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Projects are unique, and are never repeated under the same set of circumstances. A well-thought-out approach that deals with the vagaries of the project is needed.
"All project managers, whether the most senior or simply the 'wannabes,' are challenged to think about how to effectively adapt their approaches to managing projects rather than routinely follow yesterday's recipe. –Robert Wysocki's Adaptive Project Framework
"Change or die." – Alan Deutschman
The traditional world of project management belongs to yesterday. There will continue to be applications for which the traditional linear models we grew up with are appropriate, but as our profession matures we have discovered a whole new set of applications for which traditional project management (TPM) models are totally inappropriate. The majority of contemporary projects do not meet the conditions needed for using TPM models. The primary reason is the difficulty in specifying complete requirements at the beginning of the project. That difficulty arises from constant change, unclear business objectives, actions of competitors and other factors.
The contemporary business climate is one of unbridled change and speed. Requirements are never really established; they continue to change throughout the life of the project. Cyclical and recursive models are coming into vogue; yet, many organizations continue to try to fit square pegs into round holes. How foolish, and what a waste of time and money. The paradigm must shift, and any company that doesn't embrace that shift is sure to be lost in the rush. Alan Deutschman's axiom "change or die" was never truer than it is in today's project-management environment.
This excerpt, provided by Heather Fox at Pearson Education, Inc. was taken from the book Adaptive Project Framework: Managing Complexity in the Face of Uncertainty , authored by Robert Wysocki, published by Addison-Wesley Professional, ISBN 0321525612, Feb. 2010, Copyright 2010 Pearson Education, Inc. For a complete Table of Contents, please visit the publisher site: www.informit.com/title/0321525612
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