There is a lot of talk about agility that would mean the end of the traditional methods of project management. However, many companies still use a traditional approach. What should be done and when should it be done? Should we rely on the agile or stay on the traditional methods that have proved their worth? The solution may be between the two: hybridization between traditional project management and agile methods in order to use their respective strengths and limit the impact of their weaknesses. This session aims to present the main principles of a hybrid approach: what are the differences between agile and traditional management? Why Hybridization? How to choose ? How to implement it?

1. Rachid Meziani, PhD, CGEIT, PMP

2. • Background
• Agile vs. Traditional Methodologies
• Towards Hybrid Approach
• How does it Work?
• Summary
2

3. Enough time to market
Standalone system
Stable requirements
3

4. User requirements changing fast
4

5. The Agile Way
Dynamic Market
Reqs.
5

6. Sometimes, the secret to
successful project depends
on the selection of the right
project management style.
But when you have
Waterfall and Agile methods
to choose from,
how do you know which is
the best for your project
and team? 6

7. Waterfall is still a better process for plenty of IT shops
(ERP implementations, COTS packages, ASP tools and
custom development).
While Agile and its
fast-moving sprints,
user stories and
automated testing is
a favorite among
development Teams.
7

8. Agile Methods Costs and Benefits Traditional Methods Costs and Benefits
Source:WHAT ISTHE ROI OFAGILEVS.TRADITIONAL METHODS?An
analysis of XP,TDD, Pair Programming, and Scrum (Using Real Options)
Dr. David F. Rico, PMP, CSM
Agile Methods ROI was four times more than
expensive Traditional Methods, two times less than
inexpensive ones, and the best Agile and Traditional
Methods had equal ROI
8

9. Primary method used In organization across projects.
Source: HP online survey of 601 development and IT professionals
Percent of respondents agreeing with statement about agile
development (number = 403 organizations that have primarily
adopted agile). 9

10. Discipline
Agility
Discipline & Agility
10

11. Trends are great; being
responsive matters, but
choosing a methodology
that fits your projects and
delivers the best results is
Crucial.
11

12. Agilevs. Traditional
12

13. TRADITIONAL AGILE
Requirements Clear initial requirements; low
change rate
Creative, innovative; requirements
unclear
Users Not involved Close and frequent collaboration
Documentation Formal documentation
required
Tacit knowledge
Project size Bigger projects Smaller projects
Organizational support Use existing processes; bigger
organizations
Prepared to embrace agile
approach
Team members Not accentuated; fluctuation
expected; distributed team
Collocated team; smaller team
System criticality System failure consequences
serious
Less critical systems
Project plan Linear Complex; iterative
13

14. Detailed planning
at the beginning
Move to next step after
done with previous one.
Best for projects that deal
with physical objects
Best for projects with defined
tasks and phases
Project plans are repeatable
for similar projects
Requires substantial planning
Before work begins
Scope changes can be very slow
Less effective for SW, design and
Other non-physical projects
14

15. Fast and flexible: collaboration,
Adaptability, continuous imp.
Quick iterative project release
cycles.
Best for service-oriented &
non-physical deliverables
Allows for quick course correction
based on stakeholder feedback
Empowers project teams to work
creatively and efficiently
Not suited for projects with strictly
Defined reqs. and scope
Uncertainty around scope and schedule
can make stakeholders nervous
Requires vigilant backlog and
documentation maintenance
Engagement and collaboration from
all team members 15

16. 16

17. Scrum
Emphasizes productivity, focus and collaboration
so teams can build high-quality deliverables quickly
and adapt to change easily
Waterfall
Breaks projects down into a series of sequential tasks.
With clearly defined goals and a set of timeline, teams
work through tasks in order, completing each one
before moving on to the next one.
LEAN
Delivers high value, high-quality work
with less manpower, money, and time.
Lean cuts waste by eliminating bottlenecks,
focusing on customer value, and continually
improving processes.
Extreme Programming (XP)
Features short development cycles, frequent releases,
and open communication with stakeholders.
Teams focus on collaboration and efficiency,
writing the simplest possible code to produce desired
features.
Kanban
Produces a slow and steady stream of deliverables
through continuous workflow. Managers often use
a whiteboard or sticky notes to represent progress
and uncover process problems.
PRINCE2 (Projects In Controlled
Environment)
Ensures that every project has business justification
and will contribute value. Planning begins by
identifying a clear need, targeted customer,
realistic benefits, and accurate cost assessment.
17

18. Towards Hybrid
Approach
19

19. Waterfall
Agile
AgileWaterfall &
19

20. Misconceptions Reality
Agile and traditional methods are
completely unmixable.
Agile and traditional methods have
been successfully combined in a variety
of situations.
There are one-size-fits-all process
templates for balancing agile and
traditional methods.
Variations in project risks and
stakeholder value propositions lead to
different balances of agile and
traditional methods.
Balancing agile and traditional
methods is a one-dimensional pure-
technology, pure-management, or
pure-personnel activity.
Balancing agile and traditional
methods involves multidimensional
consideration of technology,
management, and personnel factors.
20

21. • Clarity is the key to success.
Bad Description / Acceptance criteria
wastes everyone’s time.
• An outcome should be researched.
Sometimes user outcomes require
Research, Requirements, Specifications,
Design.
• Waterfall’s Requirements Specifications & Design
Sometimes you have to “think” before you “do.”
21

22. • Results to Customer
Agile works because of the focus on delivering
to the customer.
• Iterations mean Feedback
Markets, Industries, Projects all work as systems
with feedback mechanisms. That’s why agile
works for projects. It reflects the real world.
• Works if you have done it before
Agile works really well if it’s not your first rodeo.
It depends on the team’s experience 22

23. • Both Waterfall and Agile has good points
• Need right solution for the Situation at Hand
• Every project has some constraints and
characteristics = Difficulty to fit to any defined
standard framework
• There is no cake recipe for project success
• An experienced project manager should be able to
define the best approach for each project context.
23

24. Hybrid Approach = Use Good Things of
Waterfall + Agile
24

25. Incremental
Iterative
• Early and frequent feedback,
user engagement and
adaptation
• Early mitigations of risks
• Early visible progress
• Managed complexity
• Learning within an iteration
• Formality
• Focused on Requirements
• Upfront planning
• Expects Predictability
25

26. Source: Balancing Agility and Discipline
by Barry Boehm and RichardTurner
26

27. Attribute Three Level Scale
Budget fixed, variable or flexible.
Commitment high, medium or low sense of duty.
Contract
Type
fixed-price, cost plus or a hybrid type that integrates both
Customer
Type:
single internal, a single external or the commercial market
Duration: long, medium or short .
Goals: well-defined, estimated or unclear.
Pace: time critical, fast, regular.
Source:A New Hybrid Approach for Selecting a Project Management
Methodology. PMI Congress NorthAmerica 2015
Attributes-approaches
framework for identifying a
hybrid project management
approach. Extending the
framework trinity of scope,
budget, and time, proposes
characterizing projects on
fourteen attributes, which
leads to a set of
recommendations for
methodological
approaches.
27

28. Attribute Three Level Scale
Procedures and
Regulations:
none specific, standard, highly structured and specific regulations
Resources: versatile , standard , high expertise and unique
Scope: rigid project scope, Multiple delivery units , A modular scope
Team
Availability:
fully available, partially available or very limited.
Team
Distribution
single location, in multiple locations or be distributed globally
Team Size small, medium or large
Uncertainty ambiguous, through predictable, to highly predictable
Source:A New Hybrid Approach for Selecting a Project Management
Methodology. PMI Congress NorthAmerica 2015
28

29. Waterfall Agile Theory of Constraints
Critical path analysis Sprint retrospective Buffer management
Presenting the whole picture Daily stand-up meetings Throughput analysis
Focus on project stages Working system from day one Focus on critical chain on critical resources
Sequential processes Co-management: Customer
and supplier cooperation
Don’t start things before finishing others
Emphasis on documentation Multi-disciplinary teams Progress – control by buffer consumption
rate
Detailed requirements
specification
Self organizing teams
Progress control by EVM Progress control by burn down
chart
Hierarchical organizational
structure
Rapid and flexible response to
change
Formal communication Informal communication
High-level planning
Approaches in the attributes-approaches framework 29

30. HowDoes
itWork?
30

31. Hybrid Project Management Planning (Mostly WBC)
Initiation - Complete project plan - The PM is responsible for
this plan. Scrum Master provide input and support - Project
Estimating is a joint effort.
Hybrid Project Management Processes (Mostly Agile)
Based primarily on agile methodologies. The Scrum Master is
responsible for quality control and Cont. Improvement.
Collaboration on project risk, project analysis and customer
feedback.
Hybrid Project Management Execution (Shared
Responsibility)
The Scrum Master is responsible for each sprint and the
project manager has overall ownership. Weekly status update
meeting (PM), daily standup sprint meeting (Scrum Master).
Tools to Manage Hybrid Methodology
Requires multiple technology solutions that are relevant for WBS (Gantt charts, tasks mgmt.)
and agile (Kanban). For collaboration, real-time notifications and transparent workflows are
necessary. 31

32. • Project initiation
• High level requirements
agreements
• Top level architecture
• Define the product backlog
• Prioritize user stories
• Sprints planning
• Daily Standups
• Sprint Reviews
• Sprint Retrospectives
• TDD approach to unit
testing
• Pre Release activities
• System testing
• Load tests, system tests,
performance tests
• Light weight “user
acceptance testing”
Waterfall Agile Waterfall or Agile
Initiation and Requirements Execution using SCRUM Release
32

33. 33

34. 34

35. Attributes Mode 1 (Traditional) Mode 2 (Agile)
Goal Reliability Agility
Values Price for performance
Revenue, brand,
customer experience
Approaches
Waterfall, V-Model, high-
ceremony IID*
Agile, DevOps,
kanban, kaizen, low-ceremony IID,
lean, lean startup
Governance
Work-plan-driven, approval-
based
Empirical, continuous, judgment-
based
Sourcing
Enterprise-class suppliers,
long-term deals
Small, new vendors, short-term
deals
Talent
Good at conventional process,
large-scale and complex
projects
Good at new projects with
uncertain outcomes
Culture
Risk-averse, internal
performance, metrics-
focused
Risk-tolerant, business-outcome-
focused
Cycle Time
Long release cycle (months
to years)
Short release cycle (days to
weeks)
Life Span
Long production life (years
to decades)
Short production life (weeks to
months)
35

36. Summary
36

37. 1. No Agile or Traditional method silver bullet
2. Future applications will need both Agility and
Discipline
3. Balanced Agility-Discipline methods are emerging
4. Build your method up – Don’t tailor it down
5. Focus less on methods – More on people, values,
communication, and expectations management
6. Both Traditional and Agile methods aim to:
– Satisfy customers – Meet cost and schedule
parameters
37

38. 38
It is not the strongest of the species
that survives, nor the most
intelligent, but the ones most
adaptable to change.
Charles Darwin (1809 – 1882)

39. Rachid Meziani, PhD, PMP
rmeziani@gmail.com
@rmeziani
http://www.linkedin.com/in/rachidmeziani