Project Management

Playing in the Gray of Hybrid

Southern Alberta Chapter

Mike Griffiths is a consultant and trainer who help organizations improve performance through shared leadership, agility and (un)common sense. He maintains the blog LeadingAnswers.com.

Gray areas occupy the transition from one world to the next. Neither black nor white, predictive nor agile, project managers are increasingly finding themselves in the gray area of hybrid project management. This can make us feel uncomfortable since we are neither faithfully following either approach—instead living a compromise between seemingly different value systems.

We could get uncomfortable, guarded and hesitant to embrace the reality we face. Or, we could welcome it, use it to our advantage and share the benefits/trade-offs with anyone willing to listen. This second option of embracing, using and sharing is “playing in the gray area,” a term I learned at a recent workshop I was giving. It nicely summarizes the idea of accepting and making the most of our reality rather than uncomfortably accommodating it and largely keeping it to ourselves.

Hybrid Environments
Let’s talk about what hybrid environments are and why we might find ourselves operating in one. A hybrid is a combination of two (or more) different systems. Hybrid cars can use internal combustion engines (ICE) and electric batteries, or ICE and hydrogen fuel cells. Both combinations are considered hybrids.

In project environments, the use of both predictive approaches and agile approaches results in a hybrid approach. There are a number of reasons why both approaches might be …


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