Our fourth day in Advanced Technology Project Management started in the afternoon, just after lunch. Normally, this is the time of the day when many students struggle to stay alert because of the usual post-lunch drowsiness. Surprisingly, the session did not have that sleepy atmosphere. Despite the heaviness of the afternoon, the class remained lively because our facilitator would occasionally crack random jokes, breaking the monotony and keeping everyone’s attention anchored on the topic. This balance of informative discussion and light humor made the entire session easier to digest and more engaging.
Our facilitator began the session by introducing different project management methodologies. Agile was mentioned briefly. Although it wasn’t discussed in depth, it served as a gateway to the broader topic of methodologies that guide how teams plan, build, test, and deliver projects. Even without diving deeply into Agile, its mention reminded me of how modern organizations increasingly adopt iterative and flexible approaches, especially in fast-paced environments where customer needs evolve quickly.
The presentation deck also included several other methodologies—Kanban, Lean, Waterfall, and Six Sigma. I tried to understand each one as if I had conducted my own research.
Kanban, originally derived from Japanese manufacturing, is a visual workflow-management method that uses boards and cards to represent tasks and their progress. Its strength lies in transparency and flow. By visualizing work, teams can instantly identify bottlenecks, monitor progress, and avoid overloading members. Kanban is not restrictive; it adapts easily to changes and supports continuous delivery. This method is particularly effective for teams that handle ongoing or maintenance-type tasks.
Lean methodology, also rooted in manufacturing practices, focuses on reducing waste and maximizing value. Waste, in this context, refers to any process or resource that does not add value from the customer’s perspective—such as delays, duplicate work, or unnecessary features. Lean encourages organizing processes, empowering team members, and constantly improving workflows. Research shows that Lean principles are widely applied in IT and software development today because they help organizations eliminate inefficiencies and improve overall performance.
Waterfall, on the other hand, follows a structured and linear approach. It is sequential—one phase must be fully completed before moving to the next. The steps typically include requirement gathering, design, development, testing, and deployment. Waterfall is predictable and works well for projects with stable requirements that are unlikely to change. Its biggest advantage is clarity; everything is documented, and the project roadmap is extremely defined. However, its rigidity can be a disadvantage in situations where changes often occur mid-project.
Six Sigma is a methodology centered on quality improvement and minimizing defects. It uses data-driven techniques and statistical tools to identify errors, analyze their root causes, and improve procedures. Six Sigma projects follow structured frameworks like DMAIC—Define, Measure, Analyze, Improve, Control. This methodology is widely used in industries where precision is critical, such as manufacturing, healthcare, and finance. It emphasizes consistency and reducing variations to ensure predictable, high-quality results.
After the discussion on methodologies, the facilitator also touched on different data-gathering tools, which are essential in project analysis and planning. Tools such as surveys, interviews, observations, and document reviews. Each of these tools has different strengths depending on the kind of information needed. Surveys are useful for collecting insights from a large number of respondents, while interviews provide deeper, more personalized insights. These tools help project managers obtain the requirements, expectations, and pain points that influence how a project should be designed and executed.
The facilitator then highlighted that every project should typically begin with a sequence of phases: requirement analysis, design, implementation, system testing, and delivery and installation. This sequence ensures that a project progresses in a logical and organized manner. Requirement analysis helps the team understand what needs to be built. The design stage translates the requirements into a blueprint. Implementation involves actual development. System testing verifies that the solution functions correctly, and delivery/installation ensures that the client receives a working product.
We also discussed an IT project template—a systematic guide that outlines the lifecycle of IT projects.
The first phase is Project Initiation, where a project request is received. This stage includes documenting the project purpose and scope, establishing contributors, deciders, and influencers, and building preliminary estimates. This phase essentially sets the foundation and defines what the project aims to achieve.
The second phase is Requirement Definition, which is far more detailed. This involves gathering and documenting current processes, including internal control requirements. It also includes researching purchasable solutions to learn from existing models. During this phase, teams analyze all aspects of needs, opportunities, and limitations. Scalability and flexibility are also considered to ensure that the solution remains viable in the long term. The proposed solution is designed, reviewed, and finalized with the project team and key decision-makers.
Next is Project Approval, where the tangible and intangible benefits of the project are estimated. This includes evaluating the total cost to build, implement, and maintain the solution. A cost-benefit analysis is prepared and presented to decision-makers. Approval is then secured, and the project’s priority and timetable are established.
The fourth phase is Software Development. At this stage, teams build a test plan, decide whether to build or buy the solution, prepare technical and user documentation, and conduct unit, system, and regression testing. Any bugs or deficiencies discovered during this stage are corrected. User acceptance testing is performed to ensure that the system meets customer expectations.
Then comes Implementation, a phase filled with detailed planning. It includes scheduling, testing rollback and recovery processes, conducting parallel runs, and providing user and management training. Trial conversions may be done prior to going live. Once the live solution is implemented, the team offers close support during the break-in period to refine processes and address concerns.
The final phase is Evaluation. Here, the effectiveness of the solution is assessed, along with customer satisfaction, project efficiency, and accuracy of cost/time estimates. These evaluations are archived as references for future projects, allowing organizations to learn from experience.
Toward the end of the discussion, the facilitator briefly covered several project management tools such as OpenProject, Primavera, Microsoft Project, Trello, and Asana. These tools support planning, monitoring, collaboration, and documentation. Some tools are suited for large-scale enterprise projects (like Primavera and MS Project), while others are lightweight and ideal for small teams (like Trello and Asana).
The session also touched on project management techniques—task planning, task estimation, schedule development, schedule approval, project launch, project control and monitoring, completion, and evaluation. Task planning involves identifying what needs to be done. Task estimation predicts the time and effort required. Schedule development organizes the tasks into a timeline, while schedule approval formalizes the plan. Project launch begins the actual work, and control/monitoring ensures the project remains aligned with goals. Completion involves finalizing deliverables, and evaluation provides insights for improvement.
The fourth day was informative, offering a mix of theory, methodology, and practical application. Despite being an afternoon session—typically the sleepiest part of the day—the facilitator’s lively approach made the discussion engaging. I left the session with a broader understanding of various methodologies, project phases, tools, and techniques, all of which contribute to well-structured and successful project management.