How do you create a project management method that fits your industry?

I'm not trying to play with words here but they are important. Regardless of your industry, what you really need to understand are your customers. You can be in the Construction industry and have residential contractors as customers because you sell high-end kitchen cabinetry; or you could ne in the Construction industry and have plumbers looking to buy plumbing supplies. These are two very different customers. One customer requires a project management methodology and the other one doesn't really need one. No matter what you try to do, make sure that customers are at the center of everything and that you organize the business in such a way to maximize value for your customer.

Even though most of the organization has adopted agile as their project management methods, it may not be best suited for some highly regulated environment. So based on your industry, business criticality, compliance, regulation choose your methods. It can be traditional waterfall, agile or can be hybrid methods.

To start with assess the business needs which align to Organization vision and to finalize the project management method. Ensure we need to adapt the changes and quickly evolve as per the business needs. It will demand that we choose the right way. Instead of having a predictive approach we should be flexible to be successful.

To cater for the differences in industry and stakeholders, the method used for project management may be different. It may have shorter or longer iterations and the number/types of resources or stakeholders will differ. Be open to feedback from industry specific voices and changes. Lastly, pilot-test the method. Taking the new method for test-drive will serve you well.

No one-size fits all. Choose a framework that fits or come up with a customized version for your project or industry. Even within an industry or organization, you will find that the framework needs to be tweaked based on the needs of the project.

From what I've seen, you're more or less restricted to the structure and practices set in place by your organization. This is further compounded by the limitations of the project at hand. For example, SCRUM is centered upon frequent meetings with resources. However, justifying such resource usage is generally only appropriate for larger projects. There are countless different frameworks and methodologies to choose from, all bearing unique advantages and disadvantages. Choose wisely, and bear in mind your project's scope and your organizations standard practices when doing so.

When choosing a project management framework, it’s imported to consider all subject matter experts that will be involved and how to best adapt the framework to the most stakeholders. If you choose a certain framework that only works for you as the PM but not the majority of your team, it’s not scalable.

Any framework has its own boundaries. Kanban is flexible to rapid changes. Scrum is more restricted with procedures but still agile. Scrumban - imagined mix of two. Waterfall - prescription to work with the tiniest details. Please just work within the framework and let your PM observe and control it. Because in majority of cases Chaos framework wins.

Kanban should be the right choice for teams involved in operational work or short projects (1-2 weeks). A backlog could be distributed based on raised tickets or incidents. Performance and progress are monitored on a kanban table.

There is an amazing methodology of tailor-made projects in Prince2. The general idea is to customise common approach to the client comfort or vice versa make client comfortable with the common approach.

Create feedback loop to gather input after each project. This could mean retrospectives after each iteration or after the project. Evaluating the project management framework's performance will help you improvise it in the long tun.

Hopefully, you will work on the customer journey mapping, users’ interviewing, Google Analytics and then learn and adopt MVP. Because generally all above is totally ignored.

If it is the first time I work with an individual or department, I like to set clear expectations for feedback loops - and always encourage people involved and impacted by the project to speak up. The biggest challenge in project management, no matter the size of the project or industry, is that the people with the MOST and MOST VALUABLE information (boots on the ground) are usually the furthest removed from the CEO and me.

To ensure your project management method is effective, regularly evaluate performance against key metrics such as timelines, budget, quality, and stakeholder satisfaction. Use tools like post-project reviews and retrospectives to gather insights from your team and stakeholders on what worked and what didn’t. Identify bottlenecks, inefficiencies, and risks encountered during the project, and assess how well your method adapted to industry-specific challenges. This continuous evaluation allows you to make data-driven improvements, ensuring your approach stays aligned with both project goals and industry demands.

Please learn the subject matter while working as a PM on the project. That’s a real receipt to success to see the bottlenecks, to think, advise and contribute. Certificates will you give theoretical knowledge and ideas for improvement, but without implementing it doesn’t sound.

One of my mentors used to say - do not break things which are working. When you join a new industry or team - watch how they work, learn why it works and then see if any tweak is needed. Often the teams have already optimised the processes to synergise with the type of industry. Another approach is to start with the very basics (absolute minimum) and then let the process evolve. Either ways one should be wary of force-fitting a process on a team.

To create a project management method tailored to the sales industry, start by understanding the unique sales cycles, goals, and challenges. Then, integrate established project management principles that align with these dynamics. Engage key sales stakeholders for insights and adjust processes for swift decision-making and adaptability, given the fast-paced nature of sales. Ensure the method emphasizes clear communication and allows for quick response to market shifts or client needs.

Run experiments. That's how you find what works. In my field, software, there's a lot of discussion about the best approach. But the truth is the best approach for one group is not the best approach for another. Context matters. A lot. So try it all. Try running a project without a process. What worked? What didn't work? What needs to change? Now try running a project with a process. Mix and match tools and methods. The important thing is to reflect on what you have and how it could be better. Use that insight to come up with new experiments. Go low-tech for the most flexibility.

I feel Start by carefully understanding the unique requirements, difficulties, and rules of your industry in order to develop a project management approach that is suitable for it. Then, modify tried-and-true project management frameworks and best practices to fit those particular needs, making sure the methodology takes industry-specific objectives and restrictions into account.

The agile manifesto says that common sense is the most important thing. It is not productive to stick to just one methodology or try to implement all ceremonies/features. The best way is to choose things that are needed and have a positive impact on performance. Even if our work framework is against some golden rules. It works for us therefore we use it.