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Rolling-wave planning

Rolling-wave planning is an iterative project management technique in which detailed schedules and plans are developed for immediate or near-term project phases, while later phases are planned at a higher, more general level, allowing for progressive elaboration as uncertainties resolve and additional details emerge.^[1]^[2] This approach, often associated with the Project Management Body of Knowledge (PMBOK), enables teams to begin execution without waiting for complete upfront information, making it particularly suitable for projects with high uncertainty, evolving requirements, or tight timelines.^[1] The concept draws from progressive elaboration principles, where initial planning relies on available knowledge to create a work breakdown structure (WBS) and milestones, followed by iterative refinements in successive "waves" as the project advances.^[2] Unlike traditional waterfall planning, which requires a comprehensive plan from the outset, rolling-wave planning emphasizes flexibility, adapting to new insights through frequent updates and short-term focus periods, akin to agile methodologies.^[3] It typically involves steps such as identifying risks, allocating resources for the current wave, establishing baselines, executing tasks, and reviewing outcomes to inform the next planning cycle.^[2] Key benefits include enhanced risk management by addressing uncertainties incrementally, improved team accountability through clear short-term objectives, and efficient resource use by avoiding premature overcommitment to distant phases.^[1]^[3] However, it demands skilled project managers capable of real-time monitoring and can pose challenges in stakeholder communication due to the evolving nature of long-term plans.^[2] Rolling-wave planning is commonly applied in fields like software development, research and development (R&D), and innovative high-tech projects, where requirements are likely to change.^[2]

Overview

Definition

Rolling-wave planning is a project management technique that involves developing detailed plans for near-term work packages while maintaining high-level outlines for future phases, enabling iterative refinement as project uncertainties resolve and more information becomes available. This approach allows project teams to focus on immediate activities with precision, such as defining tasks, resources, and timelines for the next few months, while reserving broader milestones and assumptions for longer-term elements.^[4] The "rolling wave" metaphor illustrates how the detailed planning horizon advances incrementally over time, akin to waves progressing toward the shore, where short-term horizons (typically 3-6 months) receive specific elaboration and future periods remain summarized until they approach execution. This forward-rolling process ensures that plans evolve with emerging insights, promoting flexibility in dynamic environments.^[1] Unlike traditional static planning, which attempts comprehensive upfront detailing of the entire project scope, rolling-wave planning prioritizes adaptive, iterative refinement to accommodate changes and reduce risks associated with early assumptions about distant activities. It serves as a form of progressive elaboration, where the level of detail increases as the project matures.^[5]

Key Characteristics

Rolling-wave planning is characterized by its iterative nature, wherein project plans are developed and refined in successive cycles as new information becomes available, typically aligned with each planning horizon or phase. This approach involves periodic reevaluations of timelines, costs, and resources, allowing the project team to update the plan without starting from scratch.^[4] The process "rolls out" detailed plans for the immediate future and progressively elaborates on subsequent phases as uncertainties resolve.^[6] A key trait is the variation in the level of detail across planning horizons: near-term activities are defined with high specificity, including granular tasks, resource allocations, and cost estimates, while distant phases remain at a higher level, focusing on major deliverables and milestones. This differential detailing enables efficient resource use by prioritizing precision where information is most reliable.^[5] As a form of progressive elaboration, it ensures that plans evolve from broad outlines to detailed schedules over time.^[4] The method provides flexibility in scope management by incorporating emerging requirements and adjustments incrementally, rather than requiring a complete overhaul of the entire project plan. This adaptability is particularly suited to environments with evolving needs, as changes can be integrated during routine planning updates without disrupting ongoing work.^[6] Finally, rolling-wave planning aligns planning efforts with the inherent uncertainties of projects, directing detailed analysis toward near-term elements where predictability is higher and employing abstraction for long-term elements where foresight is limited. By delaying comprehensive detailing until more data is available, it mitigates risks associated with premature commitments and enhances overall project realism.^[5]

Historical Development

Origins in Project Management

Rolling-wave planning emerged in the early 1960s as an adaptive approach to managing complex and uncertain projects within the U.S. Department of Defense (DoD), particularly for large-scale weapon systems development programs such as the Minuteman and Titan III missiles. These initiatives, conducted under cost-plus contracts during the Cold War era, required flexible planning to accommodate rapid technological advancements and high-risk environments where full details were unavailable at the outset. The technique was integrated into early cost and schedule control systems, allowing for incremental detailing of plans as projects progressed through the 1970s and 1980s.^[7]^[8] The conceptual foundations of rolling-wave planning were heavily influenced by the critical path method (CPM), developed in 1957 by DuPont and Remington Rand Univac for industrial projects, and the program evaluation and review technique (PERT), introduced in 1958 by the U.S. Navy for the Polaris missile program. These methods underscored the limitations of static scheduling in long-duration projects, emphasizing the need for phased elaboration to handle uncertainties in duration estimates and resource allocation. By the early 1960s, PERT/Cost—a DoD and NASA standard issued in 1962—incorporated progressive planning elements, evolving into earned value management (EVM) practices that supported rolling-wave techniques for better control over extended timelines.^[7]^[9] Informal applications of rolling-wave planning first appeared in construction and engineering fields during the 1960s and 1970s, where practitioners refined near-term schedules on a recurring basis—often quarterly—to address site-specific variables like weather, material availability, and regulatory changes. This approach aligned with work breakdown structures (WBS) to enable detailed planning for immediate phases while outlining high-level milestones for future work, a practice that became commonplace in large infrastructure projects. By the 1980s, such methods were normalized in DoD contractor guidelines, paving the way for later formal adoption in project management standards.^[8]^[10]

Adoption in Standards

Rolling-wave planning was first formalized in the Project Management Institute's (PMI) A Guide to the Project Management Body of Knowledge (PMBOK Guide), with its inclusion beginning in the inaugural 1996 edition under the scope and schedule management processes, where it is described as a form of progressive elaboration for iterative planning. This recognition established rolling-wave planning as a core technique for managing uncertainty in project schedules by detailing near-term work while outlining future phases at a higher level. Subsequent editions of the PMBOK Guide have retained and expanded on this concept, integrating it into processes like Develop Schedule and Define Activities.^[4] In the 2000s, rolling-wave planning gained recognition within the PRINCE2 methodology, particularly through its stage-based planning approach designed for controlled environments, allowing for detailed planning of current stages while maintaining high-level plans for subsequent ones.^[11] This alignment supported PRINCE2's emphasis on managed progression, with revisions in 2005 and 2009 further embedding iterative planning elements akin to rolling-wave techniques in product-based planning themes. The International Organization for Standardization (ISO) incorporated rolling-wave planning into its ISO 21500 standard on guidance for project management, with the current second edition (ISO 21500:2021) positioning it as a key method for iterative planning in international and complex projects to address evolving requirements.^[12] This inclusion provided a global benchmark, emphasizing its role in time-phased processes like plan scope management and develop schedule, ensuring adaptability across diverse project contexts. More recently, rolling-wave planning has evolved within agile-influenced frameworks such as the Scaled Agile Framework (SAFe), introduced in 2011, where it blends with iterative delivery through flexible roadmaps in lean portfolio management to support long-term predictability in large-scale agile environments.

Core Principles

Progressive Elaboration

Progressive elaboration refers to the iterative process of continuously refining and detailing project plans as more accurate information becomes available throughout the project lifecycle.^[13] This approach begins with high-level outlines of project scope, schedule, costs, and risks during initial phases, progressively adding specifics such as resource allocations and task dependencies as the project advances.^[14] In practice, it involves stakeholder consultations, risk assessments, and feedback from ongoing execution to enhance plan accuracy without overcommitting to premature details.^[4] In rolling-wave planning, progressive elaboration serves as the foundational mechanism for transitioning from broad placeholders to granular task definitions, enabling adaptive management in uncertain environments. For instance, an initial high-level activity like "develop prototype" may evolve into detailed subtasks with estimated durations, dependencies, and assigned resources as technical feasibility and team insights emerge.^[13] This iterative detailing ensures that near-term work is planned comprehensively while future phases remain flexible, allowing the project to "roll forward" with updated projections at each review cycle.^[4] By aligning plan evolution with actual progress, it mitigates the risks of outdated assumptions and supports realistic forecasting of deadlines and budgets.^[14] Effective progressive elaboration in rolling-wave planning depends on establishing clear baselines for upcoming phases and implementing structured mechanisms for plan updates that minimize disruptions to ongoing activities. Baselines provide stable reference points for high-level future work, while update processes—such as periodic schedule reviews and work breakdown structure revisions—facilitate integration of new details without altering approved current-phase commitments.^[14] These conditions require active involvement from project managers and stakeholders to maintain alignment and prevent scope creep.^[13]

Time-Phased Planning

Rolling-wave planning structures project activities across distinct time horizons, with detailed elaboration applied to near-term work while far-term elements remain at a high level. Near-term horizons typically encompass the immediate future, such as the next 90 days or activities with durations under one week, where plans include granular decomposition into specific tasks, resources, and timelines (e.g., Level 5 detail in the work breakdown structure). In contrast, far-term horizons, such as annual milestones or distant phases, are outlined broadly using planning packages that serve as placeholders without full specification, allowing for initial alignment with project scope while deferring precision until uncertainties resolve.^[15] The rolling mechanism advances planning iteratively as the project progresses, maintaining a consistent forward-looking window. As near-term activities complete, the boundary shifts, converting the subsequent far-term planning packages into detailed near-term plans through progressive elaboration, often at predefined intervals like quarterly reviews or milestone achievements. This process ensures the schedule model updates regularly by incorporating actual performance data, recalculating durations and dates, and advancing the data date to reflect current status, thereby keeping the planning horizon stable (e.g., always detailing six months ahead).^[15]^[4] Integration with project baselines occurs through established control points that facilitate re-planning without disrupting overall objectives. The baseline schedule serves as a fixed benchmark against which variances are measured, with rolling updates applied only to emerging details via formal change control processes to maintain alignment. This time-phased approach incorporates time-phased elements like planned value and earned value for tracking, ensuring that refined near-term plans adhere to the high-level baseline commitments for the project's duration.^[15]^[4]

Implementation Process

Planning Phases

Rolling-wave planning unfolds through a structured sequence of phases that enable iterative refinement of project details as uncertainty decreases over time. This process aligns with progressive elaboration principles, allowing project teams to balance foresight with adaptability. The phases emphasize high-level outlining for distant work while focusing intensive effort on near-term activities, ensuring alignment with project objectives throughout.^[16] In the initial phase, high-level planning encompasses the entire project scope, identifying major phases, key deliverables, and broad timelines based on available information such as stakeholder requirements and historical data. This step involves creating a top-down work breakdown structure (WBS) at a summary level, establishing rough order of magnitude estimates for time, cost, and resources without delving into specifics for future elements. The goal is to provide a strategic roadmap that guides subsequent detailing, often using placeholders like milestones for later waves.^[4]^[16] The second phase shifts to detailed planning for the immediate planning horizon, typically the next 3 to 6 months or until the next major milestone, where work packages are decomposed further using the WBS. Here, teams allocate resources, estimate durations and costs with greater precision, and conduct risk assessments to identify potential issues in the near term. This bottom-up refinement incorporates network logic to sequence activities and may involve stakeholder input to validate assumptions, resulting in a baseline for the current wave.^[16]^[4] During the execution and monitoring phase, the detailed plan for the current wave is implemented, with ongoing tracking of progress against baselines using earned value management or similar metrics. Periodic reviews, such as monthly checkpoints, facilitate the capture of lessons learned, variance analysis, and adjustments to control scope creep or deviations. This phase emphasizes real-time decision-making to address emerging issues while maintaining focus on deliverables within the horizon.^[4] The final phase involves rolling forward by refining the plan for the next horizon, incorporating actual performance data from the completed wave to update estimates, reallocate resources, and revise risks for upcoming work. Variances from prior execution inform adjustments, such as compressing timelines or reallocating budgets, ensuring the overall project plan evolves with increased accuracy. This iterative closure of one wave triggers the detailing of the subsequent one, perpetuating the cycle until project completion.^[16]^[4]

Integration with Schedules

Rolling-wave planning integrates with project schedules by enabling iterative refinement of the schedule model, where near-term activities are detailed progressively while future work remains at a higher level using planning packages. This approach ensures the schedule reflects evolving project information without requiring a complete overhaul, aligning detailed execution with broader timelines. As described in the PMI Practice Standard for Scheduling, the technique supports the creation and maintenance of a dynamic schedule model that incorporates core components like activity lists, durations, and logical relationships, updated at regular intervals to replace planning packages with specific activities.^[6] In Gantt charts, rolling-wave planning manifests through detailed bars representing near-term tasks with precise durations and dependencies, contrasted with summary or milestone bars for future phases that lack granular detail initially. These charts facilitate visual tracking of progress, where roll-up updates occur as waves advance, refining summary elements into detailed bars to maintain schedule integrity. For instance, near-term bars might show daily or weekly allocations, while far-term phases use high-level placeholders that evolve over time, allowing teams to monitor variances effectively.^[6]^[17] Network diagrams under rolling-wave planning emphasize the critical path within the current wave, depicting detailed precedence relationships (e.g., finish-to-start logic) for immediate activities, while using placeholders or summary nodes for future dependencies to avoid premature commitment. This focus enables identification and management of the longest path through the near-term network, with updates incorporating new logical ties as information emerges, ensuring the overall diagram remains a viable tool for sequencing without over-specifying uncertain elements.^[6] Baseline management in rolling-wave planning involves freezing the near-term schedule as a performance measurement baseline (PMB) once detailed, treating it as a fixed target for execution, while far-term elements serve as flexible planning packages with allocated durations and costs that are refined iteratively. This dual structure prevents frequent re-baselining by authorizing changes only through approved processes, maintaining baseline stability for performance assessment. Earned value management (EVM) enhances this by tracking earned value against the baseline using metrics like budgeted cost of work scheduled (BCWS) for planning packages, transitioning them into work packages for precise measurement of schedule and cost variances as waves progress. For example, control account managers ensure a rolling horizon of detailed baselined work (e.g., 4-9 months) to support ongoing EVM reporting without disrupting the integrated PMB.^[18]^[6]^[19] Software tools like Microsoft Project and Oracle Primavera P6 provide robust support for rolling-wave planning through features that automate updates, such as baseline snapshots for near-term freezes and activity placeholders for future waves. In Microsoft Project, users can outline phases with summary tasks that expand into detailed subtasks as planning advances, enabling easy roll-forward of the schedule. Similarly, Primavera P6 facilitates this by allowing elaboration of activities from high-level placeholders, with built-in critical path analysis and EVM integration to handle iterative refinements efficiently. These tools align with PMI standards by supporting precedence diagramming and Gantt visualizations tailored to progressive elaboration.^[3]^[20]^[6]

Benefits and Applications

Advantages in Dynamic Environments

Rolling-wave planning offers enhanced adaptability in dynamic environments by enabling project teams to incorporate emerging risks, requirements, or market shifts incrementally without necessitating a complete replanning of the entire project scope. This iterative approach, characterized by detailed planning for near-term activities while maintaining high-level outlines for the future, allows for rapid adjustments as new information becomes available, thereby keeping projects aligned with evolving conditions. In contexts of high uncertainty, such as rapidly changing markets or technological advancements, this flexibility minimizes disruptions and supports continuous progress.^[21] The method also improves resource efficiency by allocating detailed analytical effort only to imminent phases, thereby reducing the upfront costs associated with exhaustive planning for uncertain long-term elements. By focusing resources on what is currently known and actionable, teams avoid wasteful over-analysis of speculative details, optimizing time, budget, and personnel in environments where full foresight is impractical. This targeted approach ensures that planning efforts scale with available information, promoting leaner operations without compromising overall project viability. Furthermore, rolling-wave planning fosters better stakeholder alignment through its frequent update cycles, which encourage ongoing communication and demonstrate visible progress to build buy-in and trust. Regular refinements serve as opportunities for stakeholder input, ensuring that plans remain relevant and responsive to collective feedback in fluid settings.^[21] This collaborative rhythm enhances engagement and reduces misalignment risks that often plague static plans in dynamic contexts. Finally, it contributes to risk reduction by detailing immediate uncertainties early, allowing for proactive mitigation, while high-level views provide a framework to monitor and manage longer-term risks without premature commitment. This dual-layered strategy addresses both tactical and strategic uncertainties, lowering the potential impact of unforeseen changes through timely interventions. In practice, such as in software development projects facing shifting user needs, this has been illustrated to sustain momentum amid volatility.

Real-World Examples

Rolling-wave planning is commonly applied in software development, where it accommodates evolving requirements through iterative refinement of near-term tasks like coding and testing, while high-level plans outline future features. It is also used in construction projects to manage phased execution, such as detailing immediate site preparation and procurement while broadly scheduling later phases like building assembly. In new product development and systems integration, the approach supports R&D efforts by progressively elaborating designs as prototypes yield insights, integrating with methodologies like agile for enhanced flexibility.^[16] Across dynamic projects in these fields, rolling-wave planning has contributed to reduced schedule variances by progressively refining plans, with variances decreasing as details accumulate in subsequent waves, enhancing overall predictability without rigid upfront commitments.^[22]

Comparisons

Versus Traditional Planning

Rolling-wave planning differs fundamentally from traditional planning approaches, such as the waterfall model, in its timing of detail development. In rolling-wave planning, near-term activities are defined with high specificity, while future phases are outlined at a high level using progressive elaboration, allowing details to emerge as more information becomes available.^[4] By contrast, traditional planning requires a comprehensive work breakdown structure (WBS) to be developed upfront, committing to detailed estimates for the entire project scope at the outset, often based on incomplete information. This upfront approach assumes a stable environment where all requirements can be anticipated early.^[23] Regarding change handling, rolling-wave planning incorporates iterative updates through periodic reevaluation of plans, enabling adjustments to scope, costs, and timelines as the project progresses and uncertainties resolve.^[4] Traditional planning, however, establishes rigid baselines early on, which can lead to significant rework and cost overruns in volatile projects due to the difficulty of accommodating changes without formal change control processes.^[23] Surveys of over 1,000 project practitioners have identified poor planning—often linked to inflexible traditional methods—as a primary cause of project failure in dynamic settings.^[23] Suitability for project types also varies between the two methods. Rolling-wave planning is particularly effective for projects with high uncertainty and evolving requirements, such as research and development (R&D) initiatives, where detailed planning for distant phases would be premature and inefficient.^[24] In comparison, traditional planning excels in environments with well-defined scopes and stable conditions, like manufacturing or construction projects, where upfront comprehensiveness ensures predictability and minimizes surprises. Empirical insights indicate that rolling-wave planning can enhance performance in uncertain environments by improving plan accuracy and adaptability, leading to more credible commitments and reduced risks compared to traditional methods.^[4] For instance, its iterative nature supports faster resolution of issues in complex projects, though specific quantitative gains, such as delivery speed improvements, depend on project context and are supported by practitioner reports rather than universal benchmarks.^[23]

Versus Agile Methods

Rolling-wave planning and agile methods both embrace iterative and adaptive approaches to project management, yet they differ fundamentally in their handling of scope and iteration cycles. Rolling-wave planning progresses across broader project phases, detailing near-term work while maintaining high-level outlines for distant phases, allowing for progressive elaboration as uncertainties resolve. In contrast, agile methods rely on short, fixed-duration sprints—typically 1-4 weeks—where scope emerges from prioritized backlogs that are refined continuously through stakeholder feedback and retrospectives, emphasizing rapid delivery of working increments over phased progression. This distinction enables rolling-wave planning to align with longer-term strategic horizons, whereas agile's sprint-based iterations foster immediate responsiveness to change without committing to extended phase boundaries.^[25] Regarding documentation and structure, rolling-wave planning preserves more formalized baselines, such as schedules and cost estimates, which are updated periodically to reflect refined details, providing a stable reference for oversight and compliance. Agile approaches, however, prioritize lightweight artifacts like user stories and product backlogs, minimizing comprehensive upfront documentation in favor of collaborative tools that support just-in-time planning and reduce administrative overhead. While both methods avoid exhaustive initial plans, rolling-wave's structured baselines ensure traceability across phases, making it suitable for environments requiring auditability, unlike agile's focus on emergent, value-driven outputs that evolve organically.^[4]^[25] These methodologies are frequently integrated in hybrid frameworks, such as "Wagile," which combines rolling-wave planning's detailed long-term roadmaps with agile's iterative execution for large-scale projects. In Wagile, high-level phase planning via rolling waves establishes overall governance and milestones, while agile sprints handle tactical development, enabling organizations to balance predictability with flexibility— for instance, in software projects with regulatory demands. This hybrid potential leverages rolling-wave's progressive detailing to inform agile backlogs, mitigating risks in complex initiatives spanning multiple years.^[26]^[27] Project selection between the two often hinges on contextual needs: rolling-wave planning is preferable for endeavors demanding regulatory compliance, fixed milestones, or integration with traditional enterprise processes, where structured evolution ensures accountability without the full adaptability of agile. Pure agile, conversely, excels in innovative, customer-driven work characterized by high uncertainty and evolving requirements, such as product development in volatile markets, allowing for emergent scope without rigid phase commitments. In regulatory-heavy sectors like aerospace or government IT, rolling-wave's phased refinement supports compliance audits more readily than agile's fluid iterations alone.^[25]^[28]

Challenges and Mitigation

Common Limitations

Rolling-wave planning, while adaptive, carries inherent limitations that can undermine project success if not addressed. These drawbacks stem primarily from its progressive nature, which prioritizes near-term detail over comprehensive upfront planning, potentially leading to inconsistencies and inefficiencies across the project lifecycle.^[29] One key limitation is the risk of scope creep, where frequent refinements to the plan can introduce uncontrolled changes, especially in the absence of robust governance mechanisms. As near-term waves are elaborated iteratively, evolving requirements or stakeholder inputs may expand the project scope without formal approval, resulting in unmanageable alterations that deviate from the original objectives. This issue is exacerbated in dynamic environments where high-level placeholders for future phases allow for ad-hoc additions, potentially leading to budget overruns or timeline extensions.^[30]^[29] Dependency issues represent another significant pitfall, as far-term placeholders often lack detailed inter-phase linkages, which can overlook critical relationships between activities and cause disruptions later in the project. In rolling-wave planning, summary-level planning for distant phases may obscure the critical path if planning packages are not logically tied to the work breakdown structure, leading to inaccurate sequencing and unforeseen bottlenecks when details are finally added. This incomplete visibility into dependencies can result in cascading delays, as assumptions about future work prove unreliable without early integration.^[29]^[6] The approach also imposes resource overhead through the need for regular replanning, which demands continuous effort from the project team to update and refine the schedule as new information emerges. This iterative process, while enabling adaptability, can strain limited resources in smaller or stable projects, where the ongoing commitment to detailing successive waves diverts attention from execution and increases administrative burden. Without sufficient capacity, teams may face fatigue or inconsistencies in planning quality, making the method less suitable for resource-constrained scenarios.^[29] Finally, rolling-wave planning requires a high level of organizational and team maturity to be effective, as it relies on experienced planners to maintain consistent detail levels and avoid inaccuracies from limited foresight. In less mature environments, the progressive elaboration can lead to gaps in planning or over-optimistic assumptions about future phases, resulting in inconsistent execution due to inadequate prior experience in managing iterative updates. This dependency on skilled personnel underscores its unsuitability for novice teams, where the lack of expertise may amplify other risks like incomplete linkages or scope expansions.^[31]^[6]

Strategies for Success

To optimize rolling-wave planning and address potential issues such as scope drift or inaccurate forecasting, project teams should adopt structured governance frameworks with formal change control processes to oversee updates during each planning roll. These processes evaluate proposed changes against predefined criteria, such as impact on milestones or resource availability, ensuring that elaborations of future work packages occur only when sufficient information emerges to justify refinement. This approach maintains baseline integrity while allowing controlled evolution of the plan, as recommended in iterative project management practices.^[4] Building team proficiency is essential for effective implementation; organizations can enhance skills in iterative planning, including progressive elaboration techniques and adaptive decision-making under uncertainty, through practical experience and collaboration. Complementing this, the use of integrated project management software—such as tools supporting Gantt charts and dynamic scheduling—enables seamless baseline shifts by automating updates to work breakdown structures and visualizing dependencies across waves, thereby reducing manual errors and enhancing real-time collaboration.^[32] For enhanced flexibility in execution, hybrid approaches that integrate rolling-wave planning with agile methodologies prove particularly effective, where high-level waves outline strategic milestones and agile sprints handle detailed near-term delivery. This combination leverages agile's iterative feedback loops for rapid adjustments while incorporating risk registers to systematically track dependencies and emerging uncertainties, ensuring alignment between long-term objectives and short-term outputs.^[33] Evaluating rolling-wave planning's performance requires ongoing metrics to refine future iterations; variance analysis, a core earned value management technique, tracks discrepancies between planned and actual progress in detailed waves, such as schedule or cost variances, to assess planning accuracy. By analyzing these variances quarterly or at wave boundaries, teams can calibrate estimation methods and extend planning horizons with greater precision, fostering continuous improvement without overhauling the entire baseline.^[19]

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