Pmlc Adaptive v. Extreme Pmlc the Increasing

PMLC

Adaptive v. Extreme PMLC

The increasing complexities of conducting business in the modern era have led to the development of increasingly complex methods for modeling certain business practices and projects. These methods are based on a variety of different concerns and trends within the larger business world as well as issues that are specific to given industries, and can best be understood in an industry-specific context. Construction management is one specific area that provides an excellent avenue for examining certain changes and trends in project management life cycle modeling, which helps to determine the specific time, resource, and personnel needs for the carrying out of a given set of plans (Franchina 2010). This paper will examine two newer forms of modeling project management life cycles as they apply to this industry.

Adaptive PMLCs are most useful in projects that have clearly defined goals, yet face a great deal of complexity and uncertainty when it comes to reaching those goals (Wyscoki 2010). In other words, there is little information regarding a solution to the perceived project issues, and also little information regarding how to develop or approach the finding of such a solution (Franchina 2010). In the construction industry as well as in other industries, this project management life cycle model is most appropriate for use in projects that are unusually complex, beyond the realm of ordinary projects and/or goals, and often one-of-a-kind (Franchina 2010). Because this model allows for a great deal of specific changes while retaining its basic functioning and operational structure -- thus the "adaptive" in its title -- it is capable of handling these complexities as more information regarding them arises.

Extreme PMLC modeling appears to be highly similar to Adaptive PMLC modeling at first glance, and indeed there some many similarities between the two types (Franchina 2010). Extreme modeling, however, is used for projects of even greater complexity, higher rates of change, and/or less defined goals and solutions (Wysocki 2009). Research and development projects that are not geared towards a narrow and specific improvement or product creation are projects that represent prime candidates for Extreme PMLC modeling techniques, as there is a great deal of change and uncertainty in such projects and goals are often loosely defined if they are defined at all (Franchina 20101). This type of project modeling enables researchers to work within specified parameters, yet adjust the actual direction, phases, and often deadlines of a project based on the discoveries made at each subsequent phase of project completion (or simple engagement).