5-2 Final Project Milestone Three: Analysis and Project Framework – Position Paper

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.