What is a project management method?

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

Agile methods: flexibility and adaptation

A framework for adapting to change

Agile methods favour an iterative and collaborative approach. They encourage flexibility, allow you to react quickly to change, and stimulate cooperation between stakeholders.

Main agile frameworks :

• Scrum: is based on short cycles called "sprints" (1 to 4 weeks), enabling frequent functional versions of the product to be delivered. Each sprint is accompanied by specific meetings such as the Daily Scrum.
• Kanban: emphasises the visualisation of tasks using tables. It limits work in progress to make processes more fluid.
• Lean Agile: reduces waste by focusing on activities with high added value for the customer.

Companies that adopt agile methodologies report a 20-30% improvement in efficiency, thanks in particular 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 funds for the Budget and Treasury Department

The "Freezing Funds" project was initiated to meet the requirements of the Budget and Treasury Department, which was looking to develop an effective portal for managing and monitoring the freezing of 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 iteratively and incrementally. The project backlog, although defined globally at the outset, was refined progressively during each sprint, which facilitated continuous adaptation to the feedback and availability of the business teams.

Process:

• Initial planning: a complete draft of the backlog was drawn up, identifying all the features envisaged. This formed the basis for initial discussions and sprint planning.
• Sprints: each sprint began with a planning stage where specific features from the backlog were selected and detailed. This stage involved working closely with stakeholders to refine the 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 functionality.
• Reviews and adaptations: 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 real needs and adjusted priorities.

Traditional methods: rigour and planning

A predictive approach for stable projects

Unlike agile methods, traditional approaches are based on rigorous planning from the earliest 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 classic methods:

Classic methods are ideal for regulated sectors or complex technical projects, such as construction or critical software development.

• Waterfall: each stage of the project (design, development, testing, etc.) takes place in a linear, sequential manner.
• V-cycle: a variant of the Waterfall model, this incorporates systematic parallel testing phases at 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 start with a detailed planning phase (inspired by Waterfall), then adopt Scrum or Kanban to adjust to unforeseen circumstances and incorporate feedback from stakeholders.
This approach is particularly suited to large companies that want to maintain strategic planning while 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 integrated elements of the Scrum methodology, which enabled us to :

• Frame the project with regular milestones, such as Sprints and Daily Scrum meetings, ensuring continuous and effective monitoring.
• Increase transparency by organising Sprint Reviews, giving the Cultural Affairs Department clear visibility of the progress of the work.
• Introduce flexibility by allowing the Cultural Affairs Department to make strategic adjustments during the course of the project. To achieve this, without increasing the allocated budget, we have adopted an approach whereby the addition of new elements to the project is offset by the removal of other lower-priority elements from the backlog.

How do you choose the right method?

The choice of methodology depends on a number of criteria:

• Nature of the project: stable projects favour traditional approaches, while dynamic and uncertain projects rely on agile methodologies.
• Size and structure of the team: small teams often prefer Scrum or Kanban, while large organisations opt for hybrid approaches.
• Business sector: technology sectors prefer agile methods, while regulated industries turn to predictive approaches.

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

Interview by Alisée, Digital Development and Events Manager at Inforca