[What is Tailoring to Adapt the Methodology to the Project?](What is Tailoring to Adapt the Methodology to the Project?), was to create a process or working environment that suited the nature of the project. It was found that it is important to adjust procedures and deliverables according to the size and severity of the project.
The PM Handbook concludes with a model that is useful for project management. Methods. The deliverables are presented here. Not all of these are presented here, nor is it exemplary to use them all. Depending on the nature of your project, you can improve the performance of your project by selecting and using the ones that are useful to you.
The PMBOK defines Models, Methods and Artifacts as follows.
A model is a thinking strategy to explain a process, framework, or phenomenon.
A method is the means for achieving an outcome, output, result, or project deliverable.
An artifact can be a template, document, output, or project deliverable.
It may be rephrased as a 'way of thinking', a 'way of doing things' or a 'useful thing', respectively. Based on an understanding of these meanings, the models, methods and deliverables will be introduced as commonly used and useful in project management. The details of the individual contents will be presented in more detail in a separate article, but here we will introduce the appearance as an entry point.
Models help us to see complex reality as simple, simplified things and show us approaches to optimise our actual work. They help to explain what works in the real world and how it works. For example, it presents a simple way of thinking about and dealing with things that are complex and difficult to drop in the real world, such as what a leader should be, what to be careful about when communicating, how members think and are motivated, conflicts within a team, and so on.
There are models developed with project management in mind, as well as more general models. We will not go into detail here, but list as key words those introduced in the PMBOK. If necessary, you can study them in depth to get a useful 'way of thinking' for your project, and we will consider introducing them again in articles in the PM Handbook in the future, taking into account their ease of use and difficulty.
Methods are the means by which results or outputs are obtained. The following are examples of methods commonly used to support project work. For example, it shows the 'ways' of doing various things that are usually done within project management, such as data collection, estimation, meetings, etc.
The book provides a number of examples of how to use the data collected, how to conduct meetings effectively, etc., and how to learn from the successes and failures of many project management projects that have been carried out in the past to make them more efficient. The following is a keyword list of those introduced in the PMBOK, which will not be discussed in detail here.
A creation is a template, a document or an output itself. In a project, many different things are created in the household of its activities. Some are main deliverables, others are by-products. Just as a blueprint is needed to develop a product, a list of materials to be procured, a document to prove procurement, etc., can be considered deliverables, e.g. a recipe, a shopping list, receipts, a role allocation list, a finished pastry, etc., if 2-3 people are baking. The details are not explained here.
The PMBOK does not go into detail here, but lists the key words that are introduced in the PMBOK. More details will be discussed in another article. By learning in depth from the documents that have been used in various projects and jobs in the past, while imagining your own role and the output required at the time, you will be able to achieve better results.
We have looked at models, methods and Artifacts that are useful in project management. PMBOK 7th Edition does not generally provide guidance on which models should be used for each aspect of a project, or which methods and deliverables should be created for each aspect of a project. This is one answer, I think, to the fact that in project management, working from a standard set of inputs and outputs in each step of a project does not necessarily lead to good results.
'Projects' are living organisms. They are difficult to control and full of uncertainty. It is not always possible to face them with knowledge and methods alone, but experience and failure time and time again is the key to success.
People are at the heart of any job. We want you to lead projects in which people can play an active role.