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When you're tested on IT project management methodologies, you're not just being asked to recall names and definitions—you're being evaluated on your understanding of when and why organizations choose specific approaches. The core tension in project management is between predictability and adaptability: some projects need rigid structure and upfront planning, while others thrive on flexibility and rapid iteration. Understanding this spectrum is essential for exam success.
These methodologies also demonstrate key Information Systems concepts: risk management, stakeholder alignment, resource optimization, and continuous improvement. Each approach represents a different philosophy about how to handle uncertainty, manage teams, and deliver value. Don't just memorize what each methodology does—know what problem it solves and when it's the right tool for the job.
These methodologies prioritize upfront planning, documentation, and predictable phases—ideal when requirements are stable and changes are costly.
Compare: Waterfall vs. PRINCE2—both emphasize structure and documentation, but PRINCE2 adds explicit governance principles and continuous business case validation. If an FRQ asks about government or enterprise projects, PRINCE2 is your go-to example.
These methodologies embrace change, deliver value incrementally, and prioritize customer feedback over rigid plans—ideal when requirements evolve.
Compare: Scrum vs. XP—both are Agile frameworks, but Scrum focuses on project management structure (roles, ceremonies, sprints) while XP emphasizes engineering practices (pair programming, TDD). Many teams combine both.
These methodologies focus on optimizing ongoing work rather than managing discrete projects—ideal for maintenance, support, and process refinement.
Compare: Kanban vs. Scrum—Kanban has no fixed iterations or prescribed roles, focusing purely on flow optimization, while Scrum provides more structure with sprints and defined ceremonies. Kanban suits ongoing operations; Scrum suits discrete projects.
These approaches use measurement and statistical analysis to drive improvement—ideal when defect reduction and process consistency are primary goals.
Compare: Six Sigma vs. Lean—both focus on efficiency, but Six Sigma targets defect reduction through statistical analysis while Lean targets waste elimination through process streamlining. Organizations often combine them as "Lean Six Sigma."
| Concept | Best Examples |
|---|---|
| Sequential/Predictive Planning | Waterfall, PRINCE2, CPM |
| Iterative/Adaptive Delivery | Agile, Scrum, XP, RUP |
| Flow-Based Continuous Work | Kanban, Lean |
| Quality/Defect Reduction | Six Sigma, XP |
| Heavy Documentation | Waterfall, PRINCE2, RUP |
| Customer Collaboration Focus | Agile, Scrum, XP |
| Statistical/Data-Driven | Six Sigma, CPM |
| Hybrid Approaches | RUP, Lean Six Sigma |
Which two methodologies would you recommend for a project with well-defined requirements that cannot change mid-development, and why do they share this characteristic?
A software team needs to maintain a production system while handling unpredictable support requests. Which methodology best fits this scenario, and what specific feature makes it appropriate?
Compare and contrast Scrum and Kanban: what do they share as Agile-influenced approaches, and what fundamental difference makes each suited to different contexts?
If an FRQ asks you to recommend a methodology for a startup building a new app with unclear requirements and heavy user involvement, which approach would you choose and what three features would you cite?
How do Six Sigma and Lean differ in their primary focus, and in what situation might an organization implement both simultaneously?