What are some of the challenges faced by organizations that use an hybrid model of both predictive and adaptive PM methodologies?

We have 5 different models defined. Some non-agile based and some agile based. Adding to them one hybrid model. Between agile based we use Scrum and our own method. The same person is assigned at the same time to more than one initiative which are based to non-agile and agile at the same time performing a leading role. I was in charge to create all related to this environment. So, if you ask me which is the challenge, I have to say that it is to clear understand what each approach is but mainly to understand how things are created. In the basement you have the approaches. Over it you have the life cycles models. Onver it you have life cycle process based on life cycles models. Over it you have methods based on life cycle process. At top you have tools to support the methods. Then, you can mix all them as best fit for your current situation with focus to create value for client based on quality.

The three roles are mutually exclusive with different responsibilities and functions. There is no reason for conflict and a good opportunity for continued learning and understanding of the roles in support of this and future efforts.

I have worked in several initiatives that used a similar modal. Good Luck!

Ola -

When you have different workstreams or sub-projects utilizing different lifecycles, practices & tools, it can become pretty challenging. This is where a skilled PM will take the time up front to help the overall team define a set of working agreements which will simplify the orchestration effort between the workstreams as well as facilitating consolidated reporting.

Control objectives for the workstreams will be the same, but "how" those objectives are met might be set by each workstream team individually. This is fine so long as it does not over complicate the lives of those who have to look at outputs across the workstreams - for example, reviewing requirements.

Kiron

It would depend on whether you are using different models across the same project/s or across the organization i.e. certain projects are adaptive while others are predictive. I used to work in a hybrid environment for many years where we would have the software side (development) using scrum while the delivery side (implementation) used normal waterfall. For me, the biggest challenge in that scenario has always been expectation management. Stakeholders on the predictive side of the fence were not very understanding of the way the output from the adaptive side of the fence impacted them.

I think where the challenge came from in the said project is because the work process of the Tech and Operations team were completely different. So integration management became a challenge. This also made the product owner and the project manager scuffle for "power"