Running head: COMPARE AND CONTRAST PMLC MODELS 1

Compare and Contrast PMLC Models

Marsha L. V. Talbert Weaver

Grantham University

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 COMPARE AND CONTRAST PMLC MODELS 2

Abstract

In business environments today, the project manager must establish the Project Management

Life Cycle model and adapt the tools, templates, and processes in order to accomplish the goal of

the project. During the initial planning process, a project manager must determine the type of

project they are commissioned to manage and then evaluate the project’s requirements, culture,

and management methodology needed to complete the proposed project. Clear project goals and

solutions are used to define the project landscape. A project manager needs to understand the

various aspects of the four quadrants of the project landscape as well as know the characteristics

of Traditional Project Management. By understanding and evaluating the project landscape, the

project manager can choose the best-fit PMLC model based on the characteristics of the project

at hand and then choose that model to effectively manage the project.

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 COMPARE AND CONTRAST PMLC MODELS 3

There are five Project Management Life Cycle (PMLC) models that can be used to manage

different types of projects. Each one uses different project management styles, techniques and

practices in the sequencing of the five process groups; scoping, planning, launching, Monitoring

& controlling, and closing. The five PMLC models are:

• Linear

• Incremental

• Iterative

• Adaptive

• Extreme

The linear model deals with the logic that the five process groups are based on a linear type flow

process. This management approach is simple and it is based on the Traditional Project

Management (TPM) approach. With the linear approach, the solution and the requirements are

clearly defined. According to Wysocki (p. 329 2009), “The Linear PMLC model is change

intolerant” therefore scope changes are minimal (if at all) and the project work is relatively

routine and repetitive.

The incremental model is somewhat similar to the linear approach. It too is based on the TPM

approach. The incremental approach allows projects to be released incrementally as certain

phases of the project are completed. Scope changes are permissive and encouraged. There is

also some additional management overhead associated with this model.

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 COMPARE AND CONTRAST PMLC MODELS 4

The iterative model is based on the Agile Project Management (APM) approach. During this

model, the requirements are less than perfect and are subject to change. As the design and

specifications are developed, the customer is continuously asked to give feedback on changes or

additions they would like to see. The iterative model is very similar to that of a construction site

design and development process. The iterative model differs from the incremental model in that

change is expected. Change is a necessary component of this model.

The adaptive model is similar to the iterative model in which it too is based on the APM

approach (the extreme end). With this model, the solution and requirements are only partially

known. This model is not only for software development project, but, can be used with a variety

of other project types. During project design, there may be functionality that is not yet identified

and there could be a number of scope changes from the client. This model is between both the

iterative model and the extreme model. The adaptive model deals with a higher level of

uncertainty in the solutions possible to meet the projected goals for the project.

The extreme model is most appropriately used on research and development projects. With this

model, the goal and the solution are not clearly known, and there is a heavy reliance upon client

involvement. This model uses the extreme project management (xPM) approach. The xPM

approach is designed to handle projects whose goal is “fuzzily” defined (if at all).

The similarities between the PMLC models include:

• All five process groups are used in each PMLC model

• Each PMLC model begins with a Scope process group

• Each PMLC model end with a Close process group

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 COMPARE AND CONTRAST PMLC MODELS 5

The differences between the PMLC models include:

• Each of the models form a natural ordering by degree of solution uncertainty

• The processes that form repetitive groups recognize the effect of the increasing
uncertainty as your navigate through the natural ordering.

• Risk management becomes more significant as the degree of solution uncertainty

increases

• Pg 336

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 COMPARE AND CONTRAST PMLC MODELS 6

References

Wysocki, R.K. (2009). Effective Project Management: Traditional, Agile, Extreme (Chapter 8).

Wiley Publishing, Inc., Indianapolis, Indiana.

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