HYBRID PROJECT MANAGEMENTLaimonas Lileika, Head of Project Management Office @ Adform

Waterfall is dead.

From the 2011 Chaos Report

“Agile Succeeds three times more often than Waterfall”

What do you mean by “Waterfall”?

How was success/failure measured?

Which aspects of “Waterfall’ are you referring to?

Are you referring to

an over-reliance on documentation?

the phase gate approach?

change control / management?

the tendency to plan an entire project in detail before starting?

attempt to complete all of the project requirements all at once?

PART I. CONTEXT

Size of organization?

Requestor Internal/External?

Budget?

Public or Private? Risk Tolerance? Team?

Culture?

Project management is application of knowledge, skills, tools, and techniques to project activities

to meet project requirements

PMBOK® Guide and Standards

Project management is application of knowledge, skills, tools, and techniques to project activities

to meet project r e q u i r e m e n t s

PMBOK® Guide and Standards

Project management is application of knowledge, skills, tools, and techniques to project activities

to meet project g o a l

PMBOK® Guide and Standards (not quite)

Creativity is a phenomenon whereby something new and somehow valuable is formed, such as an idea, a scientific theory, an invention, a literary work, a painting, a musical

composition, a joke, etc.

Wikipedia

Creativity is a phenomenon whereby something new and somehow valuable is formed, such as an idea, a scientific theory, an invention, a literary work, a painting, a musical

composition, a joke, hybrid project management.

Almost Wikipedia

Context

Project management

Creativity

Takeaway1

Project management excellence depends on ability to creatively assess the context, and apply

different tools, techniques and skills to reach the project goal.

PART II. PROCESS VS LIFE CYCLE

Initiate

Plan

Execute

Control

Close

Initiate

Plan

Execute

Control

Close

…initiated by completing project charter

…planned by producing backlog, release plan, high level design, etc.

…executed in small iterations where each iteration ends with the production ready product increment

…monitored (inspected), and planned forward based on actual data available at time (adopted)

…closed when deliverables are accepted by requestor and ELS is over.

Takeaway2

There is only one project management process, regardless

of the life cycle used

PART III. AGILE VS WATERFALL?

Similar

Medium Process

Different

Language

Roles

Life cycle

Metrics

Plan-Driven

Detailed planning in

the beginning

One moves to next step only

after completing

previous one

All steps are laid out and

dependencies mapped

Plan-Driven

Best known for…

Dealing with physical objects

Reliable future project

forecast

Defined tasks and phases that must be completed in a specific sequence

Criticized for…

Less effective for software, design and other non-physical

or services-bases projects

Scope changes are usually slow

Requires substantial scope and schedule

planning before work begins

Adaptive

Flexible approach to

project management

Principles of collaboration, adaptability

and continuous improvement

Iterative project release

cycles

Adaptive

Best known for…

Service-oriented projects like

Software development

projects

Engagement and collaboration from all team members

Quick course correction based on

early feedback

Empowers team to work creatively and

efficiently

Criticized for…

Not suitable for strictly defined

scope and requirements

Continues hard work on backlog maintenance and

tech debt management

High risk due to uncertainty around triple constraint at

the beginning

Takeaway3

Hybrid project management is application of two (or more)

project management life_cycles/methodologies in a

single project

Other Takes

Water-Scrum-Fall

Collaborative Model

Our process

Whateverworks

PART IV. HOW TO…?

• Agile means continuous planning

• Documentation is still important, but the format could vary

• Agile embraces complaints, as a trigger for improvements!

%

Yay, let’s do Agile

What will you need?

Assess the context

Respect the fact of ONE process

Produce project charter to support hybrid delivery

Acquire and develop a dream team

Develop single project schedule – release plan

Capture project and product scope

Setup common reporting and metrics

Sell this idea to stakeholders!

Meet the Teams

Development Team

Dedicated

Collocated

Infrastructure Team

Virtual

On estimated effort basis

Meet the Teams

Definition of Scope

Project scope

Product scope

Infrastructure Requirements

Product Requirements

Magic Behind Estimating

Estimating Product Backlog

Estimating Infrastructure setup

Estimating Release plan

Adding Management and Coordination

Choosing the Methodology

Project Schedule Concept

Project Schedule Concept

Project Schedule

Project Schedule

Project Schedule

Team Management

Demo / Retrospect

Visual Board

Definition of Done

Daily Standup

Sprint Planning

Sprint Goal

Achieving Commitment

Embracing Accountability

Focusing on results

Team Building

workshops

Ground Rules• Sprint Length

– 4 Weeks

• Sprint Planning– First Monday every 4th week

• F2F• Scope 9:00 –12:00• Team Lunch• Tasking out 13:00 – 15:00

• Daily Scrum– Monday-Thursday

• 9:00 – 09:15• Call in if you cannot attend F2F

• Sprint Review– Last Thursday every 4th week

• Demo 10:00 – 11:00• Team Lunch • Retrospective 12:00 – 13:00

• Work from Home– Fridays

• Holiday tracker – 1 Sprint ahead• Don’t be late• Don’t attend meetings with no agenda• Prepare for meetings• Respect Definition of Done

Team

Ground

Rules

Definition of Done

Coded/implemented

Peer reviewed (pair programming counts as peer review)

Code is run against current version in source control

Code is commented in source control and checked in

Story/use case manuallly tested

Unit tests, BDD tests written and ALL green

90 percent code coverage achieved

Build and package changes are communicated to build master

Task hours are updated (logged) and task is closed out

All to-do items in code are completed

PART V. THE HYBRID EFFECT

Cultural shock for delivery teams

Dependency mapping challenge

Little waist on planning: first iteration only

40% of initial requirements were

replaced based on looped feedback cycle

High quality & robust solution

Initial scope delivered 3 weeks early

Happy client, happy team = next offer!

Meet corporate audit and regulations requirements

PART VI. THE TAKEAWAYS

Takeaways

Don't look for one process, one methodology to fit all

projects

Choose one dominant methodology

Don’t speak of methodologies – it doesn’t

really matter!

If something doesn’t work –don’t stick with it

Be creative about delivery and focus on

people and value

Takeaways

Next Challenges

Bring Agile values to hardware development

STOPPING misuse of the words “Waterfall” and “Agile”

Finding THE RIGHT amount of structure and processes to avoid the chaos

etc.

LAIMONAS LILEIKA PROFESSIONAL PROFILE