Hybrid project management
Unexpected problems for agile methods
When departments or companies use agile methods, they regularly encounter departments and companies that still use traditional methods. This can lead to major misunderstandings and unnecessary friction. This doesn't have to be the case, as agile working methods can be combined with traditionalapproaches to create a hybrid approach. By Franziska Klemme
When classic and agile working methods meet, it's not just about the "right" method. Agile project management requires new methods on the one hand and different attitudes and ways of thinking on the other. This is why there is often talk of cultural change and a new mindset. Instead of the project manager, the team now assumes responsibility and self-organization. Tasks are no longer assigned in the traditional "top-down" manner; instead, the workload for individual work packages is jointly assessed and distributed in interdisciplinary teams.
However, agile working methods are not equally suitable for all tasks. When deciding between agile and traditional project management, it helps to first scrutinize the requirements and clarify which methods, tools or technologies can achieve the best result. The more uncertainty there is on both sides, the more agile methods come into question. Above all, a high degree of complexity and/or a high proportion of development are typical characteristics of projects for which an agile approach is suitable. Traditional project management is still preferable for simple to complicated issues. This is particularly true for projects that require clear requirements or are regulated by laws and regulations (see the text box "Agile and traditional project management in comparison").
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Agile and traditional project management in comparison |
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In agile project management, the customer is more closely involved in the project by being presented with interim results and being able to express change requests. The continuous involvement in the project means that the costs for changes remain low over the entire project duration. This is mainly due to the fact that problems are identified at the end of an iteration and can be corrected in the subsequent iteration. In a traditional project, a project manager defines and distributes all tasks at the beginning and is responsible for the success of the project (completing all tasks on time and at the costs calculated in advance), whereas in an agile context, a product owner defines the deadlines and costs at the beginning and drives the project forward. |
The hybrid approach combines classic and agile methods
The advantages of both project management approaches can be utilized in a hybrid approach. There are basically two different approaches: a parallel use of both approaches with clear boundaries, e.g. by department, planning level or by project, or a mixed use of the methods (see practical examples). In practice, classic approaches are currently used above all, which are enriched by agile methods. This allows the weaknesses of classic project management to be circumvented and projects to be carried out flexibly. On the one hand, the agile aspects are used to give the team a common vision, increase the exchange within the project and design individual project parts iteratively. On the other hand, traditional project management is used to meet the requirements of a pre-planned approach.
However, frequent and uncoordinated switching between approaches can have a negative impact on process stability. It is therefore important to combine the methods sensibly: organize unclear parts agilely, clear parts classically. It is also important to precisely define the interfaces and continuously synchronize the classic and agile parts of a project or organization.
From the field: combining traditional and agile approaches
1. for large projects: Basic structure of the project remains classic, (individual sub-projects agile).
- The overriding goal is to increase efficiency during project work so that a smooth process can be guaranteed.
- In order to ensure the exchange of information between the differently organized sub-projects, it makes sense to supplement the classic meeting culture with agile methods such as sprint planning, daily scrum or sprint reviews.
2. work agilely in various classic project phases, e.g. conception and specification, and return to the classic approach as soon as it comes to implementation.
3. only individual departments, e.g. development or IT, work according to agile project management. Other departments in order processing (e.g. production) and non-value-adding departments (e.g. controlling, sales, marketing) choose the classic approach.
4. individual projects within a company work in an agile way, while at management level (steering committees, program organization) and towards external parties, work continues to be carried out in the traditional way.
Conclusion - step by step to hybrid project work
As a general rule, clear rules for the structure and process of the hybrid project are necessary in order to increase understanding of the respective working methods and to make the processing of sub-projects more transparent. A rigid demarcation between agile and classic (sub-)projects should therefore be avoided. As a result, the interfaces between the project groups in the areas of communication and control mechanisms are particularly important. More continuous communication and transparency (keyword: collaboration) also has a positive effect on the classic project organization. Agility is therefore primarily a change in mindset. It enables a gradual restructuring towards hybrid project work that adapts to the pace of the company.
Franziska Klemme, Consultant Lischke Consulting
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