Wysocki (2009) defines five Project Management Life Cycle (PMLC) models contained within three different project

management approaches that can be adopted and adapted to manage a project. The Traditional Project Management (TPM) approach contains the Linear and Incremental PMLC models; the Agile Project Management (APM) approach contains the Iterative and Adaptive PMLC models; and finally, the Extreme Project Management (xPM) approach contains the Extreme PMLC model. These PMLC models differ from one another in the way each one sequences and executes the five process groups (scoping, planning, launching, monitoring and controlling, and closing) in order to achieve the objectives of a project. Understanding that each of these models is potentially vulnerable in terms of failures and risks, what follows is an attempt to identify and discuss where most failures might occur in each of the five PMLC models if these were to be adopted by BPO projects, while also considering what mitigating strategies could be implemented. Linear PMLC Model As this model is defined as a change intolerant (p.329) model, failures are most likely to occur because of its rigid sequence of processes where scope changes cannot be accommodated. The flexibility demanded to both vendor and outsourcer on the initial stages of onboarding an outsourced business process requires that potential changes in scope can be accommodated without delays. Though requiring comprehensive and detailed planning which impacts in the resources, budget and schedule of the project, the project management team could develop a unified process to facilitate change requests. However, the ever-changing nature of BPO projects where unexpected client requests must be accommodated and coordinated by multiple departments makes the adoption of a Linear PMLC not advisable. Incremental PMLC Model As this model is designed to produce crippled solutions (p.358), the by-increments characteristic of its design makes it hard to maintain the same project team between increments, which adds to the already difficult task of assembling dedicated long-term teams in BPO projects. If key tasks could be planned to minimize downtime between increments, that would keep resources utilized and focused on the project rather than being relocated to other projects. This would save time in communication and integration when transferring tasks to a different team. Nevertheless, the inherent risk of an Incremental PMLC combined with the fast-paced environment of BPO projects makes it hard to consider the model as a viable option in this industry. Iterative PMLC Model A BPO project is usually distributed in at least two locations around the world, hence the impossibility of having co-located project teams. Also, this PMLC model requires active involvement from the client, which causes the additional problem of coordinating schedules and the logistics of having a clients representative in all locations involved. To address the need for co-located project teams, a streamlined communication strategy could be implemented between the sites where the project teams are working, with and additional cost and schedule impact. Regarding client involvement, a tight schedule of touch-points could be developed and agreed with the client, in order to effectively guarantee their input and involvement. Though adaptable to changing business solutions, the global nature of the BPO industry makes implementation of an Iterative PMLC highly challenging.

Adaptive PMLC Model While the uncertainty as to what would exactly be delivered at the end of the process and at what cost is a major throwback in deciding for this PMLC model for a BPO project, its hand-on no-wasting time approach makes it suitable for certain BPO projects. As a mitigation strategy, the client could be involved in the estimating process so their input could be used to leverage these estimates and maintain the project within the expected budget. Also, the ATP must be tailored to perfection to avoid ambiguity and the time when the deliverable would be finished needs to be accurately defined. Extreme PMLC Model Being the most complex of the five models discussed, its main drawback is that there is no guarantee that what the project achieves would have any business value. A client asking an outsourcing solution to a business process might panic to know the high risk in a vendor implementing this PMLC model. Considering this PMLC for R&D-type projects would be the best way to persuade a client to accept and fund its implementation. Having identified and discussed where the highest risk in each one of the five PMLC models might lie, specifically when adopted by BPO projects, it can be concluded that those PMLC model contained within the Traditional Project Management (TPM) and Agile Project Management (APM) approaches are the ones that fit best the working environment of the BPO industry, and those of the Extreme Project Management (xPM) approach should be definitely avoided unless the client requests a R&D project. Reference List Wysocki, R.K. (2009) Effective Project Management: Traditional, Agile, Extreme. 5th ed. Indianapolis: Wiley Publishing.