Failure in 5 PMLC Models

According to Wysocki, the five PMLC models are expected to face various risks and failures. This requires that the project manager should do a risk assessment for each model to decide on the appropriate model ( 299).  Goals and solution are the variables the project manager should investigate on so as to achieve a formidable model.  The failures related to the models are; for TPM- Linear and incremental failure, APM has iterative and adoptive while EPM has extreme failure.

Linear PMLC Model

This is the simplest model since the PMLC processes occur once within the planned sequence (343). Through this simplicity, it is faced with six weak points; limited flexibility, high cost, poor efficiency in product or service delivery, the model needs detailed planning done early enough, a fixed program of work and lack of client satisfaction.


This model had a similar approach like that of linear model and falls under TPM although through an aggressive schedule, deliverables are released incrementally. One of the failures is that the teams may fail to interact between increments. This failure is likely to happen at the design stages of a project. A problem is easily created when another estimator is used to replace the original. This model is time consuming. There are high chances of the project dragging for a long time, hence more money and time is wasted (361).

Iterative Model

This model relies on uncertainty to derive at solutions. Part of the solutions could be known but circumstances are not clearly defined. It requires a lot of input from the client, making it expensive. Co-located teams are needed to meet monthly, or weekly or bi monthly. Communication breakdown may polarize the whole process.

Adaptive Model

This model differs with the iterative one though they fall under APM approach. It has high levels of uncertainty in relation to solutions and processes required to achieve a particular objective. The client is actively involved in the input. This can easily cause failure in the process since the client is of essence to the process. This could create a loophole of unaccountability. Another issue is that the end product cannot be identified in the early phases of the project. Solutions to problem are never clear until the project has undergone the PMLC approach. Risks are extremely high.

Extreme Model

This model is complex with the least structure. Rate of failure is high although the phases are repeated. There are chances of looking for solutions from the wrong places. As the project is initiated, there are no definable goals. This will result to excessive use of resources.  A project may stall due to lack of well managed resources. There is also no guarantee for results. It is time consuming and resource wasteful.


Most failure would probably result from the linear model. Its simplicity creates more room for failure than other viable models. Its framework lacks flexibility that is an option for mitigating failures.

Works Cited

  • Batten, Lance. CMMI 100 Success Secrets Capability Maturity Model Integration 100 Success       Secrets- 100 Most Asked Questions: The Missing CMMI-DEV, CMMI-ACQ Project        Management and Process Guide. Pp. 80-81. U.S.A; 2008. Print.
  • Kasse, Tim. Practical Insight Into CMMI. P. 397. New York; Artech House. 2008. Print.
  • Software Engineering Institute. CMMI or Agile: Why Not Embrace Both! Pp. 21-22. U.S.A.;        Software Engineering Process Management. 2008. Print.
  • Wysocki, Robert. Adaptive Project Framework: Managing Complexity in the Face of         Uncertainity. Pp. 15-30. Indianapolis; John Wiley & Sons. 2010. Print.

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