The Business Iterative Model

A consistent and repeatable process that when followed results in project success.

By Craig Elsdon-Dew, PMP

Icons Used in This Book

	Tip This bull’s-eye flags process tips that outline key points.  Although all of the subject matter is important, the key points are super-important.
	Story All good things are best told in a story.  This icon represents fictional experiences that are written to aid in comprehension.
	Suggestion This icon relays suggestions to the reader.  These suggestions are based on experience from other project managers that have used the iterative model before.

Introduction

Scope

The Business Iterative Model (BIM) is a new and unique process for executing business projects.  The approach is unique in that it turns the typical linear project life cycle on its side while maintaining order in its execution.  BIM projects collect, design, and build solutions all at once through short, iteration cycles.  The cycle results in a gradual refinement of a proposed solution, incorporating the latest business need and current technical capabilities while exposing and minimizing potential risks.

The information provided within this workbook is intended to outline the main concepts of BIM to jumpstart future projects.  BIM is a flexible model that adapts to the situation.  This guide merely provides the key points and rules that should be adhered to by future projects.

Audience

This workbook outlines the foundation for using BIM and targets future practitioners of this unique model.  The workbook’s intended audience is project managers that are actively managing cross-functional and or cross-organizational projects.  Future BIM project managers should fully understand the concepts contained within the workbook before their next project.  Additionally, other project team members and key stakeholders should use the workbook as a point of reference to understand the models purpose and intricacies.

The use of BIM also depends upon an organization’s project maturity level.  The maturity of an organization can be defined by the Capability Maturity Model (CMM).  CMM defines five levels of maturity from one to five.  A level one maturity reflects an organization that is immature in their processes and the organization of those processes.  Level five represents an organization that has reached complete maturity.  The processes in a level five continue to evolve, but are proven models for accomplishing tasks.  At this level, projects are no longer dependent on individual efforts to guarantee success.  Rather, the projects ability to follow the process ultimately results in success.

It is important to note that the iterative model forces several benefits, but is limited by the project maturity level of the organization.  The iterative model is ideal for lower CMM levels (level one and two).  The approach is adept at handling chaotic or non-existing processes in delivering a final solution.  As an organization evolves and its rated CMM level increases, the organization will naturally gravitate to a more process-centric approach to projects.