Used frequently in software development projects the four APM models all of which are adaptive described by (Wysocki,

2012, p. 399) are; Scrum Dynamic systems development method Adaptive software development Adaptive project framework (APF); is an adaptive PMLC agile model applicable to software and non-software projects

For this initial response Im going to concentrate on the latter APF. An adaptive PMLC model consists of a number of phases that are repeated in cycles, with a feedback loop after each cycle is completed. the Adaptive PMLC model is missing both depth and breadth of the solution. (Wysocki, 2012, pp. 398-399) The APM approach makes the client priority; as such this requires continual interaction throughout the PMLC. It enables elements of deliverables to evolve for continual improvement as they advance through each cycle. To ensure client requirements are met (Wysocki, 2012, p. 381) states two methods in helping achieve this; Produce partial solutions enable end user to receive regularly Release intermediate versions to a dedicated group frequently for their appraisal

According to (Wysocki, 2012, p. 378) 70 percent of all projects should have used some type of Agile Project Management but didnt. The Extreme PMLC models consist of a sequence of repeated phases with each phase based on a very limited understanding of the goal and solution. (Wysocki, 2012, p. 454) In extreme PMLC projects the phase is considered to include the five process groups; scope, plan, launch, monitor and control, close. Phases are repetitive in a linear style (Wysocki, 2012, p. 454) Characteristics of such are; high speed, high change, high uncertainty (Wysocki, 2012, pp. 455-456) From the above it can be determined that the similarities are; In both cases the end product or solution to get you there is not clear The process groups (five of) are used in each, opening & closing in the same process Planning does not waste any time In both cases engaging the client is a necessity more so in xPM o Adaptive PMLC requires this to progress in the right direction. o Extreme PMLC needs this due to the uncertainties that remain ahead, changes are ongoing Risk management is key therefor so is the team capabilities o In adaptive projects the risks dilute as clarity and understanding is developed through each iteration o In extreme projects the risks are always there throughout the PMLC

Differences between the two are;

Adaptive model realizes greater business value. Extreme model could require the same phase to start over - expenditure without gain Extreme has no guarantee on project deliverables In adaptive projects schedule and budget are better defined, whereas extreme projects suffer - lacking such clarity Extreme projects would best suit R&D style projects and where new processes are introduced Adaptive projects would easily apply throughout most projects (construction especially)

Conditions of use Adaptive; Born from TPM and xPM, the adaptive project framework (APF) gives viability to such model. Prototyping and the Adaptive Project Framework (APF) are the only APM models designed for use on any type of project. (Wysocki, 2012, p. 380) APF would be the relevant method in my field of work, the construction industry. This model evolves as progress through phases occurs. This in mind, such an approach enables a closely engaged client to instigate changes to realize maximum business value. This is an idealistic approach to undertake when it comes to construction. The project team should always strive for continual improvement and rise to client request/ challenges. Extreme; Ideal for R&D or where new technology is present; because extreme PMLC has a determined fast track approach in finding the ultimate solution and achieve an end goal. Project team meetings, brainstorming and many ideas are required for this approach. If there is still failure after progression through phases then ultimately the INSPIRE approach should be implemented (four stage approach Initiate, Speculate, Incubate and Review) (Wysocki, 2012, pp. 457-470) Bibliography Wysocki, R. K. (2012). Effective project management (6th ed.). (B. Elliott, K. Kent, & B. K. Gillingham, Eds.) Indianapolis, Indiana, America: John Wiley & Sons, Inc.