The Rolling-Wave planning technique - Revision history

Gianluca Santinon: /* Closing Remarks and Video Illustration of Rolling-Wave Planning */

2023-05-07T09:46:38Z

Closing Remarks and Video Illustration of Rolling-Wave Planning

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	== Closing Remarks and Video Illustration of Rolling-Wave Planning ==		== Closing Remarks and Video Illustration of Rolling-Wave Planning ==
	The following video summarises all the topics covered in the article. It also includes a general idea of how the Rolling-Wave planning technique can be used in ~~the~~ real life: {{#ev:youtube\|https://www.youtube.com/watch?v=PwESbblSdQ0\|thumb\|center}}		The following video summarises all the topics covered in the article. It also includes a general idea of how the Rolling-Wave planning technique can be used in real life: {{#ev:youtube\|https://www.youtube.com/watch?v=PwESbblSdQ0\|thumb\|center}}



	== Annotated Bibliography ==		== Annotated Bibliography ==

Gianluca Santinon: /* Benefits and Shortcomings of the Rolling-Wave planning */

2023-05-07T09:45:39Z

Benefits and Shortcomings of the Rolling-Wave planning

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	\|Its agility allows fostering knowledge capture for application in future phases, anticipating and avoiding future problems, reacting quickly to the risks that the team decides to accept		\|Its agility allows fostering knowledge capture for application in future phases, anticipating and avoiding future problems, reacting quickly to the risks that the team decides to accept
	\|		\|
	~~Require~~ project team’s understanding and acceptance of the agile principles		Requires project team’s understanding and acceptance of the agile principles
	\|-		\|-
	\|It shortens the duration of front-end planning and gets the individual work teams started with work sooner		\|It shortens the duration of front-end planning and gets the individual work teams started with work sooner

Gianluca Santinon: /* Benefits and Shortcomings of the Rolling-Wave planning */

2023-05-07T09:44:52Z

Benefits and Shortcomings of the Rolling-Wave planning

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	== Benefits and Shortcomings of the Rolling-Wave planning ==		== Benefits and Shortcomings of the Rolling-Wave planning ==

	The use of the Rolling Wave technique helps to overcome the problem of uncertainty in the decision-making process by postponing the decision to a point when all the necessary knowledge is available. However, ~~there are also~~ some disadvantages that can arise when using this project management tool. The benefits and shortcomings of the Rolling-Wave technique are summarised in the following table:<ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>		The use of the Rolling Wave technique helps to overcome the problem of uncertainty in the decision-making process by postponing the decision to a point when all the necessary knowledge is available. However, some disadvantages that can arise when using this project management tool. The benefits and shortcomings of the Rolling-Wave technique are summarised in the following table:<ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>

	<span style="font-size:20%">		<span style="font-size:20%">

Gianluca Santinon: /* Implementation of The Rolling-Wave technique */

2023-05-07T09:43:51Z

Implementation of The Rolling-Wave technique

Gianluca Santinon: /* Implementation of The Rolling-Wave technique */

2023-05-07T09:39:32Z

Implementation of The Rolling-Wave technique

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	== Implementation of The Rolling-Wave technique ==		== Implementation of The Rolling-Wave technique ==
	To implement the Rolling-Wave technique, it is needed to follow six steps while keeping in mind the three principles behind it previously described. Indeed, project and product architectures, uncertainty, ambiguity and a functioning team with good leadership set the foundation for ''planning a little, and then doing a little''.		To implement the Rolling-Wave technique, it is needed to follow six steps while keeping in mind the three principles behind it previously described. Indeed, project and product architectures, uncertainty, ambiguity and a functioning team with good leadership set the foundation for ''planning a little and then doing a little''.

	[[File:Rolling-Wave Process.png \| thumb \| center \| 600px \| '''Figure 3: Rolling-Wave process''' Source: Author]]		[[File:Rolling-Wave Process.png \| thumb \| center \| 600px \| '''Figure 3: Rolling-Wave process''' Source: Author]]

Gianluca Santinon: /* Principle Three: A functioning team with good leadership */

2023-05-07T09:37:54Z

Principle Three: A functioning team with good leadership

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	The use of <span style="background: #DAF2CE">'''cross-functional teams'''</span> is a common practice as managers find ways to create a more responsive firm. Members from diverse functional areas contribute unique perspectives to cross-functional teams, which can create innovative teams well-adapt to problem-solving <ref name='Cross Functional team'> Josh Daspit, C.Justice Tillman, Nancy G. Boyd and Victoria Mckee, ''"Cross-functional team effectiveness"'', Team Performance Management, Vol.19, 2013</ref>.		The use of <span style="background: #DAF2CE">'''cross-functional teams'''</span> is a common practice as managers find ways to create a more responsive firm. Members from diverse functional areas contribute unique perspectives to cross-functional teams, which can create innovative teams well-adapt to problem-solving <ref name='Cross Functional team'> Josh Daspit, C.Justice Tillman, Nancy G. Boyd and Victoria Mckee, ''"Cross-functional team effectiveness"'', Team Performance Management, Vol.19, 2013</ref>.
	Cross-functional teams are becoming popular not only to include different perspectives when facing new problems, but also to incorporate the customer's point of view and anticipate future problems. Indeed, increasingly for businesses that are adopting agile tools, the development teams are including a knowledgeable representative of the customer as an effective member of the team. This provides relevant feedback on the feature and functions that produce the most value. Because customers can change their priorities, flexible approaches take that dynamic as a given and work to react quickly and effectively <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.		Cross-functional teams are becoming popular not only to include different perspectives when facing new problems, but also to incorporate the customer's point of view and anticipate future problems. Indeed, increasingly for businesses that are adopting agile tools, the development teams are including a knowledgeable representative of the customer as an effective member of the team. This provides relevant feedback on the feature and functions that produce the most value. Because customers can change their priorities, flexible approaches take that dynamic as a given and work to react quickly and effectively <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.
	Insiders can accelerate the development of the team as effective project reviewers by participating on an oversight board with outsiders who have long and deep experience with decision-making under uncertainty<ref name= Innovation> Mark P. Rice, Gina Colarelli O'Connor, Ronald Pierantozzi,''"~~Implementing~~ a Learning Plan to Counter Project Uncertainty "'', MIT Sloan Management review, Winter 2008</ref>.		Insiders can accelerate the development of the team as effective project reviewers by participating on an oversight board with outsiders who have long and deep experience with decision-making under uncertainty<ref name= Innovation> Mark P. Rice, Gina Colarelli O'Connor, Ronald Pierantozzi,''"Implmenting a Learning Plan to Counter Project Uncertainty "'', MIT Sloan Management review, Winter 2008</ref>.

	On the other hand, leadership in cross-functional teams is not determined by a single, authoritative position but rather by the <span style="background: #DAF2CE">'''abilities of members to collaborate'''</span> at any given moment. The elements of a team environment work collectively to create a team context that encourages members to provide leadership and accept the leadership of other members <ref name='Cross Functional team'> Josh Daspit, C.Justice Tillman, Nancy G. Boyd and Victoria Mckee, ''"Cross-functional team effectiveness"'', Team Performance Management, Vol.19, 2013</ref>.		On the other hand, leadership in cross-functional teams is not determined by a single, authoritative position but rather by the <span style="background: #DAF2CE">'''abilities of members to collaborate'''</span> at any given moment. The elements of a team environment work collectively to create a team context that encourages members to provide leadership and accept the leadership of other members <ref name='Cross Functional team'> Josh Daspit, C.Justice Tillman, Nancy G. Boyd and Victoria Mckee, ''"Cross-functional team effectiveness"'', Team Performance Management, Vol.19, 2013</ref>.

Gianluca Santinon: /* Annotated Bibliography */

2023-05-07T09:37:28Z

Annotated Bibliography

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	The PMI provides the standards needed to understand the Rolling-Wave planning. The book identifies project portfolio management principles and performance management areas generally recognized as “good practices” for organizations with business needs to manage complex and intense program and project investments effectively. It has been used as the main reference to write this article since it details a valuable framework for applying the technique, including principles, steps and recommendations.		The PMI provides the standards needed to understand the Rolling-Wave planning. The book identifies project portfolio management principles and performance management areas generally recognized as “good practices” for organizations with business needs to manage complex and intense program and project investments effectively. It has been used as the main reference to write this article since it details a valuable framework for applying the technique, including principles, steps and recommendations.

	'''Mark P. Rice, Gina Colarelli O'Connor, Ronald Pierantozzi,"~~Implememnting~~ a Learning Plan to Counter Project Uncertainty ", MIT Sloan Management review, Winter 2008'''		'''Mark P. Rice, Gina Colarelli O'Connor, Ronald Pierantozzi,"Implementing a Learning Plan to Counter Project Uncertainty ", MIT Sloan Management review, Winter 2008'''
	This article offers an interesting guide for implementing a Learning Plan. In particular, it has been used for analyzing the four categories of uncertainty that can be observed when dealing with lack of predictability, like New Product Development scenario.		This article offers an interesting guide for implementing a Learning Plan. In particular, it has been used for analyzing the four categories of uncertainty that can be observed when dealing with lack of predictability, like New Product Development scenario.

Gianluca Santinon at 09:36, 7 May 2023

2023-05-07T09:36:39Z

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	- Martin Luther King Jr.''		- Martin Luther King Jr.''

	Following Martin Luther King's famous quote, the focus of this article is on taking the first step before seeing the whole picture. Indeed, recognizing that not all the aspects of a project can be fully defined or known at the starting stage, the Rolling-Wave planning allows the progressive elaboration of all the details as far as the project goes on. The project management profession has used the term ''~~rolling wave~~'' referring to the expression "plan a little, do a little" to characterize its use of iteration along the project lifecycle<ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.		Following Martin Luther King's famous quote, the focus of this article is on taking the first step before seeing the whole picture. Indeed, recognizing that not all the aspects of a project can be fully defined or known at the starting stage, the Rolling-Wave planning allows the progressive elaboration of all the details as far as the project goes on. The project management profession has used the term ''Rolling-Wave'' referring to the expression "plan a little, do a little" to characterize its use of iteration along the project lifecycle<ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.

	As stated in ''The PDMA ToolBook 3 for New Product Development'', flexibility is one of the most important ~~corner stones~~ whenever ~~considered the~~ project planning.		As stated in ''The PDMA ToolBook 3 for New Product Development'', flexibility is one of the most important cornerstones whenever considering project planning.
	Moreover, in new-product development, most management approaches presume a high ratio of knowns to unknowns , and most planning defines prescribed pathways through developmental stages and decision gates <ref name= Innovation> Mark P. Rice, Gina Colarelli O'Connor, Ronald Pierantozzi,''"~~Implememnting~~ a Learning Plan to Counter Project Uncertainty "'', MIT Sloan Management review, Winter 2008</ref>. At the same time, project environments reflect a very low amount of information at the beginning of the project, when the ~~decisions~~ importance is more relevant, while it increases as the project lifecycle is developed.		Moreover, in new product development, most management approaches presume a high ratio of knowns to unknowns, and most planning defines prescribed pathways through developmental stages and decision gates <ref name= Innovation> Mark P. Rice, Gina Colarelli O'Connor, Ronald Pierantozzi,''"Implementing a Learning Plan to Counter Project Uncertainty "'', MIT Sloan Management review, Winter 2008</ref>. At the same time, project environments reflect a very low amount of information at the beginning of the project, when the decision's importance is more relevant, while it increases as the project lifecycle is developed.

	To counter ~~with~~ this paradox, the Rolling-Wave technique is one of the newer agile tools that has been widely adopted as it yields benefits of improved speed, flexibility and customer value. Rolling ~~wave~~ is a robust, sophisticated way to manage the risks of innovation, to adapt to change, to align the organization, and to align the team towards breakthrough ~~reults~~ <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.		To counter this paradox, the Rolling-Wave technique is one of the newer agile tools that has been widely adopted as it yields benefits of improved speed, flexibility and customer value. Rolling-Wave is a robust, sophisticated way to manage the risks of innovation, adapt to change, align the organization, and align the team towards breakthrough results <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.

	~~The aim of this~~ article is to contribute to the profession of project, program and portfolio management in:		This article aims to contribute to the profession of project, program and portfolio management in:
	#Understanding the purpose, importance and principles of The Rolling-Wave technique.		#Understanding the purpose, importance and principles of The Rolling-Wave technique.
	#Identifying its key characteristics and major aspects.		#Identifying its key characteristics and major aspects.

Gianluca Santinon: /* Overview of the Rolling-Wave technique */

2023-05-07T09:30:39Z

Overview of the Rolling-Wave technique

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	Innovation and product development projects have environments characterized by many unknowns and rapid change. Recently, an emerging set of practices termed ''agile product development'' has caused traditional orthodox product developers and project managers to rethink their approach to creating fast and flexible projects <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.		Innovation and product development projects have environments characterized by many unknowns and rapid change. Recently, an emerging set of practices termed ''agile product development'' has caused traditional orthodox product developers and project managers to rethink their approach to creating fast and flexible projects <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.
	~~Projects~~ environments nowadays are evolving rapidly and business systems have become increasingly complex ~~in order~~ to optimize cost, quality, timeliness of results and comply with variations in regulations in marketplace <ref name ="Agility"> Larman, Craig, ''"Building the Agile Enterprise"'', 2004</ref>.		Project environments nowadays are evolving rapidly and business systems have become increasingly complex to optimize cost, quality, timeliness of results and comply with variations in regulations in the marketplace <ref name ="Agility"> Larman, Craig, ''"Building the Agile Enterprise"'', 2004</ref>.
	In this context, the <span style="background: #DAF2CE">'''''agile approach'''''</span> has become more and more popular, underlining the key of success for each project. The traditional linear [https://en.wikipedia.org/wiki/Waterfall_model\| waterfall] approach has been overcome by the need to be flexible and agile. As mentioned in ''The PDMA ToolBook 3 for New Product Development'', an agile enterprise rapidly adapts to changing business challenges and opportunities. Agility has always been important for an enterprise to achieve and maintain competitive advantage.		In this context, the <span style="background: #DAF2CE">'''''agile approach'''''</span> has become more and more popular, underlining the key to success for each project. The traditional linear [https://en.wikipedia.org/wiki/Waterfall_model\| waterfall] approach has been overcome by the need to be flexible and agile. As mentioned in ''The PDMA ToolBook 3 for New Product Development'', an agile enterprise rapidly adapts to changing business challenges and opportunities. Agility has always been important for an enterprise to achieve and maintain competitive advantage.
	Agile organizations ~~have the capability to~~ quickly anticipate change as well as react to the unexpected. With this agile capability, these organizations ~~are able to~~ create value and do it with speed and flexibility <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref> <ref name= Agile> AXELOS, ''"Managing Successful Projects with PRINCE2"'',2017</ref>.		Agile organizations can quickly anticipate change as well as react to the unexpected. With this agile capability, these organizations can create value and do it with speed and flexibility <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref> <ref name= Agile> AXELOS, ''"Managing Successful Projects with PRINCE2"'',2017</ref>.

	In these situations where the conditions are intricated and not easily predicted, the Rolling-Wave is revealed to be one of the agile techniques that ~~offers~~ clear benefits and permits ~~to overcome~~ the brittle schedule problem towards an alternative robust planning. Defining a brittle schedule as a project that breaks easily due to a change in assumptions, the alternative robust planning can be seen as a project model that can withstand the stresses of change in the project, adapt to changes and serve to focus the project's success. A robust plan is a useful tool for the project team to align and integrate its efforts ~~in order~~ to achieve a project characterized by speed, flexibility, and customer value added <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.		In these situations where the conditions are intricated and not easily predicted, the Rolling-Wave is revealed to be one of the agile techniques that offer clear benefits and permits overcoming the brittle schedule problem towards alternative robust planning. Defining a brittle schedule as a project that breaks easily due to a change in assumptions, the alternative robust planning can be seen as a project model that can withstand the stresses of change in the project, adapt to changes and serve to focus the project's success. A robust plan is a useful tool for the project team to align and integrate its efforts to achieve a project characterized by speed, flexibility, and customer value added <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>.

	'''''<span style="background: #DAF2CE">PLAN A LITTLE, DO A LITTLE</span>'''''		'''''<span style="background: #DAF2CE">PLAN A LITTLE, DO A LITTLE</span>'''''

	~~With the~~ term ''Rolling-Wave'' it is intended an iterative approach that can be described using the expression ''"Plan a little, do a little"''. Dealing with an unclear picture of the whole project, as shown in Figure 1, the Rolling-Wave technique permits to focus on iterative work and frequent updates to the project plan. It permits to <span style="background: #DAF2CE">'''focus on what is known, "Plan a little", and work on it, "do a little"'''</span>, until more information becomes available and other data is relevant, so it is possible to evaluate the next "wave" <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>. It is therefore a project planning technique for projects that don´t offer all the data needed to create a plan or a schedule up front: the project plan evolves as more details become clear. In this context, "plan a little" means to create a rough plan for the next wave of work, while "do a little" means to execute the current one. This approach allows the team to move forward with the work for which there is enough data to ensure a clear understanding of. Simultaneously, it is also possible to plan the future work that has still to come. As the project goes on, it is possible to gather more information and refine the plan: the key point of the Rolling-Wave planning ~~underlie in~~ this step where the team ~~has the possibility to~~ adapt and refine the plan eventually considering any changes or new information encountered along the way.		The term ''Rolling-Wave'' is intended as an iterative approach that can be described using the expression ''"Plan a little, do a little"''. Dealing with an unclear picture of the whole project, as shown in Figure 1, the Rolling-Wave technique permits focus on iterative work and frequent updates to the project plan. It permits to <span style="background: #DAF2CE">'''focus on what is known, "Plan a little", and work on it, "do a little"'''</span>, until more information becomes available and other data is relevant, so it is possible to evaluate the next "wave" <ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>. It is therefore a project planning technique for projects that don´t offer all the data needed to create a plan or a schedule up front: the project plan evolves as more details become clear. In this context, "plan a little" means to create a rough plan for the next wave of work, while "do a little" means to execute the current one. This approach allows the team to move forward with the work for which there is enough data to ensure a clear understanding. Simultaneously, it is also possible to plan the future work that has still to come. As the project goes on, it is possible to gather more information and refine the plan: the key point of the Rolling-Wave planning underlies this step where the team can adapt and refine the plan eventually considering any changes or new information encountered along the way.

	In essence, "plan a little, do a little" is a balance between what is planned and the actions that can be taken, with an emphasis on flexibility and adaptation. This approach allows for a continuous feedback loop where the team can adjust their plans based on what they learn in the execution phase, improving the overall outcome of the project.		In essence, "plan a little, do a little" is a balance between what is planned and the actions that can be taken, with an emphasis on flexibility and adaptation. This approach allows for a continuous feedback loop where the team can adjust their plans based on what they learn in the execution phase, improving the overall outcome of the project.

Gianluca Santinon: /* Principle One: Project and Product Architecture */

2023-05-07T09:20:35Z

Principle One: Project and Product Architecture

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	[[File:Top-Down VS Bottom-Up Planning.png \| thumb \| center \| 500px \| '''Figure 2:Top-Down VS Bottom-Up Planning''' Source: Author]]		[[File:Top-Down VS Bottom-Up Planning.png \| thumb \| center \| 500px \| '''Figure 2:Top-Down VS Bottom-Up Planning''' Source: Author]]

	In general, considering the project lifecycle, the proportion of top down thinking is greatest at the beginning, and then diminishes towards the completion of the project.		In general, considering the project lifecycle, the proportion of top-down thinking is greatest at the beginning and then diminishes towards the completion of the project.

	Overall, talking about the project architecture, the Rolling-Wave achieves agility because it encourages both a strategic perspective and tactical control over the day-to-day work.		Overall, talking about the project architecture, the Rolling-Wave achieves agility because it encourages both a strategic perspective and tactical control over the day-to-day work.

← Older revision		Revision as of 09:43, 7 May 2023
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	[[File:Rolling-Wave Process.png \| thumb \| center \| 600px \| '''Figure 3: Rolling-Wave process''' Source: Author]]		[[File:Rolling-Wave Process.png \| thumb \| center \| 600px \| '''Figure 3: Rolling-Wave process''' Source: Author]]

	The steps illustrated in Figure 3 are presented as a guide to ~~apply~~ the Rolling-Wave technique<ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>:		The steps illustrated in Figure 3 are presented as a guide to applying the Rolling-Wave technique<ref name ="Rolling Wave main"> Project Management Institute, Inc. (PMI)., ''"The PDMA ToolBook 3 for New Product Development"'', 2008</ref>:
	====<span style="background: #DAF2CE">Step One: Get the team and strategy in place</span>====		====<span style="background: #DAF2CE">Step One: Get the team and strategy in place</span>====
	The goal of the first step is to get the team a <span style="background: #DAF2CE">'''strategy'''</span> right ~~in order~~ to achieve and maintain a robust approach. Thus, Step 1 ensures a charter, an approach to capture and manage requirements, the right people committed to the team, and a good project vision.		The goal of the first step is to get the team a <span style="background: #DAF2CE">'''strategy'''</span> right to achieve and maintain a robust approach. Thus, Step 1 ensures a charter, an approach to capture and manage requirements, the right people committed to the team, and a good project vision.

	The <span style="background: #DAF2CE">'''project charter'''</span> is a document that formally authorizes the beginning of a project and provides the project managers with the authority to start project activities. It outlines the purpose and objectives of the project, the scope of work to be done, the key stakeholders, the resources required and the estimated timeline for completion. It also gives the team resources and the authority to use those resources<ref name ="Charter&Vision def"> Githens, G. D., ''"You can’t be done if you don’t know what done looks like!"'', PDMA Visions Magazine, (January) 2004</ref>.		The <span style="background: #DAF2CE">'''project charter'''</span> is a document that formally authorizes the beginning of a project and provides the project managers with the authority to start project activities. It outlines the purpose and objectives of the project, the scope of work to be done, the key stakeholders, the resources required and the estimated timeline for completion. It also gives the team resources and the authority to use those resources<ref name ="Charter&Vision def"> Githens, G. D., ''"You can’t be done if you don’t know what done looks like!"'', PDMA Visions Magazine, (January) 2004</ref>.
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	If the organization is not ready, it is needed to invest some effort in organizational development or rethink the strategic intentions in light of the organizational capabilities.		If the organization is not ready, it is needed to invest some effort in organizational development or rethink the strategic intentions in light of the organizational capabilities.

	====<span style="background: #DAF2CE">Step two: Perform Top-Down planning, starting with ~~the~~ Level 1 of the Work Breakdown Structure</span>====		====<span style="background: #DAF2CE">Step two: Perform Top-Down planning, starting with Level 1 of the Work Breakdown Structure</span>====
	Step two <span style="background: #DAF2CE">'''establishes the tasks'''</span> and deliverables for the project. The common tool for organizing and managing the project’s work scope is the Work Breakdown Structure (WBS).		Step two <span style="background: #DAF2CE">'''establishes the tasks'''</span> and deliverables for the project. The common tool for organizing and managing the project’s work scope is the Work Breakdown Structure (WBS).

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	A work package is defined as the lowest level in a WBS which represent tasks that can be assigned to a team member or department<ref name ="WBS def"> Project Management Institute, Inc. (PMI)., "Practice Standard for Work Breakdown Structures", 2019 (3rd Ed.)</ref> <ref name ="WBS wiki def"> Work Breakdown Structure, http://wiki.doing-projects.org/index.php/Work_break_down_structure_(WBS) </ref>.		A work package is defined as the lowest level in a WBS which represent tasks that can be assigned to a team member or department<ref name ="WBS def"> Project Management Institute, Inc. (PMI)., "Practice Standard for Work Breakdown Structures", 2019 (3rd Ed.)</ref> <ref name ="WBS wiki def"> Work Breakdown Structure, http://wiki.doing-projects.org/index.php/Work_break_down_structure_(WBS) </ref>.

	Since the Rolling-Wave technique uses a ''Plan a little, do a little'' approach, the team defines the work packages just for the first time horizon. Indeed, while in this step there is a focus in the first of the branches, the work breakdown structure should include also the work that might occur in the later horizons. In this step, it is only necessary to have a general and conceptual understanding of the work involved in the current wave: as ~~showed~~ in Figure 4, the goal is to detail the right work at the right time as the project advances in cycles of ''plan a little, do a little''.		Since the Rolling-Wave technique uses a ''Plan a little, do a little'' approach, the team defines the work packages just for the first time horizon. Indeed, while in this step there is a focus on the first of the branches, the work breakdown structure should include also the work that might occur in the later horizons. In this step, it is only necessary to have a general and conceptual understanding of the work involved in the current wave: as shown in Figure 4, the goal is to detail the right work at the right time as the project advances in cycles of ''plan a little, do a little''.

	====<span style="background: #DAF2CE">Step four: The baseline</span>====		====<span style="background: #DAF2CE">Step four: The baseline</span>====
	Step four regards the creation of a <span style="background: #DAF2CE">'''baseline'''</span>. A baseline is a committed scope, schedule, budget, risk, etc. against which the project team will monitor its actual performance <ref name ="PMI Standards"> Project Management Institute, Inc. (PMI)., "A guide to the project management body of knowledge (PMBOOK Guide)", 2021 (Seventh Edition)</ref>. The project manager establishes the baseline together with the executives, sponsors, users, project managers and participants. With the new data, it is therefore possible to refine estimations and assumptions, keeping in mind that the most important work of the project team is uncertainty and ambiguity reduction.		Step four regards the creation of a <span style="background: #DAF2CE">'''baseline'''</span>. A baseline is a committed scope, schedule, budget, risk, etc. against which the project team will monitor its actual performance <ref name ="PMI Standards"> Project Management Institute, Inc. (PMI)., "A guide to the project management body of knowledge (PMBOOK Guide)", 2021 (Seventh Edition)</ref>. The project manager establishes the baseline together with the executives, sponsors, users, project managers and participants. With the new data, it is, therefore, possible to refine estimations and assumptions, keeping in mind that the most important work of the project team is uncertainty and ambiguity reduction.

	====<span style="background: #DAF2CE">Step five: Execute the planned work</span>====		====<span style="background: #DAF2CE">Step five: Execute the planned work</span>====
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	The iteration will include the assessment of the team’s learning, the needed work and the planning of the next project’s horizon (refer back to Step 3).		The iteration will include the assessment of the team’s learning, the needed work and the planning of the next project’s horizon (refer back to Step 3).

	As the project completes work in the current wave, the attention paid in the next phase increases, rolling through the entire project. Furthermore, a decomposition of the work breakdown structure and the addition of further details as time and cost baselines, will be refined.		As the project completes work in the current wave, the attention paid in the next phase increases, rolling through the entire project. Furthermore, a decomposition of the work breakdown structure and the addition of further details as time and cost baselines will be refined.
	Projects are completed when the product meets the customer’s requirements and when it has completed the necessary administrative processes demanded by organizational policy.		Projects are completed when the product meets the customer’s requirements and when it has completed the necessary administrative processes demanded by organizational policy.