From traditional to hybrid and more agile project delivery
The hybrid approach allows you to use selected agile elements and methods – even if you do not want to introduce agility across all areas of the organisation.
In the insight Hybrid models: What are they – and are they right for you? we take a closer look at what a hybrid approach to project management is and why it makes sense to consider this way of working.
In this insight, we focus on how to get started with hybrid project management by incorporating agile elements if you currently work according to the traditional waterfall model.
Introducing agile methods step by step
If your organisation follows the traditional waterfall model and approach to project management, introducing agile methods can be a major undertaking. In some organisations, only parts of the business want to work in an agile way, or leadership may assess that agility does not make sense across all areas.
If the entire organisation does not work in an agile way, this can make cross-functional collaboration challenging. It may also mean that a traditional organisational structure and governance model create obstacles for agile ways of working.
Hybrid models come in many different forms. One strong example is the Agile Stage-Gate® model, developed by DTU, GEMBA Innovation and DI, where a range of agile methods and tools are combined with a more controlled and traditional structure.
There are therefore several ways to apply agile practices – or different degrees of agility. If you are introducing agile elements for the first time, it may be beneficial to start with individual elements, allowing employees to become familiar with them one by one – for example, the meeting format used in daily stand-up meetings.
At the same time, it is important to continuously assess what creates value and efficiency for each individual project or team. Using selected elements can also help build the motivation and interest in agile methods and tools that are essential for a broader transformation process.
While it is often relatively easy for employees to relate to and adopt new methods and tools, changes to the overall mindset and development paradigm require a high level of openness and willingness to change.
What does a hybrid project model look like?
It can be difficult to visualise a general hybrid project flow, but the traditional project timeline can serve as a starting point for understanding where the two approaches can complement each other.
With a hybrid model, organisations can benefit from the traditional approach in the pre-project and initiation phases, such as scoping, defining requirements, and developing project plans and budget estimates.
Once an overview and a solid decision basis for management have been established using traditional tools, the solution can then be developed efficiently and iteratively through short, well-defined sprints, with strong business involvement at an early stage.
In addition, experience gained from performance in individual sprints can quickly be fed back into budget follow-up and forecasting.
Eight elements in hybrid models
Iterations
Short periods of 1-4 weeks (called sprints in Scrum) during which teams develop the highest-priority requirements and deliver a usable product. This ensures continuous addition of functionality and a step-by-step development experience for stakeholders.
Visualisation
Making activities, progress and key deliverables visible. This provides both teams and management with a clearer overview of the project.
Feedback
An openness to continuous feedback from team members, managers and customers. This enables rapid course correction and ensures immediate value from learning.
Interaction
Prioritising face-to-face interaction, which often leads to faster responses, rather than relying on emails and waiting for replies.
Continuous improvement
An ongoing effort to improve products, services and processes. Improvements are achieved through small changes and ideas generated by employees themselves, creating a strong need for feedback and reflection as part of the organisational culture.
Flow
Flow refers to the movement through a process or system. It focuses on the ability to visualise and manage flow in order to achieve fast and consistent delivery. This leads to a better understanding of capacity, earlier identification of challenges and improved overall flow.
Flexibility
The ability, willingness and mindset required to respond to change and adapt approaches and procedures accordingly, continuously aligning development with the current situation.
Fail fast
The courage to fail quickly and often, enabling steep learning curves early on. This helps teams get on the right track sooner and move in the right direction from the outset.
How these elements are implemented in practice depends largely on the specific context and the organisation facing the implementation.
Want to know more?
Ready to take the next step?
kaastrup|andersen helps organisations find the optimal balance between traditional and agile approaches.
We support you with strategic decision-making, the design of a hybrid model, project management within hybrid frameworks, and, not least, the implementation and anchoring of agile mindsets, tools and processes across the organisation.
Get in touch for an inspiring conversation about how we can help you and your organisation achieve even more effective project delivery.
