Prior deciding on the project management most suitable approach, a PM must investigate the clarity of the two major variables, goal and solution (Wysocki, 2009: 299). Based on the criteria of clarity, Wysocki (2009: 327) defined 4 management “quadrants” adopting 5 PMLC models:
§ TPM: Linear and Incremental
§ APM: Iterative and Adoptive
§ xPM and MPx: Extreme
Each type of the 5 PMLC models is expected to encounter various risks and failure factors. The PM should asses the risks associated with each model, to decide the most convenient approach.
Linear PMLC Model
This model is the simplest among the illustrated models, since the 5 process groups are expected to occur once in the entire PMLC within the planned sequence (Wysocki, 2009: 343). A PM would adopt the linear model if the project undertaken is: clear in the aspects of goals and solutions, similar to previously executed projects, short in duration and falling in a single department’s authority.
However, and despite the simplicity associated with implementing this model; Wysocki (2009: 350-353) defined six weakness points for the linear model: limited flexibility to scope changes, high cost, last minute production of deliverables, requires early detailed planning, fixed sequence of work, and lake of focus on client value.
In the construction industry, and per my limited experience, this model is widely adopted. I believe that scope changes are the most challenging risk associated with this model. Hence, other than proper definitions of RBS, COS and POS, a PM should lay a contingency plan (including money and time) for those scope creeps, in addition to a very strict and rights reserving policy for scope changes’ approvals (Franchina, 2010).
Incremental PMLC Model
The model was designed to partially deliver incomplete deliverables through the PMLC through conducting sequential increments (Wysocki, 2009:358). In addition, Wysocki (2009: 360-364) defined 7...