These are the sources and citations used to research The Effectiveness of Project Management Methodologies in Service Industries.. This bibliography was generated on Cite This For Me on

  • Journal

    Cooke-Davies, T. J. and Arzymanow, A.

    The maturity of project management in different industries

    2003 - International Journal of Project Management

    The culture of an organization, therefore, exerts a strong influence on all the members of the organization who are undertaking projects in or for it -------------- if the culture is unhelpful to the achievement of project goals, then the project may need to make some attempt to influence the culture for the better --------------- history shows that project management has been developing for longer in certain industries than in others ---------------- mean of scores from the Pharmaceutical R&D companies compared with informed individual assessments of what other indus- tries might score. --------------- It appears that many people at the top of defence organizations (especially defence acqui- sition) are not themselves people who have experience, understanding or appreciation of the business benefits that can accrue from a disciplined approach to project management, and when that is coupled with the inten- sely political nature of defence acquisition, it puts defence lower on the ‘‘leadership’’ dimension than medium Pharma. ------------------ leadership of the construction firms was drawn from people whose entire industrial experience was of construction project management, and so the leadership was both highly committed to and highly knowledgeable about project management issues --------------- ‘‘industries of origin’’ are indeed more mature in terms of project management than industries that have adopted the approach more recently ----------------

    In-text: (Cooke-Davies and Arzymanow, 2003)

    Your Bibliography: Cooke-Davies, T. and Arzymanow, A., 2003. The maturity of project management in different industries. International Journal of Project Management, 21(6), pp.471-478.

  • Website

    DuPaul, N.

    Software Development Lifecycle (SDLC)


    A Software Development Life Cycle is essentially a series of steps, or phases, that provide a model for the development and lifecycle management of an application or piece of software.

    In-text: (DuPaul, 2015)

    Your Bibliography: DuPaul, N., 2015. Software Development Lifecycle (SDLC). [online] Veracode. Available at: <> [Accessed 28 January 2015].

  • Website

    What are the Software Development Life Cycle (SDLC) phases?


    There are various software development approaches defined and designed which are used/employed during development process of software, these approaches are also referred as “Software Development Process Models” (e.g. Waterfall model, incremental model, V-model, iterative model, etc.). Each process model follows a particular life cycle in order to ensure success in process of software development.

    In-text: (What are the Software Development Life Cycle (SDLC) phases?, 2015)

    Your Bibliography: 2015. What are the Software Development Life Cycle (SDLC) phases?. [online] Available at: <> [Accessed 28 January 2015].

  • Website

    Project Management Methodology


    PMMs provide Information Technology Services (ITS) project teams with a set of standards to initiate and manage individual projects. The Methodology provides tools to make the project manager’s job a little easier.

    In-text: (Project Management Methodology, 2014)

    Your Bibliography: 2014. Project Management Methodology. [online] Available at: <> [Accessed 14 November 2014].

  • Website

    Janssen, C.

    What is the Software Development Life Cycle (SDLC)? - Definition from Techopedia


    The software development life cycle (SDLC) is a framework defining tasks performed at each step in the software development process. SDLC is a structure followed by a development team within the software organization. It consists of a detailed plan describing how to develop, maintain and replace specific software. The life cycle defines a methodology for improving the quality of software and the overall development process. This term is also known as the software development process.

    In-text: (Janssen, 2015)

    Your Bibliography: Janssen, C., 2015. What is the Software Development Life Cycle (SDLC)? - Definition from Techopedia. [online] Available at: <> [Accessed 28 January 2015].

  • Journal

    Labuschagne, J. and Steyn, H.


    2011 - The South African Journal of Industrial Engineering

    by applying a project management methodology in the South African consulting engineering industry, more consistent results regarding time, cost, and quality could be achieved. --------------- Project management is a complex undertaking, with many stages and processes. It should follow the full business life cycle, from definition and justification of the project, through to delivering demonstrable benefits for the company ------------------ A methodology is a set of methods, processes, and practices that are repeatedly carried out to deliver projects ------------------ The key concept is that the same steps are repeated for every project conducted, and by doing that, efficiencies are achieved.(don't agree with, as studies have shown that projects vary wildly, and so I don't think they can be approached with exactly the same methods) ------------------ failures with respect to time and cost are attributed to a misalignment of project objectives between consultants and client, miscommunication between design and construction departments/contractors, absence of project management practices, and dissatisfaction on the part of project sponsors ------------------- According to Labuschagne and Brent [7], a benchmarking study confirmed that companies that are successful in project management use a simple, well-defined project management framework -- re-referencing from : Labuschagne, C. & Brent. A.C. 2004. Sustainable project life cycle management: Aligning project management methodologies with the principles of sustainable development. Proceedings of the 2004 PMSA International Conference, Johannesburg, South Africa, May 2004, pp.104-115. --------------------- The variety of project management methodologies that have been defined and are being used might indicate that a ‘one size fits all’ approach is not appropriate to fulfil all the project development and execution life cycle requirements re-referenced from Shenhar, A. J., Lechler, T. & Poli, M. 2002. One size does not fit all: True for projects, true for frameworks. Proceedings of PMI Research Conference, Project Management Institute. -----------------------

    In-text: (Labuschagne and Steyn, 2011)

    Your Bibliography: Labuschagne, J. and Steyn, H., 2011. DEVELOPMENT OF A PROJECT MANAGEMENT METHODOLOGY FOR THE CONSULTING ENGINEERING INDUSTRY. The South African Journal of Industrial Engineering, 21(1).

  • Website

    Project Management Methodology: Definition, Types, Examples


    The term “project management methodology” was first defined in the early 1960s when various business organizations began to look for effective ways that could simplify the realization of business benefits and organize the work into a structured and unique entity (which was called “project” later on). Communication and collaboration were the key criteria for establishing productive work relationships between the teams and departments within one and the same organization. ----------- Project Management Methodology is a strictly defined combination of logically related practices, methods and processes that determine how best to plan, develop, control and deliver a project throughout the continuous implementation process until successful completion and termination. It is a scientifically-proven, systematic and disciplined approach to project design, execution and completion. ------------------ The purpose of project methodology is to allow for controlling the entire management process through effective decision making and problem solving, while ensuring the success of specific processes, approaches, techniques, methods and technologies. ---------- The following stages are included the traditional project management methodology: Initiation (requirements specification) Planning and design Execution (construction and coding) Control and integration Validation (testing and debugging) Closure (installation and maintenance) ------------------------- It is the matter of a project’s type, size and nature to select the right methodology.

    In-text: (Project Management Methodology: Definition, Types, Examples, 2010)

    Your Bibliography: 2010. Project Management Methodology: Definition, Types, Examples. [online] Available at: <> [Accessed 28 January 2015].

  • Website



    Project management methodologies consist of four to five process groups, and a control system. Regardless of the methodology or terminology used, project management uses the same basic processes. Process groups typically include: Initiation. Planning and Design. Execution. Monitoring and Controlling. Closing.

    In-text: (2015)

    Your Bibliography: 2015. [online] Available at: <> [Accessed 28 January 2015].

  • Website

    PM Methodologies


    Methodologies contain guiding processes for those who are doing project management. The true definition is that methodologies are not tool specific, however in today's software-reliant world the reality is that the methodology and the organization's project management software tool are often heavily intertwined.

    In-text: (PM Methodologies, 2015)

    Your Bibliography: 2015. PM Methodologies. [online] Available at: <> [Accessed 28 January 2015].

  • Report

    The Standish Group



    in the computer industry where failures are covered up, ignored, and/or rationalised --------------- 31.1% of projects will be cancelled before they ever get completed ------------------ 52.7% of projects will cost 189% of their original estimates-- (think about if estimates were correct?) ---------------- Smaller companies do much better. A total of 78.4% of their software projects will get deployed ---------------------- The project is completed on-time and on-budget, with all features and functions as initially specified.--( project success factors) ------------- The three major reasons that a project will succeed are user involvement, executive management support, and a clear statement of requirements -- (do these make another pmm suitable, so agile which can adapt for the the third point) ------------------- a high percentage of executive managers believe that there are more project failures now than five years ago and ten years ago --------------------- "it's very difficult to get all of the management -- it's even on the local level, not even on a worldwide level -- to get all of the management to agree on a set of rules" -- management exec quote -------------------------- "Probably 90% of application project failure is due to politics!" -------------------

    In-text: (The Standish Group, 1995)

    Your Bibliography: The Standish Group, 1995. Chaos.

  • Website

    The University of Akron : Project Life Cycle


    The Project Life Cycle refers to a series of activities which are necessary to fulfill project goals or objectives. Projects vary in size and complexity, but, no matter how large or small, all projects can be mapped to the following life cycle structure: Starting the project Organizing and preparing Carrying out project work Closing the project

    In-text: (The University of Akron : Project Life Cycle, 2014)

    Your Bibliography: 2014. The University of Akron : Project Life Cycle. [online] Available at: <> [Accessed 14 November 2014].

  • Journal

    Wells, H.

    How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice

    2012 - Project Management Journal

    Successful delivery of projects is essential to the effective functioning of government and has a direct bear- ing on departments’ abilities to improve public services (Improving Government Risk Handling, 2009) Secondary reference?. ----------------------- The private sector accounts for around 45% of the IT/IS project market.---------------------- This can result in the cancellation of a project with both the outright loss of the resources invested to date and the loss of the expected benefits. --------------------- The connection between PMMs used to manage IT/IS projects and poor performances are not fully unearthed, and scant research exists examining the role and contribution of PMMs toward overall project performance. -------------------- PMMs are designed and implemented to regulate project management processes in order to keep the focus on other critical performance matters. ----------------------- To date, no single set of PMMs has been identified as ensuring the success- ful delivery of IT/IS projects. ------------------ Projects in Controlled Environments was devel- oped and championed by the UK gov- ernment. In 1989, it was originally intended for the management of IT/IS projects; the methodology was subse- quently modified and relaunched in 1996 for use in a wider range of project situations. This modification resulted in a heavy reliance on tailoring when used for IT/IS projects. The effective application of PRINCE2 is strongly associated with finding an appropriate level of tailoring. ------------------- type of support offered by PRINCE2 toward project delivery was perceived to be different according to the practitioners inter- viewed --------------- perception of PMM benefits to some extent relates to the levels of experience, authority, accountability, and overall responsibility of the individual ------------- usefulness of PMMs was directly undermined by the mobilization of tacit knowledge, intuitively steering project management decisions, and overriding the template-based directives from the PMM. -------------------- there exists a gap between the perceived contribu- tion of PMMs at the strategic and orga- nizational levels compared with the perceived benefits at the project and operational levels. -------------------

    In-text: (Wells, 2012)

    Your Bibliography: Wells, H., 2012. How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice. Project Management Journal, 43(6), pp.43-58.

  • Journal

    White, D. and Fortune, J.

    Current practice in project management — an empirical study

    2002 - International Journal of Project Management

    Project management is now well developed and well accepted as a domain for the exercise of professional expertise and as an area for academic research and discourse ------------- Numerous methods and techniques have been developed, covering all aspects of managing projects ----------------------

    In-text: (White and Fortune, 2002)

    Your Bibliography: White, D. and Fortune, J., 2002. Current practice in project management — an empirical study. International Journal of Project Management, 20(1), pp.1-11.

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