A company is moving from a predictive to an adaptive approach. How should the company now translate the already planned work breakdown structure (WBS) to adaptive iterations?
A.
Create a product backlog with the information depicted in the WBS and prioritize the newly developed user stories into iterations.
B.
Accept this limitation and perform accordingly since the WBS can only be used in Scrum iterations.
C.
Consider reforming the structure of the company first as it is difficult for a company to transition from predictive to adaptive methods.
D.
Save the WBS in the historical data as the information can only be used for educational purposes and not as inputs for creating user stories.
When an organization transitions from a Predictive (Waterfall) to an Adaptive (Agile) approach, the primary challenge is translating scope defined in a static hierarchy into a dynamic, value-driven list. According to the Agile Practice Guide and the PMBOK® Guide, the management of scope shifts from a WBS to a Product Backlog.
Why Choice A is correct: The Work Breakdown Structure (WBS) represents 100% of the project scope in terms of deliverables (work packages). To move to an adaptive model, these deliverables are decomposed into User Stories—small, functional increments of value. These stories are then placed into a Product Backlog. This process allows the team to take the " what " from the WBS and reorganize it into the " when " and " how " through Backlog Refinement and Sprint Planning, ensuring that the highest-priority value is delivered in the earliest iterations.
Analysis of other options:
B (Accept this limitation): This is incorrect because a WBS is not a " limitation, " nor is it exclusive to Scrum. It is a scope tool that can be successfully mapped to Agile backlogs.
C (Reform the structure first): While organizational change management is important, it is not a technical requirement for translating scope documents. The transition can happen at the project level through proper backlog management.
D (Save the WBS as historical data): This is wasteful. The WBS contains valuable requirements and scope details already agreed upon by stakeholders. Discarding it would mean losing work that has already been performed; instead, it should be used as a primary input for the initial Product Backlog.
Key Transition Concept: In a predictive approach, the WBS is " frozen " after the scope baseline is approved. In an adaptive approach, the Product Backlog is " emergent " and constantly updated. By translating the WBS into user stories (Choice A), the Project Manager ensures that the original intent of the project is preserved while gaining the flexibility and iterative delivery benefits of Agile.
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