Running Head: THE IMPORTANCE OF ITERATIVE PROCESSES GROUPS

The Importance of Iterative or

Repeated Processes Groups in Project Management

THE IMPORTANCE OF ITERATIVE PROCESSES GROUPS

Abstract
Iterative processes groups are an ongoing process in project management. It is also called
the repetitive process because the steps of the process are implemented repeatedly inclemently
throughout the project management phases of project development when flaws in the plan are
identified and perceived changes are to implemented for the success and completion of the
project.

Iterative processes groups in project management are a repetitive approach to improving

project results through the systematic application of the principles of iterative development.
Iterative process is an adaptive method that unfolds within a project as problems are identified
and assessed within the stages of project development. Iterative process groups are developed
with the goal in mind to identify problems early in the project and before there the risk of
eliminating or cancelling the project. The feedback from assessment at the end of iteration
process determines the action plan to be taken by adjusting the project plan for the next and
subsequent work to be performed toward the strategic goals of the completion of the project plan.
In addition to implementing iterative process groups for problem identification, some
other reasons for implementing the iterative approach include, to achieve higher quality,
immediate and reliable results, reduce costs of the project as well as to increase staff morale
leading to less staff frustration and turnover. The implementation of the iterative process will
come from a number of sources within senior management wanting a higher rate of return of the
investment and an effort to resolve project problems as well as team members assigned to the
project who want to take on more or less responsibilities for self-improvement. At any rate the

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iterative process is ultimately about change within the project management process at any given
stage and recognizing that if problems identified are not addressed appropriately and accurately
the total project is at risk and will fall into the critical stage of failing for lack of change.
Project managers should consider each iteration process group identified as a separate
project to be managed within the context that guides the project to success. Also selection of
iterative projects should factor in the iterative techniques that will assist in the success of the
project. For example, if the success of the project is contingent upon the skills and abilities of the
project team members, then the iterative process group will focus on the training and skill
development needed for the staff and team members affiliated with the project. Project
management teams will then work collaboratively to achieve the desired outcomes of the
iterative process group that will lead to the success of the total project plan.
Project management is the application of knowledge, skills, tools and techniques to guide
the process to meet the desired results of the project. The project management process includes a
number of interrelated actions and activities performed to create specific results associated with
the project. The success of the project is contingent upon the selection of the management
processes necessary to achieve the project objectives, implementing the appropriate approach
that can be modified to meet the requirements of the project plan, efficient and effective
communication and involvement of stakeholders affiliated with the project, as well as a balanced
approach for scheduling, budgeting, allocating of resources to include time, money and space
and employees.
At the core of the iterative processes are the analysis, design and implementation phases
that are applied repeatedly until the project is complete. As these steps are implemented
repeatedly and completed other steps evolve to include other team members where the total team

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is actively involved in the adjustments and change process within the project. For example, in
my line of work, in the restaurant industry, I am a manager and I am accountable for ensuring
that the To Go orders are communicated to the kitchen staff, packaged correctly, and delivered to
the customer not just in a timely manner but also that the order is delivered just as the customer
ordered as sometimes there are variations to the menu items. Prior to me being assigned to the
area of work, there were major issues in this area of work from the customer complaints about
the delivery of their To Go orders being wrong, late and cold, to the kitchen staff concern of
unrealistic expectations that ranged from preparing on time orders, to no designation of who they
were preparing the order for. In reviewing the area of work using the iterative process, I was
designated by the operations manager to review this process of work, identify where the major
flaws were and submit a plan of action for review and implementation. While I realize that my
assignment did not include the overall project management process, I decided to attempt to apply
the process. However, I referred to my assignment as the Initiation phase because the project was
assigned to me by senior management for which I was then moved into the planning phase,
except that there was no prior plan to refer to, only complaints and concerns voiced by the
kitchen staff and the customers. Also, there was no negotiation for a timeline for completion, use
of staff time, or identification of other members who may be assigned to the project.
In view of this, I decided to formulate a draft plan outlining my perspective of activities
and action to be taken to move the project forward. In addition I also identified other areas of
work that would be affected by the work and included a timeline for completion. I did not
include a budget because I was not given any information for staff time or factors of cost
estimates of orders in relation to returns or non-pick ups. However, I did note that in my draft

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project plan as a need to know and was prepared to defend my reasons for that item to be
included in the plan.
When I presented my plan to the operations manager, he was impressed that it was so
detailed and concise and that I had included elements that he would not have considered such as
staff time and cost to the company for incorrect and late orders. In addition he mentioned staff
morale and the possible need for training and development in the job area. Upon review and
discussion of the action plan, the operations manager approved the plan and indicated that I
should start immediately. I had further questions that included how much time I should devote
to the project, how this assignment would affect my current job responsibilities, as well as my
approach to other staff and their involvement with the project and establishing a reporting
procedure for the management staff to check for progress and additional items identified as the
project advanced.
From this discussion, the operations manager assigned two other staff members to work
with me on the project for which I met with and shared the strategy. He also indicated that we
could devote eight hours per week to the project, designated a work space, and requested that I
submit a skeletal budget related to cost for supplies and materials as he said he would cost out
staff time.
As our team began our work we focused on developing a short customer survey to be
conducted randomly and in person by one of the designated project staff members and also
developed an interview schedule to be conducted with the kitchen staff to ascertain their views
and suggestions about the present procedure of work. It was noted that the total staff in that
department numbered fifteen and they had different schedules which meant that we had to
arrange our schedules to accommodate their time. Also we noted that we needed to clarify with

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the operations manager that the time of the kitchen staff needed to be allocated in the project
budget.
From the customer reviews and staff interviews we concluded that we needed more
involvement than the two areas initially identified. Of those areas identified, included the
receptionist taking the orders, the staff member assigned to deliver the order to the kitchen as
well as the staff member assigned to deliver the order to the customer. Also, we noted the need
for a software development update that would identify the type of order and include a projected
delivery time for the order to be ready. In addition we also noted the need for the department
supervisor to realign staff assignments and designate a specific area for each staff person,
especially when there was a potential for volume increase. We also recommended a time study to
be completed to determine peak time for customer delivery, regardless of the area of delivery.
In my line of work I identified the need for iteration immediately when the operations
manager assigned the project as I knew once I developed the plan that there would be a need to
discuss with him the specifics of the plan as those were not readily identified through the project
assignment. Also when meeting with the other staff assigned to the project we knew that there
would be some gaps in the project that needed to be identified that would indicate that we would
have to repeat a process before moving on to the next phase of the project. The project appeared
to be small in nature, however it took is six weeks to complete the project and we believed that
we could have given more time to the project. But in all, we provided a framework in the
workplace for additional work on that particular project as well as laid the foundation for
additional study of other areas of work that may need to be studied.

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References
A Guide to the Project Management Body of Knowledge (PMBOK). (2013). Project Management
Institute.
Bittner, K. (2006). Getting Started with Iterative Project Management. Retrieved from
www.ivarjacobson.com.
Meredith, J. &. (2012). Project Management: A Managerial Approach. Hoboken: John Wiley & Sons, INC.