By Dr. Vlad Krotov
Accreditation is a crucial project for all business schools. No business school can afford a failed accreditation project, as this can lead to serious problems with the school’s reputation and even tangible issues such as decreased enrollment or faculty resignations. Some accreditation experts have said that it is better not to be accredited than to apply for accreditation and get rejected.
Prestigious accreditation bodies, such as the Association to Advance Collegiate Schools of Business (AACSB), set rigorous standards that require schools to demonstrate excellence in teaching, research, stakeholder engagement, and impact. Managing accreditation projects can be extremely complex, often likened to fixing an engine on a train that is running at full speed. This complexity demands a structured yet adaptable project management approach. In this article, it is proposed that a hybrid model, combining the strengths of both Waterfall and Agile methodologies, provides an effective way to manage accreditation projects successfully.
The Need for a Hybrid Approach
Accreditation projects are long-term endeavors that involve multiple stakeholders, extensive documentation, and continuous quality improvements. While a structured, sequential approach is necessary for setting the foundation, business schools must also remain flexible to address unforeseen challenges. A hybrid approach integrates the clarity and structure of the Waterfall model with the adaptability and responsiveness of Agile methodologies such as Scrum. In the sections below, it is explained how both Waterfall and Agile approaches can be integrated via two broad phases.
Phase 1: Establishing the Waterfall Structure
The Waterfall model provides a clear roadmap for accreditation by breaking it down into well-defined phases with specific milestones. These typically include:
-
- Preparation and Planning – Identifying the accreditation requirements, forming the accreditation team, and outlining a high-level timeline.
- Gap Analysis and Data Collection – Conducting a thorough review of existing policies, procedures, and performance metrics to identify gaps in compliance.
- Implementation and Documentation – Aligning curriculum, faculty qualifications, and operational processes with accreditation standards.
- Self-Assessment Report Submission – Preparing and submitting documentation that demonstrates compliance with accreditation requirements.
- Peer Review Visit and Final Decision – Hosting peer reviewers who assess the school’s compliance and providing responses to any concerns raised.
Identifying the main phases and their dependencies will help a project manager to set the most important milestones as well as the deadlines for each of these milestones. Once the milestones are identified, an accreditation project manager can zoom in on individual phases and identify the main deliverables within each phase, the people responsible for these deliverables, and other resources that need to be assigned. If necessary, a popular project management application can be used to streamline these calculations and provide an efficient repository for all this structured information.
Overall, this linear structure ensures that all necessary steps are followed systematically and in compliance with accreditation requirements, preventing critical components from being overlooked. However, within each phase, unexpected challenges often arise, requiring a more flexible or Agile approach discussed below.
Phase 2: Applying Agile Principles within Each Phase
While the Waterfall model outlines the overarching structure, the execution within each phase benefits from an Agile approach. Scrum, an Agile framework, helps business schools manage uncertainties by promoting iterative progress and continuous feedback loops.
-
- Task Forces and Committees – Small, cross-functional teams (either task forces or committees) should be assigned to specific accreditation components such as assurance of learning, strategic planning, risk management, curriculum alignment, and faculty qualifications.
- Sprints – Instead of waiting for a single massive review at the end, task forces or committees should work in short cycles (e.g., 2-4 weeks) to complete incremental tasks and assess progress toward accreditation-related goals.
- Task Prioritization – As accreditation requirements evolve or new issues arise, teams must regularly reassess priorities and make necessary adjustments.
- Iterative Improvements – Quality assurance efforts should be continuous, with multiple iterations to refine policies, learning outcomes, and assessment processes.
Business schools frequently encounter unexpected challenges during accreditation, such as faculty turnover, curriculum misalignment, or assessment data gaps. A rigid, linear approach alone is insufficient to address these dynamic issues. By embedding Agile within the accreditation phases, schools can adapt in real time, ensuring they respond effectively to setbacks without derailing the overall project.
Furthermore, accreditation is not a one-time event but a cycle of continuous improvement. Schools often require multiple iterations to fine-tune quality measures based on accreditation feedback. Agile’s iterative nature supports ongoing refinements, ensuring that the institution not only achieves accreditation but also maintains and enhances quality over time.
Conclusion
Managing accreditation projects in business schools requires both structure and flexibility. A hybrid approach—starting with a Waterfall model to define phases and milestones, combined with Agile practices within those phases—provides the best of both worlds. This strategy ensures that schools stay on track and comply with the most important accreditation deadlines while remaining adaptable to challenges and quality improvement needs. By leveraging this hybrid methodology, business schools can navigate the complexities of accreditation more effectively and sustain a culture of continuous excellence.