Finding The Right Blend: Sometimes Pure Agile Isn’t The Way To Go

Finding The Right Blend: Sometimes Pure Agile Isn’t The Way To Go

By Nancy Y. Nee, PMP, CBAP, CSM

Vice President, Global Product Strategy

ESI International

Agile Hybrid/Blended Approach

Only a fraction of organizations will migrate to Agile methods completely and for all projects. The reality is, many types of projects are not well suited for Agile approaches for a variety of reasons. Some organizations run multiple projects across many departments and corporate entities, many of which may not have the inclination or resources to manage in an Agile manner. Others have made significant investments in traditional or proprietary methodologies and are not prepared to simply abandon them. Further, many companies are global, with development resources located around the world, in different time zones, with varying local corporate cultures and working styles.

For all of these reasons, Agile project managers need to be prepared to work in cooperation with non-Agile project managers, teams that employ traditional methods, and organizations that have resources scattered around the globe.

How The Blended Approach Works

Agile adoption doesn’t need to be an all-or-nothing, either-or scenario. The very incremental, iterative concepts that Agile project managers (PMs) apply to their projects can also be applied to Agile adoption. For instance, teams that are migrating to Agile methods can adopt certain elements, such as user stories in place of requirements definition, and incremental, rather than “big-bang” planning, as ways to ease into the Agile migration. While these incremental methods will not offer all of the advantages of the total Agile environment, they have the advantage of being less disruptive to existing approaches and offer “proof points” to reassure managers and teams that these methods can deliver the expected results.

Where Agile Fits

There are a number of areas where the Agile method can fit into a non-Agile project. Remember that the success of Agile methods revolves around the customer and the team. It is really about collaborating at all levels of the project. When they work in concert with one another, the project deliverables are much easier to complete. In your Waterfall or non-Agile project, look for places where you can easily adopt the top four key Agile methods:

• Iterative delivery of customer value
• Early and frequent customer feedback
• Working in highly collaborative, multifunctional teams
• Continuous inspection and adaptation

The preceding methods are based on the Agile Manifesto’s value statement. The focus of the Manifesto is on the following:

• Individuals and interactions
• Working software 
• Customer collaboration
• Responding to change

Take a look at your Waterfall project and identify where you can leverage the power of customer involvement. Typically, you will be able to modify your Communication Plan, Stakeholder Management Plan and Risk Management Plans with an Agile approach. This proactive approach will allow you to ensure that impediments, which delay delivery of product, are managed and eliminated.  

Proof Points

Because Agile methods focus on the customer, team, iterative delivery, and continuous adaptation or change, it is recommended that Waterfall-focused organizations begin to test the waters of Agile by using “proof points.” Proof points are areas within a Waterfall project where you can “prove” the power of Agile elements. Not only will this help move the project forward, but also, it highlights the value of the Agile methodology and helps an organization transition from using 100% Waterfall approaches to Agile methods.

Good opportunities to show proof points are within the planning, requirements and team communications areas of a project.

• Start by approaching the work on a project by not only planning the entire project, but also planning the specifics of how a certain work package can be delivered.
• Implement the practice of user stories to define the requirements differently.
• Leverage the power of daily stand-up meetings (five to 10 minute meetings in which everyone stands to keep things brief ). They allow the project team members the opportunity to share work progress and possible obstacles that may lead to challenges in completing the work package.
• Use daily stan