Models, Methods, and Artifacts Useful in Project Management

In What Is Tailoring — Adapting Methodology to Fit the Project?, we discussed how to design processes and working environments suited to a project’s nature. We saw that it’s essential to adjust procedures and deliverables based on a project’s size and complexity.

The PM Handbook concludes with models, methods, and artifacts that are helpful in project management. You don’t need to use them all — choose what fits your situation. By selecting and applying the right ones, you can improve your project’s performance.

Move Your Work Forward — The Ideal Project and Task Management Tool: Repsona

What Are Models, Methods, and Artifacts?

According to the PMBOK:

Model

A model is a conceptual framework or thinking strategy used to explain a process, structure, or phenomenon.

Method

A method is the means or technique used to achieve an outcome, result, or deliverable.

Artifact

An artifact is a tangible output — such as a template, document, or project deliverable.

In simpler terms:
Models are ways of thinking,
Methods are ways of doing,
and Artifacts are useful outputs or things.

Let’s look at examples of each — starting points you can explore and apply to your own work.

Commonly Used Models (Ways of Thinking)

Models simplify complex realities and help us see relationships more clearly. They provide frameworks for understanding leadership, communication, motivation, change, and teamwork — all essential for project success.

Some models were developed specifically for project management, while others come from general organizational or psychological research. Below are key models referenced in the PMBOK that are worth exploring.

• Situational Leadership Models
  • Situational Leadership® II
  • OSCAR
• Communication Models
  • Cross-cultural communication
  • Effectiveness of communication channels
  • Gulf of execution and evaluation
• Motivation Models
  • Hygiene and motivation factors
  • Intrinsic vs. extrinsic motivation
  • Theory of needs
  • Theory X, Theory Y, Theory Z
• Change Models
  • Managing Change in Organizations
  • ADKAR®
  • Kotter’s 8-Step Process for Leading Change
  • Transition Model
• Complexity Models
  • Cynefin framework
  • Stacey matrix
• Project Team Development Models
  • Tuckman Ladder (Forming–Storming–Norming–Performing)
  • Drexler/Sibbet Team Performance Model
• Other Models
  • Conflict management
  • Negotiation
  • Planning and process groups
  • Salience model

Commonly Used Methods (Ways of Doing)

Methods are techniques and processes that help achieve project goals — from data analysis and estimation to meetings and reviews. They translate plans into action.

Below are examples drawn from the PMBOK.

Data Gathering and Analysis

• Alternatives analysis
• Assumptions and constraints analysis
• Benchmarking
• Business justification analysis (e.g., ROI, NPV, IRR, payback period, cost-benefit ratio)
• Cost of quality
• Decision tree analysis
• Earned value analysis
• Forecasting
• Root cause analysis
• Simulation
• SWOT analysis
• Trend and variance analysis

Estimation

• Analogous estimating
• Parametric estimating
• Relative estimating
• Story point estimation
• Wideband Delphi

Meetings and Events

• Backlog refinement
• Daily stand-up
• Iteration planning and review
• Kickoff
• Lessons learned
• Release planning
• Retrospective
• Steering committee

Other Useful Methods

• Impact mapping
• Modeling
• Prioritization schema
• Timeboxing
• Net Promoter Score®

Commonly Used Artifacts (Useful Outputs)

Artifacts are tangible results of project work — from planning documents to status reports. They may be main deliverables or by-products, but each helps guide or record progress.

Examples include:

Strategy Artifacts

• Business case
• Project charter
• Vision statement
• Roadmap

Logs and Registers

• Assumption log
• Change log
• Issue log
• Risk register
• Stakeholder register

Planning Artifacts

• Communications plan
• Cost and schedule management plans
• Quality management plan
• Risk management plan
• Scope and resource plans
• Stakeholder engagement plan

Breakdown Structures

• Work breakdown structure (WBS)
• Product breakdown structure (PBS)
• Resource breakdown structure (RBS)

Baselines

• Budget baseline
• Project schedule
• Scope baseline
• Performance measurement baseline

Visual Tools

• Gantt chart
• Dashboard
• Burn chart
• Flow chart
• Cause-and-effect diagram
• Cumulative flow diagram
• Stakeholder engagement matrix
• Story map

Reports and Agreements

• Status report
• Risk report
• Quality report
• Fixed-price or cost-reimbursable contracts

Summary: Models, Methods, and Artifacts

We’ve explored the models, methods, and artifacts that support project management.
The PMBOK 7th Edition doesn’t prescribe which to use or when — because success doesn’t come from applying a fixed checklist. Each project is unique.

Projects are living systems, full of change and uncertainty. Knowledge and methods help, but true success comes from experience — and from people.

People are the heart of every project. Lead yours so that everyone involved can thrive.

Move Your Work Forward — The Ideal Project and Task Management Tool: Repsona