PMI® Authorized Certified Associate in

Project Management (CAPM)®

Exam Prep Course

Adaptive
Approaches
Flexible Approaches

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In This
Session:
• When to use an adaptive approach

• Team structure in adaptive projects

• Requirements for the adaptive project

environment

• Structure and culture of adaptive teams

• Steps in an adaptive project

• Agile life cycles

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When to Use the Adaptive Approach

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Key
Questions Are the requirements complex,
uncertain or unlikely to change?

Do you need early feedback from

customers?

Is the organization receptive to the

flexibility and risk tolerance
necessary?

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Adaptive or
Predictive:
Selection
Criteria

Product / Project Organization

Service / Result

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Product-, Service-, and Result-based Criteria
Attribute Adaptive Approach Predictive Approach
Degree of Highly innovative deliverables are less The project involves incremental innovation
innovation understood and are developed over time. because it has a known project scope.
Requirements The full set of requirements is unknown in Requirements are known in the initiation
certainty the initiation phase. phase.
The likelihood of scope change during Scope is relatively well known; major changes
Scope stability
project implementation is high. are unlikely.
The nature of the deliverables makes
Ease of change Deliverables can easily be adapted.
incorporating change in later stages difficult.
There is a single point of delivery at the end
Delivery options Multiple deliverables are possible.
of the project.
Modular design and development can Known high risks require significant effort for
Risk
mitigate high risks. initial planning.
Safety Rigorous safety requirements need to be
Detailed initial planning is possible.
requirements known up front.
This is a less desirable approach for
Regulations situations demanding regulatory Detailed initial planning is possible.
compliance.

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WHEN TO
USE THE
ADAPTIVE
APPROACH?
Attribute Adaptive Approach Predictive Approach
Project-based Stakeholders Stakeholders take an active role Some key stakeholders are not
Criteria —e.g. product owner—in project
execution.
directly involved in the project
execution.
Schedule Short-term, partial iterative The schedule is based on fixed
constraints deliveries are requested. milestones that do not allow for
flexibility.
Funding Flexible funding is possible. Funding is based on fixed budgeting,
availability as with government contracts.

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 WHEN TO USE THE ADAPTIVE APPROACH?
Organizational-based Criteria
Attribute Adaptive Approach Predictive Approach
Organizational Organizational structures—like flat A rigid organizational structure with established
structure hierarchies—can be adapted to the specific bureaucratic processes to organize projects is in
situation when organizing adaptive place.
projects.
Culture The organizational culture context for The organizational culture context for organizing
organizing projects is an adhocracy culture. projects is a hierarchical culture.
Organizational Senior management supports an adaptive The organizational context of the project—
capacity mindset, and the organizational context can including policies, regulations, ways of working,
be changed to support adaptive and so on—is defined and cannot be adapted to
methodologies. a specific project.
Project team size • Teams are committed to the project full • Many team members, such as specific task
and location time and are small—can be limited to experts, are shared between projects.
seven, plus or minus two. • Some teams or individual members are not in
• Team members are colocated or the same location.
equipped with modern real-time • Virtual team support is needed.
collaboration tools.

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Dealing with
Uncertainty These factors are not isolated, but should be seen as
criteria that, taken together, favor the use of either an
adaptive or a predictive approach.

Adaptive approach

Predictive approach
High Low
requirements requirements
uncertainty uncertainty

High technical Low technical

uncertainty uncertainty

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Constraints
and Variables
Fixed Project Time
Fixed Scope and Resources

Adaptive
Approach

Predictive
Approach

Variable Project Time Variable Scope

and Resources

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Agile
Suitability
Filter Tools

Project Management Institute.

(2018). Agile Practice Guide.
pp 125-138.

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Adaptive or A 10-year old construction company is building 25 new
Predictive? single-family homes in a new subdivision.

Would you use a plan-based predictive

or adaptive approach?

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Adaptive or
A company wants to create a website to sells concert
Predictive?
tickets.

Would you use a plan-based predictive

or adaptive approach?
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Team Structure in Adaptive Projects

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T-Shaped
CROSS-DISCIPLINE EXPERTISE
Skills

DEEP DISCIPLINE EXPERTISE

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Team Roles in
Quality
Predictive and Assurance

Approach
Predictive
Adaptive Business
Analyst
Developer
(25%)

Approaches (25%)
(50%)

Business Analyst (100%)

Approach
Adaptive
Developer (100%)

Quality Assurance (100%)

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Requirements for the
Adaptive Project Environment

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Adaptive
Mindset AGILE

Value individuals and interactions over processes and tools

Value working software over comprehensive documentation

www,agilemanifesto.org Value customer collaboration over contract negotiation

Value responding to change over following a plan

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Individuals
and
Interactions
Over
Processes
and Tools

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Working
Software Over
Comprehensive
Documentation

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Customer
Collaboration
Over Contract
Negotiation

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Responding to
Change Over
Following
a Plan

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Servant
Leadership

Shift your mindset away from being at the center of the project,
in a command-and-control position.

The team relies on its project manager for resources, support,

and political assistance across the organization.

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23
Helping Team
Members
Achieve Their
Highest Are project team members growing as
Potential individuals?

Are project team members becoming healthier,

wiser, freer, and more autonomous?

Are project team members more likely to become

servant leaders?

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Servant
Leader
Behaviors

Obstacle removal

Diversion shield

Encouragement and development

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Which Should
Be More
Important?

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People or
Processes?

People Processes

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Documentation
or a Working
Product?

Documentation A working
product

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Contract
Negotiation or
Customer
Collaboration?

Contract Customer
negotiation collaboration

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Responding to
Change or
Following a
Plan?

Responding Following
to change a Plan

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The Structure and Culture
of Adaptive Teams

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Predictive vs.
Adaptive Predictive Adaptive
Culture

Hierarchical, centralized Distributed management

management approach approach

Management team manages; May self organize;

team members do the work management role may shift
among team members

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32
Factors that Open Resilience
Contribute to communication
High-
Shared Empowerment
Performing understanding
Teams
Shared ownership Recognition

Trust Colocation

Collaboration Limited team size

Adaptability Experienced
members

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Advantages of
Experienced Collaborate

Team
Define more stable project goals
Members
Make more reliable predictions and then honor due dates

Finish valuable work more efficiently

Apply previous lessons learned to avoid common pitfalls

Communicate more efficiently and effectively within the team

and with other stakeholders

Identify and evaluate central project risks

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Value-Driven If an organization supports value-driven delivery and can
Delivery embrace the core principles of the Agile Manifesto, it can
successfully use an adaptive approach.

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Core
Core Principles Value-Driven Approaches
Principles
Value-based prioritization • Customer-valued prioritization is
That Support important.
Value-Driven • Identify what should and should not be
done in the limited time.
Approaches Delivery cadence • Time is viewed as a limiting constraint.
• Timeboxing provides a cadence for all
stakeholders to work and contribute.
Iterative and incremental delivery • An opportunity must exist to verify and
validate requirements.
• The customer might not be able to
identify all the requirements at the start
of the project.
Self-organization • Adaptive teams are empowered.
• In a change-driven and timeboxed
project environment, teams need to
react quickly to opportunities and
challenges.

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Typical Steps of Adaptive Projects

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Steps in
Adaptive Working increments
delivered to customer
Projects periodically

Construct
Concept Close
and Deliver

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Concept Step:
Activities and
Artifacts Adaptive
Step
Activities
(repeatable)
Artifacts
(updated discovery)

• Sponsors charter the project

after reviewing the business
case.
• The product owner identifies
the product vision. • Project charter
• Create a high-level view of • Product vision document
Concept product requirements and • High-level portfolio of requirements
delivery time frame. (including epics and themes)
• Acquire talent and build the • Product roadmap
adaptive team.
• Provide coaching in adaptive
practices and determine
organizational readiness.

21

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Construct and
Adaptive Activities Artifacts
Deliver Step: Step (repeatable) (updated discovery)
Activities and Construct
and Deliver
• Plan, construct, and execute
iterations
•
•
Product release plan
User stories
Artifacts Increments of • Collect requirements • Product backlog
Value to • Estimate effort • Iteration plan
Customers • Create a prioritized backlog • Daily task plan
• Create a timetable for • Demonstration results
delivering iterations • Retrospective results
• Create iteration goals and • Control charts—including velocity,
tasks to complete iterations burndown, and control charts
• Review results of an iteration • Minimum viable product (increment)
• Release increments to
customers
• Gather lessons learned from
the iteration
• Refine the backlog
• Measure, monitor, and control
each iteration

22

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Close Project:
Activities and
Artifacts

Adaptive Activities Artifacts

Stage (repeatable) (updated with discovery)

• Continue delivering benefits

Close • Final product
• Close the project or phase

23

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Steps of
Adaptive
Projects Construct
Concept and Close
Deliver

Vision statement Release planning Close iteration

Project execution phase
Product roadmap Close project
Monitoring new
work and changes

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42
Concept
A good vision is clear, concise, and
Stage:
actionable and does the following:
Vision Concept
Statement Summarizes the project with a powerful
phrase or short description

VISION STATEMENT
Vision statement Describes the best achievable outcome

Product roadmap Creates a common, cohesive picture in

project team members’ minds

Inspires passion for the outcome

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Concept
Stage: Possible vision statement formats:

Vision Concept
Statement Elevator statement

Formats

Vision statement
Press release vision statement
Product roadmap

Product vision board

or project datasheet

The vision statement is the basis for creating the product roadmap.
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Concept
A product roadmap is a live and evolving
Stage:
tool for planning, organizing, and
Product Concept delivering the product.
Roadmap
The team will use the roadmap as a guide
for its daily work.

ROADMAP
Vision statement
Keep in mind the following:
Product roadmap
The releases must be easy to
understand and abstracted from detail

The roadmap must be flexible

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Develop a
Vision Use one of the three

Statement formats we discussed to

produce a vision
statement for the Tickets!
Fastone project.

Decide which format to

use, then put together a
short statement.

23 You have 5 minutes.

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roject Management Institute, Inc. All rights reserved.
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46
Return and
Report

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Construct and
Deliver Stage
Construct
Concept and Close
Deliver

Vision statement Release planning Close iteration or

Project execution phase
Product roadmap Close project
Monitoring new
work and changes

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Iterative Process

Initial Product
Planning Backlog

Product
Owner
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Iterative Process

Initial Product Iteration

Planning Backlog Backlog

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Iterative Process

Initial Product Iteration Coordination

Iteration
Planning Backlog Backlog Meeting

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Iterative Process

Initial Product Iteration

Iteration Demo
Planning Backlog Backlog

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Iterative Process

Initial Product Iteration

Iteration Demo
Planning Backlog Backlog

Iteration
Review
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Iterative Process

Initial Product Iteration

Iteration Demo
Planning Backlog Backlog

Retrospectiv Iteration
e Review
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Iterative Process

Initial Product Iteration

Iteration Demo
Planning Backlog Backlog

Retrospectiv Iteration
e Review
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55
Collect and Release 1 Release 2 Release 3
Decompose
Requirements Release Plan

Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5

Iteration Plan

User Story 1 User Story 2 User Story 3 User Story 4 User Story 5

Task A
Task B
Task C
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Key Priority
Owners
Backlog Responsibility Prioritization Task
Product backlog Product owner Scope the product and
define the features to be
released
Release backlog Product owner, solution Identify the features that
architect, business will be released within a
analyst specific release; select user
stories for the specific
release
Sprint backlog Product owner and team Select a subset of stories
that need to be completed
during a specific iteration
Tasks within a user Individual team member Select tasks for
story implementation

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57
Develop a
Release Plan

The entire team’s focus is to identify and deliver the most

valuable features at all times.

Minimum Viable Product

This is known as delivering a minimum viable product, or
“MVP,” which essentially identifies the fewest number of
features or requirements that are both functional and
usable.

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58
 A Project Charter Contains These Elements
Two of These
Things Don’t
Belong You’re right!
Sorry! Sorry!
This one Definition of
Risk Log This one
Scope does
Outline ThisSuccess
one does
doesn’t
belong belong.
belong

You’re right!
Sorry! Sorry!
Stakeholder This one
This
Teamone does
Structure This one does
Identification
Project Activities
doesn’t
belong. belong.
belong.

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Construct and
Deliver Stage
Construct
Concept and Close
Deliver

Vision statement Release planning Close iteration

Product roadmap Project execution Close project
Monitoring new
work and changes

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60
Concept
Stage:
Vision Close Retrospectives for each product and
Statement process are completed:

The project charter and business case (if

Close iteration there is one) are reviewed to determine
Close project whether the deliverables achieved the
intended benefits, value, and vision.

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61
Agile Life Cycles

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Agile
Life Cycles

High
Incremental Agile

Frequency of Delivery
u m
u
n tin
Co

Predictive Iterative

Low
Low High
Degree of
Change

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Hybrid
Approaches
Predictive Adaptive
Approach Approach

Hybrid Approach

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Using “Pure”
Adaptive
Approaches
to Form a
Hybrid Model Adaptive

Adaptive

Predictive

Predictive

Predictive
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Combining
Adaptive Predictive
Agile and
Predictive
Approaches Adaptive Predictive

Adaptive Predictive

Adaptive Predictive

Adaptive Predictive

Adaptive Predictive
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Wrapping Up

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Summary
• When to use the adaptive approach

• Team structure in adaptive projects

• Requirements for the adaptive project

environment

• Structure and culture of adaptive teams

• Steps in an adaptive project

• Agile life cycles

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Next:
An Overview of
Adaptive Frameworks

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