1. Introduction
A project methodology is a systematic approach through which the project manager is able to allocate resources, identify and reduce risks, and amplify team efforts so that the desired goal is achieved and maximises the impact of the project. In the current essay, a comparative study is going to be conducted to understand how effective the modern, responsive and holistic P3M methodologies of 2020 are in comparison to the traditional ones.

Critique of Traditional P3M methodologies What could these be?
The typical project management strategy is carried out through a linear method. The "inception, planning, execution, monitoring, and closure" steps make up the basic model. It is essential to define the project's scope and requirements at the outset. For example, the waterfall model was one of the earliest PMs introduced in the 1970s and it has five primary stages including “analysis, design, implementation, and maintenance” (Asri et al. 2018). This criticism was further extended by Zasa et al. (2020), who criticised the traditional approach to be a less effective PM method because uncertainty is an integral part of product development activities which bears the risk of redoing the entire project planning because project issues can occur at any stage.

Outline these traditional approaches and provide an overview of them
“The traditional approach is plan-driven, beginning with the elicitation and documentation of a comprehensive list of needs”, and then moving on to the development and examination of architectural and high-level designs (Kerzner, 2022). As mentioned by Grebić (2019), Henry Gant laid the groundwork for project management as a topic of study. The PMI Methodology and the IPMA Methodology were used for project work in this traditional method. The conventional approach is scientific, and the linear approach makes it more rigid because the action moves in a logical order from top to bottom having less scope for altering actions even if any risk is identified.

Critique of these ‘traditional methodologies’
In the majority of organisations, projects have emerged as a crucial means of organising work and represent one of the most significant organisational developments. The conceptual underpinning of project management models and approaches has historically remained rather static, despite the significant expansion in the importance and spread of projects. As rightly put by Svejvig and Andersen (2015), not only are typical project management systems linear, with phases such as plan, control, and assess, but they also gauge project success based on efficiency. As a result, the operational and tactical project specifics are the sole focus. The viewpoint is more task-oriented. As a result, the goal of carrying out the specified task obscures the overarching concept of value creation. Thus, the entire process becomes very rigid.

Why they might not be appropriate today and in the future for P3M?
The main challenges of traditional PM methodologies are this process is “specifically, predictable and the planning is done through a very meticulous and extensive planning and research work”. The management remains to be the project governing and controlling agent and thus, the process is very rigid and mechanical. There is no scope for continuous improvements and invoking changes for betterment (Serrador and Pinto, 2015). Traditional project management methodology is comparatively exceedingly slow in the age of agility where motion is everything. Making last-minute alterations to the product is extremely challenging due to the rigidity of the procedure. The absence of a central authority, dynamic leadership, and teamwork in this old approach makes it unsuitable for application in the present era and even in the future for P3M.
Critique of Modern, responsive and Holistic P3M Methodologies

What could these be?
As per the definition provided by Ika and Pinto (2022), four sources of multidimensionality are incorporated in order to address the drawbacks of the conventional approach and introduce a more complex procedure. The realisation of advantages, attitudes of stakeholders, timing concerns, and sustainability are among them. Agility becomes crucial in light of the need of supporting the seamless operation of the firm. As a result, contemporary project management techniques were created.
Outline these modern methodologies and provide an overview of the range of ‘modern methodologies’
The variety of current project management approaches is explored with a quick overview in the sections that follow.
● Agile Methodology: Agile methodology is the best choice to offer flexibility and simple adaptation to changes to enable rapid process improvement in the age of mobility and improved technologies. In order to resolve the issue related to Waterfall Model regarding not being able to detect customer needs effectively, this agile methodology was developed (Lei et al. 2017).
● Scrum Methodology: Project management with Scrum is referred to as a quick "sprint" approach. Scrum masters have been incorporated inside the agile project management framework to oversee tasks, deadlines, and other factors. The Scrum team is made up of a “Product Owner, a Scrum Master, and members of the Development Team. Cross-functional and self-organized teams”. They are in charge of the project as a result, and they are aware of how to achieve “the objectives without the need for guidance from those outside the team” (Lei et al. 2017).
● Kanban Methodology: The requirement for a visual approach to project management is felt in tandem with the development of the Agile methodology. In order to accomplish this, the workflow and progress are monitored using the Kanban board and the Kandan technique.
After gaining a thorough understanding of the distinct “concepts of traditional and modern project management methodologies”, this essay will only discuss Agile methodology in order to demonstrate how the "modern, responsive, and holistic P3M methodologies for Organising, planning, and monitoring P3M in 2020 and in the future" have been successful in enhancing project performance.

2. Main Body - Comparative Study
Define modern P3M
P3M stands for Portfolio, Programme and Project Management. "P3M (Portfolio, Programme and Project Management)" is a whole suite of services that may be utilised to support any cloud-related activity, regardless of the vendor solution. The comprehensive suite of planning support services offered by Version 1 includes "Cloud Strategy, Technical Architecture Design, Business Requirements Analysis, Management and Operations Support, Cloud Hosing, Cloud Security, and Licence Compliance" (Vukomanović et al. 2016). Regardless matter whether they are short-term or long-term, it offers greater flexibility and aids organisations in delivering projects in a more professional manner. The demand for current technology-based P3M is therefore increasing due to its speed and efficiency in order to stay up with the “fast-paced environment and changing market expectations”.

Determine what modern P3M means as a current view of the profession
There are some modern project management techniques, some of which are as follows: “Agile, Waterfall, Scrum, Spiral, V-Model, Critical Path Method, Integrated Project Management, Projects integrating Sustainable Methods (PRiSM), Critical Chain Project Management, Kanban, Scrumban, and Association for Project Management Body of Knowledge (APM BoK)”. These modern P3Ms aid project managers in the workplace by improving planning and scheduling (Meredith et al. 2017). Project management systems are equipped with the capabilities needed to effectively plan projects, manage resources, address issues, and keep all project stakeholders informed. Having the greatest project management tool can have a big impact on the project's outcome, regardless of the services the company provides.

How modern might P3M differ from other views or perspectives of project management in APMBoK7 for example?
In both the 6th and 7th versions of the APMBoK, one can find mention of different modern P3M methodologies. In the sixth edition, users learned about the "evolving dynamics of project management" in light of the significance of more advanced and contemporary project management approaches. Whereas, the new and updated modern PMBoKs are covered in the 7th edition, and it is mentioned there that “the diversified new methodologies (predictive, agile, hybrid, or waterfall)” are actually assisting the IT and other organisations in looking at projects that can produce and add value for the organisation and its stakeholders. The main distinction is that the PMBoK 6th edition was designed to be manager-centric, but the PMBoK 7th edition is designed to be team-centric. Here, the 10 knowledge categories listed were "Team, Stakeholders, Life cycle, Planning, Uncertainty and ambiguity, Delivery, Performance, and Project work" (Netcom Learning, 2022).

Determine what perspective will be used in your study and why?
The modern methodology does not emphasise work-breakdown structures as the conventional P3M methodology does. Based on its effectiveness and higher functioning capability, modern methods are used. A variety of contemporary project management techniques have arisen as a result of the current approach of concentrating on the agile form. These consist of "SCRUM, XP, LEAN, TDD, ADD, SOLID, Pair programming, RUP, ASD, APF, and DSDM" (Spalek, 2016). Agile project management (APM) as part of modern P3M is currently of the biggest interest to scientists and practitioners alike due to its effectiveness and ability to handle a variety of organisational functions.
Critique of Agile PM as the chosen modern, responsive and holistic P3M methodology- strengths of the themes, gaps or weak, areas of controversy
A Critique of the Agile Methodology
“The Agile project management idea was developed in an effort to further increase software engineering's adaptability and effectiveness”. It has soon taken over as the project management de facto. “It has quickly become accepted as the norm in the project management field. Agile has reportedly been applied in some form in 95% of businesses, according to estimates” (Kaur and Jajoo, 2015). However, there is still more to be done to develop the practice. Dated back to 1957 In “The Manifesto for Agile Software Development”, a more adaptable, lightweight, and team-oriented software development methodology made its debut. Some of the dynamic patterns used in agile project techniques include "Scrum, extreme programming, Kanban, lean software development, feature driven development, agile unified process, and dynamic systems development method (DSDM)".

Consider how that methodology contributes to organising, planning and controlling projects / P3M today and in the future potentially
“With the aid of agile project management, project teams may complete tasks quickly and effectively while being able to adapt to changing development needs. Additionally, it enables development teams to quickly respond to feedback and make changes throughout each sprint and product cycle”. Working in small batches, visualising processes, and collaborating with end users to get feedback are all key components of agile project management. Continuous releases, which typically incorporate provided feedback throughout each iteration, are also a focus (Alahyari et al. 2017). Thus, the agile technique ensures that the likelihood of catastrophic project failures is minimised by its segmented strategic planning and structuring.

Projects as a process (i.e. inputs-transformations-outputs)
“Due to its systematic approach, the Agile IMP is an input management process framework for use in the development of software products” and it begins with "goal setting, Process Overview, Addressing The Core Idea of the Agile IMP, identifying Agile IMP Prerequisites, determining Agile IMP Roles, define the Agile IMP Phases and Process Management". For managing and maturing input for the product, this methodical procedure is used. The objective of managing inputs inside the Agile IMP is to build a business case for critical input in the form of a Lean Canvas, which will then serve as the foundation for a decision for the subsequent steps (InfoQ, 2015). The completion of the Lean Canvas for significant Input and its presentation for decision-making are the objectives of an Agile IMP. Product strategy, the Input Management Repository (IMR), and valuing input contributors make up the Agile IMP Prerequisites.

Organisational structures and design for P3M
The three organisational structures that might be designed for a project depend on the organisational power granted to the project manager. These organisational structures include programmatic, matrix, and project foundation. Designing for P3M relies on a "top-level hierarchical structure," in which a self-sufficient networked team works hard to attain the shared objective and vision for the prosperity of the business. However, it has been determined that collaboration is an essential component of successful teamwork and cooperation.
● A project team is comprised of members from the same department in a programmatic organisation. The project team's resources are all provided by the same unit. For instance, the IT unit would provide the project resources if the project had an IT component (PM4dev, 2015).
● “The matrix-based organisational structure is also the most flexible when dealing with changing programming requirements and objectives. Information exchange across organisational boundaries is one of the advantages of matrix management” (PM4dev, 2015).
● Personnel are expressly assigned to the project and direct answers to the project manager in the project-based organisation. While the project is in process, the project manager is in charge of all project team members' performance reviews and career development (PM4dev, 2015).
The project lifecycle
A product goes through a defined sequence of phases as it progresses from conception to completion, and these phases are known as the Agile software development life cycle. It consists of six stages:
1. Concept: The project's scope will be decided by the product owner at this point. If there are many projects, they will rank the most crucial ones and consult the team (Wrike, 2019).
2. Inception: It is time to assemble the software development team after the concept has been described.
3. Iteration: “It is the construction phase. In order to translate the design into code, the developers will collaborate with UX designers to incorporate all product requirements and user feedback”.
4. Release: After completing the quality assurance phase, the product is almost ready for distribution (Wrike, 2019).
5. Maintenance: Customers will now be able to access the fully deployed software. “Throughout this phase, the software development team will provide continuing assistance to maintain the system's functionality and address any new flaws”.
6. Retirement: It is the phase where the product either gets replaced or becomes obsolete over time. “Users will initially be made aware of the program's decommissioning by the team in charge of its development” (Wrike, 2019).
The Iron triangle as the overall performance measurement for project success?
The benefits of successful project management are numerous. They would include the obvious indicators of finishing on time, keeping the project's schedule, maintaining appropriate quality standards, and achieving the project's objective. The Triangle of Objectives was developed by Dr Martin Barnes in the mid-1980s. The "Iron Triangle" shows how quality, money, and time are tied to one another (Rosli, 2017). The other two points in the triangle are affected when one point is focused or fixed. “The triangle illustrates how these three elements are interdependent; if one is changed, the other two must be modified as well to keep the triangle connected”.

How does your project/research question link to this?
Using this triangle, the project manager can identify conflicting demands in any project. Managers must choose which demand is most crucial for each project. Knowing which one is most crucial makes it simpler for him or her to change the other two to maintain the project's balance and direction. Strategic planning is automatically initiated when the project's goals and research questions are in line with its planned actions. As the key goal of this planning is to ensure that the timeframes, budget, and quality were appropriately defined, it becomes very important to check that the project/ research questions are linked with Agile project management.

What are the most appropriate research methods to use and why?
Among all the other project methodologies, the Agile method is the most appropriate one because it helps to prioritise by “showing the relative importance, namely Analytical Hierarchy Process (AHP) and Cumulative Voting (CV). Unlike other traditional methods, Agile methodologies place a strong emphasis on reducing waste, such as by reducing the number of requirements that are gathered, verified, and recorded but are never put into practice, as well as through improving customer communication. It is more crucial to adapt to changes than to strictly follow a project plan (Solinski. and Petersen, 2016). In a word, agile is a project management methodology that encourages iteration and progress monitoring to assist teams meet the challenges of the contemporary workplace.

AM is made up of various techniques, and each one is built on the ideas of adaptability, openness, high standards, and ongoing improvement. The advantages of Agile enable project managers to work more efficiently and with greater project control. Because agile is an iterative process, self-organizing teams continuously improve. As a result, the product owner can effectively seize the opportunity and, in some situations, benefit from the first-mover advantage (Solinski. and Petersen, 2016). There are more effective techniques to recognise and anticipate hazards in the Agile framework, as well as to prepare ahead to guarantee the project's success.
Comparative Study of Traditional and Agile project management methodology
According to the traditional project management (waterfall) method, which is linear, a process's steps are performed in order. It is based on trustworthy sources and knowledge. The phases of a life cycle include "feasibility, planning, designing, building, testing, production, and support".Agile Management Certification places a higher value on teamwork, customer collaboration, and flexibility than a traditional approach that emphasises upfront planning and places a greater emphasis on costs, scope, and time. A software development project would be iterated in this way, with a greater emphasis on incorporating client feedback and continuous releases with each iteration (Zavyalova et al. 2020). Two of the most popular Agile frameworks are Scrum and Kanban. They are renowned for promoting decision-making and discouraging time spent on variables that are likely to change. Customers are prioritised, and every stage of software development is accelerated by using the teams that are currently available.

From this basic information, it can be said that agile methods focus on flexibility and adaptability, whereas traditional methods are focused on planning and prediction. The agile method set priority to satisfy customers and work with software. On the other hand, traditional ones follow a more rigid and strict plan to meet project requirements. In agile methods, project managers are more inclined towards initiating face-to-face interaction and prefer to collaborate with team members to remain productive. The traditional method in comparison chooses formal communication methods (Zavyalova et al. 2020). As the agile method is flexible, changes in planning can be done in any phase, which is not possible in the traditional method. The agile method is mostly used in cross-functional and self-organising teams. The traditional method is more likely to be applied in Hierarchically organized teams. The agile method is used because, in this process, user requirements are mentioned clearly before coding or implementation. Often, the best alternative will be determined by the specific requirements and constraints of the project. Agile project management, as opposed to traditional project management, is better suited to projects with high levels of unpredictability.

3. Conclusion
It is clear from the current debate that project management refers to a collection of rules that assist a project manager in organising and carrying out projects. There are two different kinds of these project management methodologies: classic and modern. The waterfall approach is significant among the conventional ones, and Agile has been used in this case to better grasp its benefits and drawbacks. Project managers are searching for fresh approaches in the age of technology and mobility in order to complete the project on schedule and with the highest level of accuracy. Agile has been discovered to employ a segmentation technique to keep tabs on each stage's progress and gather input to enhance output. Though it has its limitations, project managers always look for agile methods because of flexibility, cost-effectiveness, efficiency and mobility.

 
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