Classic Project Management
For larger projects, the classic waterfall method with appropriate milestones ensures that the three pillars of project management - time, content/quality, and budget - are sufficiently rewarded. All stakeholders agree on these goals at the beginning of the project. This agreement allows effective project monitoring with appropriate management-level reporting.
The technical and organizational project support ensures that dependencies between processes and subprojects are identified and solutions are worked out with the relevant departments.
The documentation then takes place via the possibly necessary adaptation of individual "user stories" and thus remains in a clearly defined and manageable framework. Also possible effects on the company structures or necessary optimization measures can be limited to individual processes and often only be decided in smaller circles with those affected.
Agile Project Management
Many years of experience show that a pragmatic approach with agile project management is particularly suitable for smaller projects or subprojects.
Reason: Agile project management gives users and process owners a hands-on approach. By focusing on a limited area, small teams can quickly define the requirements and document them in a user-friendly format using so-called "user stories".
Scrum needs to be mentioned here as the instrument within the agile project management. It aims at the gradual optimization of the process: what has already been achieved is changed in small teams. The steps are called sprints. They are limited in time. The cyclic repetition of these sprints on the basis of simple rules allows the definition but also adaptation of individual requirements as needed, urgency and the knowledge of the previously achieved partial goals.