Hybrid project

management manifesto
IntroductionDefinitionGuiding PrinciplesRole and ResponsibilitiesHybrid Project
FlowHybrid Planning PhaseHybrid ProcessHybrid ExecutionHybrid Enabling
ToolsFrequently Asked Questions

Introduction
In recent years there has been a significant increase in popularity of Agile methodologies at
the expense of Waterfall. Both Agile and Waterfall have their strengths and weakness and
each is suitable for different scenarios. In fact, many organizations attempt to use different
aspects of Agile and Waterfall.

This Hybrid Project Management Manifesto formalizes some of the practices of practitioners
who combine both methodologies.

We will cover the following topics:

 The Guiding Principles for Hybrid

 Roles and Responsibilities for Project Managers and Scrum Masters

 Hybrid Processes

 Assessment of Hybrid Enabling Software

 Frequently Asked Questions

Definition
Hybrid Project Management combines the formal and Agile methods to create a new project
management method. Hybrid employs the thoroughness of Work Breakdown Structure
(WBS) with speed and lean benefits of Agile for a new project management method which is
both detailed and fast. Most projects benefit from using Hybrid project management method.
Only very small projects don’t require hybrid method.

Guiding Principles
 A Hybrid project is managed by a Project Manager using WBS methodology who has overall ownership and
responsibility for the project.
 Scrum Masters support the Project Manager by executing each Agile Sprint.
 Continuous Team Collaboration is required for ongoing reporting, analysis and management review.

Role and Responsibilities

 Hybrid is independent of management structure and there is no requirement for a formal Project
Management Office (PMO). The PMO adds another layer of bureaucracy, causes delays and expense and is not
compatible with Agile

 The Project Manager assumes the role of a Product Manager. There is only Project Manager or product
manager in Hybrid project management method. He or she is considered the business owner of the project.

 The Project Manager and Scrum masters share direct responsibility for different segments of the project.

 The Project Manager has overall project responsibility and ownership over the project.

 Project Manager is primarily concerned with the front end of the project flow (product requirements,
customer feedback, components definition and WBS)

 Scrum Masters are responsible for backend of project flow (backlogs, sprints and releases).

 Project Manager creates a team consistent of Scum Masters and other management staff (if need).

 Each Scrum Master builds his or her team based on requirements and time frame for delivery.

Hybrid Project Flow

Below is a schematic of hybrid project management flow is shown. Refer to this schematic
for reference for terms used throughout this paper.
 Figure 1- Hybrid project management flow schematic

DEFINITIONS

 Components: The individual building modules driven from product requirement document. For example, a
mobile phone has electronics, display, WIFI and software components. A software product may have UI, Business
Logic and communication components. Product requirements establish which components are needed in a project.

 Track: The path for development and release of each component. Some tracks could be shorter or longer
than others.

 Backlogs: The list of tasks for each component. Tasks for each sprint are derived from backlog of the same
track. Both project manager and scrum masters add or modify the backlog.

 Sprint: 4-8 weeks long development effort and each includes development, testing and release
(deployment). Each track has its own backlog and sprints. Sprints from different tracks run in parallel. The output of
each sprint from different tracks may or may not combine with sprints from other tracks to make it into a release

 Project Team: Each project team is made up of dedicated team members. The essential members are 100%
assigned to the project, and there is no sharing of resources across multiple projects. Team members report to scrum
masters for day to day development effort.

Hybrid Planning Phase

In Waterfall, the entire project plan is scoped and planned before the start of the project. In
Agile, only the first sprint is planned. Hybrid Project Management requires a complete
project plan but the specific details of each sprint is not defined until the first sprint is
completed. The Project Manager has overall Planning responsibility and each Sprint is
managed by the Scrum Master.

Responsibility

Project Task Definition

Project Scrum
Manager Master(s)

The Project Manager defines

the project goals for a given
timeframe. There is an overall
goal which is set and then
there are sub-goals such as
product features. The delivery
date for these features are set
in advance.

Once the goal has been

defined, the tasks required to
develop the specific features,
functionalities and user-
stories are detailed. The
Project Manager has overall
ownership of this phase, and
the Scrum Masters provide
details on how each Sprint
will be implemented.
 There is a joint responsibility
between the Project Manager
and each Scrum Master to
break down each project
phase into tasks and
determine how long it will
take for each phase to
complete.

With the time estimates

provided by each Scrum
Master, the Project Manager
creates the overall schedule.
In many projects there are
dependencies between tracks
and here project manager and
scrum master work together to
build the overall schedule.

With Development Start, the

Scrum Master owns the
duration of the Sprint: Start,
Test, Finish and Review.

The Project Manager is

responsible for reviewing the
results of the Sprint. If there
needs to be changes or
modifications to the next
Sprint, this is the
responsibility of the Scrum
Master.
= primary responsibility
= supporting role
Hybrid Process
Hybrid follows the Agile methodology. At each iteration, customer feedback is sought,
testing occurs and fixes made to enable continuous improvement. Formal method is used to
define the outcome for each iteration.

Responsibility

Project
Definition
Task

Project Scrum
Manager Master(s)

With each iteration, there is

quality improves with the
design, analysis and testing.
Quality Control is based on
detecting and fixing bugs that
occur at each iteration.

Lessons learned from each

iteration are applied to the next
Sprint.

Risk detected and resolved at

each iteration.
 After each iteration the overall
validity of the project and its
procedures are analyzed.

Customer feedback is solicited

after the release of each
iteration and used to modify
plans for next sprints.

= primary responsibility
= supporting role

Hybrid Execution
In Hybrid the Project Manager is assigned the overall project ownership, and the individual
Scrum Master is responsible for executing Sprint. Reporting is a joint responsibility requiring
continuous collaboration and communication.

Responsibility

Project
Definition
Task

Project Scrum
Manager Master(s)
Project Manager owns the
entire project.

Individual Scrum Masters own

each iteration.

Project Manager develops

WBS with help of Scrum
Masters. Scrum Master
perform Task Assignment for
each sprint.

Backlog is managed by project

manager and Scrum Masters.

Weekly project meeting to

review status of overall project
plan.

Daily standup Sprint meeting

is managed by each Scrum
Master.

Daily status reporting by each

Scrum Master and weekly
brief to management by
Project Manager.
 Daily testing by dedicated
Q&A team and developers.

Regression testing is
conducted before each version
release.
= primary responsibility
= supporting role

Hybrid Enabling Tools

Hybrid Project Management is supported by method and knowhow that include the following
components:

 WBS: Work Breakdown Structure, which uses such tools as Gantt chart, subtasks, milestones and
dependencies to define a project completely.
 Agile: Kanban Board for showing each task’s position during the project development cycle.
 Collaboration: Real time status notifications and updates to the entire team and integration into high level
project plans to management review at any time.

The graphs below map out some of the leading software vendor capabilities as it relates to
Hybrid.
Figure 2- Waterfall versus Agile Functionality
Figure 3- Hybrid versus Collaboration Functionality

Software Vendor Hybrid Functionality Assessment

 Functionality

Waterfall Agile Collaboration Hybrid

Asana

Basecamp

Binfire
 Clarizen

Dapulse

Microsoft Project

Smartsheet

Trello
 Wrike

Frequently Asked Questions

Question.  Is hybrid a new methodology?

Answer.  No Hybrid is not a new methodology, but a fusion of two old methodologies. It has
been practiced by experienced project managers for many years under different names.
Recently the name “Hybrid Project Management” has gained acceptance.

Question.  Is this a formal methodology?

Answer.  Yes.  Hybrid is a formal methodology and is gaining traction with both academia
and professionals.

Question.  How is Hybrid different from Structured Agile?

Answer.  It is the same methodologies with two different names. “Hybrid” project
management is a better description of the underlying methodology.

Question.  Is this a new methodology or just another way of saying we use Agile and
Waterfall based on the particular situation?

Answer.  It is a new way of doing things, having a short focus on product features and a long
focus on the final result.

Question.  Is there a risk of not doing either Agile or Waterfall properly?

Answer.  No, in fact, it reinforces doing both better and more professionally.

Question.  Is Hybrid more relevant for any particular industry or type of project?
Answer.  All industries can use Hybrid.  For very short projects of less than 3 months, it is
better to use Agile only.

Question.  Does Hybrid work in an organization of all sizes?

Answer.  Yes, it is not a function on the size of the team or organizations.  In fact, even long
term personal projects could use Hybrid.

Question.  Are there any particular challenges using Hybrid in remote teams?

Answer.  NO, exact set of challenges like all other methodologies

Question.  Does Hybrid require special training?  (Most people are not trained on both Agile
and Waterfall, so how do you bridge the two?)

Answer.  Yes, if people are trained on both Agile and Waterfall there is less to learn.  The
challenge is to get into the mindset of having sprint for short term delivery and organizing for
the long-term product success.

Question.  What are the advantages and disadvantages of Hybrid?

Answer.  Advantages are that makes product delivery faster, exposes issues much earlier and
the final result is always better. There are no major disadvantages.

Question. Is there any particular project management software best suited to support Hybrid?

Answer.  Yes.  You need a project management software that integrates both Agile (Kanban,
Scrum etc.) and Work Breakdown Structure (WBS).

Question. Can you talk about your experiences using Hybrid and how that differed from
using other methodologies?

Answer.  In the past twenty years, I have used Hybrid on small and large projects with great
success. This has enabled us to deliver product enhancements every month.  At the same
time, we can focus the final goal without getting distracted.

Question. Are there any specific metrics to measure Hybrid?

Answer. Like all other methodologies, time to market, cost, and quality of output.
The Hybrid Methodology
Guide – All You Need to
Know About Hybrid

In the past few year the world has become more and more agile.

There’s no shortage of people who swear by agile methodologies,

particularly in the IT management world. It’s vibrant, flexible, it’s fast
paced and recognizes change as the only constant in this world. It values
human interaction over tiresome contracts, and software that works over
brain dulling documentation. It is in line with the modern philosophy
of fail fast, fail better, as it immensely reduces time to market when
compared to the waterfall approach.
On the other hand, If waterfall had a mantra, it might be something along
the lines: shortcuts create long delays (as wisely put by Pippin in The
Fellowship of the Ring). Waterfall enforces rigid planning and well
defined work breakdown structure (WBS).

Agile – Fail fast, fail better

Waterfall – Shortcuts create long delays

The more traditional approach to project management supports taking a

series of well thought out steps and sets hard milestones in order to
eventually deliver a complete project that satisfies all set requirements.

Which is perfect if you are building a nuclear waste disposal system!

You’d better have every feature working bug-free before you deploy it.

But what if you have a project that is somewhat loosely defined? What

if your customer is not quite sure what they want?

The problem of waterfall is that the today’s market is quite dynamic, and
the input from the customers and user acceptance testing come at the very
end of the process. And maybe then you find out that this is not exactly
what the users want after all but you’ve already spent too much time and
resources.

Okay, great, go agile and iterate like there’s no tomorrow?

Yes, well, agile comes with its set of weak spots too. Since it allows its
backlog to change, without robust documentation and control, it
is susceptible to scope creep, and some say constant additions of features
actually degrade user experience. And perhaps most importantly, agile
doesn’t scale so well. It shines brightest in smaller projects, but big
 projects and large teams are better off with a more systematic approach
[1].

The definition of Hybrid Methodology

There have been some major factors that contributed to the rising
popularity of Hybrid:

 Uncertainty and complexity – PMI’s 2018 Pulse of the Profession

survey notes that the percentage of projects with high complexity is on the
rise. It’s risen from 35% in 2013 to 41% in 2018.

 Competitive markets – In today’s market you need to anticipate

competitive issues and influences to ensure you always have a proactive
plan and strategy in order to stay ahead of the game.

 High client expectations – Personalization, ease and speed are what

most clients have come to expect, even with large scale projects.

The solution? Waterfall Agile Hybrid!

Some call it hybrid agile or structured agile, or just simply hybrid.

This is a relatively new methodology that combines a short focus on each

product feature with a long focus on the end result.

The hybrid manifesto defines the method as follows:

Hybrid Project Management combines the formal and Agile methods to

create a new project management method. Hybrid employs the
thoroughness of Work Breakdown Structure (WBS) with speed and lean
benefits of Agile for a new project management method which is both
detailed and fast.
 So how does it work? Where is the merging point?

Here are the three basic principles that should get you started:

1. it can be compatible with any industry and team of any size

2. blending happens at the beginning of the project
3. responsibility needs to be clearly defined 

Blending happens at the start of the project

In the initial stage of the project, a hybrid team sits down and spends an
ample amount of time on analyzing the project’s life cycle and its
complexity to come up with a work breakdown plan, chunking the work
top down into phases and sub-phases in form of a tree-like structure. But
rather than precisely defining each task, they make space for some
flexibility. Each phase gets its backlog, but only the first one is firmly
defined.

The phases can run in sequence or in parallel, provided there are no

dependencies. Waterfall has earned its name due to processes following
each other in a cascade. In contrast, hybrid allows overlapping phases,
without procedurally having to wait for the previous one to finish. If a task
can start, it should start.
The phases are then split into several sprints. The outcome of each sprint
modifies the input to the following sprint, as the team has gained new
knowledge and the product owner has made some changes in the
requirements, so the next sprint gets readjusted. And if everything went
according to the initial plan, then the next phase is ready to go as it was
already outlined at the start. This way the team understands the goals of
each phase before starting it, but can adjust the plans at the end of each
sprint.

The hybrid sprints commonly last between 4 and 6 weeks. Thus every 4 to
6 weeks adjustments or termination can be done if circumstances demand
so, before too much time and resources have been spent.

But hybrid has to have cons too, right?

Well, depends how you look at it.

In a way not really, because hybrid aims to shift the perception of making
a choice of methodology from “pick one from the set” to “find your
special place under the sun on the scale from waterfall to agile”. It
proposes you optimize the agile-waterfall ratio to best suit your needs,
and if you are working on, say, a two month software project, then, well,
zero waterfall it is.

Hybrid is all about compromise.

For someone who comes from waterfall environments, the downside
may be that you’ll have to give up a level of certainty in exchange for
agile’s flexibility, and inversely, someone who comes from pure
agile might think it a downside that you’ll be required to have your
freedom a little limited in order to reap some benefits from waterfall’s
budget and schedule planning.
In structured agile, communication is even more crucial than in other
approaches, as it requires project managers and scrum masters to join
forces in a common endeavor.

Who manages the team?

Overall project responsibility is given to a Project Manager using WBS
methodology whereas the sprints are run by Scrum Masters. The PM also
assumes the role of the product manager, and is considered the business
owner of the project. He or she is mainly concerned with the front end of
the project flow, including requirements, customer feedback, components
definition and WBS, while Scrum Masters have a hold on the back end,
managing backlogs, sprints and releases. The project manager gathers the
scrum masters, who in return form their own teams.

There is no need for a formal project management office (PMO), as this

would add a layer of bureaucracy and possibly delays and expenses. And if
there is one, the role of the office changes quite a bit.

Needless to say, the whole team needs to collaborate continuously with

ongoing reporting, analysis and reviews.

Who can use the hybrid framework?

Hybrid is compatible with all industries and teams of all sizes, although for
very small projects agile is still the recommended way to go. As projects
grow in size and duration, they will benefit more from adopting structured
agile.

This approach has gained some momentum recently, as it appeals to larger

enterprises and those looking to transition to agile, but fear such cut would
be too sharp. It is not unreasonable to fear that transferring a project from
one management framework to its opposite could be detrimental to the
project’s success, especially if the team has worked long years accustomed
to standard methodology. But switching to hybrid should allow for a
smoother cultural shift.

Lauri Bingham, Director of Technology PMO at T-Mobile, responsible

for managing over $100M across a diverse, high-profile portfolio of
national programs and projects says that over a third of her projects are
run on hybrid.

Xplace, a freelancer hosting startup, gathering people across three

continents, report 25% saved on product delivery time and 18% less
bugs after switching from waterfall to hybrid, as it allowed them to better
pinpoint the critical development path and still complete tasks in sprints.

A number of banks employ this blended approach too.

Hybrid works well for reusing software code in several similar endeavors,
while having to take into account the quality of future products. This
provides the flexibility and speed of delivering while staying abreast of the
final product quality level.

With agile originating from software development and waterfall coming

from the manufacturing world, in a project that involves both software and
hardware development, they are often employed so that they cover their
respective fields.
After all, hybrid is not exactly prescriptive, but sort of covers a spectrum.
One can add a bit of agile into waterfall to taste, or a bit of waterfall into
the agile soup, and these relative contributions may vary. For each project,
we should analyze what makes sense for that specific situation, perhaps
not trying to label that management approach and fit it into some
prescribed frames.

It’s easy to get pressured by the popularity of agile approaches (with

Scrum and Kanban at the head), but be aware that there are alternatives
that might actually work better for you.

The flavors of hybrid: Wagile and Agifall

People have come up with the Wagile and Agifall portmanteaus to signify
whether the approach leans more towards waterfall or agile.

Agifall introduces more robust stages of research, strategy and planning

phases into tasks and proceeds with sprints to complete them. So it’s
basically an agile project with more information up front.

Interestingly, the term Wagile has a negative connotation. It implies that

some agile practices have been adopted but the project has been slipping
back into waterfall. Such badly managed agile can transform eight 2-week
sprints into a series of eight time boxed waterfalls. Basically, wagile is
thought of as waterfall masquerading as agile through daily standups and
short iterations, but without principally stepping away from the traditional
model.

What skills do I need to be a hybrid agile

manager?
 Out of all those traits that characterize a good project manager in
general, working with hybrid framework puts an emphasis on the
following:

 A broad range of knowledge covering traditional management as

well as agile methodologies and the ability to leverage the two: be good at
defining project scope and schedule while focusing on frequent and timely
delivery of value.
 The ability to take on the product owner role and manage customer
expectations for project deliverables.
 Exceptional communication skills to cooperate with members of
the diverse team and make sure they are fully engaged in a meaningful
task. Since hybrid approach is more likely to be adopted by large
companies, the chances are the team is going to contain a lot of people
with rather diverse backgrounds and skill sets.
 Writing skills to report and document progress.
 Analytical, planning and organizational skills with the right blend
of flexibility and adherence to plans.

What software can I use for hybrid project

management?
Binfire was designed from the start to be used as a tool for managing
projects using the hybrid method. They claim their task manager provides
all you need to combine Kanban and waterfall, and that the learning curve
for those who used either is very short.

Another option is codeBeamer ALM by Intland Software,

or ProjectManager.com that also support both agile and waterfall
processes.
Although primarily providing tools for agile management, Atlassian also
offers support for hybrid methodology through onepoint PROJECTS. It
integrates formal, agile and JIRA projects into a single project portfolio
and resource utilization database.

With many of it’s recent improvement Teodesk has become the leading

software when it comes to the implementation of hybrid methodology. 
It’s flexible, yet structured enough to be a perfect fit. All our work to have
a full grasp on this methodology was recognized this year at the PMI
Summit held in Sofia, Bulgari where we had an opening speech on the
subject.

The more fluent you are in various project management “languages”, the
easier it will be for you to adapt to any project/portfolio management tools.

Happy blending!

References
[1] McConnell, S. (1998). Software Project Survival Guide: How to be
sure your first important project isn’t your last. USA: Microsoft Press.
 Hybrid Agile Manifesto and
Spider Man
Photo by Raj Eiamworakul

What does Spider Man have to do with Agile projects? You may have landed here out
of curiosity. Keep reading and you’ll find out.

In this article I’ll talk about the problems with the Agile Manifesto, agile principles,
and how smart agile and focused waterfall go hand-in-hand as a hybrid approach for
the purpose of improving end results. As a precursor see my previous post on
waterfall with agile.

I’ll share with you my concerns about the agile culture and why a better approach
would be to foster diversity with a hybrid model.

Alex Rodov and Jordi Teixidó wrote an article for another PMI conference paper
called Blending agile and waterfall. They wrote, “…we tend to compare agile projects
to bad waterfall approaches and continue with this misconception.” Alex and Jordi hit
it on the head, which leads me to the Agile Manifesto and what it has fostered.

THE PROBLEM WITH THE AGILE MANIFESTO

The Agile Manifesto has been around for 18 years. If you haven’t seen it, check it out.
It’s really short and simple as listed here:

 Individuals and interactions over processes and tools

 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan

The manifesto authors state they value what’s on the left more than what’s on the
right.

But… Here are two questions:

1. Why does the left side of the statement need to be more valuable than the right?
2. Why can’t they be equally valuable without one taking away from the other?
To Alex’s and Jordi’s point, I believe the Agile Manifesto was written with counter
punch to badly managed waterfall projects. Likewise, there are also a ton of badly
managed agile projects as noted by Gloria J. Miller in her article Agile problems,
challenges, and failures.

Let’s look at the manifesto’s first statement “Individuals and interactions over
processes and tools”. It’s like saying improving a car’s interactive mechanics is better
than ensuring we have a great set of directions to get to the lake before sunset. We
need both.

I can go down the list saying why it’s absurd to think that working on one will
diminish the value of the other. But, I’m guessing the reason for their value statement
was that many businesses were ignoring important things like individuals and
interactions, working software, collaboration, and responding to change. A manifesto
like this may have the purpose to bump people into saying, hey, look over here!
However, the way it’s written has caused many to downplay the value of the items on
the right of each statement.

Both sides of each statement is equally valuable.

There’s one item in their 12-principles page that points out the real difference between
agile and traditional waterfall approaches. This is the focus on continuous product
deployment in small chunks rather than the big bang approach seen in waterfall-only
projects.

(What about Spider Man? Coming up soon…)

THE ONE UNIQUE VALUE OF AGILE IS…

Everything in the Agile Manifesto and their Principles page, with the exception of one
unique difference, should all be done on agile AND non-agile waterfall projects.

I believe the true unique value of agile is the ability to deliver the product in small
chunks frequently over time.

In order to do this, you have to be flexible with change for two reasons. One is to
deliver in small bites when the future requirements are not really fully flushed out.
The second is ongoing deployments to the customer/client is going to stir up new
ideas and identify design issues much earlier with the help of customer feedback.
Therefore being flexible while always delivering is really cool and not traditionally on
the menu of waterfall projects.
SPIDER MAN WITH AGILE AND PROCESS
Ok, let’s talk about Spider Man. The reason I bring him up, other than a catchy title
and image, is to use his approach as an example of mixing agile with process. You
may hear agile purists say processes get in the way. As a note, the Agile Manifesto
line #1 downplays “processes” but their 12-principles page mentions “agile processes”
a couple times. Hmm... To give credit to their principles page, implementing agile
does indeed include a number of processes, such as the steps on organizing and
running scrum meetings and the discipline of time boxing work into sprints followed
by reviews and feedback processes.

The video below is curtesy of gfycat and as shown on the Polygon site, which has
detailed approaches on how a gamer can use their controls on the PS4 Spider Man
game to strategically swing through the city. For example, how to swing with more
velocity, when to let go of your web, how to launch and traverse, etc.
Although there are many forums and articles about the real physics of swinging
through Manhattan, my focus is that agility and processes go hand-in-hand (or
skyscraper to skyscraper) and one doesn’t need to take value away from the other.

Whether you are Spider Man or a product manager of the next killer digital game, you
can easily mix agile with process for driving even better project end results.

In my last blog post I spoke about why most all agile projects are really agile with
waterfall. If you have read it, recall projects that have beginnings require solid
planning known processes with sequential action steps mostly depending on their
previous step. Once in a while Spider Man may go swinging for fun, but that’s really
not a project since there’s no end game (and I suspect the webbing material is super
expensive). Most of the time he plans out his path to get to the other side of the town
in time to save a dangling bus about to fall off the bridge. With the except of certain
moments of pure instinct reaction while fighting the water monster, many of his
flights are hybrid agile/waterfall processes with a set of best practice steps along with
the agility to manage unknown structures when swinging along the way.

A HYBRID AGILE/WATERFALL MANIFESTO?

It’s not fare to criticize something without offering an improvement. I’m going to take
my shot at defining a short manifesto for the new age of Hybrid Agile with Waterfall.
The following is just an idea and would love your feedback. Think of using this mix
during a single project.

 Waterfall for known dependent steps with agile for unknowns and iterations
 Plan with repeatable best practices while responding to change with agility
  Frequent ongoing delivery of product or project solutions
 Everyone engaged to share, solve, and innovate continuously, and…
 … customers, sponsors, stakeholders are also part of “everyone”
 People, processes, and tools together form a winning recipe

Diversity and inclusive rather than exclusive makes our projects stronger. People with
different approaches and experience, whether agile focused or waterfall focused, are
all needed to bring unique views.

LOOK FOR AGILE WATERFALL HYBRID TOOLS

A word about tools. The problem with most project management tools today is that
they are really made for waterfall projects, such as Microsoft Project, or made for
agile sprints, such as Atlassian Jira. What you end up with is part of the team using
one tool and the other part using a different tool. Although this make work, you do
miss out on complete oversight and transparency across the full project.

Look for a tool that provides the ability to utilize sequential process-driven steps that
can be repeated from project templates, or what we call “recipes” and also provides a
board feature that is good for your agile sprints. They are hard to find, but I’ll give
you an example of our own Pie hybrid project tool with the following video.

Watch how Waterfall and Agile can work together as a Hybrid within the the same
project:
Think of Hybrid Agile/Waterfall as the diversity that mixes the best from all of us. As
for Process, well, they can all be processes if they contain a set of actions to achieve
desired results. Finally, bake in repeatability and we can reuse recipes for scalability.

Thanks for reading. Please send your thoughts.

Paul

Written by Paul Dandurand, PieMatrix Founder