Effective Project Management:

Traditional, Agile, Extreme

Managing Complexity in
the Face of Uncertainty

Ch12: Specific PMLC Models

Presented by
(facilitator name)
 Ch12: Specific PMLC Models

Summary of Chapter 12
 Traditional Project Management
 Linear PMLC Models
 Incremental PMLC Models
 Agile Project Management
 Iterative PMLC Models
 Adaptive PMLC Models
 Extreme Project Management
 Extreme PMLC Model
 Challenges to Project Set-Up and Execution
 Ch12: Specific PMLC Models

What Is Traditional Project Management (TPM)?

Traditional Project Management is a set of tools,

templates, and processes for managing projects
whose goal and solution are both clearly understood.

NOTE: There are two types of TPM Models:

 Linear
 Incremental
 Ch12: Specific PMLC Models

Linear Project Management Life Cycle (PMLC) Model

Definition
 A Linear PMLC model consists of a number
of dependent phases that are executed in a
Linear
Linear
Linear
sequential order with no feedback loops.
 The complete solution is not released until
the final phase.

Figure
12-01
 Ch12: Specific PMLC Models

Linear PMLC Model

Characteristics
 Complete and clearly defined goal, solution,
requirements, functions, and features
Linear
Linear
Linear
 Few expected scope change requests
 Routine and repetitive activities
 Use established templates
 Ch12: Specific PMLC Models

Linear PMLC Model

Routine and Repetitive Activities
 Build and use a library of templates
 Keep and post the history of lessons learned
 Keep a history of estimated and actual task durations
 Keep a history of risks, your mitigation plans, and the results

Templates
 Increases standard practices
 Provides learning modules for new project managers
 Establishes an archive of project artifacts
 Provides input for process and practice improvement programs
 Ch12: Specific PMLC Models

Linear PMLC Model

Strengths
 Entire project is scheduled up front
 Resource requirements are known
Linear
Linear
Linear
 Does not require the most skilled resources
 Team members do not have to be co-located
 Ch12: Specific PMLC Models

Linear PMLC Model

Weaknesses
 Does not accommodate change very well
 Costs too much Linear
Linear
Linear
 Takes too long before any deliverables are produced
 Requires complete and detailed plans
 Must follow a rigid sequence of processes
 Is not focused on client value
 Ch12: Specific PMLC Models

Linear PMLC Model

When to Use a Linear Approach

 Projects that are repetitive
 Simple, short duration projects
Linear
Linear
Linear
 Projects contained totally within a single
department and use no outside resources
 Ch12: Specific PMLC Models

Specific Linear PMLC Models

 Standard Waterfall Model

 Rapid Development Waterfall Model Linear
Linear
Linear
 Ch12: Specific PMLC Models

Variations to the Linear PMLC Model

 Standard Waterfall Model
Linear
Linear
Linear

Figure
12-02
 Ch12: Specific PMLC Models

Variations to the Linear PMLC Model

 Rapid Development Waterfall Model
Linear
Linear
Linear

Figure
12-03
 Ch12: Specific PMLC Models

Linear PMLC Model

Considerations in Choosing a Variation

 Decomposing the project into parallel and
independent swim lanes
Linear
Linear
Linear
 Swim lane cohesiveness
 Increased risk
 Ch12: Specific PMLC Models

Linear PMLC Model

Adapting & Integrating the Toolkits for Maximum
Effectiveness
 The functions and features of a swim lane
Linear
Linear
Linear
can be
built independently of the functions and features of
any other swim lane
 There are no resource dependencies across swim lanes
 There are no schedule dependencies across swim lanes
 The total duration of each swim lane must be nearly equal
 Ch12: Specific PMLC Models

Incremental PMLC Model

Definition
 An Incremental PMLC model consists of
a number of dependent phases
Linear
Linear
Incremental
repeated in sequential order with no feedback
loops.

Figure
12-04
 Ch12: Specific PMLC Models

Incremental PMLC Model

Characteristics


Same as Linear PMLC model
Need to release deliverables against a
Linear
Linear
Incremental
more aggressive schedule
 Ch12: Specific PMLC Models

Incremental PMLC Model

Strengths
 Produces business value early in the
project
Linear
Linear
Incremental
 Enables you to better schedule scarce
resources
 Can accommodate minor scope change
requests between increments
 Offers a product improvement opportunity
 More focused on client value than the Linear
PMLC model
 Ch12: Specific PMLC Models

Incremental PMLC Model

Weaknesses

increments
Linear
The team may not remain intact between Incremental
Linear
 Requires hand-off documentation between
increments
 Must follow a defined set of processes
 Must define increments based on function and feature
dependencies rather than business value
 Requires more client involvement than Linear PMLC models
 An Incremental PMLC model takes longer than the Linear
PMLC model
 Partitioning the functions and features may be problematic
 Ch12: Specific PMLC Models

Incremental PMLC Model

Linear
Linear
Incremental

Figure
12-05
 Ch12: Specific PMLC Models

Incremental PMLC Model

When to use an Incremental PMLC

model Linear
Linear
Incremental
 To get to a partial product or service to
market sooner
 To get partial solution to the end user
sooner
 Ch12: Specific PMLC Models

Incremental PMLC Model

Adapting & Integrating the Toolkits for Maximum Effectiveness
 An increase in management time to handle between increment issues


Linear
Linear
Incremental
An increase in the total amount of work as compared to the Linear PMLC model
The likelihood of between increment scope change requests
 An increased likelihood of losing resources between increments
 The possibility of project delays between increments
 Potential for overlooking increment dependencies
 Hand-off documentation of requirements between increments
 Ch12: Specific PMLC Models

Specific Incremental PMLC Models

 Staged Delivery Waterfall Model

 Feature-Driven Development Model
Linear
Linear
Incremental
 Ch12: Specific PMLC Models

Variations to the Incremental PMLC Model

 Staged Delivery Waterfall Model
Linear
Linear
Incremental

Figure
12-06
 Ch12: Specific PMLC Models

Variations to the Incremental PMLC Model

 FDD Incremental PMLC Model
Linear
Incremental
Linear

NOTE: The feature sets are prioritized based on technical Figure

dependencies in order to determine the build sequence. 12-07
 Ch12: Specific PMLC Models

What Is Agile Project Management?

Agile Project Management is a set of tools, templates

and processes for managing projects whose goal is
clearly known but whose solution ranges from
partially unknown to almost totally unknown.
 Ch12: Specific PMLC Models

Implementing Agile Projects

 Fully supported production versions of partial

solutions are released to the end user
quarterly or semi-annually
 Intermediate versions are released to a focus
group every 2-4 weeks
 Co-located agile project teams
 Cross project dependencies
 Project portfolio management
 Ch12: Specific PMLC Models

The Agile Manifesto

“We are uncovering better ways of developing [products]

by doing it and helping others do it. Through this work we
have come to value:

Individuals and interactions over processes and tools

Working [products] over comprehensive documentation
Customer collaboration over contract negotiations
Responding to change over following a plan

That is, while there is value in the items on the right, we

value the items on the left more.”

Martin Fowler & Jim Highsmith, “The Agile Manifesto.” Software Development
Vol. 9, No. 8 (August 2001) pgs 28-32
 Ch12: Specific PMLC Models

Implementing Agile Projects

 Fully supported production versions of partial

solutions are released to the end user
quarterly or semi-annually
 Intermediate versions are released to a focus
group every 2-4 weeks
 Co-located agile project teams
 Cross project dependencies
 Project portfolio management
 Ch12: Specific PMLC Models

Iterative Project Management Life Cycle Model

Definition
Linear
An Iterative Project Management Life Cycle (PMLC) Iterative
Linear
model consists of a number of phases that are repeated
in groups with a feedback loop after each group is
completed. At the discretion of the client the last phase in a
group may release a partial solution.

Figure
12-08
 Ch12: Specific PMLC Models

When to Use an Iterative PMLC Model

 Most but not all of the solution is clearly
known Linear
Iterative
Linear
 You might otherwise have chosen the
Incremental PMLC model but have a strong
suspicion that there will be more than a
minimum number of scope change requests
 You might otherwise have chosen an
Adaptive PMLC model but are concerned
about lack of client involvement
 Ch12: Specific PMLC Models

Iterative PMLC Model

 Scope Phase
 Implementation of intermediate solutions can Linear
Iterative
Linear
be problematic
 Final solution cannot be defined at the start of the project
 Plan Phase
 The complete plan for building the known solution
 The partial plan for the high priority functions
 Ch12: Specific PMLC Models

Iterative PMLC Model

Characteristics
 Linear
The solution is known but not to the expected Iterative
Linear
depth (i.e., features are not complete)
 Often uses iconic or simulated prototypes to discover the
complete solution
 Ch12: Specific PMLC Models

Iterative PMLC Model

Strengths
 Linear
Iterative
Linear
Client can review current partial solution for
suggested improvements
 Scope changes can be processed between iterations
 You can adapt it to changing business conditions
 Ch12: Specific PMLC Models

Iterative PMLC Model

Weaknesses
 Requires a more actively involved client than Linear
Iterative
Linear
Linear and Incremental PMLC models require
 Requires co-located teams
 Implementation of intermediate solutions can be problematic
 Final solution cannot be specified at the start of the project
 Ch12: Specific PMLC Models

Specific Iterative PMLC Models

 Prototyping Model Linear

Iterative
Linear
 Evolutionary Development Waterfall Model
 Rational Unified Process (RUP) Model
 Dynamic Systems Development Model (DSDM)
 Adaptive Software Development (ASD) Model
 Scrum
 Ch12: Specific PMLC Models

Types of Iterative PMLC Models

Prototyping
Linear
Iterative
Linear

Figure
12-09
 Ch12: Specific PMLC Models

Types of Iterative PMLC Models

Evolutionary Development Waterfall Model

Problem/Opportunity
Linear
Iterative
Linear
Requirements
Gathering

High-Level
Deliver Final
Solution
Version
Design

Develop a
Version

Incorporate Deliver the

Client Version
Feedback

Get Client Figure

Feedback 12-10
 Ch12: Specific PMLC Models

Types of Iterative PMLC Models

RUP
Linear
Iterative
Linear

Figure
12-11
 Ch12: Specific PMLC Models

Types of Iterative PMLC Models

Dynamic Systems Development Method (DSDM)
Linear
Iterative
Linear

Figure
12-12
 Ch12: Specific PMLC Models

Types of Iterative PMLC Models

Dynamic Systems Development Method (DSDM)
DSDM key principles:
Linear
Iterative
Linear
 Active client involvement is imperative
 DSDM teams must be empowered to make decisions
 The focus is on frequent delivery of product
 Fitness for business purpose is the essential criterion for
acceptance of deliverables
 Iterative and incremental development is necessary to converge
on an acceptable business solution
 All changes during development are reversible
 Requirements are baselined at a high level
 Testing is integrated throughout the life cycle
 A collaborative and cooperative approach between all
stakeholders is essential Jennifer Stapleton “DSDM: Dynamic Systems
Development Method” Addison-Wesley, 1997
 Ch12: Specific PMLC Models

Types of Iterative PMLC Models

Adaptive Software Development (ASD)

Linear
Iterative
Linear

Figure
12-13
 Ch12: Specific PMLC Models

Types of Iterative PMLC Models

Scrum
Linear
Iterative
Linear

Figure
12-14
 Ch12: Specific PMLC Models

Iterative PMLC Model

When to Use an Iterative PMLC Model

Linear
Iterative
Linear
 Intuitive to the client
 Easily engage the client
 Immediate feedback on the effect of solution
changes
 Tolerant of assessing and evaluating the
impact of alternatives
 No fixed deadline for completion
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Definition
Adaptive PMLC models are those that proceed Linear
Adaptive
Linear
from iteration to iteration based on very limited
specification of solution. Each cycle learns from the proceeding
ones and redirects the next cycle in an attempt to converge on
an acceptable solution. At the discretion of the client a cycle may
release a partial solution.

Figure
12-15
 Ch12: Specific PMLC Models

Adaptive PMLC Model

 Scope Phase
 Linear
Sets the boundaries and high-level parameters Adaptive
Linear
for the project
 Specify number of cycles and cycle length
 Tentatively map out cycle objectives
 Plan Phase
 Uses the Planning Process Group tools, templates, and
processes for the coming cycle functionality
 Launch Phase
 Same as Iterative PMLC Model
 Establish sub-teams to work on concurrent swim lanes
 Ch12: Specific PMLC Models

Adaptive PMLC Model

 Monitor & Control Phase

Linear
Adaptive
Linear
 Close Phase
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Characteristics
Linear
Adaptive
Linear
 Iterative structure
 Just-in-time planning
 Critical mission projects
 Thrives on change through learning and discovery
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Strengths
Linear
Adaptive
Linear
 Continuously realigns the project management process to
accommodate changing conditions
 Does not waste time on non-value-added work
 Avoids all management issues processing scope change requests
 Does not waste time planning uncertainty
 Provides maximum business value within the given time and cost
constraints
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Weaknesses
Linear
Adaptive
Linear
 Must have meaningful client
involvement
 Cannot identify exactly what will
be delivered at the end of the
project
 Ch12: Specific PMLC Models

Types of Adaptive PMLC Models

APF Characteristics
Linear
Adaptive
Linear
 APF project team
 APF roots
 Scope is variable
 APF just-in-time planning
 Change is expected
 APF project contract
 APF project is mission critical
 The role of the client
 APF is not a recipe to be blindly followed
 Why do we need APF?
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Benefits of APF vs. other Approaches

Linear
 APF projects always finish sooner than Adaptive
Linear
TPM projects
 APF projects are less expensive than
TPM projects
 APF projects have a better business
termination policy than TPM projects
 APF projects produce higher quality
deliverables than TPM projects
 APF projects deliver maximum business
value for the time and cost invested
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF Core Values
Linear
Adaptive
Linear
 Client-focused
 Client-driven
 Incremental results early and often
 Continuous questioning and introspection
 Change is progress to a better solution
 Don’t speculate on the future
 Ch12: Specific PMLC Models

Types of Adaptive PMLC Models

Adaptive Project Framework (APF)
Linear
Adaptive
Linear

Figure
12-16
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Version Scope

DELIVERABLES Linear
Adaptive
Linear
COS
POS
RBS
Prioritized Scope Triangle
Prioritized Functions
Mid-level WBS & Dependencies
Version
Scope Cycle Time-box
Number of Cycles

Cycle
CYCLE
Plan

Cycle
Build

Client
Checkpoint

Post-Version
Review

Plan Launch Monitor Close Next Close

Scope
Cycle Cycle & Control Cycle Cycle Project
N
Y
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Cycle Plan – Scope Triangle

Linear
Adaptive
Linear
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Cycle Plan – Prioritization Approaches

Linear
Adaptive
Linear

 Forced Ranking
 Paired Comparison
 MoSCoW
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Prioritization Approaches – Forced Ranking

Linear
Adaptive
Linear
MANAGER A B C D RANK SUM FORCED RANK

FUNCTION
1 2 3 2 4 11 3
2 4 1 1 2 8 1
3 6 2 5 5 18 5
4 1 5 3 1 10 2
5 3 4 4 3 14 4
6 5 6 6 6 23 6
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Prioritization Approaches – Paired Comparison

Linear
Adaptive
Linear
1 2 3 4 5 6 SUM RANK

1 X 1 1 0 1 1 4 2

2 0 X 1 0 1 1 3 3

3 0 0 X 0 0 1 1 5

4 1 1 1 X 1 1 5 1

5 0 0 1 0 X 1 2 4

6 0 0 0 0 0 X 0 6
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Prioritization Approaches - MoSCoW

Linear
Adaptive
Linear

M: Must Have
S: Should Have
C: Could Have
W: Would be Nice to Have
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Cycle Plan Scope Triangle Ranking

Linear
Adaptive
Linear
Priority Critical Flexible
Variable (1) (2) (3) (4) (5)
Scope X

Quality X

Time X

Cost X

Resource Availability X
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Cycle Plan

Linear
Adaptive
Linear
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Cycle Plan – Resource Loaded Schedule
Linear
Adaptive
Linear
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Cycle Build

Linear
Adaptive
Linear
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF Cycle Build – Ending the Cycle

Linear
Adaptive
Linear

A cycle may end for any of the following reasons:

The timebox expires

All swim lanes completed early
A major problem occurs
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Client Checkpoint

Linear
Adaptive
Linear
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Client Checkpoint – Inputs

Linear
Adaptive
Linear
 Functionality completed in the previous cycle
 Functionality planned but not completed in the previous cycle
 Functionality originally planned for this cycle
 Functionality planned for all cycles beyond the next one
 All learning and discovery that took place in all previous cycles
 Any changes that took place in the business environment
during the previous cycles
 The extent to which the current solution is converging on the
final solution
 The current contents of the Scope Bank
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Client Checkpoint – Outputs

Linear
Adaptive
Linear
 Review the COS and make any adjustments to
solution requirements
 Prioritize the items in the Scope Bank
 Identify and prioritize Probative Swim Lane contents
 Identify and prioritize Integrative Swim Lane contents
 Select the items to be developed in the next cycle
 Determine the next cycle time-box
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Client Checkpoint – Probative versus Integrative Swim Lane sizes over
time
Linear
Adaptive
Linear
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Post-Version Review

Linear
Adaptive
Linear
 Ch12: Specific PMLC Models

Adaptive PMLC Model

APF – Post-Version Review – Questions to Be Answered
Linear
Adaptive
Linear

 Was the expected business outcome realized?

 What was learned that can be used to improve
the solution?
 What was learned that can be used to improve
the effectiveness of APF?
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Adapting APF
Linear
Adaptive
Linear

 Proof of Concept
 Revising the Version Scope
 Embedding APF in other PMLC models
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Implementing APF
Linear
Adaptive
Linear

 Bottom Up Approach
 Top Down Approach
 Ch12: Specific PMLC Models

Adaptive PMLC Model

When to Use an Adaptive PMLC Model

 Have you or a trusted colleague had Linear
Adaptive
Linear
successful adaptive project experience with
this client before?
 If this is the first adaptive experience for this client,
have you assured yourself that they will be
meaningfully involved throughout the entire project?
 Has the client appointed a qualified and respected co-
project manager for this project?
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Adapting & Integrating the Toolkits for

Maximum Effectiveness Linear
Adaptive
Linear
 Scope the Next Iteration/Cycle
 Eliciting the true needs of the client
 Documenting the client’s needs
 Negotiating with the client how those needs will be met
 Writing a one-page description of the project
 Gaining senior management approval to plan the project
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Adapting & Integrating the Toolkits for Maximum
Effectiveness Linear
Adaptive
Linear
 Planning the Next Iteration/Cycle
 Defining all of the work of the next iteration/cycle
 Estimating how long it will take to complete the work
 Estimating the resources required to complete the work
 Estimating the total cost of the work
 Sequencing the work
 Building the initial iteration/cycle schedule
 Analyzing and adjusting the iteration/cycle schedule
 Writing the risk management plan
 Documenting the iteration/cycle plan
 Gaining senior management approval to launch the
iteration/cycle
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Adapting & Integrating the Toolkits for

Maximum Effectiveness Linear
Adaptive
Linear
 Launching the Next Iteration/Cycle
 Recruiting the project manager
 Recruiting the project team
 Writing the Project Description Document
 Establishing team operating rules
 Establishing the scope change management process
 Managing team communications
 Writing work packages
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Adapting & Integrating the Toolkits for

Maximum Effectiveness Linear
Adaptive
Linear
 Monitoring & Controlling the Next Iteration/Cycle
 Establishing the iteration/cycle performance and
reporting system
 Monitoring the iteration/cycle performance
 Monitoring risk
 Reporting project status
 Processing scope change requests
 Discovering and solving problems
 Ch12: Specific PMLC Models

Adaptive PMLC Model

Adapting & Integrating the Toolkits for

Maximum Effectiveness Linear
Adaptive
Linear
 Close the Next Iteration/Cycle
 Gaining client approval of having met iteration/cycle
requirements
 Planning and installing deliverables
 Writing the final iteration/cycle report
 Conducting the post-iteration/cycle audit
 An APM project ends when
 The time and budget are expended
 An acceptable solution with the expected business value
is found
 The project is abandoned
 Ch12: Specific PMLC Models

What Is Extreme Project Management ?

Linear
Extreme

Extreme Project Management is a set of tools,

templates, and processes for managing projects
whose goal expresses an ideal state but whose
solution for reaching that goal is unknown or unlikely.
 Ch12: Specific PMLC Models

Extreme Project Management Life Cycle Model

Definition Linear
Extreme
 An Extreme PMLC model is one that proceeds
from phase to phase based on very limited knowledge of
goal and solution. Each phase learns from the proceeding
ones and redirects the next phase in an attempt to
converge on an acceptable goal and solution. At the
discretion of the client a phase may release a partial
solution.

Figure
12-17
 Ch12: Specific PMLC Models

Extreme PMLC Model

Characteristics
Linear
Extreme
 High speed
 High change
 High uncertainty
 Ch12: Specific PMLC Models

Extreme PMLC Model

Strengths
Linear
Extreme
 Keeps options open as late as possible
 Offers an early look at a number of partial solutions
 Ch12: Specific PMLC Models

Extreme PMLC Model

Weaknesses
Linear
Extreme
 May be looking for solutions in all the wrong
places
 No guarantee that any business value will
result from the project
 Ch12: Specific PMLC Models

Extreme PMLC Model – INSPIRE

Linear
Extreme

Figure
12-18
 Ch12: Specific PMLC Models

Extreme PMLC Model – INSPIRE

 Initiate Linear
Extreme

 Defining the project goal

 INSPIRE POS
 Establishing a project time-box and cost
 Establishing the number of phases and length
 Trade-offs in the Scope Triangle
 Ch12: Specific PMLC Models

Extreme PMLC Model – Example POS

Linear
Extreme
Linear

Figure
12-19
 Ch12: Specific PMLC Models

Extreme PMLC Model – Prioritized Scope Triangle

Linear
Extreme

Figure
12-20
 Ch12: Specific PMLC Models

Extreme PMLC Model – INSPIRE

 Speculate Linear
Extreme

 Defining how the project will be done

 Conditions of Satisfaction (COS)
 Scenarios, stories, and use cases
 Prioritizing requirements
 Identifying the first phase deliverables
 Go/No-Go decision
 Planning for later phases
 Ch12: Specific PMLC Models

Extreme PMLC Model – INSPIRE

 Incubate Linear
Extreme

 Assigning resources
 Establishing phase plan
 Collaboratively producing deliverables
 Ch12: Specific PMLC Models

Extreme PMLC Model – INSPIRE

 Review Linear
Extreme

 Applying learning and discovery from the

previous phase
 Revising the project goal
 Reprioritizing requirements
 Making the Go/No-Go decision for the
next phase
 Ch12: Specific PMLC Models

Challenges to Project Set-Up and Execution

 Sponsors have a hard time accepting variable scope.

 Achieving and sustaining meaningful client
involvement through the phases of the chosen PMLC
model.
 Adapting the chosen PMLC model to changing
conditions.