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There are very, very few projects which are 100% predictive or 100% adaptive. Most lie somewhere in the continuum between those two extremes.
It is important to distinguish agile approaches & an agile mindset from an adaptive lifecycle. We can run a project using a predictive lifecycle but apply an agile mindset to the delivery work and leverage agile techniques where they will add value.
In my actual work place we have 5 project life cycles defined some based on agile and some in not agile. In agile based it includes the use of Scrum for example. The same person is assigned as project manager at the same time for initiatives based on agile and non agile. In fact, I am program manager, and inside the programs under my supervision I have project based in agile and non agile based. So, I think it could help to answer your question.
I agree with Kiron’s feedback. In Construction we mostly use hybrid Traditional - Agile Approach.
I second was has been said here by Kiron, Rami and Sergio, who all are seasoned PMs with both agile and wider project management backgrounds.
There is no traditional project management in itself, there are different product development life cycles or value delivery methods, which may be agile/adaptice, iterative, predictive etc.
Here is an article about that, if anything, project management is iterative and incremental:
Don't let yourself drawn into a religious fight. Project management is about making ideas a reality and reducing insecurity and helping clients, sponsors and teams feel well supported in their particular situation.
I agree with all of the above. The life cycles are mutually exclusive only if you make them so. I ran a PMO at an extremely conservative government agency that was steeped in CMMI based predictive lifecycles with slow performance and deliveries. We needed some agile mindset infused for flexibility. It was rough but I made quite a bit of headway. There are many purists that say that you have to do Scrum a certain way, or Predictive needs to contain certain elements but the bottom line is to use what works for the organization.
Complexity and uncertainty are the key factors to drive the needed degree of agile practices to apply within a project (framework). There is no exclusivity as pointed out in above comments. Check out Prince2 Agile.
Why would one exclude the other?
One project could be done mainly using one approach. It should not exclude for some part to use an other approach that is more suitable. Each context required an adapted approach.
Thank you very much for your comments.
I am happy to know that traditional PM and agile are not mutually exclusive but maybe even complement each other.
It is still somewhat annoying and confusing listening in seminars, webinars or reading in book comments that point toward the antagonism of traditional pm and agile.
No they are not
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