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I've done "waterscrum" where within a sprint we did condensed requirements/design/code/test waterfall activities and milestones. It worked well with an organization that was very institutionalized in waterfall but wanted to be more agile in delivery.
hybrid is not exactly a methodology for me, but in the end is just a matter of words, is a way of tayloring the project using more than one management approach.
The last project in what I participated used a hybrid approach , was the development of a self-sevice financial machine. The plans , design, requirements definition and development of the prototype followed a waterfall approach, after this the software development for the machine was made using an Agile approach (Scrum).
Agreed with Alexander, hybrid isn't a methodology for me, however is how I coordinate most of my projects.
Not to be pedantic, but we have a word problem when we talk about hybrid project management methods. The problem is that business agility is most properly understood in terms of business culture, most specific to problem solving and value delivery. While one project management practice may fit more or less than another into this agile culture, there really no "Agile Project Management" methodology (although I'm sure some enterprising consultant will sell you a certification if you really want one) like there is for predictive lifecycle "waterfall" projects (if we consider the PMBOK to be a methodology, although the PMBOK states in the introductory paragraph 1.1 that it is not).
All that to say: you might find yourself managing projects in a way that is more or less agile than others, depending on the organization you're in. That's perfectly fine. But it would be awkward to describe a management methodology defined by limited agility.
Hybrid means a blend of delivery approaches. There are two ways one could claim to follow a hybrid lifecycle:
1. Some variant on Water-Scrum-Fall, Scrum-Fall, or Water-Scrum.
2. A project where distinct work packages lend themselves to either an adaptive or a predictive lifecycle and don't need to be integrated and verified as a coherent whole. An example of this might be the training work packages supporting a technology application. The former could be developed in a traditional manner whereas the latter could be done in an agile manner. This still feels a little like Scrum-Fall, but so be it.
Absolutely, a blended model (Hybrid) exists. It may not be a 'formal' approach within the organization, however, could be a moving process of adopting agile practices within the current model without a formal transformation. Like Alexandre mentions, I find it is a mix of more 'traditional' process for initiation and planning, then more agile in execution. Personally, I have found successes working within this type of approach. I actually had worked with PMI on a case-study, but for whatever reason, it was never published.
As you know by now, yes it most definitely does and thie is how most project are delivered unknowingly. The most common agile principle that gets applied to a project first (making it a hybrid) is to deliver incrementally.
Many organizations attempt to use different aspects of Agile and Waterfall. This Hybrid Project Management Manifesto formalizes some of the practices of practitioners who combine both methodologies. Hybrid Project Management combines the waterfall and Agile methods to create a new project management method. Hybrid employs the thoroughness of Work Breakdown Structure (WBS) with speed and lean benefits of Agile for a new project management method which is both detailed and fast. Most projects benefit from using Hybrid project management method.
Within hybrid, roles and responsibilities are clearly defined. The ScrumMaster is responsible for each sprint and the project manager has overall ownership. In order for hybrid to be executed successfully, continuous collaboration and communication is critical. For instance, each has a specific role with respect to reporting. Whereas the project manager conducts a weekly status update meeting, the ScrumMaster conducts a daily standup sprint meeting. For hybrid to be implemented successfully, there needs to be tight coordination between the ScrumMaster and project manager.
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