Adaptive Project Management

Abstract

Adaptive project management (APM) is a method applied in project management. The method adapts and changes in response to requests from the client. The method is a response to the complexity of projects, where the two most common reasons why complex projects fail are because of re-prioritization and change in strategy (reference). The process in the method allows the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodates uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allows the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal. The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle.

History

The method was introduced in 2008 by Robert K. Wysocki (Reference: Think Thyme). Henry Gannt approach Often, most project management methods include static strategies, well-defined work, and people working on projects directed by the project manager. However, strategy is dynamic and unpredictable and, corresponding to evolution with adaptation in favorable traits over time, the adaptive management approach allow the project manager to adapt new decisions which will be more favorable to the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy.

Framework

The framework of the adaptive management is flexible and can be adapted to changing context. The framework of the management approach help to identify which areas that should be focused on. The three areas in the framework are illustrated in figure (XX) and include strategy, people, and work.

1. • Strategy: this area can be dynamic, unpredictable, spontaneous, and disorganized.
   • Work: This area can be emergent, interdependent, and can feel chaotic.

Principles

The key principle of the method is that nothing is static. The methods is distinguished from other management methodologies by placing the client as the central figure, where the clients needs and demands can change the direction of the project. In contrast to a static strategy, the adaptive project method has a more dynamic and iterative strategy. Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where "learning by doing" is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. The key principles of the methodology are Accommodation of change Learn from during Client driven

Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule Project: living organism; planning, design, go-live, development, delivery Living and breathing project in the real work - changing scope - changing due date

Approach/Method

The method approach is based on the Agile approach with an adaptive and iterative approach. The project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed. The method demands a frequently contact with stakeholders in order for the team to adapt.

Phases

The project life cycle of the project is illustrated in figure XX and in the following, the five key phases in the life cycle of the project is described.

1. Project scope

The first part of the project scope is to recognize how the costumer would be satisfied.

1.1. Develop Conditions of Satisfaction (CoS)

In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases.

1.2. Writing the Project Overview Statement (PoS)

The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified.

1.3. Functional requirements

A list of priorities actions. This step can change the project progresses.

1.4. Work breakdown structure (WBS)

The work is divided into smaller parts

1.5. The triangle scope

Intersection between time, cost and quality

2. Cycle Plan

This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations.

3. Cycle Completion

At this point, all tasks are planned and agreed and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down.

4. Client Checkpoint

This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle are repeated until the project is completed.

5. Final Review

The last step is a final review of the project results. This will determine whether the achieved result meets the clients satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.

Implications

Since the custumer has no l

References

C. Allen & G. H. Stankey (2009) ”Adaptive Environmental Management – A Practitioner’s Guide” p. 1:350. Springer.