Introduction Project management involves securing, scheduling, supervising and organizing organization resources for achievement of specific project objectives in order to attain the overall goal of the company (Gareis, 2006). The project management aim is to attain all the project goals and objectives within the constraints of budget, scope and time (Gareis, 2006) while optimizing the allotment and incorporation of resource inputs that are required to meet predefined goals. The modern project management model was started in the early 1960s, driven by businesses that comprehended the reimbursements of organizing work around projects and the vital requirements to converse and coordinate work in various professions and departments (Gareis, 2006). Project Methodology The project management methodology is essential in companies today because the projects needs much tighter incorporation and innovativeness than previous years, this demands the use of more resourceful means to test, design, build and deploy products and services (Lock, 2003). The administrator cannot make a project plan by satisfying one or more templates, therefore the company need more out of their project than previous years and the only means to attain a competent outcome is to take on lighter swifter and newer project methodologies. Methodology can empower a company by sharing information crossways in what is referred as “virtual project enterprise”; the company must therefore select a comprehensive project management methodology that is useful to the person managing the project (Lock, 2003). This is because projects have important technological, resources and data elements that need supervision throughout their life cycle. A methodology which can be used in various segments of companies can be tailored to reflect detailed project plan when executing the project; this requires several options to be explored to establish what procedure to follow. Projects undergo definite life cycles which determine how the projects are supervised from the preliminary design phase all the way through to the delivery and ultimate implementation of the project. The secret behind the success of any project methodology is the use of concrete procedures which act as the base for any successful project initiative that is supported by adequate credentials and pertinent procedures that provide the company with reliable outcomes (Nokes, 2007). Many companies have their own unique customized methodology for various projects while others merely employ standard commercial off-the shelf methodologies; the challenge is that with wrong methodology, discerning, constructing, assessing, and deploying projects may be hectic. The project methodology that is therefore selected signifies the framework that will be used for the actual work to be done and highlights where creativity is required. But many a times supervisors just chose the available methodology and carry on development of their projects without changing the project methodology which may negatively impact on the project. This means that managers must first establish that the methodology they are using is the right one. Project supervisors find it hard to renounce the project methodol