Well, we face this same dilemma on many occasions the project managers when we are faced with the situation of having to choose between applying a predictive approach or an iterative / adaptive approach to manage a given project, as if one option necessarily eliminates the other alternative.
Therefore the question should not be whether a predictive approach or an adaptive approach is better, but the correct question should be how do I make sure that I generate value during the project? Saving Changes...
When the requirements are well known and unlikely to change. Both methods are neither good or bad in itself, only in its application. Both have pros and cons. Saving Changes...
In addition to Sante, when testing of the product can be done in the end of execution and you do not have to Sprint. You need to have clear defind deliverables. Saving Changes...
The activities in the predictive life cycle follow a series of sequential or even overlapping phase. The project management team focuses on defining the scope for the project. From there, they need to develop a plan on how they can deliver the product and then proceed to the other phases to execute the plan. The presence of changes usually requires the project team to re-plan and accept the new scope. This type of life cycle is preferred if the deliverable are well understood and if there is a substantial base of the practice of a particular industry. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The question is simple to answer. First of all, predictive and adaptive are life cycle models. From those life cycle models life cycle process are created and with basement into life cycle process methods are created. Second, the decision about a project life cycle is an strategical decision, not a project manager decision. If you check the documentation related to business analysis (IIBA and PMI) you will find a specific activity that is make before a business case exists and the best practice said that the decision must be explicit included into the business case. That must be performed in this way because everything you use to do things will impact the organization as a whole. Is about a solution and the project is a component of the solution. Third, when you decide about the approach you have to take into account two things: the enterprise architecture and the product/service/result (for example the product life cycle) you will create. Just in case it could help you here the link to an article I wrote and was published by the IIBA and the PMI as "best practices" https://www.projectmanagement.com/blog-pos...-right-solution Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
I agree with the final statement of thinking of how to best generate value. This is how hybrid came into the picture, with organizations model as predictive and the PM bringing in experience from different delivery model's and blending the two with the focus on value.
Through experience and increased knowledge of what is available to us as project managers for how to best implement a specific project execution, we can make the determination based on factors and criteria learned through discovery and expectation, etc. The decision will not always lie solely with the project manager, if at all. Possibly the PM can offer recommendations, though the final decision lies with the sponsor or client organization's standards.
That said, having the ability to have dialogues around value and needs of the organization, we as project managers, can influence expectations and help guide the organization. That's the fun part! Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I will add other example. I am part of the Methods and Process Steering Committee in my actual work place then my duty is about all related to ways to do things and ways to answer to the environment to survive, growth and develop at enterprise level. All we do inside the company is driven by Agile due to a hugh transformation in that direction we did time ago. With all that say I have to say that we have five different life cycles defined to create any type of product and three methods in place where all them are based on predictive and adaptive models. Each time we have to create something we have a very simple checklist to help into the decision. But as I mentioned, everything is driven by Agile. So, we can use a predictive/waterfall approach but we still use Agile practices with it. And much more, the same project manager is assigned to more than one initiative that is using more than one approach at the same time. Saving Changes...
