Models

A ‘model’ is a representation for the operations, the mechanisms, the processes or the structure of something.  

somewhere on the web..

Those who are in the project management profession will have to deal not only with “models“, but also with “theories” and possibly many “frameworks“.  The problem with the definitions of these terms lies in the fact that these terms apply differently depending on field, sector and industry.  The terms have also evolved over time and in some fields they are often used interchangeably.  The purpose of this series is to explore these terms more in details.

I wrote about the “theories” in a previous article. Let’s continue with “models”.

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A model is commonly used to describe (or simplify) the process of translating a concept into practice.  A model describes, but it does not explain – I think this characteristic is important to note. 

Which models do we recall? 

In science, ‘modelling’ is the generation of a physical, conceptual or mathematical representation of a real phenomenon that is difficult to observe directly.   Scientific models are used to explain and predict the behaviour of real objects or systems.   Think about the double-helix model for DNA,  the predictive models for the weather or earthquake forecast, the Bohr’s model of the atom or a pharmacokinetic model: 

In management, models are often called ‘methodologies’ (to create confusion..) and they are common across sectors: think of the organisation management models (such as,  McKinsey 7-S or the 4-Disciplines of Execution) or change management (as already cited elsewhere on the blog, for example, Kubler-Ross and ADKAR).

Which models are specific to the project management practice?  

A model in project management can be considered as a way of looking at the world of the project and its context. It is an attempt to depict “how things work” in a project.  To create confusion, these models are often referred to as ‘methodologies’ as many of them provide descriptive and practical elements, techniques and tools.

In my view, two models are key: the Waterfall model and the Agile model.  The first one is the historical model for project management, the one that considers tasks and phases in the project as  completed in a linear, sequential manner, and each stage of the project must be completed before the next begins.  Agile adopts “lean” concepts originated in the information technology environment, an iterative approach to planning and guiding that breaks project processes into short cycles called ‘sprints’ (or iterations).

The model to adopt (waterfall or agile) in the management of a project depends on various aspects: sector, nature of the project, its complexity, nature of the relationship with the project sponsors and project beneficiaries, stakeholders’ maturity.

But which other models should we also consider?

All the elements and agents that have to be considered in the management of a project should be looked at and the specific models that are applicable to those elements/agents might have merit. 

It is probably impossible to make a list here, but we can think of models in leadership, in communication, in people motivation, change management, conflict management, project team development models, planning, negotiation or stakeholder management. As an example, I consider of particular relevance:

Project Excellence Model (EFQM): The Project Excellence Model is based on the EFQM-model, and it is designed to link project success criteria and critical success factors into one coherent model. The Project Excellence Model can be applied to projects and guidance can be found here .  

Knowledge management (KM) models: Knowledge is increasingly valuable for the organisations.  It has an incredible relevance for project management due to the temporary nature of projects with the need to ensure the efficient capture of any learning and to ensure retention and distribution of those learnings in the organisation.  More about the KM models can be found in a previous series on this blog .

Lean and six-sigma models: lean principles are being embedded in every sector of the society, in the form of strategies that streamlines processes so to rapidly address customer requirements and improve efficiencies.  I dedicated a series to the topic.

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Has this article been useful? Would this be in line with your understanding on the subject? In the next article I will explore the final term in the series, “frameworks”. Stay tuned!

Marco Bottacini, Senior Portfolio Manager at GALVmed

The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.