The standard for project management


Figure 3-1. The Continuum of Life Cycles



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PMBOK Guide (6th Edition)

Figure 3-1. The Continuum of Life Cycles

No life cycle can be perfect for all projects. Instead, each project finds a spot on the continuum that provides an 

optimum balance of characteristics for its context. Specifically,

u

u

Predictive life cycles.



 Take advantage of things that are known and proven. This reduced uncertainty and 

complexity allows teams to segment work into a sequence of predictable groupings.

u

u

Iterative life cycles.



 Allow feedback on partially completed or unfinished work to improve and modify that work.

u

u



Incremental life cycles.

 Provide finished deliverables that the customer may be able to use immediately.

u

u

Agile life cycles.



 Leverage both the aspects of iterative and incremental characteristics. When teams use agile 

approaches, they iterate over the product to create finished deliverables. The team gains early feedback and 

provides customer visibility, confidence, and control of the product. Because the team can release earlier, the 

project may provide an earlier return on investment because the team delivers the highest value work first.

Frequency of Deliver

y

Low



High

Degree of Change

Predictive

Incremental

Iterative

Agile


Low

High



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Section 3

3.1.1 CHARACTERISTICS OF PREDICTIVE LIFE CYCLES

Predictive life cycles expect to take advantage of high certainty around 

firm requirements, a stable team, and low risk. As a result, project activities 

often execute in a serial manner, as shown in Figure 3-2.

In order to achieve this approach, the team requires detailed plans to 

know what to deliver and how. These projects succeed when other potential 

changes are restricted (e.g., requirements changes; project team members 

change what the team delivers). Team leaders aim to minimize change for 

the predictive project.

When the team creates detailed requirements and plans at the beginning 

of the project, they can articulate the constraints. The team can then use 

those constraints to manage risk and cost. As the team progresses through 

the detailed plan, they monitor and control changes that might affect the 

scope, schedule, or budget.

By emphasizing a departmentally efficient, serialized sequence of work, 

predictive projects do not typically deliver business value until the end of 

the project. If the predictive project encounters changes or disagreements 

with the requirements, or if the technological solution is no longer 

straightforward, the predictive project will incur unanticipated costs.

PLANNING IS ALWAYS THERE

A key thing to remember about 

life cycles is that each of them 

share the element of planning. 

What differentiates a life cycle is 

not whether planning is done, but 

rather how much planning is done 

and when.

At the predictive end of the 

continuum, the plan drives the work. 

As much planning as is possible is 

performed upfront. Requirements 

are identified in as much detail as 

possible. The team estimates when 

they can deliver which deliverables 

and performs comprehensive 

procurement activities.

In iterative approaches, prototypes 

and proofs are also planned, but 

the outputs are intended to modify 

the plans created in the beginning. 

Earlier reviews of unfinished work 

help inform future project work.

Meanwhile, incremental initiatives 

plan to deliver successive subsets 

of the overall project. Teams may 

plan several successive deliveries 

in advance or only one at a time.  

The deliveries inform the future 

project work.

Agile projects also plan. The key 

difference is that the team plans 

and replans as more information 

becomes available from review of 

frequent deliveries. Regardless of 

the project life cycle, the project 

requires planning.




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