A Comparative Analysis Of Various Methodologies Of Agile Project Management Verses PMBOK A Case Study

A comparative Analysis of Various Methodologies
of Agile Project Management Verses PMBOK: A
Case Study
Mehreen Sirshar
Department of Software Engineering
Fatima Jinnah Women University
Rawalpindi
msirshar@gmail.com
Khadija Amir
Rawalpindi
amirkhadija09@gmail.com
Muneeba Daud
Rawalpindi
muneebadaud97@gmail.com
Abstract—There are different strategies to obtaining significant
advantage, enhancing resource scheduling, managing procedures
and building trust of team work in the sense of project manage-
ment methodologies. The purpose of this article is to contrast a
standard collection of project management processes of PMBOK
with a variety of agile project management processes. The first
method is more conservative, suggested by the PMI (Project
Management Institute) and the second one is distinguished by
a more creative, versatile and modern approach. Agile project
management technology follows the principle of concentration on
client satisfaction, offer gradual improvements, function together,
analyze and improve on an ongoing basis. The analysis was
meant to recognize similarities, variations, inconsistencies, etc. In
addition, a case study of tailored product innovation processes
used in a partnership between Add Latent Ltd., an asset integrity
and maintenance management consulting services provider in the
energy sector, is investigated in which we focus on the SWOT
methods in a quantitative way. Which considers the features of
scrum technique in the application of the AGILE approach in
the development of the project.
I. INTRODUCTION
Generally, project management is the process of creating,
preparing, organizing, managing and finishing a team’s work,
attempting to achieve a specific goal over time. The incor-
poration of all a project’s systems can only be accomplished
by incorporating a set of skills and resources to make it prof-
itable. Software development enables further flexible decision-
making, better risk mitigation and project-related incentives, as
well as maximizing resource utilization and enhancing social
interaction between work team leaders. Nonetheless, project
management must also recognize other constraints, such as
range, space, performance and expenditure.
As per PMI The PMBoK involves standard effective meth-
ods that are broadly applied to software development. The
PMBOK is therefore defined as a reference and not simply as
a procedure as it is restricted to the provision of procedures.
While not being categorized as a specific technique, frame-
works defined in the PMBOK guide take the line of more
conventional methodology development strategies.
In fact, IT practitioners today are under immense pressure
to achieve premium IT services and products and adapt to a
demand that is always competitive and rapidly changing.
Agile methodologies support stages rather than steps, con-
trasting traditional methods. In addition to reporting, Agile
uses quick iterative phases, small and fast updates, simple
design, continuous integration refactoring, and focuses on
conceptual frameworks within a community. Scrum, Lean, XP,
ASD and FDD are some of the common agile approaches.
The fundamental difference is the adaptability variable
between heavyweight and agile methodologies. If any major
changes are needed in an agile approach, the group will
not pause the development process; rather, it will decide
how to manage the changes taking place across the project
accordingly. The phase of testing in the agile system takes
place far quicker then development. Heavyweight strategies,
on the other side, lock consumer specifications and prevent
improvement. This incorporates a proactive system and de-
pends on the concept which records at the outset of a venture
of a consistent set of requirements.
The rest of paper is ordered as follows. The Section II
focuses on the previously work done on the PMBOK and
different Agile methodologies. Section III focuses on complete
model with verification and validation phases , principles of V-
Model along with its advantages and disadvantage. In section
IV we will discuss W-Model which is an extention of V-Model.
Section V gives comaprison between V-model and waterfall
model along with V-Model and W-model. At the end in section
VI we will conclude our complete paper.
II. LITERATURE REVIEW
Software project development methodologies can be classi-
fied as lightweight and heavyweight methods. Both methods
are profoundly used by the experts for software development.
The heavyweight methods are represented by fixed require-
ments that are gathered at the start of the development process.
Some of the heavyweight methodologies include Waterfall,
Rational Unified Process (RUP), Spiral and Rapid Application
Development (RAD). [1]

Recurrently Projects Fails due to inadequate project plan-
ning and inefficient change control. As the IT industry is
growing, rate of project failure has also grown. The size of
the software project has direct effect on the project failure
rate. For large IT project that worth over 1$ Million two main
crash reasons are insufficient functional features and timing
constraints. The rate at which large projects collapse is 50%
as compared to projects that cost less than 1$ Million. [2]
Stakeholders play an imperative part in software project
management and more attention should be paid towards them
as they this can lead to successful project. The paper pro-
posed a survey on stakeholders that concluded that clients
and end-users are two main stakeholders within a project.
Stakeholder management process was carried out that includes
plan, identify, analyze, communicate, follow and act phases to
satisfy stakeholders based on triple constraints that can lead
to successful project. [3]
The paper proposed that Extreme Programming is more
light weight, more flexible approach for developing high
quality software with low cost, managing defects with more
customer satisfaction. Extreme programming comprises of
six phases initial, planning, integration, maintenance, product
and death phase. Further it has twelve extreme programming
practices, five extreme programming vales and seven extreme
programming roles. [4]
Agile manifesto gives a broader idea of the basic principles
of agile methodology. It comprises of four values mapped with
twelve principles to guide the incremental software develop-
ment that focuses on customer satisfaction. Agile manifesto
includes individuals over processes or tools, running software
over full documentation, customer relationship over contract
compromise, retorting to change over succeeding a plan. [5]
SCRUM characterizes the frameworks advancement process
as a free arrangement of exercises that uses already used
methods and tools to manufacture. SCRUM is an upgrade
of the normally utilized iterative development cycle. Day
by day scrums help fundamentally group advancement and
group correspondence. Further, the individuals from the day
by day scrum can rapidly settle on any issue requiring further
consideration.[6][7]
Gholamreza Jamali et al., [8] suggests that any project can
be described as a set of units that perform required function-
alities. The projects can vary for local companies to global
organizations. The factor of success for projects depends
on the methodologies used for their accomplishment. Two
main method the author argue about are Project Management
Body of Knowledge (PMBOK) and PRojects IN Controlled
Environments (PRINCE2). Both these methods are stated by
International Organizations such as Project Management In-
stitute (PMI) and Central Computer and Telecommunications
Agency (CCTA) respectively. Both these models have same
roots in projects management and continuously attempts to
minimize the risks involved in development processes.
El Yamami et al., [9] describes that companies usually
take many projects at a time which needs complex project
portfolios to be maintained. The IT project governance frame-
work struggles to providence a global approach to manage
all the projects and have an overall view to prioritise projects
on basis of their risks and benefit. The author has proposed
an ontological system based on Project Management Body
of Knowledge (PBMOK) five out of nine knowledge areas
to develop IT governance framework with minimized fail-
ure chances. Ontology is an abstract way of representation
in which only key components are studied. The system is
executed on protégé and tested on Pellet.
Yunofri et al., [10] explains the project management plat-
form using analytical study of existing frameworks for man-
aging projects. Platforms are created to provide an interface
to customer to complete their goals. The principal component
analysis of previous studies shows that the project management
platforms should have four optimal layers for their success.
The author has proposed a framework of seven step for the
synthetic analysis of research work. Different platforms for
example web-based platform and Internet of Things (IoT) are
analyzed in the paper.
Essence Kernel is standard organized and developed by
Object Management Group (OMG). Essence Kernel and Lan-
guage is a package which provides best practices and ap-
proaches of software engineering. It provides ways to improve
the standards of working by continuously adapting changes.
The author has proposed a relationship between PMBOK and
Essence Kernel Spaces by mapping 5 process groups onto each
3 spaces of Kernel. The paper suggests that this system to a
better pattern to project management. The principals explained
in the paper also encourages the implementation of software
system that are the company must conduct. [11]
Hinostroza et al., [12] proposed a noble method to apply
PMBOK to a consulting company. The problematic factors
such as inadequate staff, less resources, low cost, high risk
factor and inadequate planning are causes that are projects are
not completed on time. Implementing PMBOK in company
projects has both advantages and disadvantages. The main
rewards are more communication ventures, better solutions and
delivery on time. PMBOK also improve customer satisfaction
and costs for the organization’s gain. The limitation is the
absence of identifying knowledge based on previous practices.
The paper [13] explores how the various agile methodolo-
gies that may include extreme programming, scrum, feature
driven programming and many more in different software
projects that is an incremental approach and can accept
changes at any level. This tries to give an idea to those
companies that are undertaking projects with frequent changes
in requirements in order to produce quality goods and succeed
in the market strategy [14].
Software developers are now generally accepting and under-
standing agile software development models. Such models can
meet the requirements of the application development projects
of today’s fast pace. The paper proposed major roles, life
cycles, pron and corns of feature driven development method,
dynamic classification development model, test driven model
and crystal method in detail so this becomes easy to apply
model according to project requirements.[15]

Patrı́cia Franková [16] proposed that agile approach works
more precisely and efficiently on big data projects as compared
to triple constraints due to massive change in user requirements
with about 43 percent of customer satisfaction concluded
from the survey. Further agile and plan driven approach were
compared on the bases of size, seriousness, dynamics and staff
in the big data projects. For success in bigdata projects it was
recommended to start with use case and then proceed further
in development. [17] suggested that implicit use of lean and
agile components can help cope with the difficulty of the task
and increase its performance.
A research was carried out by Fernando Selleri Silva and his
team [18] that disclosed that 81 studies used CMMI (capability
maturity model) with agile methodology results in cost reduc-
tion, increase in productivity, more user satisfaction, reduction
in software defects and helps the company reach CMMI level
5 which was not possible by using other methadologies. The
two major benefits observed were grouped that comprises of,
one related to developed processes and other with organization.
Daniel Russo [19] presented a similar approach to An-
tifragility, namely, to describe the principles governing the
design of software systems that exploit faults and errors in
order to improve and enhance them. The main principles on
which antifragile manifesto focuses are the customer, team,
context, tolerance, stakeholders, team communication, dimen-
sions, errors, reflection and architecture to reach efficiency.
Shruti Sharma[20] discussed Scrum’s current state, success,
and growth over the past five years. Each year there is a grow-
ing tendency of Scrum acceptance in software development
industries as well as in research areas. The paper discloses
the present trend of study areas of Scrum it was discovered
that the implementation of Scrum methodology in existing
models has the maximum number of studies compared to other
methodologies.
III. PROJECT MANAGEMENT BODY OF KNOWLEDGE
PMBOK (Project Management Body of Knowledge) [10]
comprises of five process and nine knowledge areas. In this
research we will mainly focus on nine knowledge areas as
they give more detail about project management activities
with a vibrant representation. Within knowledge areas there
is core group and facilitate group and integration management
combine these two groups.
The nine knowledge areas are as following:
1. Integration Management describes combines both the core
and facilitate group and gives the detail about different project
management activities. Processes involved in integration man-
agement are listed below:
• Developing the Project Charter,
• Developing the initial Project Scope Statement,
• Developing the Management Plan,
• Managing Project Execution,
• Monitor and Control Project Workload,
• Integrating the Change Control and
• Closing the project.
Fig. 1. Knowledge Areas
2. Scope Management It compresses different processes that
are accountable for monitoring project scope. Processes in-
volved in project scope management are:
• Planning the Scope
• Defining the Scope
• Creating WBS (Work Breakdown Structure)
• Verifying the Scope
• Controlling the scope
3. Time Management defines the processes regarding the
timely success of the overall project. Processes involved in
project time management are:
• Defining the Activity
• Sequencing the Activity
• Estimating the Activity Resource
• Estimating the Activity Duration
• Scheduling the Development
• Scheduling the Change Control
4. Cost Management comprises the processes that concern
about the cost. Processes involved in project cost management
are
• Estimating the total Cost
• Budgeting the Cost, and
• Control Change in Cost
5. Quality Management defines the processes tangled in guar-
anteeing that it will satisfy the all project objectives for
which it was started. Processes involved in project quality
management are:
• Planning the Quality,
• Performing the Quality Assurance, and
• Control the Quality change.
6.Human Resource Management involves all the compulsory
processes for managing and organizing the project manage-
ment team. Processes involved in project human resource
management are:
• Planning of Human Resources,
• Decide Project Team,
• Developing the Project Team, and
• Managing Project Team.

7.Communication Managementt defines the processes regard-
ing the communication devices of the project, and relate to
the appropriate generation, dissemination, storage, collection
and final disposal of project information. Processes involved
in project communication management are
• Communications Planning,
• Distribution of Information,
• Reporting the Performance, and
• Managing the Stakeholders
8. Risk Management defines the processes concerned with the
project related risk management. Processes involved in project
cost management are
• Planning the Risk Management,
• Identifying the Risk,
• Analyzing the Qualitative Risk,
• Analyzing the Quantitative Risk Analysis,
• Planning the Risk Response, and
• Monitoring and Controlling the Risk.
9.Procurement Management involves all the processes that
deal with buying products and facilities needed in project
completion. Processes involved in project procurement man-
agement are
• Planning the Purchases
• Contract Planning
• Requesting Seller Responses
• Selecting the Sellers
• Administration Contract
• Closure Contract
IV. AGILE METHODOLOGY
Agile methodology was developed to overcome the limita-
tions in traditional development methodologies and thus also
referred as light weighted process [19]. The main concepts of
agile manifesto are:
• individual and interaction over tools
• working of software over documentation
• responding to change rather than succeeding a plan
• customer relationship over complete plan.
It doesn’t completely ignore the software documentation but
if mainly focuses on running code with maximum change
accepted. [17] there are many agile methods, but we will
discuss major three that are XP (Extreme Programming),
SCRUM and FDD (Feature Driven Development).
A. XP (Extreme Programming)
XP is a light-weight process that is more flexible to manage
continuous changing requirements with low risk of failure
and best for small teams. It mostly focuses on feedback of
customers that helps to lower the software defect rate with
directly reduces the development cost. [21] XP comprises of
twelve practices, five values and six processes. The processes
include:
Processes Description
Exploration phase It deals with basic user requirements and
tools that will be used in system develop-
ment.
Planning Phase It deals with assigning the tasks to different
teams that are obtained from the user stories
and written on cards.
Productizing the
plan
It deals with the delivery of software in
small chunks and applying different testing
upon them.
Iteration to release
phase
It deals with basic coding, testing of system
and integration of system. Stand meetings
are carried out for discussing and to resolve
any errors.
Maintenance phase It deals with the new function that are added
without disturbing the older ones.
Death phase It deals with creating a small document for
customer and future use.[3]
B. FDD (Feature Driven Development)
Feature driven development deals with designing and build-
ing aspects of software development process. FDD comprises
of five phases and eight practices.[15] The phases include:
Developing the overall model: Requirements are gathered from
the user to develop the UML diagrams and then the overall
work is divided among the teams. Building of feature list: In
this phase the most needed features are listed by putrefying
the overall system functionality. Produce project development
plan: features are grouped together to form a development plan
which is carried out by the teams to achieve the desired goal.
Designing the system by feature set: The elaborated design of
each feature set is produced that may include UML diagrams.
It also deals with refining the model. Building of feature set:
Develops the code against each feature set and unit testing is
applied upon it by the team. FDD based projects are not very
common of out of schedule maybe due to total attention given
to quality of the software.[22]
C. SCRUM
It is light-weight agile method that deals with complex and
iterative customer requirements that are delivered on prede-
fined time. The major goal of SCRUM is that it adds flexibility
and more productivity in software process development. The
methodology comprises of a Scrum team which consist of
owner of product, SCRUM master and a development team.
[20] SCRUM comprises of three artifacts, three roles and four
ceremonies. SCRUM activities are assembled into three phases
that includes:
Processes Description
Pregame phase It comprises of planning and development
of architecture
Game phase It deals with sprint development and review
meetings
Post-game Phase It is closure of developed project with mu-
tual concerns
SCRUM strength depends upon three points that includes
transparency that aims that every process should be visible to
all members of team, inspection that means to keep an eye
on process to point out any change that may occurred in it

and adaptation means to adjust the processes in case of many
change in them. [6]
V. SCRUM CASE STUDY: A SWOT ANALYSIS
Add Latent Ltd., a provider of consulting services in the
energy sector are challenged to make their skills more globally
available easily. An agile scrum method was tailored by
the development group to provide experimental tooling and
handle the staff members heterogeneity. Kenneth Andrews
and Ronald Cristensen developed the SWOT model with the
goal of evaluating corporations success according to their
ability (Strengths), vulnerabilities (Opportunities), challenges
(Weaknesses) and Dangers (Threats). As per the process, the
advantages and disadvantages are intrinsic in the organization
as well as the rewards and risks to the community in which it
works.
Strengths Weaknesses
Weekly
Deliveries
Project starts
with very
shallow scope
Opportunities Threats
New Versions
Availability
Physically dis-
tant teams
VI. CONCLUSION
The comparison in Table I reveals that agile approaches,
in the conventional way, do not describe all the dimen-
sions necessary to cover all areas of project management.
It had been predicted in fact because conventional project
management approaches were properly constructed relative to
agile practices that are deemed ”scientific”. According to this
analysis Agile approaches prioritize the following factors of
expertise: Context Control, as value is placed on the control of
specifications, Administration of human resources: as pressure
is put on team work and quality assurance: promotes the
use of requirements, monitoring and regular feedback. Agile
processes, but at the other side, do not adequately explain
the following information. Threat is not specifically handled,
Cost control is mismanaged through agile framework, and the
administration of recruitment is not discussed at all. Scrum is
a model for software development that translates to any plan
with tight timelines, diverse criteria and a level of individuality.
It can be concluded that Scrum methodology is the finest agile
process that can easily be Incorporated in any organizational
to manage projects.
VII. FUTURE WORK
This means that the major project managment society will
gain profit from linking agile techniques with PMBOK. The
next step of this work is the detailed mapping of the optimiza-
tion techniques respectively PMBOK procedures.
TABLE I
COMPARATIVE ANALYSIS
PMBOK XP FDD SCRUM
Integration
Management
Integration of
whole software
as soon as
possible,
Measurement of
project velocity
Overall project
model develop-
ment
Validating the
tools used for
development in
planning phase,
Managing
change in sprint
backlog and
architecture,
post-game
phase
Scope
Management
User stories are
listed down, Re-
lease of major
planning
For building
and analyzing
domain model,
Development of
feature list
Development
of product
backlogs
and sprints
Discussing
functionality in
each release,
Progress
reviews
Time
Management
Planning release
and planning it-
eration
Adjust
development
sequence,
Assigning
classes to
developers
Delivery date
and each release
functionality
and count on
iterations in a
month.
Cost
Management
Lower the cost
by reducing the
defect rate
Cost is less con-
sidered as com-
pared to quality.
Cost is
estimated in
the planning
phase.
Quality
Management
Scheduling
the quality,
Performing
and managing
change in
quality
Using project
standards
Review
meetings,
Planning sprint
meetings,
review meetings
and daily scrum
Human
Resource
Management
Pair
programming
Appoint
modeling,
feature list and
planning team
Participation of
team in sprint
and daily scrum
meetings
Communication
Management
Daily meetings Review
meetings
Scrum, sprint
planning,
sprint review
meetings and
communication
with the team.
Risk
Management
Prototype is cre-
ated lo mini-
mize the failure
risk
Not presented Measure risk in
pregame phase
and during re-
view meetings
Procurement
Management
Not presented Not presented Not presented
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