1. FORMATION OF A GENERALIZED BODY OF KNOWLEDGE IN PROJECT MANAGEMENT
I. Kononenko, A. Aghaee.
Strategic Management Department, National Technical University «KhPI»
THE 13 th INTERNATIONAL RESEARCH AND PRACTICE CONFERENCE
“PM Kiev '16” «Project management in the development of society»

2. ? Introduction PMBoK Scrum PRINCE2 Kanban XP
ISO 21500
The choice of methodology for the management of a particular project has a significant impact on many parameters of the project, its products and the success of the project as a whole. ?

3. Bushuev, S. D., Neizvestny, S. I., Kharytonov, D. A. (2013).
Literature Analysis
Bushuev, S. D., Neizvestny, S. I., Kharytonov, D. A. (2013).
An approach to the formation of projects, programs, portfolios management methodologies was proposed.
BASIS OF APPROACH
Presentation of the methodology as a set:
processes
approaches
principles
concepts
life cycles
models
methods
mechanisms
organizational structures
The concepts were introduced
Completeness of the methodology
Capacity of the methodology
Methods of estimation of the relative completeness and capacity of methodologies were proposed
The estimates of these quantities for famous methodologies were given
Problems of minimizing costs and time on the formation of a methodology for a particular project were considered.

4. I. Kononenko, A. Aghaee, S. Lutsenko (2016).
Literature Analysis
I. Kononenko, A. Aghaee, S. Lutsenko (2016).
Method and mathematical model of the synthesis of management methodology for particular project conditions were proposed.
BASIS OF SYNTHESIS
The components of "generalized" project management methodology.
The mathematical model takes into account the fuzziness of input data related to the project and its environment.
The work of the given method was illustrated on the sample of software development project

5. Actuality of work Objective of work
Formation of the generalized body of knowledge in project management, which would allow to form management methodology for a particular project is actual.
Objective of work
The objective of this work is the creation of a generalized body of knowledge in project management through the collection of components of existing standards, guides and methodologies.

6. Clarification of the definition
The concept of the
«PROJECT MANAGEMENT METHODOLOGY»
has been clarified
PROJECT MANAGEMENT METHODOLOGY
The project management methodology is a defined and documented set of principles, rules, processes, practices, life cycle, organizational structure, prescribed roles that provide guidance on how projects are run within an organization.
Glossary PMBOK
Methodology. A system of practices, techniques, procedures, and rules used by those who work in a discipline.

7. Clarification of the definition
Glossary PMBOK
Procedure. An established method of accomplishing a consistent performance or result.
A procedure typically can be described as the sequence of steps that will be used to execute a process.
Tools, techniques, and templates for implementing a particular methodology can be represented by many variants. Including them in the concept of the methodology is inappropriate, because they can change.

8. The generalized body of knowledge in PM
is purposed to form a project management methodology of any complexity, with various degrees of responsibility for its result, and at various predictability of requirements.
BASIS OF FORMATION
ISO 21500
PMBOK
PRINCE2
SWEBOK
SCRUM XP
Additional processes
KANBAN

9. Values and principles of project management
Метод формирования методологии для конкретного проекта
Values and principles related to individual team member of project
Name
Value
Principle
Source
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done. √
Agile Manifesto
The best architectures, requirements, and designs
emerge from self-organizing teams.
Self-organization
Scrum
Encourage acts of leadership at all levels
Kanban
Humanity XP
Accepted responsibility
Courage
Respect
Code of Ethics and Professional Conduct
Responsibility
Fairness
Honesty
Learn from experience
PRINCE2

10. Values and principles of project management
Метод формирования методологии для конкретного проекта
Values and principles related to interaction of team members
Name
Value
Principle
Source
Individuals and interactions over processes and tools √
Agile Manifesto
Customer collaboration over contract negotiation
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
Business people and developers must work
together daily throughout the project.
Collaboration
Scrum
Communication XP
Feedback
Mutual benefit
Diversity
Defined roles and responsibilities
PRINCE2

11. Values and principles of project management
Метод формирования методологии для конкретного проекта
Values and principles related to the project product
Name
Value
Principle
Source
Working software over comprehensive documentation √
Agile Manifesto
Working software is the primary measure of progress.
Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
Value-based Prioritization
Scrum
Economics XP
Focus on products
PRINCE2
Continued business justification

12. Values and principles of project management
Метод формирования методологии для конкретного проекта
Values and principles related to the project team work technology
Name
Value
Principle
Source
Responding to change over following a plan √
Agile Manifesto
Continuous attention to technical excellence
and good design enhances agility.
Simplicity — the art of maximizing the amount
of work not done — is essential.
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Iterative Development
Scrum
Empirical Process Control
Time-boxing …

13. Processes of generalized body of knowledge
Метод формирования методологии для конкретного проекта
Set of processes of generalized body of knowledge was formed.
It is created based on PMBOK standard using
ISO standard
PRINCE2
SWEBOK guide
SCRUM XP
Кanban
Activities of PRINCE2 and SWEBOK, practices of XP and Kanban were represented as processes
The generalized body of knowledge also includes the processes proposed by the experts.
All processes of the generalized body of knowledge were distributed over ten knowledge areas and eight process groups

14. Processes of generalized body of knowledge
Метод формирования методологии для конкретного проекта
Mapping of operations from methodology PRINCE2 in the process table
Knowledge Areas
Project Management Process Groups
Initiating
Planning
Executing
Monitoring and Controlling
Closing
Recording and forecasting
Control
Analysis
Decision-making
Project Integration Management
Capture previous lessons
Prepare the outline Business Case
Select the project approach and assemble the Project Brief
Authorize initiation
Authorize the project
Assemble the Project Initiation Documentation 
Plan the initiation stage
Authorize a Stage or Exception Plan
Create the Project Plan
Refine the Business Case
Plan the next stage
Update the Project Plan
Update the Business Case
Produce an Exception Plan
Give ad hoc direction
Review Work Package status
Report stage end
Authorize project closure
Authorize a Work Package
Report highlights
Evaluate the project
Set up the project controls
Prepare planned closure
Take corrective action
Review the stage status
Prepare premature closure
Accept a Work Package
Hand over products
Execute a Work Package 
Recommend project closure …

15. Project Life Cycle PMBOK XP Kanban
Метод формирования методологии для конкретного проекта
PMBOK
Starting the project
Organizing and preparing
Carrying out the project work
Closing the project
Exploration
Planning
Iterations to first release
Productionizing
Maintenance
Death XP
Kanban
Activity flow
There are different project life cycle: predictive or plan-driven, iterative, incremental, adaptive or change-driven life cycle.

16. Organizational structures in PM
Метод формирования методологии для конкретного проекта
Hollow corporation
Combined structures
Matrix structures
Projectized structure
Functional structure
Hollow corporation
The organization, which transmits part of their business functions to third-party contractors.
Transfer of functions is made on the basis of a contract.
The organization implements only planning, coordination, and administration.

17. Roles and responsibilities in PM
Метод формирования методологии для конкретного проекта
Methodology
Roles
Responsibilities
PRINCE2
Project Board
Executive
Has the ultimate responsibility for the success of the project
Senior User
Represents requirements of end users in the board
Senior Supplier
Represents supplier interests
Project Manager
Responsible for daily management of the project on behalf of the Project Board
Team Manager
Responsible for ensuring the quality and other parameters of production
in the team
Project Assurance
Provides the primary stakeholder interests
Change Authority
Makes decisions about some of requests for change on behalf of the the Project Board
Project Support
Helps the Project Manager in management activities XP
Programmer
Writes tests, design, and code; refactors; identifies and estimates tasks and stories
Customer
Writes stories and defines acceptance tests; select stories for the release and iteration …

18. Methodology formation method
1. Experts choose in the generalized body of knowledge in project management several combinations of principles, processes, practices, life cycles, organizational structures, the distribution of roles and responsibility in the project.
2. For the selected processes, they appoint tools and methods of their implementation, as well as suitable templates.

19. Methodology formation method
Метод формирования методологии для конкретного проекта
3. The problem of selecting the best methodology for a particular project is solved. As criteria to optimization are applied: laboriousness implementation of management operations, execution cost of management operations, and risks related to them.
4. The selected methodology is used for project management.
5. During the implementation of the project, periodic adjustment of methodology components, tools, methods, templates is conducted.

20. Example of methodology synthesis
Метод формирования методологии для конкретного проекта
Example of methodology synthesis
Figure 1 - Project management cost diagram
Figure 2 - Project management laboriousness diagram
1.Develop project charter(ISO 21500).
Combination I
2.Select the project approach and assemble the Project Brief (Prince 2).
3. Integration of project plans.
4. Direct project work (ISO 21500).
5. Account of execution of the totality of the project plans.
6. Control of execution of the totality of the project plans.
7. Analysis of execution of the totality of the project plans.
8. Decision making on the execution
of the totality of plans.
9. Close project phase or project (ISO 21500)
Combination II
1. Determination Product Backlog (Scrum).
2. Sprint Planning Meeting (Scrum).
3. Daily Scrum Meeting (Scrum).
4. Accounting tasks on the cards (Kanban).
5. Sprint Review (Scrum).
6. Sprint Retrospective (Scrum).
Figure 3 - Diagram of the risks connected with application of combinations

21. THE 13 th INTERNATIONAL RESEARCH AND PRACTICE CONFERENCE
Метод формирования методологии для конкретного проекта
Thanks for attention!
Kononenko Igor
Laureate of the State prize of Ukraine in the field of Science and Technology
Doctor of Technical Sciences, Professor
Head of the Strategic Management Department NTU "KhPI"
Tel.:
Aghaee Ahmad
Postgraduate Student
Strategic Management Department
NTU "KhPI"
Tel.:
THE 13 th INTERNATIONAL RESEARCH AND PRACTICE CONFERENCE
“PM Kiev '16” «Project management in the development of society», Kiev May 13 – 14, 2016.