Implementing Adaptive Project Framework

In the current organisational environment there are many discussions dedicated to the subject of the project management methods. In the ever changing markets and with technological advancement, the traditional project management methods become obsolete and therefore, project management professionals have turned their attention to the forms of agile project management approach.

While project teams can still lead projects to successful ending, by applying traditional project management approaches (linear or incremental project life cycle models), the price of this success becomes higher: the budget tolerance is barely respected, the schedule, if met, is met because of the titanic amount of work devoted by the project team, the effort is putting a lot of strain on the employees.
Since the type of projects or business processes serviced/ developed through the projects, is no longer efficiently supported by the traditional project management, the organisations should be looking into updating the project methods and approaches applied by their project and change management teams.
And why should they? Novelties from IT front are quickly tested and applied by modern companies, most recent risk management strategy is the first to be implemented, the human resources management is being revisited, etc. Since more and more work within the organisations is project based- the companies should focus on project teams and their skills, methods applied and resources available.
One of the agile project management methods is the Adaptive Project Framework (APF). It is the form of adaptive life cycle model, developed by Wysocki (2009), to aid projects other than the software development. APF is based on cycles and each of these cycles can safely be considered as separate project, each consisting of scoping, planning, launching and monitoring phases. Each cycle is planned for and scheduled, based on the findings from the previous cycle. The findings from each cycle must be thoroughly reviewed in order to ensure that the planning for the next cycle is precise. It is the model, that favours the focused approach, and only the viable options are taken into account (i.e. solutions considered probable based on each cycle’s findings). As Wysocki states the “fundamental concept underlying APF is that scope is variable” (Wysocki, 2009, pp. 414). An active Client involvement is required, as often the solution or direction of the project is unspecified. The Client is the “central figure” (Wysocki, 2009, pp.414) and must work with the service provider closely, in order to ensure that the outcome is satisfactory.
In order to reconfigure the project management methodology applied within organisations and to successfully implement the adaptive project framework approach, companies must change the current policies that govern their internal processes.
Cao and Chow (2008) in their research on how agile project management methods can be applied to software development projects, identify several factors critical in ensuring that the agile project methodologies are successfully implemented. Most important are building of a competent team and an agile-friendly team environment. This is also supported by Cockburn and Highsmith who explain that “agile methodologies deal with unpredictability by relying on people and their creativity rather than on processes” (Cockburn and Highsmith (2001), cited in Mahapatra, Mangalaraj and Nerur (2005)).
The first action for the organisation is to build the team of experts, who are flexible and independent. The team should not be static, as the nature of the agile projects is everything but static and linear. Agile- oriented team should not be rigid, roles should be interchangeable.
Mahapatra, Mangalaraj and Nerur (2005) state that “at the present time, there is little evidence to suggest, that agile principles will work in the absence of competent and above-average people”. Creating the teams who are up for challenge, should be the primary focus for organisations wanting to re-model their project management approach.
The controls within APF are people built and managed around people not around processes, as it is in traditional project management. This is another reason to focus on the project team and their expertise.
Secondly, organisations must ensure the management style is appropriate managing and supporting the team in the agile project environment. Mahapatra, Mangalaraj and Nerur (2005) call for the change from “command and control” management to “leadership and collaboration”. In the ever- changing and demanding agile project management, empowering the whole team will take the stress off the shoulders of one project managers and trigger the input from many people, putting their expertise to good use.
Both, increase in teams expertise and change of management style are challenging and require a long term plan, to ensure their success. The organisations should plan ahead and can utilise one of many external training providers.
The traditional project management methods are based on structured approach, based on pre-agreed set of activities and schedule. APF and other agile project management methodologies are based on speculation, guesswork, so to speak. The planning is minimal, as the model is based on frequent change. This calls for a major change in project team’s procedures and the project management tools available to the team.

It would also be recommended to outsource the procedure review and update, to a company which specialises in agile project management approach. It may require additional funds to be dedicated to the project team face lift mission, but will guarantee that the most up to date methods are applied and tailored to the organisation’s needs.


References:
Cao D., Chow T. “A survey study of critical success factors in agile software projects”; The Journal of Systems and Software, Vol. 81/2008, pp. 961–971
Mahapatra R., Mangalaraj G., Nerur S. “Challenges of Migrating to Agile Methodologies”; Communication of the ACM, Vol. 48, No. 5, 2005
Wysocki, R. K. “Effective Project Management: Traditional, Agile, Extreme”; 5th edition; Wiley Publishing Inc.; Indiana; 2009

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