The Project Models based on common project categories

1. Based on Predictability and Change:

• Predictive Models (Plan-Driven): These models are best suited for projects
where the requirements are well-defined and relatively stable from the outset.
The focus is on detailed upfront planning and sticking to the plan.
o Waterfall Model: A sequential, linear approach where each phase
(requirements, design, implementation, testing, deployment,
maintenance) must be completed before the next begins. It's simple to
understand but less flexible to changes.
o Traditional Project Management (TPM): Encompasses a range of
plan-driven methodologies that emphasize detailed planning, fixed
scope, and sequential execution. Often involves Gantt charts, critical
path analysis, and formal change control processes.
• Adaptive Models (Change-Driven or Agile): These models thrive in
environments where requirements are likely to evolve or are not fully
understood at the beginning. They emphasize flexibility, iterative
development, and collaboration.
o Scrum: An iterative and incremental framework that uses short cycles
called "sprints" to deliver working software frequently. It involves roles
like Scrum Master, Product Owner, and Development Team, and
emphasizes daily stand-ups, sprint planning, and retrospectives.
o Kanban: A visual workflow management system that focuses on
limiting work in progress (WIP) and continuous flow. It uses a board to
visualize tasks and their progress, allowing for flexibility and continuous
improvement.
o Lean: A philosophy focused on maximizing value while minimizing
waste. It emphasizes efficiency, continuous improvement, and
delivering value quickly.
o Extreme Programming (XP): An agile framework that emphasizes
frequent releases, pair programming, test-driven development, and
close customer collaboration.
2. Based on Project Goal or Deliverable:
• Software Development Models: Specifically designed for creating software
products.
o (As listed above under Adaptive Models: Scrum, Kanban, Lean, XP,
Waterfall)
o Spiral Model: A risk-driven model that combines iterative
development with the systematic, controlled aspects of the waterfall
model. Each iteration involves planning, risk analysis, engineering, and
evaluation. Useful for complex, high-risk projects.
o V-Model: An extension of the waterfall model that emphasizes the
relationship between each development phase and its corresponding
testing phase.1 It highlights the importance of testing throughout the
development lifecycle.

• Construction Project Models: Tailored for building physical structures.

o Traditional (Waterfall-like): Often involves sequential phases like
design, permitting, foundation, structure, finishing, etc. Change orders
can be complex and costly.
o Design-Build: A single entity is responsible for both the design and
construction phases, potentially leading to better collaboration and
faster delivery.
o Integrated Project Delivery (IPD): Emphasizes collaboration and
shared risk/reward among all stakeholders (owner, architect, contractor)
from the earliest stages.

• Research and Development (R&D) Project Models: Focus on exploration

and innovation, often with uncertain outcomes.
o Stage-Gate Model: Divides the R&D process into distinct stages, with
"gates" at the end of each stage where a decision is made to continue,
modify, or kill the project based on predefined criteria.
o Lean Startup Model: Emphasizes building a minimum viable product
(MVP), gathering validated learning through customer feedback, and
iterating based on that feedback.

• Business Process Improvement (BPI) Project Models: Aimed at optimizing

organizational processes.
 o DMAIC (Define, Measure, Analyze, Improve, Control): A structured,
data-driven approach used in Six Sigma to improve existing processes.
o DMADV (Define, Measure, Analyze, Design, Verify): Used in Six
Sigma for creating new processes or products at a Six Sigma quality
level.

3. Based on Project Structure and Team Organization:

• Functional Project Structure: The project is managed within the existing
functional departments of the organization (e.g., marketing, engineering,
finance). Team members report to their functional managers, which can lead
to strong technical expertise but potential coordination challenges.
• Matrix Project Structure: Team members report to both a functional
manager and a project manager. This can lead to efficient resource utilization
but potential conflicts in priorities and reporting.
o Weak Matrix: Functional manager has more power than the project
manager.
o Balanced Matrix: Functional and project managers share power.
o Strong Matrix: Project manager has more power than the functional
manager.
• Projectized Project Structure: The organization is structured around projects,
and the project manager has full authority over the team and resources. This
provides clear accountability but can lead to resource duplication across
projects.