The Five Pmlc Models.
There are five PMLC model. They are:
LINEAR PMLC MODEL (Flynn, 2007, p.5)
The Linear PMLC model allows projects to be completed in a relatively short period of time with relatively inexperienced team member. (University of Liverpool/Laureate Online Education, 2011). The linear project life cycle model is employed to a project when goals and solutions are clearly defined (Wysocki, 2010).
According to Wysocki (2009), the risks and mitigating strategies associated with the linear PMLC are as follows:
Scope changes are not accommodated
High cost is associated with the linear PMLC: due to the potential of the “never ending design” syndrome
Client acceptance of different myriad of opinions from different managers. This in turn will result in more financial expenses. Requires complete detailed plans
The PM must follow a series of rigid sequence. No feedback loop.
The linear PMLC is not client focused, but the main focus is on the implementation of the project plan.
Risk Mitigating strategy
The PM and the planning team should stipulate or incorporate deadlines for design documentation review and input. Also, there should be a defined owner representative group. The PM should apply a streamlined process for the scope change order approval.
He should work into the project contingencies with respect to unforeseen budget and time creep.
The project financial standing should clearly defined
Fund source and concise strategy should be put in place as part of a comprehensive cash flow projection strategy.
THE INCREMENTAL PMLC MODEL (Flynn, 2007, p.5)
In the incremental PMLC model, the deliverables are released sequentially according to schedule (University of Liverpool/Laureate Online Education, 2011). The subsequent releases are added to the solution until the final increment releases the complete solution (Wysocki, 2011).
According to Wysocki (2009, p. 361), the risks and mitigating strategies associated with the IPMLC are as follows:
LINEAR PMLC MODEL (Flynn, 2007, p.5)
The Linear PMLC model allows projects to be completed in a relatively short period of time with relatively inexperienced team member. (University of Liverpool/Laureate Online Education, 2011). The linear project life cycle model is employed to a project when goals and solutions are clearly defined (Wysocki, 2010).
According to Wysocki (2009), the risks and mitigating strategies associated with the linear PMLC are as follows:
Scope changes are not accommodated
High cost is associated with the linear PMLC: due to the potential of the “never ending design” syndrome
Client acceptance of different myriad of opinions from different managers. This in turn will result in more financial expenses. Requires complete detailed plans
The PM must follow a series of rigid sequence. No feedback loop.
The linear PMLC is not client focused, but the main focus is on the implementation of the project plan.
Risk Mitigating strategy
The PM and the planning team should stipulate or incorporate deadlines for design documentation review and input. Also, there should be a defined owner representative group. The PM should apply a streamlined process for the scope change order approval.
He should work into the project contingencies with respect to unforeseen budget and time creep.
The project financial standing should clearly defined
Fund source and concise strategy should be put in place as part of a comprehensive cash flow projection strategy.
THE INCREMENTAL PMLC MODEL (Flynn, 2007, p.5)
In the incremental PMLC model, the deliverables are released sequentially according to schedule (University of Liverpool/Laureate Online Education, 2011). The subsequent releases are added to the solution until the final increment releases the complete solution (Wysocki, 2011).
According to Wysocki (2009, p. 361), the risks and mitigating strategies associated with the IPMLC are as follows:
References: Flynn, T. P.E. (2007) Integrating the Project Management Life Cycle and the System Development Life Cycle in Accelerated Project Efforts. p. 5 [Online]. Available from: http://www.amsconsulting.com/PDFWhitePapers/IntegratingThePMLCAndSDLCInAcceleratedProjectEfforts-WhitePaper.pdf, p. 5. (Accessed: 4 November 2011) a University of Liverpool/Laureate Online Education (2011) Lecture notes from Project Management Life Cycle [Online]. Available from: University of Liverpool/Laureate Online Education VLE (Accessed: 28 February 2007). Wysocki, R.K. (2010) Business analyst/project manager: a new partnership for manager: a new partnership for managing complex and uncertainty. pp. 22-26. Wysocki, R.K. (2011) Executive 's guide to project management: organizational processes and practices for supporting complex projects. p. 27-29. Wysocki, R.K. (2009) Effective project management: traditional, agile, extreme. 5th ed. Indianapolis: Wiley Publishing. pp. 360, 361 & 397.