Project Management: Tailoring, Methodologies

  • Words 1727
  • Pages 4
Download PDF

The essential test of project management is to accomplish the project objectives within the given restraints. This data is typically depicted in the documentation. The essential requirements are degree, time, quality, and budget(Fangel 2018). The auxiliary – and progressively aggressive – the challenge is to streamline the portion of important information sources and apply them to meet pre-characterized goals. The object of project management is to create a total task which agrees to the customer’s goals. This essay focuses on the interrelatedness between tailoring, project management methodologies, and the roles of a project manager in achieved of project’s goals.

The tailoring process is dependent on the type and size of a project. A large project involves various planning processes in its lifecycle and therefore tailoring process must cover all the project activities as it is meant to reduce the risks involved in undertaking the project activities (Whitaker & Institute 2012). Tailoring therefore,, includes the organisational structure with roles of each of the executives, documentation of numerous management products, project plans to act as guidance in day-to-day activities and normally there are no team plans in small projects because there is normally one development stage as compared to large projects where activities are shared among teams(Commerce 2002). It is essential to include team strategies, dependent on the size of the project, it’s important to decide its quality requirements either by writing proper product descriptions or by examining strategies involved in the management of quality, risk assessment is also included in the tailoring process because it’s important to evaluate the level of risks in each stage of the project process to avoid ineffectiveness , the changes at each stage and the overall progress of the project(Commerce 2002). According to PM BOK@ (2017), tailoring is vital because each project is exclusive in terms of the project’s processes, techniques, inputs, tools, and its Lifecycle and should discourse the contending limitations of cost, quality, scope, resources, and schedules as well as risks involved. Tailoring, therefore, aids in reducing risks, by lowering and controlling the amount of time used in terms of scheduling project’s activities, cost inquired is normally economical because of effective planning of the project budget (Kinley et al. 2010) and inputs, techniques, and tools will all be up to date with fewer constraints in acquisition. Project managers must be considerate of the level of power that will be required, a client of the project and culture of the association which is normally dealt with in the tailoring of the project(PM BOK@ 2017) although tailoring comprised in the methodologies need tailoring for a given project, methodologies of project management still take into consideration uniqueness of projects and allow tailoring process to be undertaken. This shows the interaction between tailoring, roles of a project manager, and project methodologies. They however at different levels impact each other both positively and negatively but generally, a good tailored project ensures a successful output.

Click to get a unique essay

Our writers can write you a new plagiarism-free essay on any topic

A project manager has different roles in the management of projects and is ranked depending on the order of governance of an organization. Large projects can have more than one project manager because of many activities involved and, in every part, requires a leader to guide the operations as compared to smaller projects that might have few processes in their Lifecycle. However, due to the complexities of a project, in terms of activities involved, the number of project managers can differ in number no matter the size of the project (Anantatmula 2010). Risks emerge from vulnerability; the project manager is the person who centers around this as their essential concern(Mitchell & Trebes 2018). The greater part of the issues that sway a task result somehow from a hazard. A virtuous project manager can diminish chance altogether, frequently by holding fast to a strategy of open correspondence, guaranteeing each critical member has a chance to express sentiments and concerns(Mitchell & Trebes 2018). Therefore, a project supervisor ought to have a wider scope of knowledge and skills to an extent that they can be able to detect hitches, ask questions, resolve conflicts, and have good management virtue and to be able to provide a sound judgement in terms of complexities(Clarke 2010). Regularly, project managers have an unfaltering base of force, along these lines they must affect others to confirm resources from various workplaces and manage accomplices to achieve the project’s goals(Mitchell & Trebes 2018). This is a significant way to deal with correspondence and support of the new abilities and skills from the team members that are required in project management’s lifecycle in order to accomplish client(s) needs. A project manager in some organizations can be involved in planning before the onset of the project and in the analysis of market needs, development of business cases (PM BOK@ 2017). Their roles vary ultimately depending on the organization. They are not anticipated to undertake every single role in the project but should possess managerial knowledge and skills since they provide planning, leadership, directions through communications which are normally in real-time through meetings using verbal and nonverbal prompts (PM BOK@ 2017). In cases where an organization has several projects ongoing a project manager proactively engages with the other managers to share relevant information since in most cases, they share the same resources, funding, programs goals, and objectives which could be specific to a project (PM BOK@ 2017). They also provide communication between the sponsor, team associates, and other stakeholders. The project manager therefore,, plays an important role in a project’s lifecycle and in terms of enhancement of the tailoring process, they are involved in the entire process and in part of determining the project management methodologies.

A methodology is an arrangement of practices, strategies, systems, and guidelines utilized by the individuals who work in a discipline. This therefore,, means that methodologies are specific to a project(Layton & Ostermiller 2017). Project supervisors employ various methodologies( standards, topics, systems, procedures, and models to help give structure)(Whitaker & Institute 2012) to the manner in which they are required by the project organization. According to PM BOK@ (2017), project management methodology is a strategy for practices, methods, activities, and guidelines used in a distinctive individual work in an equivalent way. There are numerous methodologies in project management. For example; agile, scrum, Kanban, a waterfall which is a methodology with a straightforward methodology that qualities strong arranging, doing it once, and doing it right(Vijayasarathy & Butler 2015), as compared to the agile method of interactive and incremental delivery(Layton & Ostermiller 2017).

Waterfall methodology is one of the oldest methodologies which is utilized to oversee and expand the complex nature of programming advancement(Langer 2012). In this approach, one needs an unmistakable interest in the requirements of the venture before it is handled for the task. It’s isolated into numerous stages which begin with necessities, examination, structure, usage, testing, organization and support in this procedure each stage is independent(Vijayasarathy & Butler 2015). Picking the correct methodologies is significant because it characterizes how we work. Project management methodology gives us the structures that we can utilize towards task achievement or disappointment(Marle, Vidal & Bocquet 2013). So when choosing what methodology to use in undertaking a venture, we have to think about the straightforwardness or multifaceted nature of the task, the customer, our accessible assets and the venture limitations, course of events, devices, and individuals(Wells 2012).

The tailoring process enables project organizers to come up with proper methodologies to be used in the project. Therefore, tailoring impacts methodology in several levels during the project’s lifecycle. With regards to methodologies of project management, there is no one estimate that fits-every one of that works for all business types, sizes or ventures(Rosemann & vom Brocke 2015). Regardless of whether you’re working in a dynamic situation where there’s need for development and change, thus embrace an agile procedure(Layton & Ostermiller 2017). Or on the other hand in case you’re working inside extremely fixed, inflexible, necessities, course of events and spending plan thus embrace a waterfall approach, each methodology carries its very own qualities and shortcomings(Kerzner & Kerzner 2017).

In conclusion, Ultimately, the methodology chosen should be analyzed on the basis of its capability to deliver the most value to the client, with the least impact on those delivering it that is the team led by the project managers, how well it meets organizational goals and values, the restraints the project crew has to deal with, the stakeholders needs(Akhmetshin et al. 2018), the risks involved, the project size, cost, and of course, the complexity of the project which is documented in the tailoring process. There is therefore a correlation between the three sections that is tailoring, project management methodologies and the roles of project managers in a way that they all influence the project.


  1. Akhmetshin, EM, Vasilev, VL, Mironov, DS, Yumashev, AV, Puryaev, AS & Lvov, VV 2018, ‘Innovation process and control function in management’, European Research Studies Journal, vol. 21, no. 1, pp. 663-74.
  2. Anantatmula, VS 2010, ‘Project manager leadership role in improving project performance’, Engineering Management Journal, vol. 22, no. 1, pp. 13-22.
  3. Clarke, N 2010, ‘Emotional intelligence and its relationship to transformational leadership and key project manager competences’, Project management journal, vol. 41, no. 2, pp. 5-20.
  4. Commerce, GBOoG 2002, Tailoring PRINCE2, TSO,
  5. Fangel, M 2018, Proactive Project Management, Van Haren,
  6. Kerzner, H & Kerzner, HR 2017, Project management: a systems approach to planning, scheduling, and controlling, John Wiley & Sons,
  7. Langer, AM 2012, Project Management, London: Springer London, London.
  8. Layton, MC & Ostermiller, SJ 2017, Agile project management for dummies, John Wiley & Sons,
  9. Marle, F, Vidal, L-A & Bocquet, J-C 2013, ‘Interactions-based risk clustering methodologies and algorithms for complex project management’, International Journal of Production Economics, vol. 142, no. 2, pp. 225-34.
  10. Mitchell, B & Trebes, B 2018, NEC4 : the role of the project manager, ICE Publishing, London.
  11. Rosemann, M & vom Brocke, J 2015, ‘The six core elements of business process management’, Handbook on business process management 1, Springer, pp. 105-22.
  12. Vijayasarathy, LR & Butler, CW 2015, ‘Choice of software development methodologies: Do organizational, project, and team characteristics matter?’, IEEE software, vol. 33, no. 5, pp. 86-94.
  13. Wells, H 2012, ‘How effective are project management methodologies? An explorative evaluation of their benefits in practice’, Project management journal, vol. 43, no. 6, pp. 43-58.
  14. Whitaker, S & Institute, PM 2012, The Art of Tailoring: Making Your Project Methodology Fit, Project Management Institute,
  15. Project management institution 2017, a Guide to the project Management Body Knowledge (PMBOK@ Guide), sixth edition.ed.2017: Newtown square, PA: projects management Institution 


We use cookies to give you the best experience possible. By continuing we’ll assume you board with our cookie policy.