Abstract
This chapter focuses on the process-oriented model for software development using the PRINCE2 method, and it is divided into two primary parts. The first part offers a theoretical overview of project management, encompassing project definition, the definition and classification of project management, including the characteristics of both traditional and agile project management. Additionally, within this part, the process of software development and the key characteristics of PRINCE2 are presented, including the description of the processes defined by the mentioned method. The second part of the chapter is dedicated to integrating the software development process with the PRINCE2 processes. The constructed process-oriented model includes the nine phases with both the PRINCE2 processes and software development processes intertwined. Based on a critical review of the usefulness of the integration model, the advantages and disadvantages are presented. This well-structured model can significantly contribute to the successful management of software projects.
TopIntroduction
Project management has been a significant and dynamic field over the past few decades. During this time, many researchers have been investigating different aspects of this complex area of project management, both theoretically and practically. Until today, many project management methods have been developed to address the specific needs and requirements of different projects. These methods serve as indispensable tools in project management, enabling effective progress measurement and task control (Jamali & Oveisi, 2016). Some methods follow traditional management approaches that are not limited to a specific project domain, providing a structured framework for managing projects in a general sense. On the other hand, some approaches are more iterative and incremental, seeking to avoid the standard approaches. They are typically tailored to specific domains, focusing on the unique characteristics and requirements of those industries or project types.
Project management methods can be categorized into two different categories: (I) traditional project management methods and (II) agile methods (Jamali & Oveisi, 2016). Traditional project management methods typically follow a linear process, where all the process phases occur in sequence. This means that one phase should be finished before the next phase starts. Traditional methods highlight the need for comprehensive upfront planning of various project aspects, including crucial factors like cost, scope, and time. Consequently, these methods are frequently labeled as inflexible and less adaptable to change. On the other hand, agile methods present an iterative approach that focuses more on incorporating customer feedback and continuous releases with every iteration of a software development project (Flora & Chande, 2014). Agile methods prioritize individuals and their interactions, teamwork, customer collaboration, and flexibility. They delve into evolving changes and collaborative efforts to bring out results rather than adhering strictly to a predefined process. Adaptive planning is a key characteristic of Agile methods, allowing for flexibility and responsiveness to changing project needs. Although it is believed that agile methods were used only for software development; today, this is no longer the case. Other areas, such as marketing, IT, event planning, and product development, have adapted and modified the agile method to fit their industries (Asana, 2022). In the realm of agile methods in the software development domain, the three most notable representatives of agile methods, which focus on flexibility, iterative development, and continuous improvement, are (I) Scrum, (II) Kanban, and (III) Extreme Programming (XP) (Chaouch, Mejri, & Ghannouchi, 2019), while two prominent representatives of traditional project management methods are (I) Projects IN Controlled Environments (PRINCE2) (AXELOS Limited, 2017), and (II) Project Management Body of Knowledge (PMBOK) (Project Management Institute, 2017a).
Key Terms in this Chapter
Project Management: The practice of organizing and managing resources to ensure task completion within predefined scope, timeline, and cost limits.
Project Manager: A distinct role within PRINCE2's organizational structure, responsible for overseeing the project on a daily basis. He/she is accountable for executing the processes of Initiating a Project, Managing a Stage Boundary, Controlling a Stage, and Closing a Project, as well as certain activities within the process of Starting up a Project.
Traditional Project Management: A linear, structured approach to managing projects where phases occur sequentially.
Agile Project Management: An iterative, flexible approach to managing projects focused on collaboration, adaptability, and delivering customer value
Software Development Process: A systematic approach to creating software applications.
SDLC: A systematic process used by software developers and organizations to analyze, design, implement, test, deploy, and maintain software solutions.
Project: A temporary endeavor with clearly defined initiation and conclusion.
Process: A collection of tasks, assignments, or activities carried out in a specific sequence, transforming inputs into outputs.
Team Manager(s): A role within PRINCE2’s organization structure that is responsible for the creation of products that have been assigned by the project manager. The team manager receives guidance from and reports to the project manager. This role can be assigned either to the project manager or a distinct individual.
Project Board: A mandatory entity within PRINCE2's organizational structure consisting of Senior User(s), the Executive, and Senior Supplier(s). It is responsible for performing the process Directing a Project with some activities within the process of Starting up a Project.