Project Management Methodologies

Here is a summary and the list of different Project Management Methodologies:


PRINCE2 is a comprehensive process based approach to project management defining the activities that will be undertaken to manage the project. PRINCE2 sets out eight core process headings to structure, eight key components to address and categorise the pressing issues, and three techniques used to implement project management best practices.


The Project Management Body of Knowledge (PMBOK) is an approach designed to illustrate the sum of knowledge in project management. This methodology is comprised of nine Knowledge Areas that act as component processes to address the issues that project teams will need to direct their attention to whilst segregating the different steps as the project progresses.

3. Scalability

The PM Scalable Methodology is made up of a series of components, making up the areas that will need to be addressed when managing a project. To address complex project management issues, the technique of addressing scalability aims to tackle project risks in an effective and economical manner.

5. Steps

5-STEPS is a systematic methodology designed to provide a set structure of a project by creating five main process stages to complete the project. This methodology concentrates on developing a realistic schedule for a project and then subsequently managing it.

5. Chestra

Chestra is a Methodology Framework for the development of integrated business solutions covering all phases of system development and defining processes, work products to be created, project roles, and the tools and techniques.


The IDEAL model is an organisational improvement technique serving as a structured tool for initiating, planning, and implementing improvement actions, with the aim to guide organisations in planning and implementing an effective software process improvement program.

7. Boehm’s Six Steps

Boehm’s Six Steps is a Risk Management Methodology to identify, address and eliminate potential elements of risk before they become threats to the project. It is generally used when the usually classic identification of occurrence probabilities and loss costs are too unclear to quantify.


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