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Project Success Features Through Adaptive Project Management

This document discusses project management approaches in the modern age and adaptive project management. It presents different dimensions for measuring project success including efficiency, impact on customers and teams, business success, and preparing for the future. It also discusses factors like novelty, technology, complexity, and pace (NTCP) that influence project management. Higher levels of NTCP can provide benefits but also risks. The document contrasts traditional project management that focuses on time, budget and requirements, with adaptive project management that aims for business results and flexibility.

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SHEETHAL R
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Download as PDF, TXT or read online on Scribd
38 views

Project Success Features Through Adaptive Project Management

This document discusses project management approaches in the modern age and adaptive project management. It presents different dimensions for measuring project success including efficiency, impact on customers and teams, business success, and preparing for the future. It also discusses factors like novelty, technology, complexity, and pace (NTCP) that influence project management. Higher levels of NTCP can provide benefits but also risks. The document contrasts traditional project management that focuses on time, budget and requirements, with adaptive project management that aims for business results and flexibility.

Uploaded by

SHEETHAL R
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Project Management

in
Modern Age
(Adaptive Project Management)
Different Success Measures

Project Success

Efficiency Impact on Impact on Business & Direct Preparing for


Customer Team Success Future

• Meeting • Meeting • Team • Sales • New


schedule requirements satisfaction • Profits technology
• Meeting and • Team morale • Market share • New market
budget specifications • Skill • ROI, ROE • New product
• Changes • Benefit to development • Cash flow line
• Yield customer • Team member • Service quality • New core
• Other • Extent of use growth • Cycle-time competencies
efficiencies • Customer • Team • Organizational • New
satisfaction & members’ measures organizational
loyalty retention • Regulations capabilities
• Brand name • No burnout approval
recognition
Time frames of success dimensions
Relative importance of success
dimensions: A matter of Time
Relative importance of success
dimensions is project dependent
Classical project phases modified to
an adaptive iterative approach
Iterative process of requirements and
design freeze
NTCP Framework
– Novelty – How new is the product to customers and users
 Derivative, Platform, Breakthrough

– Technology – How much new technology is used


 Low-tech, Medium-tech, High-tech, Super High-tech

– Complexity – How complex is the system and its


subsystems
 Assembly, System, Array

– Pace – How Critical is the Time frame


 Regular, Fast/Competitive, Time-Critical, Blitz
The impact of the NTCP dimensions on
project management
Benefits and risks of high NTCP levels

Dimensions Expected benefit Potential risk

Novelty Exploiting new market Having difficulty predicting exact


opportunities ; leapfrogging market needs; missing sales
competition; gaining first mover targets; attracting competitors to
advantage copy your ideas

Technology Improving performance and Experiencing technology failure;


functionality lacking needed skills

Complexity Bigger programs, bigger payoffs Having difficulty in coordinating


and integrating

Pace Gaining early market Missing deadlines; making


introduction, mounting quick haphazard mistakes
response
Innovation categories and project type
Definitions and examples of project Novelty
Level of project Definition Examples
novelty
Derivative project Extending or improving existing Developing a new version of a
products or services personal computer using the same
technology; upgrading a production
line; streamlining organizational
procedures
Platform project Developing and producing new Building a new automobile
generations of existing product generation; developing a new aircraft;
lines or new types of services to creating a new generation of a cellular
existing or new markets and system
customers
Breakthrough Introducing a new-to-the-world The first enterprise resource planning
project product or concept, a new idea, or (ERP) package; the first microwave
a new use of a product that oven; the first Walkman; the Segway
customers have never seen before personal transportation system
Project types based on levels of
Technological uncertainty
LEVEL OF TECHNOLOGICAL UNCERTAINTY

Low-Tech Medium-Tech High-Tech Super-High-Tech

Definitions Uses only Mostly existing Uses many new, Key project
existing, well- technologies; limited recently technologies do not
established, new technology or a developed, exist at the time of
and mature new feature existing project initiation
technologies technologies
Examples Construction, Derivatives or New systems in New, unproven
road building, improvements of a fast-moving concepts beyond
utilities, build- products; new models industry (e.g., the technological
to-print in established computers, state of the art
industries (e.g., military (e.g., Appollo moon
appliances) systems) landing program)
The three levels of project Complexity

Project complexity Product complexity Examples of projects

Assembly Material, component, Development of a PDA, Post-it-notes, design of

subsystem, assembly a single service

System System, platform of Missile development, new computer


systems development, new automobile model, a single
building construction, restructuring a
production plant

Array Array, system of systems English Channel tunnel, national missile


defense system, new neighborhood
construction, nationwide cellular network
Four levels of project pace
Regular Fast/Competitive Time-Critical Blitz

Definitions Time not critical Project completion Meeting time goal Crisis projects;
to organizational on time is important is critical for utmost urgency;
success for company’s project success; project should be
competitive and delay means completed as
advantage and/or the project failure soon as possible
organization’s
leadership position
Examples Public works, Business-related Projects with a War; fast
some projects; new product definite deadline response to
government introduction, new or a window of natural disasters;
initiatives, some plant construction in opportunity; space fast response to
internal projects response to market launch restricted business-related
growth by a time surprises
window; Y2K
Traditional Vs Adaptive Project Management
Approach Traditional PM Adaptive PM
Project goal Getting the job done on time, on Getting business results, meeting multiple
budget, and within requirements criteria
Project plan A collection of activities that are An organization and a process to achieve the
executed as planned to meet the triple expected goals and business results
constraint
Planning Plan once at project initiation Plan at outset and replan when needed
Managerial Rigid, focused on initial plan Flexible, changing, adaptive
approach
Project work Predictable, certain, linear, simpler Unpredictable, uncertain, nonlinear, complex
Environment Minimal, detached after the project is Affects the project throughout its execution
effect launched
Project control Identify deviations from plan, and put Identify changes in the environment, and adjust
things back on track the plans accordingly
Distinction All projects are the same Projects differ
Management One size fits all Adaptive approach; one size does not fit all
style
Thankyou

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