In Milestone Three, you will submit a position paper targeted for the vice president of Operations at your scenario organization. You will present the PMO position a

2-3 Final Project Milestone One: Scenario Selection – Information Paper

Jacob Wright

Southern New Hampshire University

QSO 435: Adaptive Project Management

Professor DeStefano

8 July 2023

This information paper aims to provide an overview of the current situation, facts, assumptions, and project requirements of Valpak, a company that successfully transformed its business through the utilization of technology and the implementation of agile Scrum/Kanban processes. Additionally, it will analyze key principles of traditional project management (TPM) and adaptive project management (APM) with detailed examples and stakeholders. Furthermore, it will explain how the triple constraint is handled in traditional project management and review various types of project management approaches.

In the case of Valpak, the company successfully transformed its business by adopting agile Scrum/Kanban processes and leveraging technology. This transition allowed Valpak to quickly adapt to changing market conditions and drive business growth. Traditional project management (TPM) principles emphasize detailed planning and control, while adaptive project management (APM) focuses on flexibility and adaptability. In the Valpak case, TPM principles would involve creating a detailed project plan for the transition to agile methodologies, while APM principles would involve adapting the processes to meet changing customer needs.

Overview of Valpak's Transformation:

Valpak, a company operating in the digital savings marketplace, embarked on a business transformation journey to compete with the rapidly changing market. They recognized the importance of utilizing technology and adopted an agile Scrum/Kanban process with two-week sprint delivery cycles. This transition allowed Valpak to quickly adapt to customer demands and drive business growth.

Current Situation:

Valpak's IT group plays a crucial role in the company's business transformation and success. By embracing agile methodologies, Valpak has been able to leverage technology effectively to meet customer needs. The IT organization is now operating with an agile mindset, focusing on iterative development and continuous improvement.

Key Principles of Traditional Project Management (TPM):

1. Emphasis on Planning and Control: TPM emphasizes detailed planning upfront, with a focus on defining project scope, creating a comprehensive project plan, and setting specific milestones. It emphasizes control through strict adherence to the plan, managing risks, and tracking progress against predefined metrics.

Example: In the Valpak case, TPM principles would include creating a detailed project plan for the transition to agile Scrum/Kanban processes, including defining specific objectives, timelines, and resource allocation.

Stakeholders: Project manager, project team, senior management, customers.

2. Sequential and Linear Approach: TPM follows a linear project life cycle, where different project phases (e.g., initiation, planning, execution, monitoring, and closure) occur sequentially. Each phase must be completed before moving onto the next.

Example: In the Valpak case, TPM would involve following a sequential approach to the transition, with each phase (e.g., planning, implementation, refinement) completed before moving on to the next.

Stakeholders: Project manager, project team, stakeholders involved in each project phase.

Key Principles of Adaptive Project Management (APM):

1. Flexibility and Adaptability: APM emphasizes flexibility and adapt ability to change project requirements and deliverables as needed. It focuses on iterative development, allowing for continuous feedback and improvement throughout the project lifecycle.

Example: In the Valpak case, APM principles would involve adapting the agile Scrum/Kanban processes to meet changing customer demands and market dynamics. The two-week sprint delivery cycles allow for frequent iterations and feedback from stakeholders.

Stakeholders: Project manager, project team, stakeholders involved in Agile ceremonies and sprint reviews.

2. Collaboration and Empowered Teams: APM promotes collaboration and cross-functional teamwork. It encourages self-organization and decision-making at the team level, empowering team members to take ownership and responsibility for their work.

Example: In the Valpak case, APM would involve collaborative decision-making within the agile Scrum/Kanban teams, with the team members empowered to make decisions about task prioritization, sprint planning, and process improvement.

Stakeholders: Project manager, agile Scrum/Kanban teams, product owners, stakeholders involved in sprint planning and backlog refinement.

Handling the Triple Constraint in Traditional Project Management:

In TPM, the triple constraint, which refers to the relationship between scope, schedule, and resources, is handled through careful planning and control. In Valpak's case, TPM principles were applied to clearly define the scope of transitioning to agile processes, create a detailed project schedule to ensure timely delivery, and allocate appropriate resources. By carefully managing these aspects, Valpak was able to maintain control and balance within the project.

Types of Project Management Approaches:

1. Waterfall Approach: The waterfall approach follows a sequential and linear project lifecycle, with each phase completed before moving on to the next. It is best suited for projects with well-defined requirements and minimal changes expected.

2. Agile Approach: The agile approach focuses on iterative development, continuous feedback, and adaptability. It is ideal for projects in a rapidly changing environment or where requirements are expected to evolve.

3. Hybrid Approach: The hybrid approach combines elements of both TPM and APM. It allows for flexibility and adaptability while also incorporating structured planning and control.

Valpak's successful transformation highlights the benefits of transitioning from traditional project management to adaptive project management. By embracing agile Scrum/Kanban processes, Valpak was able to leverage technology effectively and adapt to customer demands. Understanding the key principles of traditional project management and adaptive project management, as well as how to handle the triple constraint, can help the staff of the Program Management Office (PMO) support projects and initiatives in a ever-changing business landscape. It is recommended that the PMO explores the implementation of adaptive project management principles and methodologies to enable agility and drive successful outcomes for future projects.

References

Traditional Project Management – Tutorialspoint. Retrieved 08 July 2023, from

https://www.tutorialspoint.com/management_concepts/traditional_project_management.htm

Greycampus. Retrieved 08 July 2023, from

https://www.greycampus.com/opencampus/agilecertified-practitioner/apm-framework

Project Management Institute, A Guide to the Project Management Body of Knowledge

(PMBOK® Guide), Project Management Institute Inc.

Team, T., & Team, T. Top Project Management Methods, Approaches, Techniques | Nutcache.

Retrieved 08 July 2023, from

https://www.nutcache.com/blog/8-top-project-anagementapproaches-methods-techniques/

,

4-2 Final Project Milestone Two: Approach Selection – Decision Paper

Jacob Wright

Southern New Hampshire University

QSO 435 Adaptive Project Management

Professor DeStefano

23 July 2023

APM for Valpak's Transformation

I examined an array of alternatives, which comprises traditional project management (TPM) and adaptive project management (APM) methods, before determining on the project management (PM) strategy that would prove to be the most efficient for Valpak's business transformation. As part of Valpak's move to agile Scrum/Kanban procedures, which TPM places a strong emphasis on (Sojan & Ajayakumar, 2019), a thorough project plan may need to be developed. The sequential and linear nature of TPM may not be the best fit for Valpak's dynamic requirements, however, given the quickly evolving digital savings industry. The business might be less able to quickly react to changing consumer needs and market conditions because of TPM's rigidity (Sanchez et al., 2019).

APM, on the other hand, places a strong emphasis on adaptability, collaboration, and flexibility, making it a good fit for Valpak's transformation process. Valpak can quickly respond to client expectations by utilizing agile Scrum/Kanban methods with two-week sprint delivery cycles to iterate on development. This strategy promotes cross-functional team empowerment, collaborative decision-making, and permits ongoing feedback and development. We advise an adaptive project management methodology for future projects in light of Valpak's successful adoption of agile methodologies and their capacity for swift adaptation. APM supports Valpak's flexible thinking and company expansion goals, allowing them to prosper in the rapidly evolving digital savings industry (Agbejule & Lehtineva, 2022).

Valpak might anticipate a number of extra advantages with the use of an adaptive project management strategy (APM). The use of APM fosters a culture of ongoing learning and improvement, enabling Valpak teams to spot potential problems early on and take appropriate action, improving project outcomes and elevating customer happiness. APM supports a more inclusive decision-making process by empowering cross-functional teams and encouraging cooperation. By utilizing the aggregate knowledge and creativity of team members, this approach can produce creative solutions to challenging problems. Additionally, Valpak is able to respond quickly to consumer input and shifting market demands thanks to the regular feedback loops and iterative development cycles inherent in APM. As a result, their business transformation initiatives continue to be in line with market trends and client expectations.

In the end, Adaptive Project Management (APM), specifically utilizing agile Scrum/Kanban processes, was chosen as the methodology. This choice is supported by Valpak's prior achievements in adopting technology and agile processes, which helped them quick reaction to shifting market conditions. APM's adaptability, flexibility, and focus on collaboration are in line with Valpak's aspirations for business transformation and will enable their IT group to keep achieving effective results in a changing business environment. The Program Management Office (PMO) of Valpak can assure agility and ongoing growth in upcoming projects and initiatives by implementing APM concepts and practices.

References

Agbejule, A., & Lehtineva, L. (2022). The relationship between traditional project management, agile project management and teamwork quality on project success.  International Journal of Organizational Analysis,  30(7), 124-136.

Sanchez, F., Micaelli, J. P., & Bonjour, E. (2019). A Step for Improving the Transition Between Traditional Project Management to Agile Project Management Using a Project Management Maturity Model.  The Journal of Modern Project Management,  7(1). https://journalmodernpm.com/manuscript/index.php/jmpm/article/view/JMPM01906

Sojan, S. K., & Ajayakumar, A. (2019). Agile management in construction industry.  International Research Journal of Engineering and Technology (IRJET),  6, 5128-5134.

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