The Diversity of Factors Often Requires Multiple Development Approaches
PMBOK v8 Definition
The diversity of factors associated with deliverables, the project, and the organization often implies that several development approaches may be used within the same projects for different deliverables. The selection of a development approach is influenced by variables categorized into three areas: deliverables (degree of innovation, requirements certainty, degree of scope stability, ease of change), project (interdependencies, team skills), and organization (structure, culture, capability, team size, location). Hybrid approaches, which combine elements from predictive and adaptive approaches, are useful when deliverables can be modularized or developed by different project teams.
Why It Matters for the Exam
This concept appears frequently in situational questions where the PMI exam tests your ability to recognize that a single project may require different development approaches for different components. It also appears in questions about tailoring and in scenarios asking which approach is optimal for specific deliverables. The exam emphasizes that development approach selection is not binary—many projects benefit from a hybrid approach that combines adaptive and predictive methodologies.
Key Points to Remember (for the exam)
- Three Factor Categories: Development approach selection considers deliverables, project, and organization variables—all three must be evaluated.
- Deliverable Variables: Key factors include degree of innovation (adaptive for high innovation), requirements certainty (predictive for well-known requirements), scope stability (adaptive for unstable scope), and ease of change.
- Project Interdependencies: Reliance on other projects, departments, or functions for decisions, components, or resources may favor an iterative approach.
- Team Skills: Adaptive or agile approaches benefit from teams with strong communication, collaboration, and problem-solving skills.
- Hybrid Approach: Most projects can strongly benefit from a hybrid approach that combines adaptive and predictive methodologies—this is the practical reality tested on the exam.
- Modularization: Hybrid approaches are appropriate when deliverables can be modularized or developed by different project teams.
- Common Confusion: Confusing "project approach" with "deliverable approach"—the exam tests that different deliverables within the same project may use different approaches.
Typical PMI Exam Example
A construction project requires designing a custom home (high uncertainty in design phase) and then building it (well-defined construction phase). The project manager selects an adaptive approach for the design phase and a predictive approach for the build phase. What does this demonstrate?
Answer: The use of a hybrid development approach within the same project for different deliverables.
PMI Exam Traps
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Trap: Assuming one development approach must apply to the entire project Reality: The diversity of factors often implies that several development approaches may be used within the same project for different deliverables
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Trap: Confusing "degree of innovation" with "degree of scope stability" Reality: Degree of innovation refers to technological/business model newness (adaptive optimal); scope stability refers to how much scope changes during execution (adaptive for unstable scope)
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Trap: Thinking hybrid approach means 50% predictive and 50% adaptive Reality: Hybrid approaches can be largely adaptive with a predictive component, or largely predictive with an adaptive component—the balance depends on specific factors
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Trap: Believing organizational structure is the primary factor in approach selection Reality: Organizational variables (structure, culture, capability, team size, location) are one of three categories—deliverable and project variables are equally important
Important PMI Connections
| Related Concept | Relationship Type | Exam Attention Point |
|---|---|---|
| Tailoring | Complements | Tailoring adapts processes while development approach selection determines methodology—both are about fitting the project context |
| Process Groups | Foundational concept | Process Groups (Initiating, Planning, Executing, Monitoring & Controlling, Closing) are agnostic of development approach—they apply to predictive, adaptive, and hybrid approaches |
| Performance Domains | Complements | Principles should connect with performance domains without overlapping—development approach selection supports performance in all domains |
| Organizational Structure | Input variable | Structure influences approach selection—adaptive approaches may be harder in rigid hierarchical structures |
Quick Review Questions
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A project manager is selecting development approaches for a project with three deliverables: one with highly uncertain requirements, one with stable scope, and one that depends on another department's decisions. What approach should the project manager consider?
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Which organizational variables influence the choice of development approach according to PMBOK v8?
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When is a hybrid development approach most appropriate for a project?
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What team skills are particularly beneficial when using an adaptive or agile approach?
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A project has high innovation requirements but a stable organizational structure. Which development approach factors are in conflict, and how should the project manager resolve this?
PMBOK v8 Reference
Section 4.3 - Considerations for a Development Approach Selection Subsections: 4.3.1 Deliverables, 4.3.3 Organization Figure 4-11: A Largely Adaptive Approach With a Predictive Component