http://13.50.150.85/api.php?action=feedcontributions&feedformat=atom&user=S114901 2026-07-14T20:34:59Z User contributions MediaWiki 1.43.3 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73369 2019-03-05T11:43:07Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy may rather be dynamic and unpredictable, and as a consequence, project often fail if the project management approach do not deal with and accommodate uncertainties that may exits towards the way reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #Accommodation of change<br /> #Learn from during<br /> #Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is illustrated in the figure below and is divided into five phases: project scope; cycle pan, cycle completion, client checkpoint, and final review. In the following, a detailed description of the five phases is given.<br /> <br /> <br /> [[File:figure_APM.jpg|center|Schematic diagram illustrating the project life cycle in Adaptive Project Management]]<br /> ===Phases===<br /> ===1. Project scope===<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality<br /> <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> <br /> ==Limitations==<br /> The approach may be limited by its flexibility for the costumer to change need and request for improvements, where time and budget may be difficult to control in order to meet client demand.<br /> <br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73368 2019-03-05T11:42:30Z

<p>S114901: /* 1. Project scope */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy may rather be dynamic and unpredictable, and as a consequence, project often fail if the project management approach do not deal with and accommodate uncertainties that may exits towards the way reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is illustrated in the figure below and is divided into five phases: project scope; cycle pan, cycle completion, client checkpoint, and final review. In the following, a detailed description of the five phases is given.<br /> <br /> <br /> [[File:figure_APM.jpg|center|Schematic diagram illustrating the project life cycle in Adaptive Project Management]]<br /> ===Phases===<br /> ===1. Project scope===<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality<br /> <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> <br /> ==Limitations==<br /> The approach may be limited by its flexibility for the costumer to change need and request for improvements, where time and budget may be difficult to control in order to meet client demand.<br /> <br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73367 2019-03-05T11:41:22Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy may rather be dynamic and unpredictable, and as a consequence, project often fail if the project management approach do not deal with and accommodate uncertainties that may exits towards the way reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is illustrated in the figure below and is divided into five phases: project scope; cycle pan, cycle completion, client checkpoint, and final review. In the following, a detailed description of the five phases is given.<br /> <br /> <br /> [[File:figure_APM.jpg|center|Schematic diagram illustrating the project life cycle in Adaptive Project Management]]<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality<br /> <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> <br /> ==Limitations==<br /> The approach may be limited by its flexibility for the costumer to change need and request for improvements, where time and budget may be difficult to control in order to meet client demand.<br /> <br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73366 2019-03-05T11:41:10Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy may rather be dynamic and unpredictable, and as a consequence, project often fail if the project management approach do not deal with and accommodate uncertainties that may exits towards the way reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is illustrated in the figure below and is divided into five phases: project scope; cycle pan, cycle completion, client checkpoint, and final review. In the following, a detailed description of the five phases is given.<br /> <br /> <br /> [[File:figure_APM.jpg|center|Schematic diagram illustrating the project life cycle in Adaptive Project Management]]<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> <br /> ==Limitations==<br /> The approach may be limited by its flexibility for the costumer to change need and request for improvements, where time and budget may be difficult to control in order to meet client demand.<br /> <br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73365 2019-03-05T11:38:50Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy may rather be dynamic and unpredictable, and as a consequence, project often fail if the project management approach do not deal with and accommodate uncertainties that may exits towards the way reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is divided into five phases and is illustrated in the figure below, and in the following the phases will be described.<br /> <br /> <br /> [[File:figure_APM.jpg|center|Schematic diagram illustrating the project life cycle in Adaptive Project Management]]<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> <br /> ==Limitations==<br /> The approach may be limited by its flexibility for the costumer to change need and request for improvements, where time and budget may be difficult to control in order to meet client demand.<br /> <br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73364 2019-03-05T11:37:43Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy may rather be dynamic and unpredictable, and as a consequence, project often fail if the project management approach do not deal with and accommodate uncertainties that may exits towards the way reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is divided into five phases and is illustrated in the figure below, and in the following the phases will be described.<br /> [[File:figure_APM.jpg|center|Figure illustrating the project life cycle in Adaptive Project Management]]<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> <br /> ==Limitations==<br /> The approach may be limited by its flexibility for the costumer to change need and request for improvements, where time and budget may be difficult to control in order to meet client demand.<br /> <br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73363 2019-03-05T11:37:11Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy may rather be dynamic and unpredictable, and as a consequence, project often fail if the project management approach do not deal with and accommodate uncertainties that may exits towards the way reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is divided into five phases and is illustrated in the figure below, and in the following the phases will be described.<br /> [[File:figure_APM.png|center|Figure illustrating the project life cycle in Adaptive Project Management]]<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> <br /> ==Limitations==<br /> The approach may be limited by its flexibility for the costumer to change need and request for improvements, where time and budget may be difficult to control in order to meet client demand.<br /> <br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=File:Figure_APM.jpg&diff=73362 2019-03-05T11:36:29Z

<p>S114901: </p> <hr /> <div></div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73361 2019-03-05T11:34:51Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy may rather be dynamic and unpredictable, and as a consequence, project often fail if the project management approach do not deal with and accommodate uncertainties that may exits towards the way reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is divided into five phases and is illustrated in the figure below, and in the following the phases will be described.<br /> [[File:figur1_APM.png|center|Project life cycle in Adaptive Project Management]]<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> <br /> ==Limitations==<br /> The approach may be limited by its flexibility for the costumer to change need and request for improvements, where time and budget may be difficult to control in order to meet client demand.<br /> <br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73360 2019-03-05T11:07:21Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''ThinkThyme'' &lt;/ref&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy is dynamic and unpredictable, and therefore project may fail if the project approach do not deal with uncertainties that exits towards the way to reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt;ref&gt; name= ''Think Thyme'' &lt;/ref&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated&lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref&gt; name=''Lucidchart''&lt;/ref&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is divided into five phases and is illustrated in figure XX, and in the following the phases will be described.<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73359 2019-03-05T11:03:44Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapt and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic'' &gt; ''M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in APM the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''ThinkThyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref name= ''ThinkThyme'' /&gt;. Often, most project management methods include a static strategy, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, a strategy is dynamic and unpredictable, and therefore project may fail if the project approach do not deal with uncertainties that exits towards the way to reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt; ref name= ''Think Thyme'' /&gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref name=''Lucidchart''&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated&lt;ref name=''Lucidchart''&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref name=''Lucidchart''&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is divided into five phases and is illustrated in figure XX, and in the following the phases will be described.<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73358 2019-03-05T10:53:32Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapts and changes in response to requests from the stakeholder. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= ''M.Mrsic '' &gt;'' M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management'' &lt;/ref&gt;. The method derives from agile project management, however, in adaptive project management, the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal &lt;ref&gt; name= ''Think Thyme'' &gt;'' Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology'' &lt;/ref&gt;. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle. An example of application of the method is during restoration of coastal ecosystem projects &lt;ref&gt; name= ''article'' &gt;'' R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering'' &lt;/ref&gt;.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref name= ''Think Thyme''&gt;. Often, most project management methods include static strategies, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt;''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, strategy is dynamic and unpredictable, and therefore project may fail if the project approach do not deal with uncertainties that exits towards the way to reaching the goal of the project. The APM approach can be compared to the evolution in biology, where favorable traits are adapted in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy &lt; name= ''Think Thyme'' &gt;. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref name=''Lucidchart''&gt;.<br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project &lt;ref&gt; name= ''Think Thyme'' &gt;. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated&lt;ref name=''Lucidchart''&gt;. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members &lt;ref name=''Lucidchart''&gt;. <br /> ==Approach==<br /> The method approach has an adaptive and iterative approach, where the project is adapted and improved after each iteration, in agreement with the clients demand and wishes. The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders for the team to adapt and deliver the project goal.<br /> ==Project Life Cycle==<br /> The project life cycle can be related to the life cycle of a living organism with three major events:<br /> :1. Project “DNA”: Building the project; the initial evolution and the DNA string defining the building blocks for the project. This phase includes project scope, budget, schedule<br /> :2. The living project: The project is breathing and living with planning, design, go-live, development, and delivery. Here unexpected events may occur, and more favorable decisions may be adapted.<br /> :3. End of life cycle: The project goal is reached.<br /> The life cycle of the APM project is divided into five phases and is illustrated in figure XX, and in the following the phases will be described.<br /> ===Phases===<br /> ====1. Project scope====<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scopes<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed, and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle is repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the client satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> ==References==<br /> &lt;references/&gt; <br /> M. Mrsic (2017) “Adaptive Project Management” ActiveCollab. Link: https://activecollab.com/blog/project-management/adaptive-project-management<br /> Alex (2018) “Adaptive Project Framework Methodology” ThinkThyme. Link: https://thinkthyme.com/project-management/adaptive-project-framework-methodology<br /> R. M. Thom (2000) “Adaptive management of coastal ecosystem restoration projects” 15(3-4) p.365-372. Ecological Engineering''<br /> Lucidchart Team (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73357 2019-03-05T09:48:31Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapts and changes in response to requests from the stakeholder. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref name=''Lucidchart''&gt; ''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. The process in the method allows the manager to improve decisions and practices during the project life cycle based on experiences from previous results obtained during the project. The method accommodates uncertainties where the process is an adaptive structured and systematic iterative process &lt;ref&gt; name= '' '' &gt;'' '' &lt;/ref&gt;. The method derives from agile project management, however, in adaptive project management, the methodology allows the team to respond to unexpected challenges and adapt new improved methods towards reaching the project goal. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki &lt;ref&gt; name= ''Think Thyme'' &gt;'' '' &lt;/ref&gt;. Often, most project management methods include static strategies, well-defined work, and people working on projects directed by the project manager &lt;ref name=''Lucidchart''&gt; ''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. However, strategy is dynamic and unpredictable. The APM approach can be compared to the evolution in biology, where favorable traits are adaptedd in time, and correspondingly, in the adaptive management approach the project manager can adapt new more favorable decisions during the project life cycle to reach the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy. <br /> ==Principles==<br /> The key principles of the methodology are:<br /> #*Accommodation of change<br /> #*Learn from during<br /> #*Client driven <br /> <br /> The method is distinguished from other management methodologies by placing the client as the central figure, where the demands of the costumer can change the direction of the project. In contrast to a static strategy, the APM method has a dynamic and iterative strategy approach, where the uncertainty is accommodated. The method prepares the team to respond to the unexpected, and results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approach/Method==<br /> The method approach is based on the Agile approach with an adaptive and iterative approach.<br /> The project is adapted and improved after each iteration, in agreement with the clients demand and wishes. <br /> The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> ===Phases===<br /> The project life cycle of the project is illustrated in figure XX and in the following, the five key phases in the life cycle of the project is described.<br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date¨<br /> <br /> ===1. Project scope===<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scope<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle are repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the clients satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> ==Implications==<br /> Since the custumer has no l <br /> ==Case Study: Coastal Restoration Project==<br /> <br /> <br /> <br /> ==References==<br /> &lt;references/&gt; <br /> Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework<br /> C. Allen &amp; G. H. Stankey (2009) ”Adaptive Environmental Management – A Practitioner’s Guide” p. 1:350. Springer.</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=73354 2019-03-05T09:17:06Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapts and changes in response to requests from the stakeholder. The APM method can be viewed as a response to the complexity of projects, where the two most common failure reasons for complex projects are because of re-prioritization and change in strategy &lt;ref name=''Lucidchart''&gt; ''Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework'' &lt;/ref&gt;. The process in the method allows the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodates uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allows the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki (Reference: Think Thyme). <br /> Henry Gannt approach<br /> Often, most project management methods include static strategies, well-defined work, and people working on projects directed by the project manager. However, strategy is dynamic and unpredictable and, corresponding to evolution with adaptation in favorable traits over time, the adaptive management approach allow the project manager to adapt new decisions which will be more favorable to the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy. <br /> ==Framework==<br /> The framework of the adaptive management is flexible and can be adapted to changing context. The framework of the management approach help to identify which areas that should be focused on. The three areas in the framework are illustrated in figure (XX) and include strategy, people, and work.<br /> #*Strategy: this area can be dynamic, unpredictable, spontaneous, and disorganized. <br /> #*Work: This area can be emergent, interdependent, and can feel chaotic.<br /> ==Principles==<br /> The key principle of the method is that nothing is static.<br /> The methods is distinguished from other management methodologies by placing the client as the central figure, where the clients needs and demands can change the direction of the project. In contrast to a static strategy, the adaptive project method has a more dynamic and iterative strategy. Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> The key principles of the methodology are<br /> Accommodation of change<br /> Learn from during<br /> Client driven<br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ==Approach/Method==<br /> The method approach is based on the Agile approach with an adaptive and iterative approach.<br /> The project is adapted and improved after each iteration, in agreement with the clients demand and wishes. <br /> The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> ===Phases===<br /> The project life cycle of the project is illustrated in figure XX and in the following, the five key phases in the life cycle of the project is described.<br /> <br /> ===1. Project scope===<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scope<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle are repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the clients satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> ==Implications==<br /> Since the custumer has no l <br /> ==Case Study: Coastal Restoration Project==<br /> <br /> <br /> <br /> ==References==<br /> &lt;references/&gt; <br /> Lucidchart (2018) &quot;What is adaptive project framework&quot; Blog. link: https://www.lucidchart.com/blog/what-is-adaptive-project-framework<br /> C. Allen &amp; G. H. Stankey (2009) ”Adaptive Environmental Management – A Practitioner’s Guide” p. 1:350. Springer.</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=66490 2019-02-25T07:44:37Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management. The method adapts and changes in response to requests from the client. The method is a response to the complexity of projects, where the two most common reasons why complex projects fail are because of re-prioritization and change in strategy (reference). The process in the method allows the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodates uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allows the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal. <br /> The method can be implemented in nearly all project types with a defined goal but an undecided process to reach the goal. However, one exception is in construction project, where little flexibility is accepted during the project lifecycle.<br /> ==History==<br /> The method was introduced in 2008 by Robert K. Wysocki (Reference: Think Thyme). <br /> Henry Gannt approach<br /> Often, most project management methods include static strategies, well-defined work, and people working on projects directed by the project manager. However, strategy is dynamic and unpredictable and, corresponding to evolution with adaptation in favorable traits over time, the adaptive management approach allow the project manager to adapt new decisions which will be more favorable to the project goal. A change in strategy is accepted as more knowledge, experience and information becomes available, which will be adapted in the strategy. <br /> ==Framework==<br /> The framework of the adaptive management is flexible and can be adapted to changing context. The framework of the management approach help to identify which areas that should be focused on. The three areas in the framework are illustrated in figure (XX) and include strategy, people, and work.<br /> #*Strategy: this area can be dynamic, unpredictable, spontaneous, and disorganized. <br /> #*Work: This area can be emergent, interdependent, and can feel chaotic.<br /> ==Principles==<br /> The key principle of the method is that nothing is static.<br /> The methods is distinguished from other management methodologies by placing the client as the central figure, where the clients needs and demands can change the direction of the project. In contrast to a static strategy, the adaptive project method has a more dynamic and iterative strategy. Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> The key principles of the methodology are<br /> Accommodation of change<br /> Learn from during<br /> Client driven<br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ==Approach/Method==<br /> The method approach is based on the Agile approach with an adaptive and iterative approach.<br /> The project is adapted and improved after each iteration, in agreement with the clients demand and wishes. <br /> The method is divided into cycles, where each cycle represents a minor project. After each end minor project, the project team will evaluate results and improve work and procedures if needed.<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> ===Phases===<br /> The project life cycle of the project is illustrated in figure XX and in the following, the five key phases in the life cycle of the project is described.<br /> <br /> ===1. Project scope===<br /> The first part of the project scope is to recognize how the costumer would be satisfied. <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> :: In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step forms a reference point and assists the manager to direct the project on course throughout the subsequent phases. <br /> <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> :: The project overview statement is the deliverable from the developed CoS. With this step the potential risk, obstacles, and assumptions are identified. <br /> : 1.3. Functional requirements<br /> :: A list of priorities actions. This step can change the project progresses.<br /> : 1.4. Work breakdown structure (WBS)<br /> :: The work is divided into smaller parts <br /> : 1.5. The triangle scope<br /> :: Intersection between time, cost and quality <br /> ===2. Cycle Plan===<br /> : This part is the start point of the iterative project cycle which can be repeated unlimited. The cycle plan defines all of the tasks to be conducted and creates the dependencies for the completion of the tasks. In this part, the information defined in the WBS step is assessed and may be changed and adapted between the iterations. <br /> <br /> ===3. Cycle Completion===<br /> : At this point, all tasks are planned and agreed and the work is in progress. The work will continue until the cycle point is complete. Any requests for changes and improvement are being written down. <br /> ===4. Client Checkpoint===<br /> : This step is a review point and will control the planning for the succeeding cycle. The project team will review the quality of what has been completed and assure this is in correspondence with the client opinion. If needed, adaptations are implemented in the following cycle. After the review, the cycle are repeated until the project is completed.<br /> ===5. Final Review===<br /> : The last step is a final review of the project results. This will determine whether the achieved result meets the clients satisfaction. In addition, the report should be reflective and consider the effectiveness of the methods implemented.<br /> ==Implications==<br /> Since the custumer has no l <br /> ==Case Study: Coastal Restoration Project==<br /> <br /> <br /> <br /> ==References==<br /> C. Allen &amp; G. H. Stankey (2009) ”Adaptive Environmental Management – A Practitioner’s Guide” p. 1:350. Springer.</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63986 2019-02-22T10:49:50Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> The methods is distinguished from other management methodologies by placing the client as the central figure, where the clients needs and demands can change the direction of the project. In contrast to a static strategy, the adaptive project method has a more dynamic and iterative strategy. Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> The key principles of the methodology are<br /> Accommodation of change<br /> Learn from during<br /> Client driven<br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> The project life cycle of the project is illustrated in figure XX and in the following, the five key phases in the life cycle of the project is described.<br /> <br /> ===1. Project scope===<br /> <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> ::In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> ::The project overview statement is the deliverable from the developed CoS.<br /> <br /> ===2. Cycle Plan===<br /> :<br /> ::<br /> ===3. Cycle Build===<br /> :<br /> ::<br /> ===4. Client Checkpoint===<br /> :<br /> ::<br /> ===5. Final Review===<br /> :<br /> ::<br /> ==Implementation==<br /> ==Limitations==<br /> ==Case Study==<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63971 2019-02-22T10:44:09Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> The project life cycle of the project is illustrated in figure XX and in the following, the five key phases in the life cycle of the project is described.<br /> <br /> ===1. Project scope===<br /> <br /> :1.1. Develop Conditions of Satisfaction (CoS)<br /> ::In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> ::The project overview statement is the deliverable from the developed CoS.<br /> <br /> ===2. Cycle Plan===<br /> :<br /> ::<br /> ===3. Cycle Build===<br /> :<br /> ::<br /> ===4. Client Checkpoint===<br /> :<br /> ::<br /> ===5. Final Review===<br /> :<br /> ::<br /> ==Implementation==<br /> ==Limitations==<br /> ==Case Study==<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63968 2019-02-22T10:42:39Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> The project life cycle of the project is illustrated in figure XX and in the following, the five key phases in the life cycle of the project is described.<br /> <br /> ===1. Project scope===<br /> <br /> :1.1. Develop conditions of satisfaction (CoS)<br /> ::In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> ::The project overview statement is the deliverable from the developed conditions of satistfaction (CoS).<br /> <br /> ===2. Cycle plan===<br /> :<br /> ::<br /> ===3. cycle build===<br /> :<br /> ::<br /> ===4. client checkpoint===<br /> :<br /> ::<br /> ===5. final review===<br /> :<br /> ::<br /> ==Implementation==<br /> ==Limitations==<br /> ==Case Study==<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63965 2019-02-22T10:41:39Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> The project life cycle of the project is illustrated in figure XX and in the following, the five key phases in the life cycle of the project is described.<br /> <br /> ;1. Project scope<br /> <br /> :1.1. Develop conditions of satisfaction (CoS)<br /> ::In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> ::The project overview statement is the deliverable from the developed conditions of satistfaction (CoS).<br /> <br /> ;2. Cycle plan<br /> :<br /> ::<br /> ;3. cycle build<br /> :<br /> ::<br /> ;4. client checkpoint<br /> :<br /> ::<br /> ;5. final review<br /> :<br /> ::<br /> ==Implementation==<br /> ==Limitations==<br /> ==Case Study==<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63962 2019-02-22T10:39:54Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> <br /> In the following, the five key phases in the life cycle of the project is described.<br /> <br /> ;1. Project scope<br /> <br /> :1.1. Develop conditions of satisfaction (CoS)<br /> ::In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> :1.2. Writing the Project Overview Statement (PoS)<br /> ::The project overview statement is the deliverable from the developed conditions of satistfaction (CoS).<br /> <br /> ;2. Cycle plan<br /> :<br /> ::<br /> ;3. cycle build<br /> :<br /> ::<br /> ;4. client checkpoint<br /> :<br /> ::<br /> ;5. final review<br /> :<br /> ::<br /> ==Implementation==<br /> ==Limitations==<br /> ==Case Study==<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63942 2019-02-22T10:31:41Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ;1. Project scope<br /> <br /> :1.1. Develop conditions of satisfaction (CoS)<br /> ::In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> :1.2. Project Overview Statement (PoS)<br /> ::The project overview statement is the deliverable from the developed conditions of satistfaction (CoS).<br /> <br /> ;2. Cycle plan<br /> <br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63931 2019-02-22T10:28:44Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ;1. Project scope<br /> <br /> :1.1. Develop conditions of satisfaction (CoS)<br /> ::In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> :1.2. Project Overview Statement (PoS)<br /> ::The project overview statement is the deliverable from the previous step.<br /> <br /> ;2. Cycle plan<br /> <br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63930 2019-02-22T10:28:07Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ;1. Project scope<br /> <br /> :1.1. Develop conditions of satisfaction (CoS)<br /> In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> :1.2. Project Overview Statement (PoS)<br /> The project overview statement is the deliverable from the previous step.<br /> <br /> ;2. Cycle plan<br /> <br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63928 2019-02-22T10:27:40Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ;1. Project scope<br /> <br /> :1.1. Develop conditions of satisfaction (CoS)<br /> In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> ;1.2. Project Overview Statement (PoS)<br /> The project overview statement is the deliverable from the previous step.<br /> <br /> :2. cycle plan<br /> <br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63922 2019-02-22T10:26:00Z

<p>S114901: /* #Project scope */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ===Project scope===<br /> <br /> ====Develop conditions of satisfaction (CoS)====<br /> In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> ====Project Overview Statement (PoS)====<br /> The project overview statement is the deliverable from the previous step.<br /> <br /> ===2. cycle plan===<br /> <br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63921 2019-02-22T10:25:38Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ===#Project scope===<br /> <br /> ====#Develop conditions of satisfaction (CoS)====<br /> In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> ====1.2. Project Overview Statement (PoS)====<br /> The project overview statement is the deliverable from the previous step.<br /> <br /> ===2. cycle plan===<br /> <br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63917 2019-02-22T10:24:22Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ===1. Project scope===<br /> <br /> ====1.1. Develop conditions of satisfaction (CoS)====<br /> In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> ====1.2. Project Overview Statement (PoS)====<br /> The project overview statement is the deliverable from the previous step.<br /> <br /> ===2. cycle plan===<br /> <br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63914 2019-02-22T10:21:58Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> 1. Project scope<br /> <br /> 1.1. Develop conditions of satisfaction (CoS)<br /> In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> <br /> 1.2. Project Overview Statement (PoS)<br /> The project overview statement is the deliverable from the previous step.<br /> <br /> 2. cycle plan<br /> <br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63912 2019-02-22T10:21:41Z

<p>S114901: /* Phases */</p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> 1. Project scope<br /> \\1.1. Develop conditions of satisfaction (CoS)<br /> In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> 1.2. Project Overview Statement (PoS)<br /> The project overview statement is the deliverable from the previous step.<br /> 2. cycle plan<br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=63911 2019-02-22T10:21:07Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management (APM) is a method applied in project management, where the process in the methods allow the manager to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The method accommodate uncertainties and the process is an adaptive structured and systematic iterative process. The method derives from agile project management, however, in adaptive project management, the methodology allow the team to respond to changes and unexpected challenges and adapt new improved methods towards reaching the project goal.<br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolution principles from biology. Uncertainty is accommodated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> <br /> <br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> 1. Project scope<br /> 1.1. Develop conditions of satisfaction (CoS)<br /> In this step the conditions of satisfaction for the project is identified where stakeholders defines project goal and successful outcome. This step assists the manager to direct the project on course throughout the subsequent phases.<br /> 1.2. Project Overview Statement (PoS)<br /> The project overview statement is the deliverable from the previous step.<br /> 2. cycle plan<br /> 3. cycle build<br /> 4. client checkpoint<br /> 5. final review<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Management&diff=62942 2019-02-20T19:56:16Z

<p>S114901: Created page with &quot;==Abstract== Adaptive project management or adaptive project framework (APF) is a method used in project management. The process in adaptive project management allows you to i...&quot;</p> <hr /> <div>==Abstract==<br /> Adaptive project management or adaptive project framework (APF) is a method used in project management. The process in adaptive project management allows you to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The process is an adaptive structured and systematic iterative process. Developed from agile project management but with more adaptive processes. <br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolutions principles from biology. Uncertainty is accomondated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> 1. Project scope<br /> 1.1. Develop conditions of satifaction<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Framework&diff=62496 2019-02-19T19:53:58Z

<p>S114901: </p> <hr /> <div>==Abstract==<br /> Adaptive project management or adaptive project framework (APF) is a method used in project management. The process in adaptive project management allows you to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The process is an adaptive structured and systematic iterative process. Developed from agile project management but with more adaptive processes. <br /> <br /> ==History==<br /> Henry Gannt approach<br /> <br /> ==Principles==<br /> Adaptation and evolutions principles from biology. Uncertainty is accomondated and the method prepares the team to respond to the unexpected, where &quot;learning by doing&quot; is one of the key principles. Results and decisions are continually being evaluated with a flexible mindset of the team members. <br /> <br /> ==Approaches==<br /> Agile approach<br /> The method demands a frequently contact with stakeholders in order for the team to adapt.<br /> <br /> ==Phases==<br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> 1. Project scope<br /> 1.1. Develop conditions of satifaction<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Adaptive_Project_Framework&diff=61812 2019-02-18T11:22:47Z

<p>S114901: Created page with &quot;==Abstract== Adaptive project management or adaptive project framework (APF) is a method used in project management. The process in adaptive project management allows you to i...&quot;</p> <hr /> <div>==Abstract==<br /> Adaptive project management or adaptive project framework (APF) is a method used in project management. The process in adaptive project management allows you to improve decisions and practices during the project life cycle based on learning from previous results obtained during the project. The process is an adaptive structured and systematic iterative process. Developed from agile project management but with more adaptive processes. <br /> ==History==<br /> Henry Gannt approach<br /> ==Principles==<br /> Adaptation and evolutions principles from biology.<br /> ==Approaches==<br /> Agile approach<br /> <br /> ==Phases==<br /> Project birth: project DNA; building the project; first evolution, DNA string; building blocks: scope, budget, schedule<br /> Project: living organism; planning, design, go-live, development, delivery<br /> Living and breathing project in the real work<br /> - changing scope<br /> - changing due date<br /> <br /> ==References==</div>

S114901 http://13.50.150.85/index.php?title=Articles_Spring_Term_2019&diff=61806 2019-02-18T11:03:35Z

<p>S114901: </p> <hr /> <div><br /> <br /> =Overview of 2019 Wiki articles=<br /> <br /> {| class=&quot;wikitable sortable&quot;<br /> |+Spring Term 2019 Wiki Articles<br /> |-<br /> |13<br /> |Evgenia<br /> |Chatzivasileiou<br /> |s182299<br /> |[[Project Sponsorship]]<br /> |-<br /> |-<br /> |13<br /> |Theodoros<br /> |Seremetakis<br /> |s183272<br /> |[[Investment portfolio management]]<br /> |-<br /> |5<br /> |Federica<br /> |Menti<br /> |S182994<br /> |[[Getting Things Done (David Allen)]]<br /> |-<br /> |-<br /> |2<br /> |Panagiotis<br /> |Vounatsos<br /> |PanosVoun<br /> |[[Epistemic vs. Aleatory uncertainty]]<br /> |-<br /> |-<br /> |9<br /> |Jack<br /> |Frain<br /> |Fraino12345<br /> |[[Stakeholder Management Processes in Projects]]<br /> |-<br /> |-<br /> |14<br /> |Alexandros<br /> |Bellos<br /> |AlexBellos<br /> |[[Effective Brainstorming]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Edoardo<br /> |Braccini<br /> |EdoBraa<br /> |[[Benefits Realisation Management (BRM)]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Andrea<br /> |Könnecke<br /> |Andrea Könnecke<br /> |[[Shannon &amp; Weaver Model for Communication]]<br /> |-<br /> |-<br /> |Group 10<br /> |Srdjan<br /> |Gluhovic<br /> |srdjangluhovic<br /> |[[Project Scope Control Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Casper<br /> |Claudinger<br /> |Casper<br /> |[[Managing projects in a functional organization]]<br /> |-<br /> |-<br /> |8<br /> |Ronglian<br /> |Wei<br /> |Panda Lian<br /> |[[Conceptual levels of competence]]<br /> |-<br /> |- <br /> |4<br /> |Jesper <br /> |Wolters<br /> |Wolters<br /> |[[Resource allocation and crashing]]<br /> |-<br /> |- <br /> |3<br /> |Oliwia<br /> |Sonia<br /> |Lubiarz<br /> |[[Meeting Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Francisco<br /> |Almirudis<br /> |Frank Almirudis<br /> |[[Scheduling: Critical path, PERT and Gantt]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Bartlomiej<br /> |Maciej<br /> |Tyczynski<br /> |[[Outcome, output, benefit]]<br /> |-<br /> |-<br /> |16<br /> |Brynja<br /> |Benediktsdóttir<br /> |Brynja Ben.<br /> |[[The Periodic Table of Project Management]]<br /> |-<br /> |-<br /> |16<br /> |Jonina Thora<br /> |Einarsdottir<br /> |Jonina Thora<br /> |[[Project Management Success Factors]]<br /> |-<br /> |-<br /> |Group Number 5<br /> |Pedro<br /> |Lopes da Cunha<br /> |PedroLopesCunha<br /> |[[Project Management: Cost vs. Price]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Sarantis<br /> |Pavlidis<br /> |Sarantis<br /> |[[Types of activities]]<br /> |-<br /> |Group Number Pending<br /> |Rikke<br /> |Andersen<br /> |RikkeA<br /> |[[Cognitive Bias]]<br /> |-<br /> |-<br /> |12<br /> |Johan<br /> |Hilsøe<br /> |s154073<br /> |[[Unidentified Risks]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Mads<br /> |Kronholm<br /> |Mads Kronholm<br /> |[[DMAIC]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Anne<br /> |Dittmann<br /> |Anne<br /> |[[Organisational Design and Structures]]<br /> |-<br /> |-<br /> |12<br /> |Thea<br /> |Pedersen<br /> |Thea<br /> |[[Agile One Page Project Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Madalina<br /> |Grigoras<br /> |s186465<br /> |[[Value to whom?]]<br /> |-<br /> |-<br /> |4<br /> |Martin<br /> |Eberholst Carlsen<br /> |Martineberholstcarlsen<br /> |[[Project Initiation Management in construction]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Rasmine<br /> |Søgren<br /> |s145320<br /> |[[Outcome]]<br /> |-<br /> |-<br /> |6<br /> |Julie <br /> |Rostgaard Andersen<br /> |s123790<br /> |[[Use of Business Model Canvas to Kickstart the project management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Dilan<br /> |Casablanca<br /> |Dilan Casablanca<br /> |[[Prefabricated houses (industrial process)]]<br /> |-<br /> |5<br /> |Sandro <br /> |Pina<br /> |SandroPina<br /> |[[Create a pitch]]<br /> |-<br /> |-<br /> |11<br /> |Kristoffer<br /> |Glahn<br /> |s133378<br /> |[[Vision statement]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Maria Christina<br /> |Prokou<br /> |Mprokou<br /> |[[Negotiation Skills]]<br /> |-<br /> |-<br /> |12<br /> |Amani<br /> |Alabdullah<br /> |s173307<br /> |[[Integrated Project Delivery (IPD)]]<br /> |-<br /> |-<br /> |12<br /> |Andreas<br /> |Riposati<br /> |Ripo<br /> |[[Basic estimation techniques]]<br /> |-<br /> |-<br /> |10<br /> |Mark<br /> |Christiansen<br /> |s152736<br /> |[[Stephen Covey's seven principles]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Signe <br /> |Bjerrum<br /> |s141886<br /> |[[The Triple Constraint in Project Management]]<br /> |-<br /> |-<br /> |9<br /> |Sebastian<br /> |Walther<br /> |Sebastian<br /> |[[Value Canvas in Projects]]<br /> |-<br /> |-<br /> |9<br /> |Keegan<br /> |van Kooten<br /> |Keegan<br /> |[[Planning Poker for Improved Project Delivery]]<br /> |-<br /> |-<br /> | 8<br /> |Hagos Zeru<br /> |Gide<br /> |Trhas<br /> |[[BIM as a project management tool on construction companies]]<br /> |-<br /> |-<br /> |-<br /> |-<br /> |Group Number Pending<br /> |William<br /> |Durant <br /> |Mangum<br /> |[[Crisis Management when there is a Project Cost Overrun]]<br /> |-<br /> |-<br /> |- <br /> |9<br /> |Shri Tejas <br /> |Vedula<br /> |Tehass 7<br /> |[[The implementation of KPIs]]<br /> |-<br /> |-<br /> |9<br /> |Casper<br /> |Gandil Qvortrup<br /> |CasperGandil<br /> |[[Application of Balanced Scorecard in Portfolio Management]]<br /> |-<br /> |- <br /> |12<br /> |Veronika Zsuzsanna<br /> |Bankó<br /> |Veronikabanko<br /> |[[Determining Measurement Methods in Earned Value Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Mercedes<br /> |Hachmann<br /> |Mercedes Hachmann<br /> |[[Design Thinking]]<br /> |-<br /> |-<br /> |Group 1<br /> |Rasmus<br /> |Bjerg<br /> |Rasmusbjerg<br /> |[[Cash flow and milestone payments]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Moritz<br /> |Gutheil<br /> |MoritzGutheil<br /> |[[Dan Pink on Motivation]]<br /> |-<br /> |-<br /> |Group 5<br /> |Giorgia<br /> |Scartozzi<br /> |GiorgiaS<br /> |[[Resource-Constrained Critical Path Method]]<br /> |-<br /> |-<br /> |Group 3<br /> |Hannah<br /> |Kürschner<br /> |Hannah<br /> |[[Projects integrating Sustainable Methods]]<br /> |-<br /> |-<br /> |Group 17<br /> |Daniel<br /> |Vorting<br /> |s141018<br /> |[[Product family master plan]]<br /> |-<br /> |-<br /> |Group 10<br /> |André<br /> |Condamine<br /> |S173349<br /> |[[Belbin's Team Roles]]<br /> |-<br /> |-<br /> |7<br /> |Kristine<br /> |Kaulberg<br /> |Kristbk<br /> |[[Governance of Project Management]]<br /> |-<br /> |Group Number 17<br /> |Sai Mahesh<br /> |Nadukuru<br /> |Sm nadukuru<br /> |[[Process Planning and Cost Estimation]]<br /> |-<br /> |-<br /> |7<br /> |Gustav<br /> |Josephsen<br /> |Gustav Josephsen<br /> |[[Potentials of Key Performance Indicators]]<br /> |-<br /> |-<br /> |11<br /> |Rikke Louise Kjær<br /> |Knudsen<br /> |RikkeK<br /> |[[Milestones in Project Planning]]<br /> |-<br /> |-<br /> |2<br /> |Hedin<br /> |Gunnarsstein Poulsen<br /> |hedinp<br /> |[[Resources]]<br /> |-<br /> |-<br /> |3<br /> |Isabel<br /> |Wang<br /> |isabel.w<br /> |[[Benefits Realization Management as a key driver of Project Management Effectiveness]]<br /> |-<br /> |12<br /> |Frederik<br /> |Sørensen<br /> |FTSN<br /> |[[Hersey and Blanchard's Situational Leadership]]<br /> |-<br /> |4<br /> |Simon<br /> |Muurholm Hansen<br /> |Muurholm<br /> |[[Performance-based contracting]]<br /> |-<br /> |6<br /> |Charles<br /> |Hemmingsen<br /> |s122801<br /> |[[Programmification of work]]<br /> |-<br /> |17<br /> |Alberto<br /> |Tognon<br /> |s172420<br /> |[[Project Management in pharmaceutical industry]]<br /> |-<br /> |17<br /> |Stefano<br /> |Di Lenardo<br /> |s190056<br /> |[[A conceptual framework of sustainability in project management]]<br /> |-<br /> |5<br /> |Arndt <br /> |Oschinsky<br /> |AJO<br /> |[[The Project Charter]]<br /> |-<br /> <br /> |16<br /> |Dana Rut<br /> |Gunnarsdóttir<br /> |s180289<br /> |[[Project Management Reporting]]<br /> |-<br /> <br /> |-<br /> |8<br /> |Anna<br /> |Shevchenko<br /> |Anutka<br /> |[[SAFe]]<br /> |-<br /> <br /> |-<br /> |Group Number Pending<br /> |Thomas<br /> |Boel<br /> |Morning<br /> |[[Cost Control]]<br /> |-<br /> <br /> |-<br /> |6<br /> |Ole<br /> |Moe<br /> |s186359<br /> |[[Prince2]]<br /> |-<br /> <br /> |-<br /> |2<br /> |Nikolaj<br /> |Petersen<br /> |s173344<br /> |[[Managing habits in a project]]<br /> |-<br /> <br /> |-<br /> |15<br /> |Sofie<br /> |Martinussen<br /> |Sofie Martinussen<br /> |[[Improve communication with active listening]]<br /> |-<br /> <br /> |-<br /> |2<br /> |Sophia<br /> |Nielsen<br /> |s114901<br /> |[[Adaptive Project Management]]<br /> |-<br /> <br /> |-<br /> |10<br /> |Costanza<br /> |Sesti<br /> |Costanza Sesti<br /> |[[Systems Theory in Project Management]]<br /> |-<br /> |-<br /> |-<br /> |7<br /> |Mathias<br /> |Steuch<br /> |Msteuch<br /> |[[SMART goals - A Project Manager Tool]]<br /> |-<br /> |-<br /> |-<br /> |16<br /> |Marie<br /> |Bukkholm<br /> |s182741<br /> |[[Resource breakdown structure]]<br /> |-</div>

S114901 http://13.50.150.85/index.php?title=Articles_Spring_Term_2019&diff=61802 2019-02-18T10:59:14Z

<p>S114901: </p> <hr /> <div><br /> <br /> =Overview of 2019 Wiki articles=<br /> <br /> {| class=&quot;wikitable sortable&quot;<br /> |+Spring Term 2019 Wiki Articles<br /> |-<br /> |13<br /> |Evgenia<br /> |Chatzivasileiou<br /> |s182299<br /> |[[Project Sponsorship]]<br /> |-<br /> |-<br /> |13<br /> |Theodoros<br /> |Seremetakis<br /> |s183272<br /> |[[Investment portfolio management]]<br /> |-<br /> |5<br /> |Federica<br /> |Menti<br /> |S182994<br /> |[[Getting Things Done (David Allen)]]<br /> |-<br /> |-<br /> |2<br /> |Panagiotis<br /> |Vounatsos<br /> |PanosVoun<br /> |[[Epistemic vs. Aleatory uncertainty]]<br /> |-<br /> |-<br /> |9<br /> |Jack<br /> |Frain<br /> |Fraino12345<br /> |[[Stakeholder Management Processes in Projects]]<br /> |-<br /> |-<br /> |14<br /> |Alexandros<br /> |Bellos<br /> |AlexBellos<br /> |[[Effective Brainstorming]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Edoardo<br /> |Braccini<br /> |EdoBraa<br /> |[[Benefits Realisation Management (BRM)]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Andrea<br /> |Könnecke<br /> |Andrea Könnecke<br /> |[[Shannon &amp; Weaver Model for Communication]]<br /> |-<br /> |-<br /> |Group 10<br /> |Srdjan<br /> |Gluhovic<br /> |srdjangluhovic<br /> |[[Project Scope Control Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Casper<br /> |Claudinger<br /> |Casper<br /> |[[Managing projects in a functional organization]]<br /> |-<br /> |-<br /> |8<br /> |Ronglian<br /> |Wei<br /> |Panda Lian<br /> |[[Conceptual levels of competence]]<br /> |-<br /> |- <br /> |4<br /> |Jesper <br /> |Wolters<br /> |Wolters<br /> |[[Resource allocation and crashing]]<br /> |-<br /> |- <br /> |3<br /> |Oliwia<br /> |Sonia<br /> |Lubiarz<br /> |[[Meeting Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Francisco<br /> |Almirudis<br /> |Frank Almirudis<br /> |[[Scheduling: Critical path, PERT and Gantt]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Bartlomiej<br /> |Maciej<br /> |Tyczynski<br /> |[[Outcome, output, benefit]]<br /> |-<br /> |-<br /> |16<br /> |Brynja<br /> |Benediktsdóttir<br /> |Brynja Ben.<br /> |[[The Periodic Table of Project Management]]<br /> |-<br /> |-<br /> |16<br /> |Jonina Thora<br /> |Einarsdottir<br /> |Jonina Thora<br /> |[[Project Management Success Factors]]<br /> |-<br /> |-<br /> |Group Number 5<br /> |Pedro<br /> |Lopes da Cunha<br /> |PedroLopesCunha<br /> |[[Project Management: Cost vs. Price]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Sarantis<br /> |Pavlidis<br /> |Sarantis<br /> |[[Types of activities]]<br /> |-<br /> |Group Number Pending<br /> |Rikke<br /> |Andersen<br /> |RikkeA<br /> |[[Cognitive Bias]]<br /> |-<br /> |-<br /> |12<br /> |Johan<br /> |Hilsøe<br /> |s154073<br /> |[[Unidentified Risks]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Mads<br /> |Kronholm<br /> |Mads Kronholm<br /> |[[DMAIC]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Anne<br /> |Dittmann<br /> |Anne<br /> |[[Organisational Design and Structures]]<br /> |-<br /> |-<br /> |12<br /> |Thea<br /> |Pedersen<br /> |Thea<br /> |[[Agile One Page Project Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Madalina<br /> |Grigoras<br /> |s186465<br /> |[[Value to whom?]]<br /> |-<br /> |-<br /> |4<br /> |Martin<br /> |Eberholst Carlsen<br /> |Martineberholstcarlsen<br /> |[[Project Initiation Management in construction]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Rasmine<br /> |Søgren<br /> |s145320<br /> |[[Outcome]]<br /> |-<br /> |-<br /> |6<br /> |Julie <br /> |Rostgaard Andersen<br /> |s123790<br /> |[[Use of Business Model Canvas to Kickstart the project management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Dilan<br /> |Casablanca<br /> |Dilan Casablanca<br /> |[[Prefabricated houses (industrial process)]]<br /> |-<br /> |5<br /> |Sandro <br /> |Pina<br /> |SandroPina<br /> |[[Create a pitch]]<br /> |-<br /> |-<br /> |11<br /> |Kristoffer<br /> |Glahn<br /> |s133378<br /> |[[Vision statement]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Maria Christina<br /> |Prokou<br /> |Mprokou<br /> |[[Negotiation Skills]]<br /> |-<br /> |-<br /> |12<br /> |Amani<br /> |Alabdullah<br /> |s173307<br /> |[[Integrated Project Delivery (IPD)]]<br /> |-<br /> |-<br /> |12<br /> |Andreas<br /> |Riposati<br /> |Ripo<br /> |[[Basic estimation techniques]]<br /> |-<br /> |-<br /> |10<br /> |Mark<br /> |Christiansen<br /> |s152736<br /> |[[Stephen Covey's seven principles]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Signe <br /> |Bjerrum<br /> |s141886<br /> |[[The Triple Constraint in Project Management]]<br /> |-<br /> |-<br /> |9<br /> |Sebastian<br /> |Walther<br /> |Sebastian<br /> |[[Value Canvas in Projects]]<br /> |-<br /> |-<br /> |9<br /> |Keegan<br /> |van Kooten<br /> |Keegan<br /> |[[Planning Poker for Improved Project Delivery]]<br /> |-<br /> |-<br /> | 8<br /> |Hagos Zeru<br /> |Gide<br /> |Trhas<br /> |[[BIM as a project management tool on construction companies]]<br /> |-<br /> |-<br /> |-<br /> |-<br /> |Group Number Pending<br /> |William<br /> |Durant <br /> |Mangum<br /> |[[Crisis Management when there is a Project Cost Overrun]]<br /> |-<br /> |-<br /> |- <br /> |9<br /> |Shri Tejas <br /> |Vedula<br /> |Tehass 7<br /> |[[The implementation of KPIs]]<br /> |-<br /> |-<br /> |9<br /> |Casper<br /> |Gandil Qvortrup<br /> |CasperGandil<br /> |[[Application of Balanced Scorecard in Portfolio Management]]<br /> |-<br /> |- <br /> |12<br /> |Veronika Zsuzsanna<br /> |Bankó<br /> |Veronikabanko<br /> |[[Determining Measurement Methods in Earned Value Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Mercedes<br /> |Hachmann<br /> |Mercedes Hachmann<br /> |[[Design Thinking]]<br /> |-<br /> |-<br /> |Group 1<br /> |Rasmus<br /> |Bjerg<br /> |Rasmusbjerg<br /> |[[Cash flow and milestone payments]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Moritz<br /> |Gutheil<br /> |MoritzGutheil<br /> |[[Dan Pink on Motivation]]<br /> |-<br /> |-<br /> |Group 5<br /> |Giorgia<br /> |Scartozzi<br /> |GiorgiaS<br /> |[[Resource-Constrained Critical Path Method]]<br /> |-<br /> |-<br /> |Group 3<br /> |Hannah<br /> |Kürschner<br /> |Hannah<br /> |[[Projects integrating Sustainable Methods]]<br /> |-<br /> |-<br /> |Group 17<br /> |Daniel<br /> |Vorting<br /> |s141018<br /> |[[Product family master plan]]<br /> |-<br /> |-<br /> |Group 10<br /> |André<br /> |Condamine<br /> |S173349<br /> |[[Belbin's Team Roles]]<br /> |-<br /> |-<br /> |7<br /> |Kristine<br /> |Kaulberg<br /> |Kristbk<br /> |[[Governance of Project Management]]<br /> |-<br /> |Group Number 17<br /> |Sai Mahesh<br /> |Nadukuru<br /> |Sm nadukuru<br /> |[[Process Planning and Cost Estimation]]<br /> |-<br /> |-<br /> |7<br /> |Gustav<br /> |Josephsen<br /> |Gustav Josephsen<br /> |[[Potentials of Key Performance Indicators]]<br /> |-<br /> |-<br /> |11<br /> |Rikke Louise Kjær<br /> |Knudsen<br /> |RikkeK<br /> |[[Milestones in Project Planning]]<br /> |-<br /> |-<br /> |2<br /> |Hedin<br /> |Gunnarsstein Poulsen<br /> |hedinp<br /> |[[Resources]]<br /> |-<br /> |-<br /> |3<br /> |Isabel<br /> |Wang<br /> |isabel.w<br /> |[[Benefits Realization Management as a key driver of Project Management Effectiveness]]<br /> |-<br /> |12<br /> |Frederik<br /> |Sørensen<br /> |FTSN<br /> |[[Hersey and Blanchard's Situational Leadership]]<br /> |-<br /> |4<br /> |Simon<br /> |Muurholm Hansen<br /> |Muurholm<br /> |[[Performance-based contracting]]<br /> |-<br /> |6<br /> |Charles<br /> |Hemmingsen<br /> |s122801<br /> |[[Programmification of work]]<br /> |-<br /> |17<br /> |Alberto<br /> |Tognon<br /> |s172420<br /> |[[Project Management in pharmaceutical industry]]<br /> |-<br /> |17<br /> |Stefano<br /> |Di Lenardo<br /> |s190056<br /> |[[A conceptual framework of sustainability in project management]]<br /> |-<br /> |5<br /> |Arndt <br /> |Oschinsky<br /> |AJO<br /> |[[The Project Charter]]<br /> |-<br /> <br /> |16<br /> |Dana Rut<br /> |Gunnarsdóttir<br /> |s180289<br /> |[[Project Management Reporting]]<br /> |-<br /> <br /> |-<br /> |8<br /> |Anna<br /> |Shevchenko<br /> |Anutka<br /> |[[SAFe]]<br /> |-<br /> <br /> |-<br /> |Group Number Pending<br /> |Thomas<br /> |Boel<br /> |Morning<br /> |[[Cost Control]]<br /> |-<br /> <br /> |-<br /> |6<br /> |Ole<br /> |Moe<br /> |s186359<br /> |[[Prince2]]<br /> |-<br /> <br /> |-<br /> |2<br /> |Nikolaj<br /> |Petersen<br /> |s173344<br /> |[[Managing habits in a project]]<br /> |-<br /> <br /> |-<br /> |15<br /> |Sofie<br /> |Martinussen<br /> |Sofie Martinussen<br /> |[[Improve communication with active listening]]<br /> |-<br /> <br /> |-<br /> |2<br /> |Sophia<br /> |Nielsen<br /> |s114901<br /> |[[Adaptive Project Framework]]<br /> |-<br /> <br /> |-<br /> |10<br /> |Costanza<br /> |Sesti<br /> |Costanza Sesti<br /> |[[Systems Theory in Project Management]]<br /> |-<br /> |-<br /> |-<br /> |7<br /> |Mathias<br /> |Steuch<br /> |Msteuch<br /> |[[SMART goals - A Project Manager Tool]]<br /> |-<br /> |-</div>

S114901 http://13.50.150.85/index.php?title=Articles_Spring_Term_2019&diff=61774 2019-02-18T10:21:17Z

<p>S114901: </p> <hr /> <div><br /> <br /> =Overview of 2019 Wiki articles=<br /> <br /> {| class=&quot;wikitable sortable&quot;<br /> |+Spring Term 2019 Wiki Articles<br /> |-<br /> |13<br /> |Evgenia<br /> |Chatzivasileiou<br /> |s182299<br /> |[[Project Sponsorship]]<br /> |-<br /> |-<br /> |13<br /> |Theodoros<br /> |Seremetakis<br /> |s183272<br /> |[[Investment portfolio management]]<br /> |-<br /> |5<br /> |Federica<br /> |Menti<br /> |S182994<br /> |[[Getting Things Done (David Allen)]]<br /> |-<br /> |-<br /> |2<br /> |Panagiotis<br /> |Vounatsos<br /> |PanosVoun<br /> |[[Epistemic vs. Aleatory uncertainty]]<br /> |-<br /> |9<br /> |Jack<br /> |Frain<br /> |Fraino12345<br /> |[[Stakeholder Management Processes in Projects]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Edoardo<br /> |Braccini<br /> |EdoBraa<br /> |[[Benefits Realisation Management (BRM)]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Andrea<br /> |Könnecke<br /> |Andrea Könnecke<br /> |[[Shannon &amp; Weaver Model for Communication]]<br /> |-<br /> |-<br /> |Group 10<br /> |Srdjan<br /> |Gluhovic<br /> |srdjangluhovic<br /> |[[Project Scope Control Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Casper<br /> |Claudinger<br /> |Casper<br /> |[[Managing projects in a functional organization]]<br /> |-<br /> |-<br /> |8<br /> |Ronglian<br /> |Wei<br /> |Panda Lian<br /> |[[Conceptual levels of competence]]<br /> |-<br /> |- <br /> |4<br /> |Jesper <br /> |Wolters<br /> |Wolters<br /> |[[Resource allocation and crashing]]<br /> |-<br /> |- <br /> |3<br /> |Oliwia<br /> |Sonia<br /> |Lubiarz<br /> |[[Meeting Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Francisco<br /> |Almirudis<br /> |Frank Almirudis<br /> |[[Scheduling: Critical path, PERT and Gantt]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Bartlomiej<br /> |Maciej<br /> |Tyczynski<br /> |[[Outcome, output, benefit]]<br /> |-<br /> |-<br /> |16<br /> |Brynja<br /> |Benediktsdóttir<br /> |Brynja Ben.<br /> |[[The Periodic Table of Project Management]]<br /> |-<br /> |-<br /> |16<br /> |Jonina Thora<br /> |Einarsdottir<br /> |Jonina Thora<br /> |[[Project Management Success Factors]]<br /> |-<br /> |-<br /> |Group Number 5<br /> |Pedro<br /> |Lopes da Cunha<br /> |PedroLopesCunha<br /> |[[Project Management: Cost vs. Price]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Sarantis<br /> |Pavlidis<br /> |Sarantis<br /> |[[Types of activities]]<br /> |-<br /> |Group Number Pending<br /> |Rikke<br /> |Andersen<br /> |RikkeA<br /> |[[Cognitive Bias]]<br /> |-<br /> |-<br /> |12<br /> |Johan<br /> |Hilsøe<br /> |s154073<br /> |[[Unidentified Risks]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Mads<br /> |Kronholm<br /> |Mads Kronholm<br /> |[[DMAIC]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Anne<br /> |Dittmann<br /> |Anne<br /> |[[Organisational Design and Structures]]<br /> |-<br /> |-<br /> |12<br /> |Thea<br /> |Pedersen<br /> |Thea<br /> |[[Agile One Page Project Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Madalina<br /> |Grigoras<br /> |s186465<br /> |[[Value to whom?]]<br /> |-<br /> |-<br /> |4<br /> |Martin<br /> |Eberholst Carlsen<br /> |Martineberholstcarlsen<br /> |[[Project Initiation Management in construction]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Rasmine<br /> |Søgren<br /> |s145320<br /> |[[Outcome]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Julie <br /> |Rostgaard Andersen<br /> |s123790<br /> |[[...]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Dilan<br /> |Casablanca<br /> |Dilan Casablanca<br /> |[[Prefabricated houses (industrial process)]]<br /> |-<br /> |Group Number Pending<br /> |Sandro <br /> |Pina<br /> |SandroPina<br /> |[[Create a pitch]]<br /> |-<br /> |-<br /> |11<br /> |Kristoffer<br /> |Glahn<br /> |s133378<br /> |[[Vision statement]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Maria Christina<br /> |Prokou<br /> |Mprokou<br /> |[[Negotiation Skills]]<br /> |-<br /> |-<br /> |12<br /> |Amani<br /> |Alabdullah<br /> |s173307<br /> |[[Integrated Project Delivery (IPD)]]<br /> |-<br /> |-<br /> |12<br /> |Andreas<br /> |Riposati<br /> |Ripo<br /> |[[Basic estimation techniques]]<br /> |-<br /> |-<br /> |10<br /> |Mark<br /> |Christiansen<br /> |s152736<br /> |[[Stephen Covey's seven principles]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Signe <br /> |Bjerrum<br /> |s141886<br /> |[[The Triple Constraint in Project Management]]<br /> |-<br /> |-<br /> |9<br /> |Sebastian<br /> |Walther<br /> |Sebastian<br /> |[[Value Canvas in Projects]]<br /> |-<br /> |-<br /> |9<br /> |Keegan<br /> |van Kooten<br /> |Keegan<br /> |[[Planning Poker for Improved Project Delivery]]<br /> |-<br /> |-<br /> | 8<br /> |Hagos Zeru<br /> |Gide<br /> |Trhas<br /> |[[BIM as a project management tool on construction companies]]<br /> |-<br /> |-<br /> |-<br /> |-<br /> |Group Number Pending<br /> |William<br /> |Durant <br /> |Mangum<br /> |[[Crisis Management when there is a Project Cost Overrun]]<br /> |-<br /> |-<br /> |- <br /> |9<br /> |Shri Tejas <br /> |Vedula<br /> |Tehass 7<br /> |[[The implementation of KPIs]]<br /> |-<br /> |-<br /> |9<br /> |Casper<br /> |Gandil Qvortrup<br /> |CasperGandil<br /> |[[Application of Balanced Scorecard in Portfolio Management]]<br /> |-<br /> |- <br /> |12<br /> |Veronika Zsuzsanna<br /> |Bankó<br /> |Veronikabanko<br /> |[[Determining Measurement Methods in Earned Value Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Mercedes<br /> |Hachmann<br /> |Mercedes Hachmann<br /> |[[Design Thinking]]<br /> |-<br /> |-<br /> |Group 1<br /> |Rasmus<br /> |Bjerg<br /> |Rasmusbjerg<br /> |[[Cash flow and milestone payments]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Moritz<br /> |Gutheil<br /> |MoritzGutheil<br /> |[[Dan Pink on Motivation]]<br /> |-<br /> |-<br /> |Group 5<br /> |Giorgia<br /> |Scartozzi<br /> |GiorgiaS<br /> |[[Resource-Constrained Critical Path Method]]<br /> |-<br /> |-<br /> |Group 3<br /> |Hannah<br /> |Kürschner<br /> |Hannah<br /> |[[Projects integrating Sustainable Methods]]<br /> |-<br /> |-<br /> |Group 17<br /> |Daniel<br /> |Vorting<br /> |s141018<br /> |[[Product family master plan]]<br /> |-<br /> |-<br /> |Group 10<br /> |André<br /> |Condamine<br /> |S173349<br /> |[[Belbin's Team Roles]]<br /> |-<br /> |-<br /> |7<br /> |Kristine<br /> |Kaulberg<br /> |Kristbk<br /> |[[Governance of Project Management]]<br /> |-<br /> |Group Number 17<br /> |Sai Mahesh<br /> |Nadukuru<br /> |Sm nadukuru<br /> |[[Process Planning and Cost Estimation]]<br /> |-<br /> |-<br /> |7<br /> |Gustav<br /> |Josephsen<br /> |Gustav Josephsen<br /> |[[Potentials of Key Performance Indicators]]<br /> |-<br /> |-<br /> |11<br /> |Rikke Louise Kjær<br /> |Knudsen<br /> |RikkeK<br /> |[[Milestones in Project Planning]]<br /> |-<br /> |-<br /> |2<br /> |Hedin<br /> |Gunnarsstein Poulsen<br /> |hedinp<br /> |[[Resources]]<br /> |-<br /> |-<br /> |3<br /> |Isabel<br /> |Wang<br /> |isabel.w<br /> |[[Benefits Realization Management as a key driver of Project Management Effectiveness]]<br /> |-<br /> |12<br /> |Frederik<br /> |Sørensen<br /> |FTSN<br /> |[[Hersey and Blanchard's Situational Leadership]]<br /> |-<br /> |4<br /> |Simon<br /> |Muurholm Hansen<br /> |Muurholm<br /> |[[Performance-based contracting]]<br /> |-<br /> |6<br /> |Charles<br /> |Hemmingsen<br /> |s122801<br /> |[[Programmification of work]]<br /> |-<br /> |17<br /> |Alberto<br /> |Tognon<br /> |s172420<br /> |[[Project Management in pharmaceutical industry]]<br /> |-<br /> |17<br /> |Stefano<br /> |Di Lenardo<br /> |s190056<br /> |[[A conceptual framework of sustainability in project management]]<br /> |-<br /> |5<br /> |Arndt <br /> |Oschinsky<br /> |AJO<br /> |[[The Project Charter]]<br /> |-<br /> <br /> |16<br /> |Dana Rut<br /> |Gunnarsdóttir<br /> |s180289<br /> |[[Project Management Reporting]]<br /> |-<br /> <br /> |-<br /> |8<br /> |Anna<br /> |Shevchenko<br /> |Anutka<br /> |[[SAFe]]<br /> |-<br /> <br /> |-<br /> |Group Number Pending<br /> |Thomas<br /> |Boel<br /> |Morning<br /> |[[Cost Control]]<br /> |-<br /> <br /> |-<br /> |6<br /> |Ole<br /> |Moe<br /> |s186359<br /> |[[Prince2]]<br /> |-<br /> <br /> |-<br /> |2<br /> |Nikolaj<br /> |Petersen<br /> |s173344<br /> |[[Managing habits in a project]]<br /> |-<br /> <br /> |-<br /> |15<br /> |Sofie<br /> |Martinussen<br /> |Sofie Martinussen<br /> |[[Improve communication with active listening]]<br /> |-<br /> <br /> |-<br /> |2<br /> |Sophia<br /> |Nielsen<br /> |s114901<br /> |[[Adaptive Management]]<br /> |-<br /> <br /> |-<br /> |10<br /> |Costanza<br /> |Sesti<br /> |Costanza Sesti<br /> |[[Systems Theory in Project Management]]<br /> |-<br /> |-<br /> |-<br /> |7<br /> |Mathias<br /> |Steuch<br /> |Msteuch<br /> |[[SMART goals - A Project Manager Tool]]<br /> |-<br /> |-</div>

S114901 http://13.50.150.85/index.php?title=Articles_Spring_Term_2019&diff=61726 2019-02-18T09:35:30Z

<p>S114901: </p> <hr /> <div><br /> <br /> =Overview of 2019 Wiki articles=<br /> <br /> {| class=&quot;wikitable sortable&quot;<br /> |+Spring Term 2019 Wiki Articles<br /> |-<br /> |13<br /> |Evgenia<br /> |Chatzivasileiou<br /> |s182299<br /> |[[Project Sponsorship]]<br /> |-<br /> |-<br /> |13<br /> |Theodoros<br /> |Seremetakis<br /> |s183272<br /> |[[Investment portfolio management]]<br /> |-<br /> |5<br /> |Federica<br /> |Menti<br /> |S182994<br /> |[[Getting Things Done (David Allen)]]<br /> |-<br /> |-<br /> |2<br /> |Panagiotis<br /> |Vounatsos<br /> |PanosVoun<br /> |[[Epistemic vs. Aleatory uncertainty]]<br /> |-<br /> |9<br /> |Jack<br /> |Frain<br /> |Fraino12345<br /> |[[Stakeholder Management Processes in Projects]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Edoardo<br /> |Braccini<br /> |EdoBraa<br /> |[[Benefits Realisation Management (BRM)]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Andrea<br /> |Könnecke<br /> |Andrea Könnecke<br /> |[[Shannon &amp; Weaver Model for Communication]]<br /> |-<br /> |-<br /> |Group 10<br /> |Srdjan<br /> |Gluhovic<br /> |srdjangluhovic<br /> |[[Project Scope Control Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Casper<br /> |Claudinger<br /> |Casper<br /> |[[Managing projects in a functional organization]]<br /> |-<br /> |-<br /> |8<br /> |Ronglian<br /> |Wei<br /> |Panda Lian<br /> |[[Conceptual levels of competence]]<br /> |-<br /> |- <br /> |4<br /> |Jesper <br /> |Wolters<br /> |Wolters<br /> |[[Resource allocation and crashing]]<br /> |-<br /> |- <br /> |3<br /> |Oliwia<br /> |Sonia<br /> |Lubiarz<br /> |[[Meeting Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Francisco<br /> |Almirudis<br /> |Frank Almirudis<br /> |[[Scheduling: Critical path, PERT and Gantt]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Bartlomiej<br /> |Maciej<br /> |Tyczynski<br /> |[[Outcome, output, benefit]]<br /> |-<br /> |-<br /> |16<br /> |Brynja<br /> |Benediktsdóttir<br /> |Brynja Ben.<br /> |[[The Periodic Table of Project Management]]<br /> |-<br /> |-<br /> |16<br /> |Jonina Thora<br /> |Einarsdottir<br /> |Jonina Thora<br /> |[[Project Management Success Factors]]<br /> |-<br /> |-<br /> |Group Number 5<br /> |Pedro<br /> |Lopes da Cunha<br /> |PedroLopesCunha<br /> |[[Project Management: Cost vs. Price]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Sarantis<br /> |Pavlidis<br /> |Sarantis<br /> |[[Types of activities]]<br /> |-<br /> |Group Number Pending<br /> |Rikke<br /> |Andersen<br /> |RikkeA<br /> |[[Cognitive Bias]]<br /> |-<br /> |-<br /> |12<br /> |Johan<br /> |Hilsøe<br /> |s154073<br /> |[[Unidentified Risks]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Mads<br /> |Kronholm<br /> |Mads Kronholm<br /> |[[DMAIC]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Anne<br /> |Dittmann<br /> |Anne<br /> |[[Organisational Design and Structures]]<br /> |-<br /> |-<br /> |12<br /> |Thea<br /> |Pedersen<br /> |Thea<br /> |[[Agile One Page Project Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Madalina<br /> |Grigoras<br /> |s186465<br /> |[[Value to whom?]]<br /> |-<br /> |-<br /> |4<br /> |Martin<br /> |Eberholst Carlsen<br /> |Martineberholstcarlsen<br /> |[[Project Initiation Management in construction]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Rasmine<br /> |Søgren<br /> |s145320<br /> |[[Outcome]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Julie <br /> |Rostgaard Andersen<br /> |s123790<br /> |[[...]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Dilan<br /> |Casablanca<br /> |Dilan Casablanca<br /> |[[Prefabricated houses (industrial process)]]<br /> |-<br /> |Group Number Pending<br /> |Sandro <br /> |Pina<br /> |SandroPina<br /> |[[Create a pitch]]<br /> |-<br /> |-<br /> |11<br /> |Kristoffer<br /> |Glahn<br /> |s133378<br /> |[[Vision statement]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Maria Christina<br /> |Prokou<br /> |Mprokou<br /> |[[Negotiation Skills]]<br /> |-<br /> |-<br /> |12<br /> |Amani<br /> |Alabdullah<br /> |s173307<br /> |[[Integrated Project Delivery (IPD)]]<br /> |-<br /> |-<br /> |12<br /> |Andreas<br /> |Riposati<br /> |Ripo<br /> |[[Basic estimation techniques]]<br /> |-<br /> |-<br /> |10<br /> |Mark<br /> |Christiansen<br /> |s152736<br /> |[[Stephen Covey's seven principles]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Signe <br /> |Bjerrum<br /> |s141886<br /> |[[The Triple Constraint in Project Management]]<br /> |-<br /> |-<br /> |9<br /> |Sebastian<br /> |Walther<br /> |Sebastian<br /> |[[Value Canvas in Projects]]<br /> |-<br /> |-<br /> |9<br /> |Keegan<br /> |van Kooten<br /> |Keegan<br /> |[[Planning Poker for Improved Project Delivery]]<br /> |-<br /> |-<br /> | 8<br /> |Hagos Zeru<br /> |Gide<br /> |Trhas<br /> |[[BIM as a project management tool on construction companies]]<br /> |-<br /> |-<br /> |-<br /> |-<br /> |Group Number Pending<br /> |William<br /> |Durant <br /> |Mangum<br /> |[[Crisis Management when there is a Project Cost Overrun]]<br /> |-<br /> |-<br /> |- <br /> |9<br /> |Shri Tejas <br /> |Vedula<br /> |Tehass 7<br /> |[[The implementation of KPIs]]<br /> |-<br /> |-<br /> |9<br /> |Casper<br /> |Gandil Qvortrup<br /> |CasperGandil<br /> |[[Application of Balanced Scorecard in Portfolio Management]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Mercedes<br /> |Hachmann<br /> |Mercedes Hachmann<br /> |[[Design Thinking]]<br /> |-<br /> |-<br /> |Group 1<br /> |Rasmus<br /> |Bjerg<br /> |Rasmusbjerg<br /> |[[Cash flow and milestone payments]]<br /> |-<br /> |-<br /> |Group Number Pending<br /> |Moritz<br /> |Gutheil<br /> |MoritzGutheil<br /> |[[Dan Pink on Motivation]]<br /> |-<br /> |-<br /> |Group 5<br /> |Giorgia<br /> |Scartozzi<br /> |GiorgiaS<br /> |[[Resource-Constrained Critical Path Method]]<br /> |-<br /> |-<br /> |Group 3<br /> |Hannah<br /> |Kürschner<br /> |Hannah<br /> |[[Projects integrating Sustainable Methods]]<br /> |-<br /> |-<br /> |Group 17<br /> |Daniel<br /> |Vorting<br /> |s141018<br /> |[[Product family master plan]]<br /> |-<br /> |-<br /> |Group 10<br /> |André<br /> |Condamine<br /> |S173349<br /> |[[Belbin's Team Roles]]<br /> |-<br /> |-<br /> |7<br /> |Kristine<br /> |Kaulberg<br /> |Kristbk<br /> |[[Governance of Project Management]]<br /> |-<br /> |Group Number 17<br /> |Sai Mahesh<br /> |Nadukuru<br /> |Sm nadukuru<br /> |[[Process Planning and Cost Estimation]]<br /> |-<br /> |-<br /> |7<br /> |Gustav<br /> |Josephsen<br /> |Gustav Josephsen<br /> |[[Potentials of Key Performance Indicators]]<br /> |-<br /> |-<br /> |11<br /> |Rikke Louise Kjær<br /> |Knudsen<br /> |RikkeK<br /> |[[Milestones in Project Planning]]<br /> |-<br /> |-<br /> |2<br /> |Hedin<br /> |Gunnarsstein Poulsen<br /> |hedinp<br /> |[[Resources]]<br /> |-<br /> |-<br /> |3<br /> |Isabel<br /> |Wang<br /> |isabel.w<br /> |[[Benefits Realization Management as a key driver of Project Management Effectiveness]]<br /> |-<br /> |12<br /> |Frederik<br /> |Sørensen<br /> |FTSN<br /> |[[Hersey and Blanchard's Situational Leadership]]<br /> |-<br /> |4<br /> |Simon<br /> |Muurholm Hansen<br /> |Muurholm<br /> |[[Performance-based contracting]]<br /> |-<br /> |6<br /> |Charles<br /> |Hemmingsen<br /> |s122801<br /> |[[Programmification of work]]<br /> |-<br /> |17<br /> |Alberto<br /> |Tognon<br /> |s172420<br /> |[[Project Management in pharmaceutical industry]]<br /> |-<br /> |17<br /> |Stefano<br /> |Di Lenardo<br /> |s190056<br /> |[[A conceptual framework of sustainability in project management]]<br /> |-<br /> |5<br /> |Arndt <br /> |Oschinsky<br /> |AJO<br /> |[[The Project Charter]]<br /> |-<br /> <br /> |16<br /> |Dana Rut<br /> |Gunnarsdóttir<br /> |s180289<br /> |[[Project Management Reporting]]<br /> |-<br /> <br /> |-<br /> |8<br /> |Anna<br /> |Shevchenko<br /> |Anutka<br /> |[[SAFe]]<br /> |-<br /> <br /> |-<br /> |Group Number Pending<br /> |Thomas<br /> |Boel<br /> |Morning<br /> |[[Cost Control]]<br /> |-<br /> <br /> |-<br /> |6<br /> |Ole<br /> |Moe<br /> |s186359<br /> |[[Prince2]]<br /> |-<br /> <br /> |-<br /> |2<br /> |Nikolaj<br /> |Petersen<br /> |s173344<br /> |[[Managing habits in a project]]<br /> |-<br /> <br /> |-<br /> |15<br /> |Sofie<br /> |Martinussen<br /> |Sofie Martinussen<br /> |[[Improve communication with active listening]]<br /> |-<br /> <br /> |-<br /> |2<br /> |Sophia<br /> |Nielsen<br /> |s114901<br /> |[[Relationship among Project, Program and Portfolio Management]]<br /> |-</div>

S114901