Project management provides the organization with the structure to translate ideas, strategies, and change needs into concrete results. Through clear goals, responsibilities, timelines, and resource priorities, efforts can be coordinated across organizational boundaries and monitored based on both deliverables and business benefits. There are many project management methods to choose from, from traditional models with clear phases to agile and hybrid approaches. However, no method succeeds on its own. For project management to function effectively, the organization must be prepared, understand the approach, and accept what it means in practice. Management, leaders, project members, and the receiving organization need to agree on roles, mandates, decision-making paths, and how resources are allocated between projects and ongoing work. Training, communication, and onboarding are therefore just as important as templates and tools. The method also needs to be adapted to the conditions of the organization, the complexity of the projects, and the maturity of the organization. When project management is integrated into the governance and the results are taken care of in the organization, it becomes a common ability to implement change, manage uncertainty, and create lasting value for the entire organization.
An introduction to methods, models and governance:
Project management and Project Office (PMO)
Brief
Project management The discipline of planning, organizing, leading, and monitoring the work carried out to achieve a specific goal within defined time, cost, quality, and resource constraints. Unlike line-of-business activities, which are ongoing and recurring, a project is temporary and unique. It has a clear beginning, a defined end, and a concrete result to be delivered. As organizations have become more complex, projects have become the dominant form of work for change management, product development, digitalization, construction, research, and business development. Therefore, project management has evolved into its own field of knowledge with extensive theory, practice, standards, certifications, and governance models.
An important observation is that there is today over 100 different project management methods, models, frameworks and variants. No method is best in all situations. The choice depends on the size, complexity, risk level, industry, culture, and pace of change of the project. At the same time, many organizations have established a Project Management Office (PMO), often called in Swedish project offices. A PMO is an organizational function that is responsible for creating structure, standards, follow-up, skills development, and governance for project operations. The PMO serves as a link between corporate management, programs, portfolios, and individual projects. Three concepts are important to distinguish between:
- Project – a focused initiative with specific goals.
- Program – several related projects that are coordinated.
- Portfolio – all projects and programs that compete for the organization’s resources.
Project management is ultimately about managing the classic constraints:
- Time
- Cost
- Scope
- Quality
- Risk
- Resources
Modern project models have, however, expanded the perspective to include:
- Benefit realization
- Sustainability
- Change management
- Stakeholder management
- Strategic goal fulfillment
This review first describes the evolution of project management and the role of the PMO. Subsequently, a selection of the most widely used project management models in the world is presented, including their origins, basic concepts, and typical areas of application.
History
Project management is older than many people think. The great pyramids of Egypt, the Great Wall of China, and Roman aqueducts required advanced planning, but the concept of project management as a discipline only took off in the 20th century. Some important milestones:
1910s: The Gantt chart – The American engineer Henry Gantt Gantt developed the diagram that is still used for planning and follow-up.
1950s: PERT and CPM – During the Cold War, American defense projects developed methods for planning very complex projects.
- PERT (Program Evaluation Review Technique)
- CPM (Critical Path Method)
1980–1990s: Standardization – Organizations began to adopt common methods. Examples:
- PMI's PMBOK
- PRINCE2
- IPMA
21st century: Agile revolution – Rapid technological development made traditional models less flexible, which led to:
- Agile
- Scrum
- Kanban
- Extreme Programming (XP)
2010s and onwards – Hybrid models became increasingly common where traditional and agile models are combined.
Project Offices (PMO)
A PMO can have several levels of responsibility.
1. Supportive PMO – focuses on:
- Templates
- Knowledge banks
- Education
- Method support
2. Controlling PMO – ensures that projects comply with:
- Methods
- Processes
- Reporting
- Quality requirements
3. Managing PMO – has the mandate to:
- Prioritize projects
- Distribute resources
- Manage the portfolio
PMO is primarily used in:
- Authorities
- Banks
- Automotive industry
- IT companies
- Telekom
- Construction sector
12 common project management methods and models
Projects can be organized and managed in many ways, depending on the nature of the assignment, uncertainty, and the organization’s conditions. Here are presented twelve common project management models and methods that illustrate different approaches to planning, collaboration, management, and implementation. These are only examples – there are many more models, methods, and combinations available. The purpose is to provide an orientation and a basis for comparing alternatives, not to assign a solution that suits all projects. The choice needs to be based on the needs of the organization, the project’s goals, and the participants’ experience. Regardless of the approach, clear roles, organizational alignment, and a common understanding of how the approach should be applied, monitored, and developed in practice over time are required.
1. PMBOK
Origin: USA, Project Management Institute (PMI)
Description: An extensive knowledge framework with processes, tools, and best practices.
Used within:
- Industry
- Energy
- Infrastructure
- Consulting activities
Character: Standardized and process-oriented.
2. PRINCE2
Origin: Great Britain, the British state
Description: Projects in Controlled Environments.
Focuses on:
- Business Case
- Roles
- Task forces
- Decision points
Used within:
- Public sector
- Finance
- Telekom
- Large companies
Character: Strong focus on governance.
3. IPMA
Origin: Switzerland
Description: International Project Management Association.
Based on the project manager's expertise in:
- Technology
- Leadership
- Business understanding
Used within:
- Europe
- Industry
- Public sector activities
4. Scrum
Origin: USA
Description: Agile framework for iterative development.
Roles:
- Product Owner
- Scrum Master
- Development team
Used within:
- Software development
- Product development
- Digitalization
5. Kanban
Origin: Japan, Toyota
Description: Visual control of workflows.
The work is visualized on boards with status columns.
Used within:
- Lean production
- IT operations
- Support features
6. Agile Project Management
Origin: Agile Manifesto (2001)
Description: Principles for flexible development and continuous delivery.
Focus on:
- Customer value
- Adaptation
- Collaboration
Used within:
- IT
- Digital transformation
- Innovation projects
7. SAFe
Origin: USA (Scaled Agile Framework)
Description: Scaling up agile working methods to large organizations.
Handles:
- Team
- Program
- Portfolios
Used within:
- Automotive industry
- Telekom
- Defense
- Banks
8. Lean Project Management
Origin: Toyota Production System, Japan
Description: The goal is to eliminate waste and maximize customer value.
Used within:
- Production
- Logistics
- The construction industry
- Public sector
9. Waterfall
Origin: USA, system development in the 1970s
Description: The project is implemented sequentially:
- Requirements
- Design
- Implementation
- Test
- Delivery
Used within:
- Construction
- Infrastructure
- Regulated environments
10. The V-Model
Origin: Germany
Description: Further development of Waterfall.
Each development step is linked to the corresponding testing steps.
Used within:
- Air travel
- Military
- Medical technology
- Automotive industry
11. Critical Chain Project Management (CCPM)
Origin: Israel
Founder: Eliyahu Goldratt
Description: Based on the Theory of Constraints.
Focus on:
- Resource limitations
- Buffer control
Used within:
- Construction
- Engineering project
12. Stage-Gate
Origin: Canada
Description: Innovation and product development model.
The project passes through decision points (”gates”).
Used within:
- Manufacturing industry
- Medicines
- Product development
Insights into project management models
The most important insight is that project management models can be divided into three main groups:
Traditional models
Examples:
- PRINCE2
- PMBOK
- Waterfall
It is suitable when requirements are stable, which also requires that the entire organizational model is involved in and has accepted the model. Therefore, it is not enough to ”hire a consultant” to run a project according to a certain model or methodology.
Agile models
Examples:
- Scrum
- Kanban
- SAFe
It is suitable when requirements change rapidly. Here too, the organizational model must be set up to handle agile models. Often, the organization confuses agility with allowing an organizational approach that means ”we take it as it comes,” which is wrong. Agility requires much more planning and the resource requirements are greater to be able to quickly change direction. In that way, agile models are expensive to maintain and to operate.
Hybrid models
Combines:
- Traditional governance
- Agile implementation process
It is becoming more common in larger organizations.
Ecosystem
Project management collaborates with several adjacent areas:
Change management
Examples:
- ADKAR
- Kotter's 8 steps
Business architecture
Ensures connection to business goals.
Risk management
Identifies and reduces threats.
Portfolio management
Prioritize projects based on strategy.
Governance
Creates accountability, decision-making paths, and control mechanisms.
Practical examples
Example 1: Construction of a hospital. Suitable model:
- PRINCE2
- Waterfall
The reason is that requirements, budgets, and regulations are relatively stable.
Example 2: Development of a mobile app. Suitable model:
- Scrum
- Kanban
The reason is that customer requirements change continuously and that rapid iterations are needed.
Summary
Project management is today one of the most established areas of knowledge in management and organizational development. At the same time, there is no universal method. On the contrary, there are more 100 different project management methods, models and frameworks, Developed for different types of operations and projects. The Project Office (PMO) has become central because organizations need to coordinate many projects simultaneously and ensure that resources are used in the best possible way. A mature PMO contributes to higher delivery capabilities, better prioritization, and stronger links between projects and strategy.
Advantages
- Higher probability of achieving goals
- Better control over costs
- Efficient use of resources
- Closer division of responsibilities
- Reduced project risk
- Improved strategic management
Disadvantages, risks and limitations
- Risk of excessive bureaucracy
- Documentation may become more important than results
- The wrong method can create inefficiency
- PMO can be perceived as an administrative obstacle
- Agile and traditional methods can create cultural conflicts
Five readiness questions
- What type of projects dominate the organization's operations?
- How stable or changeable are the project requirements over time?
- Is there sufficient project management expertise and methodological knowledge?
- Does the organization need a supportive, controlling, or guiding PMO?
- How should the project portfolio be linked to the strategic goals of the business?
Recommendation
For most modern organizations, a hybrid model with a well-functioning PMO, combined with elements from PRINCE2, PMBOK, Scrum and Kanban, Often the most practical solution. It provides both control and flexibility, which is crucial in today's changing business environment.
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