{"id":3042,"date":"2017-07-26T07:28:45","date_gmt":"2017-07-26T12:28:45","guid":{"rendered":"http:\/\/flevy.com\/blog\/?p=3042"},"modified":"2017-06-05T18:21:44","modified_gmt":"2017-06-05T23:21:44","slug":"rapid-product-development-projects-using-a-hybrid-agile-framework","status":"publish","type":"post","link":"https:\/\/flevy.com\/blog\/rapid-product-development-projects-using-a-hybrid-agile-framework\/","title":{"rendered":"Rapid Product Development Projects Using a Hybrid Agile Framework"},"content":{"rendered":"

\"6872482431_d163818ff2_z\"Why Agile Matters to Consultants<\/h2>\n

Combining traditional project management methodologies with hybrid models impacts the way projects are planned and managed.\u00a0 A hybrid approach can increase the end results, delivering customer requirements and organizational strategic imperatives. \u00a0But a cultural shift within the organization is critical to its success.\u00a0\u00a0\u00a0 <\/strong><\/p>\n

It is easy to blame the traditional, waterfall approach to why so many projects are in crisis.\u00a0 Maybe it\u2019s because of the linear approach to how these projects are designed and managed. \u00a0Agile seems less constrained, more free spirited and more flexible to changing customer needs.\u00a0\u00a0 It works well when time is less critical, that is, a defined, hard date for delivery is not a key project parameter.\u00a0 For example, new product development projects often have many changes throughout their life-cycle because of testing, re-testing, prototyping, changing customer requirements and so on.\u00a0 They have a specific deadline which must be met or the company can lose market share.<\/p>\n

Moving to a hybrid approach means training and cultural adjustments.\u00a0 Agile can seem daunting to project managers and teams accustomed to working in a pure waterfall environment.\u00a0 Moving from one method directly to another can be damaging to project success.\u00a0 Migrating to a hybrid approach allows for an easier cultural shift.\u00a0 As projects become more complex, standard project planning becomes more challenging.<\/p>\n

Many organizations are still managing their projects using waterfall.\u00a0 Training and coaching helps make the cultural shift to a hybrid approach.\u00a0 Consultants who are solely focused on agile often create unnecessary and negative cultural impacts on an organization.\u00a0 They don\u2019t understand how to manage the change from traditional to agile.\u00a0 Nor do they consider a hybrid approach.\u00a0 They tend to throw out the old and expect an immediate adherence to the new.\u00a0 There are many reasons for this severe approach to change but one of them is that they really only know agile \u2013 they lack an understanding of traditional project management models.\u00a0\u00a0 Hybrid trained consultants can help organizations successfully migrate to a hybrid approach because of their combined knowledge of waterfall and agile project management methodologies.<\/p>\n

Consultants understand the change management process.\u00a0 Changing the management of projects from the traditional to the agile or hybrid approach requires a shift in culture.\u00a0\u00a0 Agile is built on the concept of breaking down the project schedule into smaller, more manageable work components.\u00a0 This is effective for longer projects or projects where not all the design elements of the product are clear.\u00a0 Projects that require innovative approaches to realize the final product design will often benefit from an agile approach to their development.<\/p>\n

The Opportunity<\/strong><\/h2>\n

The Waterfall approach to project planning works well when the underlying mechanisms of the project are reasonably understood.\u00a0\u00a0 As well, when there is employee turnover, waterfall\u2019s strong documentation allows for minimal project impact.\u00a0 Some project deliverables lend themselves well to the Waterfall approach.\u00a0 For example, training, marketing, identifying customer requirements and research.\u00a0 They are usually time-bound and follow a relative linear path of work.<\/p>\n

The Hybrid Waterfall\/Agile framework combines the power of waterfall with the flexibility of agile to accelerate the management of new product development projects.\u00a0\u00a0<\/strong><\/p>\n

Hybrid Agile Framework<\/h2>\n

1. Identify the Key Agile Roles<\/strong><\/p>\n

Product Owner<\/span><\/p>\n

    \n
  • Can be the Project Manager and\/or Product Manager<\/li>\n
  • Responsible for product success in the marketplace.<\/li>\n
  • Prioritizes product features.<\/li>\n
  • Link between all customers and other stakeholders and the Sprint Team(s).<\/li>\n
  • Responsible for deciding which product requirements and features are actually implemented.<\/li>\n
  • Ensures that the decisions regarding which of the features to develop, occur at the beginning of each iteration, when the Sprint Team is planning their work.<\/li>\n<\/ul>\n

    Scrum Master<\/span> (can be the Project Manager)<\/p>\n

      \n
    • Can be the Project Manager, if familiar with the agile process.<\/li>\n
    • Ensures everyone works with established timebox (time allotted for meetings, decisions and so on).<\/li>\n
    • Leads all Sprint Meetings<\/li>\n
    • Needs to know when to get involved and when to step back in the team.<\/li>\n
    • Has no authority over the team and its decisions.<\/li>\n<\/ul>\n

      Sprint Team Members<\/span><\/p>\n

        \n
      • Estimates the work required to deliver the features and the tasks to be done to complete the required work.<\/li>\n
      • Adheres to a common goal and establish rules (norms) for how they will work effectively together (their behaviours).<\/li>\n
      • Develops and tests the product and delivers the product features.<\/li>\n
      • Ideally includes no more than 7 individuals including the Product Owner and Scrum Master (larger teams have difficulty in rapid decision making).<\/li>\n
      • If there are 100 people resources the best approach it to break them into 12 teams of 7 people resources.\u00a0\u00a0 The remaining 16 people resources can be assigned as individual contributors where required.<\/li>\n<\/ul>\n

        2. Create the Work Breakdown Structure<\/strong><\/p>\n

          \n
        • Create a detailed work breakdown structure (WBS), using the Waterfall method, for the entire project.\u00a0 Deliverables that will considered for Agile will usually be developed at a higher level of granularity and with longer task durations.<\/li>\n
        • The Agile user stories (step 6) will be created that correlate these WBS tasks.<\/li>\n
        • The Product Backlog (step 10) will be created from the WBS output of this session.<\/li>\n<\/ul>\n

          3. Select project deliverables and\/or tasks to use in Agile<\/strong><\/p>\n

            \n
          • Review the entire program plan and identify a deliverable and\/or series of Level 2s and 3s.<\/li>\n
          • Determine what to use through Agile by considering the end result or outcome.\u00a0 For example, will it result in a prototype or major feature?\u00a0 This indicates that the deliverable and related activities and tasks will be suitable to take through the Agile Process.<\/li>\n
          • The total amount of time to complete should be at least 2 months but no more than 6 months.<\/li>\n<\/ul>\n

            4. Organize an Agile Release Planning Meeting<\/strong><\/p>\n

              \n
            • This meeting will be time-boxed for up to 1 day.\u00a0 It includes the Project Manager, Product Owner, customers and\/or internal employees who understand the customer\u2019s requirements and subject matter experts (likely be the same individuals selected to join one of the sprint teams, organized after this meeting).<\/li>\n
            • During this Agile Release Planning meeting the team will create the product vision, user stories and product backlog.<\/li>\n<\/ul>\n

              5. Create the Product Vision \u00a0<\/strong><\/p>\n

                \n
              • Similar to the Project Scope\u2019s Goal but specific to the product feature(s) or services to be developed through the agile process.\u00a0 The intent is to create and agree on a vision for the work to be undertaken in a 2 to 6 month \u201ctimebox\u201d.\u00a0 The entire project might be for 2 to 3 years but each Agile process should be for no more than 6 months.<\/li>\n<\/ul>\n

                6. Create User Stories<\/strong><\/p>\n