Memory hook: Tailor the method; protect the goal; deliver useful increments.
Must remember
Predictive planning suits relatively stable requirements and a definable delivery path. Adaptive work uses short feedback cycles when needs/solutions are uncertain. Hybrid combines practices deliberately; it is not an excuse for contradictory governance. Tailor to risk, regulation, dependencies, stakeholder availability and feedback cost.
An integrated plan connects scope, schedule, cost, quality, resources, procurement, communication and risk. The charter authorizes a project and its high-level purpose; the detailed plan explains delivery. Trace requirements to business objectives and acceptance criteria. Decompose scope into manageable deliverables/work packages using a WBS in suitable predictive contexts.
For adaptive delivery, maintain an ordered backlog, refine near-term work and prioritize by value, risk, dependency and learning. The team’s capacity and evidence inform forecasts. A fixed date does not make all requested scope feasible; discuss trade-offs transparently. Rolling-wave planning details near work while leaving later work at an appropriate level.
An output is a deliverable; an outcome is the change it enables; a benefit is measurable value. Define who measures benefits, when, and against which baseline. Early increments can test assumptions before a large irreversible investment. A completed feature that nobody uses may satisfy an output measure while failing the business objective.
Choose under exam pressure
| Requirement | Choice and reason |
|---|---|
| Stable regulated construction sequence | A suitable predictive plan with formal control. |
| Uncertain user needs | Adaptive experiments and frequent feedback. |
| Requested scope exceeds capacity | Make value/dependency trade-offs with authorized stakeholders. |
Traps
- Agile does not mean no planning or documentation.
- Finishing all tasks is not proof of business value.
Active recall
1. Charter versus plan?
Authorization/purpose versus how delivery will be managed.
2. What does a WBS decompose?
Project scope into smaller deliverable-oriented components.
3. Why trace requirements?
To connect delivered work and acceptance to the original need.
4. What is rolling-wave planning?
Planning imminent work in detail while progressively elaborating later work.
5. Outcome versus output?
The change achieved versus the thing produced.