Adaptive Action

As mentioned earlier, the term "adaptive action" conveys a sense of responding rather than correcting. In answering the three questions on value, progress, and adaptation posed in the beginning of this chapter, there are three further detailed questions to be asked: Where are we? Where did we plan to be? Where should we be? Adaptive actions run the gamut, from minor tweaks to the next iteration's planned features, to adding resources, to shortening the project's schedule (with appropriate feature adjustments). Adaptive adjustments can impact technical activities (e.g., allocating more time for refactoring) or modify delivery processes to make them more effective. Any of the four review types—product, technical, team, project status—can result in adaptive actions.

The two fundamental categories of risk in new product development are technical performance risk (whether we can actually build the product to meet the specifications and performance requirements within the time allotted) and marketing risk (whether customers will buy the product or, for an internal product, use the product to achieve business value). Since the product development process "purchases" informatioa that reduces these risks, the constant attention of the management team should be on activities that systematically deliver value and reduce risk. Adaptive actions should use these two issues as focal poi nts.

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Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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