Critics on both sides of the agile/hybrid aisle seem to be somewhat jaded and often misinformed. The truth is that successful project managers have always used what works best given the situation. Thus, long before the term "hybrid" found its way into the vernacular, it has always been the way most PMs have operated.
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Scope creep can plague projects where timelines are established at the start, or budgets and resources are fixed. However, it should not be a problem for projects operating with agile principles. Rather than resisting change, an agile team welcomes it, and figures out how to adapt to it. Here's how.
As more organizations recognize (and research confirms) the high-performance benefits of empowering project teams, how do we balance the general value of standardized agile approaches with the greater need for teams to choose their ways of working?
When should we be using an agile approach for our project? The agile convert might claim “Always,” just as the predictive enthusiast could scream “Never!” For the rest of us, more objective tests and selection criteria are useful.
There is no such thing as a pure waterfall implementation unless you are peering through nature’s lens—and there is no such thing as a pure agile implementation unless you are gazing through a lens of your own making.
Modern software development can always be in the moment, developing the best possible software for today. But is that good enough to succeed? Continuous delivery is going to gain traction and become an important part of how projects get delivered—but it only helps if it delivers business value.
We received so many questions during our Ask the Experts: Agile for the Rest of Us webinar that we didn’t have time to answer them all, so the presenters continue the conversation here!
If we stubbornly insist on running projects “by the book,” we are going to miss opportunities. In that spirit, here are six ways to develop your hybrid approach to project management.
Current events are leading to ever more calls for the development of agile business environments. But if agile is going to help businesses that have not yet embraced its benefits, then the focus needs to be somewhere else. It needs to be on changing the minds of business leaders.
A project manager's team wants to use an agile approach, which is in conflict with how the organization works. What can you do? Does this project need an agile approach?