The APM PMLC models define a world that is a fascinating challenge to the chefs and an overwhelming problem for the cooks.
The chefs will consider the current characteristics of the project goal and solution; reach into their tools, templates, and processes for the best fit; and adapt it to the project. In many cases, their creativity will be brought to bear on their management needs.
The cooks will try to use an APM PMLC model right out of the box and fail. I'll give them the benefit of the doubt and allow that they may well pick the best-fit tool, template, or process and then try to force fit it to the project. Frustration and high failure rates are the predictable result.
If you are going to be a chef, you have to be flexible and discerning about what you are doing. There is no substitute for thinking, and you must be thinking all of the time to stay on top of an APM project. Therefore, I'm going to describe some typical situations that demand flexibility and adaptability.
This section gives you a quick look at each part of the APM PMLC model to see how you might use Process Group tools, templates, and processes to best advantage in an APM project.
The Scoping Process Group includes the following: