includes templates for business cases.

Useful resources

The IPA ’s Project Initiation Routemap is a helpful tool when starting a project.

Axelos best practice guides cover a range of topics including project management, programme management and risk management. These include Managing Successful Programmes and PRINCE2.

Professional bodies also provide helpful information on project delivery. These include the:

• Association for Project Management
• Major Projects Association
• Project Management Institute

For delivering major Transformation projects, you should also refer to the 7 Lenses of Transformation , a consistent framework and common language for designing and evaluating large government transformation projects.

The profession should feel like a great place to be, whoever you are and whatever your background. That is why we have published our Diversity and Inclusion Strategy 2020-23 .

Addition of link to Project Delivery Diversity and Inclusion Strategy.

Added link to project principles for success

Addition of guidance on the role of the SRO

First published.

Related content

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