The Five PMLC Models

Name: Emmanuel Oruero

Course: MSc. PM

There are five PMLC model. They are:

LINEAR PMLC MODEL (Flynn, 2007, p.5)

The Linear PMLC model allows projects to be completed in a relatively short period of time with relatively inexperienced team member. (University of Liverpool/Laureate Online Education, 2011). The linear project life cycle model is employed to a project when goals and solutions are clearly defined (Wysocki, 2010).

According to Wysocki (2009), the risks and mitigating strategies associated with the linear PMLC are as follows:

 Scope changes are not accommodated

 High cost is associated with the linear PMLC: due to the potential of the "never ending design" syndrome

 Client acceptance of different myriad of opinions from different managers. This in turn will result in more financial expenses. Requires complete detailed plans

 The PM must follow a series of rigid sequence. No feedback loop.

 The linear PMLC is not client focused, but the main focus is on the implementation of the project plan.

Risk Mitigating strategy

 The PM and the planning team should stipulate or incorporate deadlines for design documentation review and input. Also, there should be a defined owner representative group. The PM should apply a streamlined process for the scope change order approval.

 He should work into the project contingencies with respect to unforeseen budget and time creep.

 The project financial standing should clearly defined

 Fund source and concise strategy should be put in place as part of a comprehensive cash flow projection strategy.

THE INCREMENTAL PMLC MODEL (Flynn, 2007, p.5)

In the incremental PMLC model, the deliverables are released sequentially according to schedule (University of Liverpool/Laureate Online Education, 2011). The subsequent releases are added to the solution until the final increment releases the complete solution (Wysocki, 2011).

According to Wysocki (2009, p. 361), the risks and mitigating strategies associated with the IPMLC are as follows:

 The possibility of the team not being intact between increments.

 Because of the delay between the end of one stage and the beginning of another stage, your project will experienced distractions and compromises

 Because of completing activities in incremental there is the tendency of project lagging behind leading to more financial losses.

 Handoff documentation is required between increment

 Requires more client involvement

 Scope change request are often requested.

Risk mitigating strategies

 As are professional PM you should schedule all your key team members in such a way that there is no down time between successive increments.

 The PM should put in place a strict timeline with accountability structures in order to maintain a steady flow of processes

 Make sure deadlines are always implemented and clearly defined with respect to the project.

ITERATIVE PMLC MODEL (Flynn, 2007, p.5)

This is related to APM approach. It focused more on client value than the LPMLC model (Wysocki, 2009, p. 360). This model is used when some solutions are known but the features, functions and circumstances are not completely defined (Wysocki, 2011).

According to Wysocki (2009, p. 397), the risks and mitigating strategies associated with the IPMLC model are as follows:

 One of the risks is that it requires more client input: when client cannot coordinate his schedule tightly with the planning process.

 The IPMLC requires co-located team: this is a very difficult requirement to fulfill since many of the team members are consultants from different parts of the world, it can leads to communication breakdown

Risk mitigating strategies

 The pm team should commit themselves to a well defined process schedule with accountability timeline

 An effective communication plan that encourages effective feedback should be put in place.

 If