7-2 Final Project Submission: Project Proposal – Adaptive Project Management Framework Design

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

Jacob Wright

Southern New Hampshire University

QSO 435: Adaptive Project Management

Professor DeStefano

29 July 2023

Introduction

Nontraditional project management (PM) frameworks are now crucial for firms looking to remain competitive and fast adjust to changing market needs in today's quickly changing business environment. One such strategy is adaptive project management (APM), which places a focus on adaptability, teamwork, and ongoing improvement. The implementation of agile Scrum/Kanban procedures by Valpak led to a successful transformation that serves as an example of the advantages of APM. In this position paper, we will examine the aspects of Valpak that enable an APM strategy and evaluate three non-conventional TPM frameworks to determine their strengths and weaknesses (Sanchez et al., 2019).

Characteristics Supporting APM at Valpak

The IT department of Valpak is crucial to the company's transformation process. Valpak has proven its capacity to use technology efficiently and change to meet client needs by embracing agile approaches. Now that agile thinking is prevalent throughout the firm, iterative development and continuous improvement are prioritized. These qualities fit with the fundamental tenets of APM, making it an appropriate strategy for Valpak's changing business environment.

Analysis of Nontraditional TPM Frameworks

The waterfall approach, which follows a sequential and linear project lifecycle and is ideal for projects with well-defined requirements and few expected changes, is the first TPM framework in this situation. Its rigidity, however, might make it more difficult for Valpak to react quickly to shifting consumer and market demands. Second, firms that must adapt quickly to changing market conditions and customer demands should use the agile methodology, as demonstrated by Valpak's transition. Valpak is able to quickly iterate on development and stay in line with market trends and consumer expectations because it encourages cooperation, flexibility, and ongoing input. Thirdly, the hybrid approach includes components of both TPM and APM, providing firms looking for structured planning and control with flexibility with a balanced solution. Valpak's effective use of APM principles supports a more concentrated implementation of pure APM, but it may be an option for the company in the future (Thesing et a., 2021).

Selection and Defense of Project Management Approach

The best project management strategy is APM in light of Valpak's dynamic business environment and prior success with agile Scrum/Kanban methods. The goals of Valpak for company transformation and ongoing growth are aligned with the adaptability, flexibility, and collaboration stressed by APM (Cobb, 2023). In order to effectively support prospective projects and initiatives and ensure that they stay flexible and responsive to changing market conditions and customer expectations, Valpak's IT division will continue to incorporate APM principles.

Conclusion

In the end, Valpak's effective business transformation has been made possible by the adoption of nontraditional project management frameworks, particularly APM. APM fits particularly well with Valpak's dynamic workplace and aims for continual improvement because of its emphasis on adaptability and collaboration. By using APM as the project management methodology, Valpak's Program Management Office can ensure the accomplishment of future projects and foster the company's expansion in the cutthroat digital savings industry.

References

Cobb, C. G. (2023). The project manager's guide to mastering Agile: Principles and practices for an adaptive approach. John Wiley & Sons.

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

Thesing, T., Feldmann, C., & Burchardt, M. (2021). Agile versus waterfall project management: decision model for selecting the appropriate approach to a project.  Procedia Computer Science,  181, 746-756. https://doi.org/10.1016/j.procs.2021.01.227