Implementation Methodologies: Good or Bad?

Are implementation methodologies helpful to project success or a hindrance?  It depends on how the project manager executes the methodology, and adapts to the unique situations on each project, and how well the project conforms to the assumptions within the methodology.  I am a firm believer in the value of an implementation methodology having used them previously and developed several myself.  The methodologies are a good starting point for developing a project plan providing the project manager with:

1. Templates for all project deliverables that the consulting/contractor staff are familiar with thus eliminating the startup costs associated with training the team and agreeing internally on the format and content of deliverables.
2. A development methodology the staff is both trained in and is comfortable executing.
3. Checklists of tasks to consider within the context of the project.
4. Typical staffing profiles and associated task durations and dependencies.

These are just a few of the benefits of a methodology and all have a positive impact on project success.  These methodologies are also based on fundamental assumptions that many times get missed by project managers including:

1. The customer is familiar with and agreeable to the development model proposed.
2. The customer can support the customer staffing model with roles such as a  business analyst, testing leads, etc.
3. The customer is agreeable with and supportive of the set of deliverables defined.
4. The statement of work or project charter is compatible with the methodology.
5. Individual projects should adjust the tasks, durations, and staffing to fit the unique project needs.

The specific assumptions associated with each model are unique to each model so identifying the implicit assumptions inherent with any methodology becomes a key component in determining how to tailor the methodology to each unique project.  In my experience, few methodologies formally document their assumptions creating a situation whereby PMs must derive the assumptions.  The tailoring concept is also a key as we all know that each project has its own idiosyncrasies that we have to deal with.  When methodologies are treated as a “cookbook” and applied in the exact same manner for each customer, then they can be a detriment to the project.

By understanding the implicit assumptions behind a methodology and tailoring the methodology when 1 to all of these assumptions are not valid, the project manager can effectively leverage the strengths and mitigate any weaknesses of a methodology.