Project Structures & Life Cycles | Google Project Management Certificate

Summary

This script delves into the dynamic world of project management, emphasizing the uniqueness of each project and the importance of understanding its lifecycle. It outlines the four main phases: initiation, planning, execution, and closure, highlighting the necessity of adaptability and structured planning. The video introduces methodologies like waterfall and agile, explaining their applications and benefits for different types of projects. It also touches on Lean Six Sigma and its DMAIC process for process improvement, advocating for a flexible yet methodical approach to project management.

Takeaways

• 📈 **Project Uniqueness**: Every project is unique, requiring different management approaches due to varying needs and impacting factors.
• 🔄 **Project Life Cycle**: Understanding the project life cycle is crucial for guiding projects in the right direction and includes four main phases: initiate, plan, execute, and close.
• 💼 **Initiation Phase**: The initiation phase is about defining project goals, identifying the budget, resources, and team, and documenting details for project approval.
• 📝 **Planning Phase**: A project plan is essential, including budget, task breakdown, team roles, schedule, resources, and contingency plans for problems or changes.
• 👷 **Execution Phase**: The project manager's role during execution is to monitor progress, motivate the team, and remove obstacles to ensure tasks are completed on time.
• 🎉 **Closing Phase**: Closing the project is important for team celebration, evaluation of the project process, and communication of final outcomes to stakeholders.
• 🏢 **Post-Project Transition**: Some projects require handing over to another team for ongoing support and maintenance after completion.
• 🛠 **Methodologies**: Different projects benefit from different methodologies; understanding various approaches like linear, iterative, waterfall, and agile is key to effective project management.
• 🔍 **Risk Management**: Planning for risk and change is critical; experienced project managers are adaptable and anticipate the need for adjustments.
• 🤝 **Stakeholder Engagement**: Stakeholders play a significant role in a project's success, and their interests should be considered and communicated throughout the project lifecycle.
• 🔄 **Adaptability**: A project manager should be able to adapt their style and approach based on the project's needs, team dynamics, and the methodologies that best fit the situation.

Q & A

What is the significance of understanding the project lifecycle in project management?

The project lifecycle is crucial as it provides a structured framework to guide the project in the right direction, ensuring that the project stays on track and achieves its goals effectively.

What are the four main phases of a project lifecycle?

The four main phases of a project lifecycle are: 1) Initiate the project, 2) Make a plan, 3) Execute and complete tasks, and 4) Close the project.

Why is it important to define project goals and deliverables during the initiation phase?

Defining project goals and deliverables is important because it clarifies the project's objectives, allowing the team to focus their efforts on achieving specific outcomes and ensuring the project's success.

What is the role of a project manager during the planning phase?

During the planning phase, a project manager's role is to create a comprehensive plan that includes a budget, task breakdown, communication strategies, team roles and responsibilities, a schedule, and resource allocation, as well as contingency plans for potential problems or changes.

How does the project manager ensure that the project stays on track during the execution phase?

The project manager ensures the project stays on track by monitoring progress, keeping the team motivated, removing any obstacles, and communicating effectively to address any issues that may arise, thus ensuring tasks are executed well and on time.

What are some reasons for closing a project?

Closing a project is important to celebrate the team's hard work, evaluate the project's performance, note what worked and what didn't for future planning, and to officially communicate the project's completion and outcomes to stakeholders.

What is the difference between a linear and an iterative project management approach?

A linear approach requires completing each phase or task in a specific order before moving on to the next, while an iterative approach allows for tasks to overlap or occur simultaneously, with flexibility to make adjustments as the project progresses.

Can you provide an example of a project that would benefit from a linear project management approach?

A project like building a house would benefit from a linear approach because it requires a sequential process, with each phase such as foundation, walls, and roof being completed in order, and changes are costly to implement once construction has started.

What is the waterfall methodology, and when would it be appropriate to use it?

The waterfall methodology is a linear approach to project management that follows a sequential ordering of phases, with each phase completed before the next begins. It is appropriate to use when the project has clearly defined phases, tasks that must be completed in order, and when changes are expensive to implement once the project has started.

What is the agile methodology, and what type of projects is it best suited for?

The agile methodology is an iterative and flexible approach to project management that allows for tasks to be worked on simultaneously and adjusted as needed based on feedback. It is best suited for projects where the client has a general idea of what they want but is open to changes and improvements as the project progresses, such as software development.

What are the five phases of the Lean Six Sigma approach, and what does each phase entail?

The five phases of the Lean Six Sigma approach are Define, Measure, Analyze, Improve, and Control (DMAIC). Define involves setting the project goal; Measure focuses on data collection to assess the current process; Analyze is about identifying gaps and issues; Improve is where modifications are made; and Control ensures that the improvements are sustained and monitored.

Outlines

00:00

📈 Project Management Fundamentals and Lifecycle

This paragraph introduces the concept of project management, emphasizing that each project is unique and requires a tailored approach. It outlines the project lifecycle, which includes four major phases: initiating, planning, executing and completing tasks, and closing the project. The importance of understanding the project's basic structure and the necessity of a plan for every project are highlighted. The paragraph also discusses the first phase, initiating the project, which involves defining goals, identifying resources, and documenting details for project approval.

05:00

🛠️ In-Depth Look at Project Lifecycle Phases

The second paragraph delves deeper into the project lifecycle phases, focusing on initiating and planning. It discusses the importance of defining project goals and deliverables, identifying resources, and getting project approval. The paragraph also highlights the need for a detailed plan that includes budget, task breakdown, team communication, roles and responsibilities, schedule, and resource allocation. The speaker shares personal experience with project management, emphasizing the transition of project maintenance to respective teams post-completion.

10:01

🚀 Executing and Closing Projects Effectively

This paragraph discusses the execution phase of the project lifecycle, where the project manager's role is to oversee progress and ensure task completion. It stresses the importance of communication, both within the team and with stakeholders, and the need to adapt plans as necessary. The closing phase is also discussed, highlighting the need for final checks, invoice payments, resource accounting, and documentation. The paragraph underscores the importance of project closure for team celebration, evaluation, and stakeholder communication.

15:01

🛤️ Choosing the Right Project Management Methodology

The fourth paragraph explores different project management methodologies, explaining the linear and iterative approaches. It provides examples of when to use each and discusses the importance of selecting the right methodology for a project. The paragraph also introduces the hybrid approach used by Google, which adapts different methods based on project needs, and encourages project managers to find the most effective approach for their specific circumstances.

20:02

💧 Understanding Waterfall and Agile Methodologies

This paragraph introduces two popular project management methodologies: Waterfall and Agile. It explains the linear, sequential nature of the Waterfall approach, which is suitable for projects with clear, unchanging goals. In contrast, Agile is described as a flexible, iterative approach that accommodates change and is ideal for projects with uncertain requirements. The paragraph provides examples of scenarios where each methodology would be most effective.

25:03

🔄 Agile Methodology and Its Application in Projects

The sixth paragraph focuses on the Agile methodology, explaining its iterative nature through sprints and the importance of team collaboration and client feedback. It contrasts Agile with the Waterfall method and discusses how Agile allows for early feedback and adjustments, reducing wasted efforts. The paragraph also introduces Scrum as a form of Agile and describes the concept of sprints, which are short, focused periods of work aimed at completing specific tasks.

30:04

📊 Lean Six Sigma and the DMAIC Process

The final paragraph introduces Lean Six Sigma, a combination of Lean and Six Sigma methodologies, which is commonly used in projects aimed at saving money, improving quality, and speeding up processes. The DMAIC process—Define, Measure, Analyze, Improve, and Control—is explained as a strategy for process improvement. The paragraph illustrates the application of DMAIC with a scenario involving a travel company looking to reduce customer service wait times, emphasizing the importance of data in identifying and solving process issues.

Keywords

💡Project Management

Project Management is the process of guiding a project from its initiation to completion, ensuring that it stays on track and achieves its goals. It is central to the video's theme, as it discusses various methodologies and phases for effectively managing projects. The script uses the term to describe the overarching concept of planning, executing, and closing projects, with different approaches tailored to the project's needs.

💡Project Lifecycle

The Project Lifecycle refers to the series of phases that a project goes through from its start to its finish. In the video, it is described as a structure that helps guide the project in the right direction, ensuring that all necessary steps are taken to complete the project successfully. The script outlines the four major phases: initiate, plan, execute, and close, which are essential to understanding the process of project management.

💡Initiate

To initiate a project involves starting the project by defining its goals, deliverables, budget, resources, and people involved. It is the first phase of the project lifecycle discussed in the video. The script explains that during initiation, all project details are documented and approval is sought to proceed, setting the foundation for the project's success.

💡Plan

Planning in project management is the phase where a project's budget, schedule, team roles, and responsibilities are established. The video emphasizes that creating a plan is 100% essential for every project, as it helps in meeting goals effectively. The script provides examples of what should be included in a plan, such as tasks, communication strategies, and risk management.

💡Execute

Execution in the context of project management is the phase where the actual work of the project is carried out. The video script mentions that while team members are responsible for completing tasks, the project manager's role is to monitor progress, keep the team motivated, and remove any obstacles to ensure tasks are executed well and on time.

💡Close

Closing a project is the final phase where all tasks are completed, resources are accounted for, and the project is handed over or accepted by stakeholders. The video script highlights the importance of this phase for team celebration, evaluation of the project process, and reflection on what worked and what didn't, which is crucial for improving future projects.

💡Stakeholders

Stakeholders are individuals or groups who have an interest in or are affected by the project's outcome. The video script explains the importance of communicating with stakeholders throughout the project lifecycle and emphasizes their role in the development and success of the project. Examples from the script include clients, customers, users, and even the community at large.

💡Methodology

A project management methodology is a set of principles and processes used to guide a project from start to finish. The video script introduces different methodologies such as waterfall, agile, and Lean Six Sigma, each with its own approach to managing projects. The methodologies help in tailoring the project management process to the specific needs and goals of the project.

💡Waterfall

The Waterfall methodology is a linear approach to project management where each phase of the project must be completed before the next can begin. The video script uses it as an example of a traditional approach suitable for projects with clear, unchanging goals and a sequential process, such as building a house.

💡Agile

Agile is a project management approach that emphasizes flexibility, collaboration, and iterative progress. The video script describes it as an approach where tasks are completed in sprints and adjustments are made based on feedback. Agile is well-suited for projects with high uncertainty or where the client's requirements may change, such as software development.

💡Lean Six Sigma

Lean Six Sigma is a methodology that combines principles of Lean, focusing on efficiency, and Six Sigma, focusing on quality. The video script explains that it is used for projects aiming to save money, improve quality, and expedite processes. The DMAIC (Define, Measure, Analyze, Improve, Control) process is part of the Lean Six Sigma approach, which is used to solve complex problems and improve processes, as illustrated in the customer service example provided in the script.

Highlights

No two projects are exactly the same, emphasizing the importance of adaptable management strategies.

The project lifecycle is introduced as a fundamental structure to guide projects from initiation to completion.

Four major phases of a project lifecycle are outlined: initiate, plan, execute, and close.

Initiating a project involves defining goals, identifying resources, and documenting details for project approval.

Planning a project is critical and includes creating a budget, schedule, and establishing team roles and responsibilities.

Project managers monitor progress and remove obstacles, highlighting the importance of adaptability in project management.

Closing a project is essential for team celebration, evaluation, and communication of outcomes to stakeholders.

Different projects may have different finish lines, such as a political campaign with a firm end date or ongoing system implementation.

Project management methodologies, such as linear and iterative approaches, are discussed to suit different project needs.

Waterfall and agile methodologies are introduced as popular project management approaches with distinct characteristics.

The waterfall model is suitable for projects with a clear sequential process and minimal need for changes during development.

Agile methodology is preferred for projects that require flexibility, frequent feedback, and iterative development.

Lean Six Sigma is presented as a combination of methodologies focusing on process improvement and team collaboration.

The DMAIC process (Define, Measure, Analyze, Improve, Control) is explained as a strategy for process improvement in Lean Six Sigma.

Google's approach to project management is highlighted as a hybrid model, adapting different methods based on project needs.

The importance of understanding various project management methods to apply the best approach for a given project is underscored.

The video concludes by emphasizing the value of learning different project management frameworks to achieve success.

Transcripts

SPEAKER: No two projects are exactly the same,

which means there are many different ways to manage them.

Each project comes with its own needs and factors

that impact how you'll take action and achieve your goals.

There are many ways to manage projects,

and not always one right way to do so.

Picture this-- your project managing a political campaign

for a local candidate.

To make it happen, you need to think

about things like your available resources, the people you'll

be working with, the election date, and the location.

You need to be aware of lots of details

to successfully complete your project.

Because so many different things can impact a project,

it's important to understand its basic structure.

We call this structure the project lifecycle.

The lifecycle is a great way to guide your project

in the right direction so that you and your project

stay on track and end up in the right place.

Most project life cycles have four major phases,

each with their own set of tasks and concerns.

Check it out.

The main phases of a project are initiate the project,

make a plan, execute and complete tasks, and finally,

close the project.

Let's talk about the first phase, initiate the project.

This is the launch pad for the entire process of your project.

In this phase, you'll define project goals and deliverables,

identify the budget and resources you'll need,

the people involved in your project,

and any other details that can impact

the successful completion of your project.

You'll document all this information in one place

to showcase the project's value and, hopefully, get approval

to move forward with it.

Once the project is approved, it's time to get rolling.

Next, you'll make a plan for how you'll

meet the goals of your project.

There are all kinds of ways to plan your project,

and we'll get into some different methods

and techniques later on.

But right now, the important thing to know

is that, for every single project,

creating a plan of how you're going to meet your goals

is absolutely 100% essential.

Think about it-- you can't hire a contractor

to build a house without planning what it'll look like

or how much you have to spend.

These same considerations apply to any project that you manage.

To be effective, your plan needs to include a lot of things,

for example, a budget, a breakdown of all the tasks

that you need to be completed, ways to communicate team roles

and responsibilities, a schedule, resources,

and what to do in case your project encounters

problems or needs to change, and that's just to name a few.

Once you have your plan in place,

it's time to execute and complete those tasks.

It's important to point out that your project

team has the job of completing the project tasks.

Now, as the project manager, your role's a little different.

While you might be in charge of completing certain tasks

in the project, your primary tasks, as the project manager,

are to monitor progress and keep your team motivated.

You'll also remove any obstacles that

might come up so that the tasks are executed well and on time.

Finally, when all the tasks have been completed,

all the resources have been accounted for,

and the project has crossed the finish line, it's time

to close the project.

Why is it important to close?

Well, one big reason is so your team has a moment

to celebrate all of their hard work, but closing the project

is also a chance to evaluate how the project went.

You can make note of what worked and what didn't, so you

can plan better for next time.

Even if the project was a massive success,

it's helpful to take time to reflect.

Closing the project is also a great way

to connect with anyone outside your team who may have had

interest in the project's goal.

You can let everyone know what was completed

and what you accomplished.

Some projects, like the campaign example,

will have a firm end date.

Once the project is finished, that's it.

There's no more work to do.

Other projects have different finish lines.

For example, a project where you're

implementing a new ordering system at a restaurant

is complete after the system is set up

and the employees know how it works.

At that point, your goals are completed.

Now, it's time to hand over the project

to another group whose job it is to provide support and make

sure the system stays running on a day to day basis.

Another example of this is, I once

project managed the creation of a dashboard that

would be used by various stakeholders

in my organization.

This dashboard would show pertinent information

to each stakeholder depending on the team

that they were a part of in our broader organization.

I project managed the beginning, from writing out

the vision for the project, to the end,

where we deliver the dashboard.

Now, once I passed off the final product,

I transitioned the continued update of each team's data

and the corresponding dashboard page to the respective teams.

Think of it like turning over the keys of a newly built house

to its new owner.

The project of building the house is complete,

and now, it's up to the owner to take care of the house's

maintenance and the upkeep.

So there you have it--

the project lifecycle.

The exact name for each phase might

change depending on the type of project or organization

you work for, but the general idea stays the same.

And following the project processes

you will learn in this course will set you up

for project management success.

Next, we'll take a closer look into what

happens during each phase of the traditional project lifecycle.

[MUSIC PLAYING]

Now that we've discussed the project lifecycle,

we're going to explore some of the different tasks that match

up with each life cycle phase.

But first, let's review the phases.

The project lifecycle phases are initiate the project,

make a plan, execute, and complete tasks,

and close out the project.

Great.

Let's get back to the task that need to be accomplished

during each phase.

For this video, we're going to focus on the first two project

lifecycle phases, initiating the project and making a plan.

It's important to call out that the name

or tasks for each phase might change, or may

be a little different depending on the type of project

or the organization where you work.

At Google, we use a mix of different project management

methods, which you'll learn more about later in the course.

But regardless of the method, all projects

share a lot of the same tasks needed to get the job done,

so let's get into it.

The first step of the project lifecycle

is to initiate the project.

During initiation, you'll organize

all of the information you have available to you

about your project.

This way, when you're ready to continue on,

you'll be prepared for the next phase, when

you can create your plan.

Defining project goals makes the details of your project

clear so that you and your team can successfully

complete the project.

For example, if the project goal is

to manage a political campaign, then some deliverables,

which are specific tasks or outcomes,

might be to raise $5,000 or get 500 signatures in support

of your candidate's cause.

With this in mind, you'll need to do some research

to come up with ideas that will help you meet your goals.

You'll also need to find out what resources are available.

Resources can include people, equipment, software programs,

vendors, physical space or locations, and more.

Anything you need to actually complete the project

is considered a resource.

Now, as the project manager, you'll

record all of these details in your project proposal

and then get them approved by a decision maker

or group of decision makers at your company

so that you can move ahead with your project plans.

Now, in some cases, you may be the decision maker,

so be sure to consider the same set of factors

when initiating your project before moving

to the next stage.

No worries-- you will learn all the details about how

to create a project proposal.

We will be getting into more detail of what this is

and how to create one later in the course.

Voila, once your project is approved,

you'll move into the second step of the project lifecycle, which

is to make a plan.

In this phase, you'll create a budget

and set the project schedule.

You'll establish the project team

and determine each person's roles and responsibilities.

Let's pause for a second.

You may be thinking, ugh, why can't we just get started?

But that's the thing with project management.

Delivery planning is critical to a project success.

A crucial part of project management

is planning for risk and change.

An experienced project manager knows that plans always change.

This ability to adapt is all about

thinking and planning ahead.

Scheduling delays, budget changes, technology

and software requirements, legal issues, quality control,

and access to resources are just some of the more common types

of risks and changes that a project manager

needs to consider.

So it's important to keep in mind that planning

is key to reducing those risks.

But don't worry, if the idea of risk

seems a little overwhelming right now, in later courses,

we'll teach you all about understanding risks.

Just know that it's really important

not to skip this step, and to always make a plan.

Again, the success of your project depends on it.

Once you have a plan, you'll communicate

all of this information to your team.

That way, each member will know which tasks they'll own

and what to do if they have questions,

or if they run into problems.

You'll also communicate your plan

with others who have an interest in the project success,

so that they are aware of your plans and your progress

as the project continues to move forward.

[MUSIC PLAYING]

We just learned about the core tasks that need to be completed

and the first two phases of the project lifecycle,

initiating the project and making plans.

Now, it's time to put your plans into action.

Remember, it's not your job to actually do all the tasks.

Your primary job as the project manager

is to manage the progress of the project as a whole.

This means you'll oversee your team's efforts

and make sure everyone understands

what's expected of them, what tasks need to be done,

and how and when to complete those tasks.

It's also your job to help remove any obstacles

and to alert the right people if it looks like there might

be a delay to the project.

This means you'll need to communicate with your team

and anyone else involved in your project through

meetings, written communications like memos, emails

or internal chat tools, and other working

documents like task reports.

Quick pro tip-- if in doubt, err on the side

of over communication.

As your project progresses, you'll

make adjustments to the schedule, budget,

and allocation of resources, clearly communicating updates

all along the way.

When all the tasks are complete, and you've

met the project goal, it's time to close the project.

This phase is usually overlooked because it's

easy to assume that, once the project

goal has been delivered, everyone can move on,

but hold up.

There's still a lot that needs to be done.

First, check to make sure all tasks

have been completed, including any work that

was added along the way.

Be sure any outstanding invoices have been paid,

resources are returned and accounted for,

and project documentation has been submitted.

Next, and this is very important,

get confirmation that the final outcome of your project

is acceptable to the people you're delivering it to.

It is crucial to your project's success

that the person who asked you to manage the project

is satisfied with the end result.

Once your project has been accepted as meeting its goals,

take some time to reflect on what went well and maybe what

didn't go so well.

This reflection is usually called a retrospective,

and it's a chance to note best practices

and learn how to manage a project more

effectively next time.

Even if everything went great, the notes

from your retrospective are also valuable to the people

or organization receiving the end result of the project.

That's because they can use that information

to inform decisions about their business

the next time they consider a project.

Now, it's time to collect all the project documentation

that you've created or collected along the way, including all

of your plans and reflections, and share

the final results of your project with your stakeholders.

Remember, stakeholders are people who are interested in

and affected by the project's completion and success.

Depending on the type of project,

stakeholders could include a department or organization's

management team, clients or customers of your product

or service, users of your new tool or process,

or even the community at large, if you're planning a community

town hall meeting.

Pro tip-- stakeholders play a huge role in the development

and success of your project.

You'll learn a lot more about these key players later on,

but for now, just know that they are

like the VIPs of your project.

Next, take some time to celebrate

the effort your team invested in the project.

The celebrations help people feel

good about the work they've done and think of the work

as uplifting and rewarding because it truly is.

Some ideas for small celebrations

are a company or team wide email thanking the team

and acknowledging individual efforts.

Now, for big projects, you may even consider a company party

to celebrate the team and the project success.

To wrap up, you and your team can formally

move on from the project, so that you can pursue

new projects in the future.

Well, as you can see, being a project manager

is a lot of work, but it's very rewarding.

And it's all, well, manageable when you follow through

with the project lifecycle.

You can see how the organization, communication,

and improvements you add to various areas of a project

can make the entire team more effective and efficient,

and you can have an impact on many areas

of a project in a way that's greater than if you focused

on any one task on the project.

Similar to a coach with a sports team,

even though you aren't actually playing a direct role

in the game, your guidance, your communication, and your team

building can make the difference in a happy high performing

and successful team.

[MUSIC PLAYING]

Different types of projects will benefit

from applying different project management approaches

or methodologies.

A project management methodology is

a set of guiding principles and processes for owning a project

through its lifecycle.

Project management methodologies help guide project managers

throughout a project with steps to take, tasks to complete,

and principles for managing the project overall.

We will talk through two different types, linear

and iterative.

Linear means the previous phase or task

has to be completed before the next can start.

A linear approach would work well for a project

like building a house.

You'd need the blueprint created before you can

begin laying the foundation.

You've got to know exactly what the house will look like,

its dimensions, and what type and how many resources you'll

need.

Then you've got to finish the foundation before you put up

the walls, and the walls before you put up the roof,

and so on before you have the finished project, which

is a bungalow style home.

There's also a clear goal.

You know exactly what the house will look like.

It's unlikely that, in the middle of building the house,

your client is going to decide they'd rather

have a multi-level Victorian instead of a single level

bungalow.

What's more, even if they wanted the change, it's too late.

You already laid the foundation and built the walls

for the bungalow.

Done and done.

A bungalow is what they wanted, and a bungalow

is what they'll get.

Using this type of linear project management approach,

completing each step in order and sticking to the

agreed upon specific results in being

able to deliver just what the client ordered.

For a project like producing a new show for a television

company, on the other hand, it might

be more effective to use a methodology that

uses an iterative, more flexible approach, where

some of the phases and tasks will overlap or happen

at the same time that other tasks are being worked on.

Your team comes up with an idea for a show and films a pilot.

You run several tests of the pilot in different locations

and time slots.

As your team gathers feedback about the pilot,

adjustments to the show are made.

At the same time, you're able to make decisions and start

working on other parts of the project,

like hiring permanent actors, starting film production,

and working on advertising even while the final version

of the show is being worked on.

And even though the overall goal is clear, produce a new show,

the type of show could end up being

different from the original idea.

Your team may have started out creating a one hour show,

but during testing, they realized a half hour show

would actually be more popular.

Or maybe a supporting choose to go to of positive feedback,

so you want to make them one of the main characters.

What's more important is that you

produce a show that audiences are going to watch.

Because of the iterative approach,

plans remain flexible, and you're

able to make adjustments as you go along.

Each of these projects benefits from a different approach

to how tasks will be carried out in order to best meet

the project's goals.

Linear projects don't require many changes during development

and have a clear sequential process.

If you stick to the plan, it's likely you'll

finish your tasks within the time schedule

and all other criteria.

Iterative projects allow for more flexibility

and anticipate changes.

You're able to test out parts of the project

to make sure they work before the final result is delivered,

and you can deliver parts of the project

as they are completed rather than waiting

for the entire project to be done.

Over the years, the field of project management

has developed many different methods

that project managers can choose from that will help

them manage most effectively.

Google takes a hybrid approach to project management.

We mix and match from different methods

depending on the type of project.

Our project managers are encouraged

to adapt their own style to what makes the most

sense to their project and their team.

So you're starting to see how different approaches might

benefit the projects you'll be working on now.

Pretty soon, you'll become a pro at picking an approach

or combining approaches to fit with your project.

Up next, we'll learn about the most well known and most used

project management methods that you can add to your project

management toolbox.

[MUSIC PLAYING]

Two of the most popular project management methodologies

are waterfall and agile.

Each of these methods has a rich and complex history.

In fact, you could take an entire certificate

on just one of these methods alone.

You'll have a chance to learn more about waterfall and agile

methods in the upcoming courses of this certificate,

so be sure to check those out after completing this one

to learn more.

For now, I'll just give you a brief introduction

and provide you with some examples that

illustrate how different types of projects

can be more successful or easier to manage when you consider

which method to use.

First, let's take a look at the waterfall approach.

Waterfall, as a methodology, was created in the '70s

and refers to the sequential ordering of phases.

You complete one at a time down the line,

like a waterfall starting at the top of a mountain

and traveling to the bottom.

Remember the definition an example

of linear from that last video?

Well, waterfall has a linear approach.

At first, waterfall was used in the physical engineering

disciplines, like manufacturing and construction.

Then software emerged as an important field of engineering,

and waterfall was applied to those kinds of projects

as well.

It's still used a lot in engineering fields,

including product feature design and application,

also known as app design.

Over time, other industries, like event planning and retail,

have adapted waterfall phases to fit their projects.

There are now many styles of waterfall,

and each style has its own specific set of steps.

What they all have in common, though,

is that they follow an ordered set of steps that are directly

linked to clearly defined expectations, resources,

and goals that are not likely to change.

Let's take a closer look.

The phases of a waterfall project lifecycle

follow the same standard project lifecycle flow

that you learned about earlier--

initiating, planning, executing, which

includes managing and completing tasks, and closing.

So when would you want to use a waterfall

approach to project management?

Well, when the phases of the project are clearly defined,

or when there are tasks to complete

before another can begin, or when changes to the project

are very expensive to implement once it's started.

For example, if you were catering

an event for a client on a very tight budget,

you might want to use waterfall methodology.

This way, you could confirm the number of guests

first, then very clearly define the menu,

get approval and agreement on the menu items and costs,

order the unreturnable ingredients,

and successfully feed the guests.

Because the budget is limited, you

can't afford to make changes or waste food.

The traditional method won't allow for the client

to make changes to the menu once the order has been placed.

You can also reserve tables, chairs, and dishes

because exactly how much and what kind of food

is being prepared.

A well thought out traditional approach

to managing a project can help you reach your desired

outcome with as little pain as possible during the project

implementation.

By spending extra effort thinking

through the entire project up front,

you'll set yourself up for success.

Now, in an ideal world, following this approach

will help you identify the right people and tasks,

plan accordingly to avoid any hiccups along the way,

create room for documenting your plans and progress,

and enable you to hit that goal.

However, plans don't always go well according to plan.

In fact, they rarely do.

The waterfall method has some risk management practices

to help avoid and deal with project changes.

Luckily, there are other methodologies

that are entirely built for change and flexibility.

One of these is agile, another popular project management

approach.

The term agile means being able to move quickly and easily.

It also refers to flexibility, which

means being willing and able to change and adapt.

Projects that use an agile approach

often have many tasks being worked on at the same time

or in various stages of completion, which

makes it an iterative approach.

The concepts that shaped agile methodology

began to emerge in the '90s as a response

to the growing demand for faster delivery of products,

mainly software applications at that time,

but it wasn't officially named agile until 2001.

The phases of an agile project also

follow the project lifecycle stages we described

earlier generally speaking.

However, rather than having to always go in order

or wait for one phase to end before starting the next,

agile project phases overlap, and tasks

are completed in iterations, which,

in scrum, are called sprints.

Scrum is a form of agile that you'll

learn more about in the course focused entirely on agile,

and by sprint, we do not mean running

a race as fast as possible.

In this case, sprints are short chunks of time, usually

one to four weeks, where a team works together

to focus on completing specific tasks.

What's important to understand is

that agile is more of a mindset than just a series of steps

or phases.

It's concerned with building an effective, collaborative team

that seeks regular feedback from the client,

so that they can deliver the best

value as quickly as possible and adjust as changes emerge.

Projects that are best suited for an agile approach

are those where the client has an idea

of what they want, but doesn't have

a concrete picture in mind.

Or they have a set of qualities they'd

like to see in the end result, but aren't

as concerned with exactly what it looks like.

Another indicator that a project may benefit from agile

is the level of high uncertainty and risk

involved with the project.

We'll talk more about those things later.

An example of a project that would work well

with an agile approach might be building a website.

Your team would build the different parts

of the website in sprints and deliver each part to the client

as they are built. This way, the website can be launched

with some parts, say the main homepage,

that are complete and ready for public view,

while other parts, maybe the company

blog or the ability to book online appointments,

continue to get built out over time.

This allows the team to get feedback

early on about what works and what doesn't, make adjustments

along the way, and reduce wasted efforts.

In this same website example, the waterfall method

will plan for and require the whole website to be complete

before it can launch.

Having a basic understanding of waterfall and agile

will help you figure out an effective way

to organize and plan out your project,

and knowing about these two methodologies

will come in handy during future job interviews

because you'll be able to demonstrate

a solid understanding of the project management landscape.

Waterfall and agile are two of the more common and well

known project management methodologies,

but they are by no means the only or the best ones.

[MUSIC PLAYING]

Lean Six Sigma is one more you can add.

It's a combination of two parent methodologies, Lean

and Six Sigma.

The uses for Lean Six Sigma are common in projects

that have goals to save money, improve quality, and move

through processes quickly.

It also focuses on team collaboration, which promotes

a positive work environment.

The idea is that, when your team feels valued, motivation

and productivity increases, and the whole process functions

more smoothly.

There are five phases in the Lean Six Sigma approach.

They are define, measure, analyze, improve, and control,

commonly known as DMAIC.

DMAIC is a strategy for process improvement,

meaning you're trying to figure out where the problems are

in the current process and fix them so that everything

runs more smoothly.

The goal of each step is to ensure

the best possible results for your project.

Just like with waterfall and agile,

there are more specific details for using DMAIC and the Lean

Six Sigma approach, but what's great about the DMAIC process

is that it can be used to solve any business problem.

Let's break it down.

The first phase is to define the project goal

and what it will take to meet it.

This first phase is very similar to the initiation

phase of traditional project management.

Let's take a real scenario to illustrate.

Imagine that you are brought on as a project

manager for a large travel company

to help streamline and minimize customer service wait

times that have been surging due to a recent sales promotion.

Before you begin working on tackling the issue,

you're going to need to define the project goal

and talk to stakeholders about expectations for the project.

In this case, the goal is to take average wait times down

to less than 10 minutes on average compared to 30 minutes.

Next, it's time to measure how the current process is

performing.

In order to improve processes, DMAIC focuses on data.

Here, you want to map out the current process

and locate exactly where the problems are

and what kind of effect the problems have on the process.

Using our example, you're trying to figure out

why it's taking so long for the travel company

to address a customer service issue.

To do this, you look at company data,

like average wait times, number of customers per day,

and seasonal variations.

Then you'll set a plan for how you'll get that data

and how often to measure it.

This could look something like having

the company generate reports on a weekly, monthly, quarterly

basis.

In other situations, you might have employees or customers

fill out surveys or look at inventory shipping and tracking

records, things like that.

Once you have the data and measurements

you can move on to the next phase, which is analyze.

Here, you'll begin to identify gaps and issues.

In our example, after mapping out the process and data

points, you may see that staffing is inadequate on days

where customers are the highest.

Data analysis is important for project managers

regardless of which method you choose,

and we will learn more about that in an upcoming course.

From your data, you'll have a strong understanding of causes

and solutions to get to the next stage, improve.

Oftentimes, project managers may want to leap straight

to this phase, but really projects and process

improvements should only be made after a careful analysis.

This is the point where you present your findings

and get ready to start making improvements.

In our example, this could be modifying staffing

to address customer needs.

The last step of this cycle is control.

You've gotten the process and project to a good place,

and now it's time to implement it and keep it there.

Controlling is all about learning

from the work you did up front to put new processes

and documentation in place and continue

to monitor so the company doesn't revert back

to the old, inefficient way of doing things.

To sum it all up, you can remember DMAIC like this.

Defining tells you what to measure.

Measuring tells you what to analyze.

Analyzing tells you what to improve,

and improving tells you what to control.

Lean Six Sigma and the DMAIC approach

are ideal when the project goal includes

improving a current process to fix complex or high risk

problems, like improving sales conversions

or eliminating a bottleneck, which is when things

get backed up during a process.

Following the DMAIC process prevents the likelihood

of skipping important steps and increases the chances

of a successful project, and is a way for your team

to discover best practices that your client can

use going forward.

It uses data and focuses on the customer or end user

to solve problems in a way that builds on previous learning

so that you can discover effective, permanent solutions

for difficult problems.

There are many ways out there that

break the flow of project management

into digestible phases and approaches,

all with the same end goal of accomplishing the desired

outcome as smoothly as possible and delivering the best value.

Like I said earlier, at Google, we

follow a lot of different approaches.

For instance, an engineering team releasing a customer

focused product may primarily use agile

when creating the product, but decide

to plug in some of the aspects of waterfall project management

for planning and documentation.

A customer service team might focus

on using Lean Six Sigma to improve

an experience for our users, like offering

new features based on a recent analysis,

but the team might develop parts of the code

and roll out the features using agile iterations and sprints

to allow for change.

Or one of our internal education and training teams

may focus solely on waterfall project management

to achieve a targeted goal of having all employees complete

and annual compliance training.

Here, waterfall makes sense since the requirements

of the training program are fixed,

and so is the deadline and goal.

The biggest takeaway is to know the various methods and tools

to be able to confidently apply what works best for you,

your team, and the end goal.

There is no real prescription for how

to execute a project perfectly because there are always

pieces you can't 100% control.

But the good news is, you can get pretty close

with the skill sets you develop through learning

about these different frameworks.

ROWENA: Congratulations on finishing this video

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