Project management: methodologies tailored to your needs

What is a project management method?

A project management methodology is much more than just a theoretical framework: it is a structured set of practices, tools and processes designed to guide teams towards their objectives whilst effectively managing resources, deadlines and risks.
At Inforca, we utilise these methodologies both internally and to structure your projects, ensuring they run smoothly and maximising their impact.

Agile methodologies: flexibility and adaptability

A framework for adapting to change

Agile methods favour an iterative and collaborative approach. They promote flexibility, enable rapid responses to change, and foster cooperation between stakeholders.

Key agile frameworks:

• Scrum: is based on short cycles known as ‘sprints’ (1 to 4 weeks), enabling frequent deliveries of functional versions of the product. Each sprint is accompanied by specific meetings such as the Daily Scrum.
• Kanban: emphasises the visualisation of tasks using boards. It limits work in progress to streamline processes.
• Lean Agile: reduces waste by focusing on activities that add significant value for the customer.

Companies that adopt agile methodologies see a 20–30 per cent improvement in efficiency, largely due to increased collaboration between teams.*

*Source: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/enterprise-agility-buzz-or-business-impact

Project: Freezing of Funds for the Budget and Treasury Directorate

The “Funds Freeze” project was launched to meet the requirements of the Budget and Treasury Directorate, with the aim of developing an effective portal for managing and monitoring the freeze on funds. 

The aim was to create a flexible system capable of adapting to rapid regulatory changes and the specific needs of the business.

For this project, we adopted a Scrum approach, which enabled us to work in an iterative and incremental manner. Although the project backlog was broadly defined from the outset, it was progressively refined with each sprint, which facilitated continuous adaptation to feedback and the availability of the business teams.

Process:

• Initial planning: a comprehensive draft of the backlog was drawn up, identifying all the envisaged features. This served as the basis for initial discussions and sprint planning.
• Sprints: Each sprint began with a planning session where specific features from the backlog were selected and detailed. This stage involved close collaboration with stakeholders to clarify requirements.
• Iterative development: As the project progressed, it became easier to define features precisely. Previous developments often influenced and improved the understanding and implementation of subsequent features.
• Reviews and adjustments: at the end of each sprint, a demonstration was organised for the business, enabling immediate feedback to be gathered and the course of the project to be adjusted in line with actual needs and revised priorities.

Traditional methods: rigour and planning

A predictive approach for stable projects

Unlike agile methods, traditional approaches are based on rigorous planning right from the early stages of the project. They are ideal when the scope and budget are clearly defined and fixed for the duration of the project.
Examples of traditional methods:

Traditional methods are ideally suited to regulated sectors or complex technical projects, such as construction or the development of critical software.

• Waterfall: each stage of the project (design, development, testing, etc.) proceeds in a linear and sequential manner.
• V-model: a variation of the Waterfall model, it incorporates systematic testing phases running in parallel with each stage of development.

Hybrid approaches: the best of both worlds

Hybrid methods combine the flexibility of agile methodologies with the rigorous structure of traditional approaches.
A project may begin with a detailed planning phase (inspired by the Waterfall model), then adopt Scrum or Kanban to adapt to unforeseen circumstances and incorporate feedback from stakeholders.
This approach is particularly well-suited to large organisations that wish to maintain strategic planning whilst remaining flexible in the face of change.

Culture.mc Project: Hybrid Project Management (Agile with Time and Budget Constraints)

For the Culture.mc project, the initial scope and budget were clearly defined from the outset. 

However, in order to optimise our project management, we have incorporated elements of the Scrum methodology, which has enabled us to:

• Structure the project with regular milestones, such as Sprints and daily meetings (Daily Scrum), ensuring continuous and effective monitoring.
• Increase transparency by organising Sprint Reviews, providing the Cultural Affairs Department with a clear overview of the progress of the work.
• Introduce flexibility by enabling the Directorate of Cultural Affairs to make strategic adjustments during the course of the project. To achieve this, without increasing the allocated budget, we have adopted an approach whereby new elements are added to the project only if other, lower-priority items are removed from the backlog.

How do you choose the right method?

The choice of methodology depends on several criteria:

• Nature of the project: stable projects favour traditional approaches, whilst dynamic and uncertain projects rely on agile methodologies.
• Team size and structure: small teams often prefer Scrum or Kanban, whilst larger organisations opt for hybrid approaches.
• Industry sector: technology sectors favour agile methods, whilst regulated industries tend to adopt predictive approaches.

The success of a project does not depend solely on the method used, but on its ability to adapt to the specific needs of each organisation.
Whether agile, traditional or hybrid, the ideal methodology is the one that aligns with your objectives, resources and constraints.

Interview by A.F., Head of Digital Development and Events at Inforca