The Rolling-wave Planning - Revision history

Jiajing Zhang: /* When to apply the Rolling Wave Planning */

2022-03-28T13:16:58Z

When to apply the Rolling Wave Planning

← Older revision		Revision as of 13:16, 28 March 2022
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	*It is not clear which deliverables should be produced.		*It is not clear which deliverables should be produced.
	*It is not possible to organize the different phases of the project.		*It is not possible to organize the different phases of the project.
	[[File:GMM.png\|thumb\|center\|1600x300px\|Figure 4: Goals and Methods Matrix (own figure based on ref 9)<ref name=Turner>Turner, J. R., Turner, J. R., & Turner, T. (1999). The handbook of project-based management: improving the processes for achieving strategic objectives.</ref>]]		[[File:GMM.png\|thumb\|center\|1600x300px\|Figure 4: Goals and Methods Matrix (own figure based on ref 10)<ref name=Turner>Turner, J. R., Turner, J. R., & Turner, T. (1999). The handbook of project-based management: improving the processes for achieving strategic objectives.</ref>]]
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Jiajing Zhang: /* Rolling Wave Planning vs. Predictive Planning */

2022-03-28T13:16:45Z

Rolling Wave Planning vs. Predictive Planning

← Older revision		Revision as of 13:16, 28 March 2022
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	While projects with high uncertainty can be new designs, problem-solving, and not-done-before work and have a lot of risks associated with stakeholder acceptance. This type of delivery may choose an adaptive approach like rolling wave planning. The adaptive approach is considered to be the more modern type of development strategy that encourages the continuous iteration of development and reevaluation for projects with high rates of change, complexity, and risk. Deliverable of this type of project may release a minimum viable product to get feedback before developing additional features and functions and then replan by using rolling wave planning.<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref>		While projects with high uncertainty can be new designs, problem-solving, and not-done-before work and have a lot of risks associated with stakeholder acceptance. This type of delivery may choose an adaptive approach like rolling wave planning. The adaptive approach is considered to be the more modern type of development strategy that encourages the continuous iteration of development and reevaluation for projects with high rates of change, complexity, and risk. Deliverable of this type of project may release a minimum viable product to get feedback before developing additional features and functions and then replan by using rolling wave planning.<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref>

	[[File:Rolling Wave Planning vs. Predictive Planning.png\|center\|thumb\|1800x400px\|Figure 2: Rolling Wave Planning vs. Predictive Planning (own figure based on ref 4<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref> and ref 7<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>]])		[[File:Rolling Wave Planning vs. Predictive Planning.png\|center\|thumb\|1800x400px\|Figure 2: Rolling Wave Planning vs. Predictive Planning (own figure based on ref 4<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref> and ref 7<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>)]]

	One of the big ideas of agile and iterative development is to adapt based on feedback, and this is not only with respect to requirements and design, but also the plan or schedule. Adaptive planning is a refinement of the well-known rolling wave planning concept—more on this later. In contrast, predictive planning implies there would be such an iteration-by-iteration plan to the project's end. In adaptive planning, there are milestones with dates, but the path of iterations to those milestones is left flexible or adaptive. And, the milestones themselves may change if in the best interest of the project. Predictive planning would go further than this, it would speculate a week-by-week or iteration-by-iteration schedule of the path to these milestones. However, this can result in plans changing almost continuously as early work changes the requirements for later work.<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>		One of the big ideas of agile and iterative development is to adapt based on feedback, and this is not only with respect to requirements and design, but also the plan or schedule. Adaptive planning is a refinement of the well-known rolling wave planning concept—more on this later. In contrast, predictive planning implies there would be such an iteration-by-iteration plan to the project's end. In adaptive planning, there are milestones with dates, but the path of iterations to those milestones is left flexible or adaptive. And, the milestones themselves may change if in the best interest of the project. Predictive planning would go further than this, it would speculate a week-by-week or iteration-by-iteration schedule of the path to these milestones. However, this can result in plans changing almost continuously as early work changes the requirements for later work.<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>

Jiajing Zhang: /* Rolling Wave Planning vs. Predictive Planning */

2022-03-28T13:16:31Z

Rolling Wave Planning vs. Predictive Planning

← Older revision		Revision as of 13:16, 28 March 2022
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	While projects with high uncertainty can be new designs, problem-solving, and not-done-before work and have a lot of risks associated with stakeholder acceptance. This type of delivery may choose an adaptive approach like rolling wave planning. The adaptive approach is considered to be the more modern type of development strategy that encourages the continuous iteration of development and reevaluation for projects with high rates of change, complexity, and risk. Deliverable of this type of project may release a minimum viable product to get feedback before developing additional features and functions and then replan by using rolling wave planning.<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref>		While projects with high uncertainty can be new designs, problem-solving, and not-done-before work and have a lot of risks associated with stakeholder acceptance. This type of delivery may choose an adaptive approach like rolling wave planning. The adaptive approach is considered to be the more modern type of development strategy that encourages the continuous iteration of development and reevaluation for projects with high rates of change, complexity, and risk. Deliverable of this type of project may release a minimum viable product to get feedback before developing additional features and functions and then replan by using rolling wave planning.<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref>

	[[File:Rolling Wave Planning vs. Predictive Planning.png\|center\|thumb\|1800x400px\|Figure 2: Rolling Wave Planning vs. Predictive Planning (own figure based on ref 4<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref> and ref 7<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>]]		[[File:Rolling Wave Planning vs. Predictive Planning.png\|center\|thumb\|1800x400px\|Figure 2: Rolling Wave Planning vs. Predictive Planning (own figure based on ref 4<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref> and ref 7<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>]])

	One of the big ideas of agile and iterative development is to adapt based on feedback, and this is not only with respect to requirements and design, but also the plan or schedule. Adaptive planning is a refinement of the well-known rolling wave planning concept—more on this later. In contrast, predictive planning implies there would be such an iteration-by-iteration plan to the project's end. In adaptive planning, there are milestones with dates, but the path of iterations to those milestones is left flexible or adaptive. And, the milestones themselves may change if in the best interest of the project. Predictive planning would go further than this, it would speculate a week-by-week or iteration-by-iteration schedule of the path to these milestones. However, this can result in plans changing almost continuously as early work changes the requirements for later work.<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>		One of the big ideas of agile and iterative development is to adapt based on feedback, and this is not only with respect to requirements and design, but also the plan or schedule. Adaptive planning is a refinement of the well-known rolling wave planning concept—more on this later. In contrast, predictive planning implies there would be such an iteration-by-iteration plan to the project's end. In adaptive planning, there are milestones with dates, but the path of iterations to those milestones is left flexible or adaptive. And, the milestones themselves may change if in the best interest of the project. Predictive planning would go further than this, it would speculate a week-by-week or iteration-by-iteration schedule of the path to these milestones. However, this can result in plans changing almost continuously as early work changes the requirements for later work.<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>

Jiajing Zhang: /* Rolling Wave Planning vs. Predictive Planning */

2022-03-28T13:16:08Z

Rolling Wave Planning vs. Predictive Planning

← Older revision		Revision as of 13:16, 28 March 2022
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	While projects with high uncertainty can be new designs, problem-solving, and not-done-before work and have a lot of risks associated with stakeholder acceptance. This type of delivery may choose an adaptive approach like rolling wave planning. The adaptive approach is considered to be the more modern type of development strategy that encourages the continuous iteration of development and reevaluation for projects with high rates of change, complexity, and risk. Deliverable of this type of project may release a minimum viable product to get feedback before developing additional features and functions and then replan by using rolling wave planning.<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref>		While projects with high uncertainty can be new designs, problem-solving, and not-done-before work and have a lot of risks associated with stakeholder acceptance. This type of delivery may choose an adaptive approach like rolling wave planning. The adaptive approach is considered to be the more modern type of development strategy that encourages the continuous iteration of development and reevaluation for projects with high rates of change, complexity, and risk. Deliverable of this type of project may release a minimum viable product to get feedback before developing additional features and functions and then replan by using rolling wave planning.<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref>

	[[File:Rolling Wave Planning vs. Predictive Planning.png\|center\|thumb\|1800x400px\|Figure 2: Rolling Wave Planning vs. Predictive Planning (own figure based on ref 4)<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref> and ref 7<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>]]		[[File:Rolling Wave Planning vs. Predictive Planning.png\|center\|thumb\|1800x400px\|Figure 2: Rolling Wave Planning vs. Predictive Planning (own figure based on ref 4<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref> and ref 7<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>]]

	One of the big ideas of agile and iterative development is to adapt based on feedback, and this is not only with respect to requirements and design, but also the plan or schedule. Adaptive planning is a refinement of the well-known rolling wave planning concept—more on this later. In contrast, predictive planning implies there would be such an iteration-by-iteration plan to the project's end. In adaptive planning, there are milestones with dates, but the path of iterations to those milestones is left flexible or adaptive. And, the milestones themselves may change if in the best interest of the project. Predictive planning would go further than this, it would speculate a week-by-week or iteration-by-iteration schedule of the path to these milestones. However, this can result in plans changing almost continuously as early work changes the requirements for later work.<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>		One of the big ideas of agile and iterative development is to adapt based on feedback, and this is not only with respect to requirements and design, but also the plan or schedule. Adaptive planning is a refinement of the well-known rolling wave planning concept—more on this later. In contrast, predictive planning implies there would be such an iteration-by-iteration plan to the project's end. In adaptive planning, there are milestones with dates, but the path of iterations to those milestones is left flexible or adaptive. And, the milestones themselves may change if in the best interest of the project. Predictive planning would go further than this, it would speculate a week-by-week or iteration-by-iteration schedule of the path to these milestones. However, this can result in plans changing almost continuously as early work changes the requirements for later work.<ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>

Jiajing Zhang: /* Annotated Bibliography */

2022-03-22T19:53:26Z

Annotated Bibliography

← Older revision		Revision as of 19:53, 22 March 2022
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	== Annotated Bibliography ==		== Annotated Bibliography ==

	'''Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.'''		'''Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.''' <ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref>
	<br/>The PMBOK Guide delivers a clear and concise explanation of rolling wave planning. It has also discussed the interactions between the development approach and life cycle performance domain and addressed the features of leadership and project teams when using adaptive planning and predictive planning.~~<ref name=Rose> Rose, K. H. (2013). A guide to the project management body of knowledge (PMBOK Guide)—Fifth Edition. Project management journal, 3(44), e1-e1.</ref>~~		<br/>The PMBOK Guide delivers a clear and concise explanation of rolling wave planning. It has also discussed the interactions between the development approach and life cycle performance domain and addressed the features of leadership and project teams when using adaptive planning and predictive planning.

	'''Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.''' <ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>		'''Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.''' <ref name=Larman> Larman, Craig (2004). "Chapter 11: Practice Tips". Agile and Iterative Development: A Manager's Guide. p. 253. ISBN 9780131111554. Retrieved Oct 14, 2013.</ref>

Jiajing Zhang: /* Abstract */

2022-03-22T19:52:45Z

Abstract

← Older revision		Revision as of 19:52, 22 March 2022
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	== Abstract ==		== Abstract ==
	[[File:Rolling Wave Planning.png\|right\|thumb\|1200x200px\|Figure 1:Rolling wave planning (own figure based on ref 1)<ref name=Christian> Christian Thuesen (2022). Project management: Purpose.(How to scope a project) DTU ProjectLab. ''Reason for citation: One of the reasons for choosing the topic of rolling wave planning is that it is a concept that has been mentioned in APPPM ~~classes~~ as an effective method to uncertainty.'' </ref>]]		[[File:Rolling Wave Planning.png\|right\|thumb\|1200x200px\|Figure 1:Rolling wave planning (own figure based on ref 1)<ref name=Christian> Christian Thuesen (2022). Project management: Purpose.(How to scope a project) DTU ProjectLab. ''Reason for citation: One of the reasons for choosing the topic of rolling wave planning is that it is a concept that has been mentioned in APPPM as an effective method to uncertainty.'' </ref>]]
	It is not often possible to foresee the future activities in a project with consistent detail throughout the entire duration of the project. One method for dealing with unexpected events in the distant future has been called rolling wave planning. When project managers recognize that firm commitments cannot be made on the basis of volatile information, they develop plans in waves as the project unfolds and information becomes more reliable. <ref name= Laufer> Laufer, A., Hoffman, E. J., Russell, J. S., & Cameron, W. S. (2015). What successful project managers do. MIT Sloan Management Review, 56(3), 43.</ref>This method develops the work packages in greater detail as the project progresses by using progressive elaboration.		It is not often possible to foresee the future activities in a project with consistent detail throughout the entire duration of the project. One method for dealing with unexpected events in the distant future has been called rolling wave planning. When project managers recognize that firm commitments cannot be made on the basis of volatile information, they develop plans in waves as the project unfolds and information becomes more reliable. <ref name= Laufer> Laufer, A., Hoffman, E. J., Russell, J. S., & Cameron, W. S. (2015). What successful project managers do. MIT Sloan Management Review, 56(3), 43.</ref>This method develops the work packages in greater detail as the project progresses by using progressive elaboration.

Jiajing Zhang: /* When to apply the Rolling Wave Planning */

2022-03-22T17:23:22Z

When to apply the Rolling Wave Planning

← Older revision		Revision as of 17:23, 22 March 2022
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	*It is not clear which deliverables should be produced.		*It is not clear which deliverables should be produced.
	*It is not possible to organize the different phases of the project.		*It is not possible to organize the different phases of the project.
	[[File:GMM.png\|thumb\|center\|~~1900x350px~~\|Figure 4: Goals and Methods Matrix (own figure based on ref 9)<ref name=Turner>Turner, J. R., Turner, J. R., & Turner, T. (1999). The handbook of project-based management: improving the processes for achieving strategic objectives.</ref>]]		[[File:GMM.png\|thumb\|center\|1600x300px\|Figure 4: Goals and Methods Matrix (own figure based on ref 9)<ref name=Turner>Turner, J. R., Turner, J. R., & Turner, T. (1999). The handbook of project-based management: improving the processes for achieving strategic objectives.</ref>]]
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Jiajing Zhang: /* When to apply the Rolling Wave Planning */

2022-03-22T17:22:56Z

When to apply the Rolling Wave Planning

← Older revision		Revision as of 17:22, 22 March 2022
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	*It is not clear which deliverables should be produced.		*It is not clear which deliverables should be produced.
	*It is not possible to organize the different phases of the project.		*It is not possible to organize the different phases of the project.
	[[File:GMM.png\|thumb\|center\|~~1500x200px~~\|Figure 4: Goals and Methods Matrix (own figure based on ref 9)<ref name=Turner>Turner, J. R., Turner, J. R., & Turner, T. (1999). The handbook of project-based management: improving the processes for achieving strategic objectives.</ref>]]		[[File:GMM.png\|thumb\|center\|1900x350px\|Figure 4: Goals and Methods Matrix (own figure based on ref 9)<ref name=Turner>Turner, J. R., Turner, J. R., & Turner, T. (1999). The handbook of project-based management: improving the processes for achieving strategic objectives.</ref>]]
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Jiajing Zhang: /* When to apply the Rolling Wave Planning */

2022-03-22T17:22:30Z

When to apply the Rolling Wave Planning

← Older revision		Revision as of 17:22, 22 March 2022
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	== Application ==		== Application ==
	=== When to apply the Rolling Wave Planning ===		=== When to apply the Rolling Wave Planning ===
	[[File:GMM.png\|thumb\|right\|1800x300px\|Figure 4: Goals and Methods Matrix (own figure based on ref 9)<ref name=Turner>Turner, J. R., Turner, J. R., & Turner, T. (1999). The handbook of project-based management: improving the processes for achieving strategic objectives.</ref>]]
	~~<br/>~~
	Payne and Turner suggested different levels of planning according to project type and developed a project categorization system called the Goals and Methods Matrix described in Figure 4. Projects are categorized based on two variables:		Payne and Turner suggested different levels of planning according to project type and developed a project categorization system called the Goals and Methods Matrix described in Figure 4. Projects are categorized based on two variables:
	*How well known the goals are		*How well known the goals are
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	*It is not clear which deliverables should be produced.		*It is not clear which deliverables should be produced.
	*It is not possible to organize the different phases of the project.		*It is not possible to organize the different phases of the project.
			[[File:GMM.png\|thumb\|center\|1500x200px\|Figure 4: Goals and Methods Matrix (own figure based on ref 9)<ref name=Turner>Turner, J. R., Turner, J. R., & Turner, T. (1999). The handbook of project-based management: improving the processes for achieving strategic objectives.</ref>]]
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	=== Rolling Wave Planning for dynamic environment ===		=== Rolling Wave Planning for dynamic environment ===

Jiajing Zhang: /* Projects and Industries that good fit for Rolling Wave Planning */

2022-03-22T17:21:22Z

Projects and Industries that good fit for Rolling Wave Planning

← Older revision		Revision as of 17:21, 22 March 2022
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	Rolling wave planning technique is suitable for projects where all the project planning data is not immediately available and when the project execution is risky. Generally, rolling wave planning is mostly used for software development. But there are other projects and industries that are a good fit for rolling wave planning and its iterative type of project planning. For example, research and development (R&D) projects are exploring and hoping to discover new products or services. These projects are not structured to finish with a knowable deliverable. <ref name=thirteen>Ryan Buma. (2021, October 28). What is Rolling Wave Planning? Project manager.com Retrieved from: https://www.projectmanager.com/blog/rolling-wave-planning. ''Reason for citation: This website summarises the companies that are suitable for rolling wave planning.''</ref>		Rolling wave planning technique is suitable for projects where all the project planning data is not immediately available and when the project execution is risky. Generally, rolling wave planning is mostly used for software development. But there are other projects and industries that are a good fit for rolling wave planning and its iterative type of project planning. For example, research and development (R&D) projects are exploring and hoping to discover new products or services. These projects are not structured to finish with a knowable deliverable. <ref name=thirteen>Ryan Buma. (2021, October 28). What is Rolling Wave Planning? Project manager.com Retrieved from: https://www.projectmanager.com/blog/rolling-wave-planning. ''Reason for citation: This website summarises the companies that are suitable for rolling wave planning.''</ref>
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	Similarly, high-tech projects lend themselves to rolling wave planning. Program managers in new product development (NPD) and other technical environments face a number of challenges: information overload, numerous decisions, complexity, shifting strategies, unreliable suppliers, low participant commitment, management expectations for detailed control, the futility of scheduling inventions, speed and urgency, high uncertainty, finite market windows, and customer desires for flexibility. Some organizations approach these challenges by defining program management as “rules and tools” and end up rigid, bureaucratic, and ineffective at innovating. Other organizations become overwhelmed by the challenges, give up on processes, and rely on smart people to put forth their best efforts. <ref name=Githens>Githens, G. D. (2001). Manage innovation programs with a rolling wave. PM Network, 15(5), 35–39. </ref>Any project that is devoted to innovation is going to constantly pivot to take advantage of opportunities. They are not on a linear path. They require the flexibility to respond as features change but still provide the control needed to deliver any project successfully.<ref name=thirteen>Ryan Buma. (2021, October 28). What is Rolling Wave Planning? Project manager.com Retrieved from: https://www.projectmanager.com/blog/rolling-wave-planning</ref>
	As Kurian Jacob, a rolling-wave practitioner at Motorola, states: “We develop advanced technology capabilities that have never been done before. Rolling wave helps to meet the challenge of keeping energy focused on short-term work with the eye on the long term.”<ref name=Githens>Githens, G. D. (2001). Manage innovation programs with a rolling wave. PM Network, 15(5), 35–39. </ref>		Similarly, high-tech projects lend themselves to rolling wave planning. Program managers in new product development (NPD) and other technical environments face a number of challenges: information overload, numerous decisions, complexity, shifting strategies, unreliable suppliers, low participant commitment, management expectations for detailed control, the futility of scheduling inventions, speed and urgency, high uncertainty, finite market windows, and customer desires for flexibility. Some organizations approach these challenges by defining program management as “rules and tools” and end up rigid, bureaucratic, and ineffective at innovating. Other organizations become overwhelmed by the challenges, give up on processes, and rely on smart people to put forth their best efforts. <ref name=Githens>Githens, G. D. (2001). Manage innovation programs with a rolling wave. PM Network, 15(5), 35–39. </ref>Any project that is devoted to innovation is going to constantly pivot to take advantage of opportunities. They are not on a linear path. They require the flexibility to respond as features change but still provide the control needed to deliver any project successfully.<ref name=thirteen>Ryan Buma. (2021, October 28). What is Rolling Wave Planning? Project manager.com Retrieved from: https://www.projectmanager.com/blog/rolling-wave-planning</ref> As Kurian Jacob, a rolling-wave practitioner at Motorola, states: “We develop advanced technology capabilities that have never been done before. Rolling wave helps to meet the challenge of keeping energy focused on short-term work with the eye on the long term.”<ref name=Githens>Githens, G. D. (2001). Manage innovation programs with a rolling wave. PM Network, 15(5), 35–39. </ref>

	== Limitations ==		== Limitations ==