Does a hybrid methodology exist? If yes , kindly state examples on how you applied this. If No , kindly explain further to support your reasons. Saving Changes...
Maya KalachHead of PMO, IT| Middle East AirlinesBeirut, Lebanon
Blending both methodologies yields the hybrid approach, which is commonly used in IT projects in multiple industries I have had experience in. Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Sep 16, 2019 4:23 PM
Replying to Wade Harshman
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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.
Actually, the word I stumble over most here is "agile." There's no formal project management method known as Agile, but we treat it that way. An agile project manager is one who can do yoga. But any project manager may have to modify the way they work to adapt to their organization's level of agility.
When we talk about "hybrid" approaches, we're really talking about a point along the journey, not the goal. A hybrid organization is typically one that is becoming more agile, or that has tried it but is reverting back to more traditional cultural model like we see in large corporations and universities. So project managers who find themselves in a "hybrid" situation should be prepared for change. Saving Changes...
We are looking into whether or not we can adapt a more "agile" approach to our predictive environment. It seems many (at least within our organization) do not really understand the meaning of "agile". It's going to be interesting to see what comes of it.
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1 reply by Anton Oosthuizen
Sep 18, 2019 3:43 AM
Anton Oosthuizen
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My personal experience is that we spend WAAAAY too much time trying to train people on Agile and the different methodologies/frameworks that support it.
We need to separate the noun from the adjective so that people know what we are talking about since Agile is not the same as agile. Agile (the thing) is built on agile (a way of doing things). So it is important for the organization to first understand how a specific way of doing things (agile) will benefit them before they understand how implementing a thing (Agile) will help them achieve those benefits.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
See PRINCE2 or SAP Agile methods and you will find it. Saving Changes...
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.
Thanks to everyone, From Shadav's scenario, there is a scrum master and a project manager who is responsible for the overall project.One of the risks I spotted is the probability of a communication problem between the scrum master & the PM. But this can be mitigated.
However, has anyone operated in this two capacities - As a scrum master and the PM-(traditional waterfall) at the same time on the SAME PROJECT? Kindly share your experience. I think , I am beginning to appreciate the rationale behind the merging of the Agile and waterfall approach in the PMBOK6 unlike PMBOK5. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Sep 17, 2019 12:18 PM
Replying to Steve Ratkaj
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We are looking into whether or not we can adapt a more "agile" approach to our predictive environment. It seems many (at least within our organization) do not really understand the meaning of "agile". It's going to be interesting to see what comes of it.
My personal experience is that we spend WAAAAY too much time trying to train people on Agile and the different methodologies/frameworks that support it.
We need to separate the noun from the adjective so that people know what we are talking about since Agile is not the same as agile. Agile (the thing) is built on agile (a way of doing things). So it is important for the organization to first understand how a specific way of doing things (agile) will benefit them before they understand how implementing a thing (Agile) will help them achieve those benefits. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
It does exist and we use it a lot in Construction because using pure adaptive approach for large construction projects doesn’t work well due to the nature of the industry. Adaptive blends well with waterfall in Construction. Saving Changes...
In software services where software companies build custom software that fits the needs of external organizations many if not most of the times the customers want a single release with all or almost all the functionality delivered in one go.
For example a public transport company that wants a software for its ticket vending machines would like all the functionality delivered in one go as it would not make sense to deliver the software in an iterative manner.
Many software companies however have adopted Scrum, have invested in it and as such are using it even if it makes no sense for their customers. Their customers want waterfall that's what how they have to deliver but internally they are using Scrum.
One other problem is that the customers ask from the beginning how much would it take to deliver the software and more importantly how much it would cost. Also all the User Stories have to be written from the beginning as the customer gives all the requirements from the beginning.
The business users are not involved to test the software before the development is over and the project moves to User Acceptance Testing.
I have seen such setups and I think Scrum, the Agile part, only makes things worse, there is more overhead involved, there is need for more communication and in the end the software is of poor quality and a lot of work has to be done to fix it during UAT.
In my opinion Scrum is not a good solution for many software development projects and it works better for software product development when you maintain and add features to an existing product for which licenses are being sold to customers. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Our project is a hybrid because while the software development team used a Scrum approach, the rest of the teams used a more typical predictive approach. Add to that the fact that senior management wanted typical predictive outcome indicators: How much is done? When will you be done?
We delivered products to the general public and to the internal staff. We did a better job of involving the targeted public at each sprint, than we did with our internal staff.
Now that we are live, employees have become de jure testers. Employees struggle to keep up with the two-week sprint releases, being used to quarterly releases.
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1 reply by Adrian Carlogea
Sep 19, 2019 1:24 PM
Adrian Carlogea
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It depends on the organization but usually software in an enterprise environment is not being changed that often. For the whole organization yes there may be many software development projects running but usually once a software has been built and deployed changes don't come that often.
Scrum is only suitable if the changes are small and not very dependent on each other.
If you have a big functionality that translates in many User Stories there is no point on releasing small chunks as they would not be useful until everything is being developed.
Well usually some things can be missed and you can release even if you haven't done 100% of the work done but I have seen on some projects that it took more than a year of development before the team had anything useful to deliver. Scrum with 1 year sprints. :P
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