Waterfall vs. Pull Processes
From apppm
(Difference between revisions)
| Line 1: | Line 1: | ||
| − | There are many different methodologies of project management, all of them are defined by different principles and processes. A traditional, sequential methodology, is the waterfall model. Within this model, the tasks of the project plan are sequenced and conducted in a linear way, one task must be completed before the next one begins - the process is smooth and continuous, like a waterfall. Therefore, this model is one of the simplest methods. However, the pull process-based methodologies are used to create the whole project plan more efficient and effective, it was created to eliminate confounding factors within the project and to avoid aimless work. Hence, the pull processes are used in the management style of Lean Project Management, typical pull processes can be find in the Scrum and Kanban methodologies. This article provides an introduction to the waterfall methodology, to understand the processes within a project plan in a better way. However, the article provides a comparison of the waterfall process (push process) and the pull process. Therefore, no other methodologies e.g. Scrum and Kanban are explained. For the comparison of the two different processes are pros and cons described and the relevance for the practical usage demonstrated. | + | There are many different methodologies of project management, all of them are defined by different principles and processes.<ref name="standard">Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK® guide) 5th edition. Newtown Square, Pennsylvania: Project Management Institute, Inc </ref> A traditional, sequential methodology, is the waterfall model. Within this model, the tasks of the project plan are sequenced and conducted in a linear way, one task must be completed before the next one begins - the process is smooth and continuous, like a waterfall. Therefore, this model is one of the simplest methods. However, the pull process-based methodologies are used to create the whole project plan more efficient and effective, it was created to eliminate confounding factors within the project and to avoid aimless work. Hence, the pull processes are used in the management style of Lean Project Management, typical pull processes can be find in the Scrum and Kanban methodologies. This article provides an introduction to the waterfall methodology, to understand the processes within a project plan in a better way. However, the article provides a comparison of the waterfall process (push process) and the pull process. Therefore, no other methodologies e.g. Scrum and Kanban are explained. For the comparison of the two different processes are pros and cons described and the relevance for the practical usage demonstrated. |
| − | |||
=Importance for Project Management= | =Importance for Project Management= | ||
| − | A project is divided in several phases (except the single-phase project), and '''five project groups'''. | + | A project is divided in several phases (except the single-phase project), and '''five project groups'''<ref name="standard">. |
| Line 21: | Line 20: | ||
| − | The project manager has to combine those phases into a flow and take into account the product or service, his team and the customer. To establish a real customer value the project should set up a scope baseline control, build a communication plan to improve the information flow, asses stakeholder needs and get the commitment of the internal stakeholder. As a result, there are many factors which have to be intertwine to each other. Thus, project managers are inclined to overlook something at the beginning of the project and this is when project wastes start building. It is important to align with the customers to establish the customer value, but if the customer is deflect the project team members it will be end in scope creep. As an interim conclusion, the project planning has to consider a lot of things simultaneously, but it is also very important to ponder in which way and rate the steps are executed. | + | The project manager has to combine those phases into a flow and take into account the product or service, his team and the customer. To establish a real customer value the project should set up a scope baseline control, build a communication plan to improve the information flow, asses stakeholder needs and get the commitment of the internal stakeholder.<ref name="standard"> As a result, there are many factors which have to be intertwine to each other. Thus, project managers are inclined to overlook something at the beginning of the project and this is when project wastes start building. It is important to align with the customers to establish the customer value, but if the customer is deflect the project team members it will be end in scope creep. As an interim conclusion, the project planning has to consider a lot of things simultaneously, but it is also very important to ponder in which way and rate the steps are executed. |
| − | [[File:Impact_of_Variable_Based_on_Project_Time.png|thumb|Impact of Variable Based on Project Time]] | + | [[File:Impact_of_Variable_Based_on_Project_Time.png|thumb|Impact of Variable Based on Project Time<ref name="standard">]] |
| − | A project life cycle displays typically '''four characteristics''': | + | A project life cycle displays typically '''four characteristics''':<ref name="standard"> |
| Line 39: | Line 38: | ||
With this description of the characteristics of a project life cycle, we can have a look to the different life cycles, which are designed for different purposes. The main difference of the waterfall model and the pull processes is the influence of the stakeholder and the degree of flexibility. | With this description of the characteristics of a project life cycle, we can have a look to the different life cycles, which are designed for different purposes. The main difference of the waterfall model and the pull processes is the influence of the stakeholder and the degree of flexibility. | ||
| − | Adaptive life cycles keep stakeholders in the loop and let them influence the project in a higher degree than a predictive life cycle (waterfall). Since, the project plan within a adaptive life cycle is more flexible the costs of changes are lower. | + | Adaptive life cycles keep stakeholders in the loop and let them influence the project in a higher degree than a predictive life cycle (waterfall). Since, the project plan within a adaptive life cycle is more flexible the costs of changes are lower.<ref name="standard"> |
The importance to think about the way how to execute the project and how flexible and influenceable it should be is enormous. Therefore, the following chapters will provide some clarity about the choose of process styles. | The importance to think about the way how to execute the project and how flexible and influenceable it should be is enormous. Therefore, the following chapters will provide some clarity about the choose of process styles. | ||
| Line 46: | Line 45: | ||
=Waterfall Process= | =Waterfall Process= | ||
| − | The waterfall model (also known as predictive life cycle or fully plan-driven) is made of a waterfall process, which is defined by sequential relationships. A phase, consisting generally all five process groups, starts only when the previous phase is complete. This approach reduces uncertainty within the project life cycle, but it requests a high amount of tasks. As a result, this process is defined by a huge workload. In addition, the project scope, and the time and the cost required to deliver that scope, are determined at the beginning of the project life cycle. Therefore, the project is inflexible and changes are related to high costs. | + | The waterfall model (also known as predictive life cycle or fully plan-driven)<ref name="standard"> is made of a waterfall process, which is defined by sequential relationships. A phase, consisting generally all five process groups, starts only when the previous phase is complete. This approach reduces uncertainty within the project life cycle, but it requests a high amount of tasks. As a result, this process is defined by a huge workload. In addition, the project scope, and the time and the cost required to deliver that scope, are determined at the beginning of the project life cycle. Therefore, the project is inflexible and changes are related to high costs. |
The waterfall model is preferred when the product or service to be delivered is well understood and the following processes describe the waterfall model. | The waterfall model is preferred when the product or service to be delivered is well understood and the following processes describe the waterfall model. | ||
| Line 52: | Line 51: | ||
| − | [[File:The waterfall process.jpg|thumb|The waterfall sequential model]] | + | [[File:The waterfall process.jpg|thumb|The waterfall sequential model<ref name="standard">]] |
'''Requirements''' | '''Requirements''' | ||
| Line 112: | Line 111: | ||
=Pull Process= | =Pull Process= | ||
| − | The purpose of pull planning is to create a project plan with lean principles. In contrast to the waterfall resp. the push process is the pull process defined by an overlapping system. Therefore, the phase has not to be finalized until the next phase starts, the flow between the phases is more interlocked. The pull process is a common process in the lean management philosophy, it helps to avoid waste of time and money. Additionally, the total workload is smaller due to the elimination of unnecessary tasks and processes. | + | The purpose of pull planning is to create a project plan with lean principles. In contrast to the waterfall resp. the push process is the pull process defined by an overlapping system. Therefore, the phase has not to be finalized until the next phase starts, the flow between the phases is more interlocked. The pull process is a common process in the lean management philosophy, it helps to avoid waste of time and money.<ref name="standard"> Additionally, the total workload is smaller due to the elimination of unnecessary tasks and processes. |
[[File:Pull Process.jpg|thumb|Pull Process]] | [[File:Pull Process.jpg|thumb|Pull Process]] | ||
Revision as of 18:24, 28 February 2018
There are many different methodologies of project management, all of them are defined by different principles and processes.[1] A traditional, sequential methodology, is the waterfall model. Within this model, the tasks of the project plan are sequenced and conducted in a linear way, one task must be completed before the next one begins - the process is smooth and continuous, like a waterfall. Therefore, this model is one of the simplest methods. However, the pull process-based methodologies are used to create the whole project plan more efficient and effective, it was created to eliminate confounding factors within the project and to avoid aimless work. Hence, the pull processes are used in the management style of Lean Project Management, typical pull processes can be find in the Scrum and Kanban methodologies. This article provides an introduction to the waterfall methodology, to understand the processes within a project plan in a better way. However, the article provides a comparison of the waterfall process (push process) and the pull process. Therefore, no other methodologies e.g. Scrum and Kanban are explained. For the comparison of the two different processes are pros and cons described and the relevance for the practical usage demonstrated.
Importance for Project Management
A project is divided in several phases (except the single-phase project), and five project groupsCite error: Closing </ref> missing for <ref> tag
Cite error:
<ref> tags exist, but no <references/> tag was found
