Complex Model

A hybrid model is an approach in which high degree project milestones are planned using

the waterfall technique, and phase activity of the project is executed using the agile technique. It

is rather simple to accomplish that integrating Agile and Waterfall into one can "fix" some

difficulties. The grouping's result is also rational. But, getting that grouping is not simple. Thus,

certain norms should be formed. Hybrid applies to all sectors and teams of all sizes; however,

agile is still the preferred method for extremely small projects (teamhood, 2022). As projects

develop in size and duration, more structured agile will benefit them.

The project called “railway transport systems” (RTS) consists of complicated,

interrelated elements which are frequently predictable to run at very high dependability to

accomplish the ever-increasing demands of passengers, administrators, and controllers. The

model is useful because it gives the best cost reductions with maintaining RTS dependability and

allows risk analysis in the concurrent deployment of suitable financial management methods for

systems and subsystems during the product life cycle design stage (Appoh, Yunusa-Kaltungo,

Sinha, & Kidd, 2021). The model provides significant advantages in terms of imposing

alignment across various project teams in synchronizing their activities throughout the phase of

product development. This facilitates balancing competing aspects such as asset performance,

risk, and maintenance requirements within a unified framework, particularly in an RTS

company.

More notably, the model enables the further improved performance of subsystems

(including DOM) assigned to the portion of the significance of the decision map by utilizing

AHP's multi-criteria decision-making characteristics. It picks alternative solutions improvement

against requirements to identify the best enhancement strategy at the lowest cost (Appoh,

Yunusa-Kaltungo, Sinha, & Kidd, 2021).

A major rationale for employing a hybrid model is adaptability and flexibility.

Appropriately allocating tasks to team member’s aids in minimizing iteration time. Because the

hybrid approach doesn't even have a clear vision established at the start, it isn't easy to have a

concept of the time, resources, and money. Flexibility decrease reworks and makes project

management more adaptable to changes. Reduced rework leads to greater efficiency, and

adaptability to change leads to flexibility, two of the main advantages of hybrid project

management techniques. This model has increasingly received attention, as it benefits larger

businesses and those that want to migrate to agile but are concerned about making a too-sharp

cut. Understandably, transitioning a project from one management framework to another may

damage the project's performance, particularly if the team has worked many years and is used to

the standard technique.

However, converting to a hybrid may allow for a more seamless cultural transition. After

all, the term "hybrid" is not prescriptive but rather encompasses a range of options. To like, one

can mix a little agile into the waterfall soup or a little waterfall into the agile soup, and the

relative impact will vary (Tolbert & Parente, 2020). For each project, we must consider what

makes sense in that context rather than attempting to identify that management strategy and put it

into some predefined boundaries.

Using the waterfall methodology to complete this project causes a number of issues.

Essentially, the waterfall is focused primarily on following a set of stages that save teams

moving forward at all times. In its initial form, the approach leaves little room for unplanned

changes or updates. Manoeuvring will be challenging if the team carefully follows the Waterfall
steps even to the project's finish but then hits an unexpected roadblock that necessitates scope

changes or goals. Project managers have put a deal of time and resources into a project that is

predicated on certain, limiting expectations (Malleswari, Kumar, Sathvika, & Kumar, 2018).

References
Appoh, F., Yunusa-Kaltungo, A., Sinha, J. K., & Kidd, M. (2021). Practical Demonstration of a

Hybrid Model for Optimising the Reliability, Risk, and Maintenance of Rolling Stock

Subsystem. Urban Railway Transition, 7(2), 139-157. Retrieved from

https://link.springer.com/article/10.1007/s40864-021-00148-5

Malleswari, D. N., Kumar, M. P., Sathvika, D., & Kumar, B. A. (2018). A study on SDLC for

water fall and agile. International Journal of Engineering & Technology, 7(2), 10-13.

Retrieved from

https://www.researchgate.net/publication/325882507_A_study_on_SDLC_for_water_fall

_and_agile

teamhood. (2022). Hybrid Project Management. Retrieved from teamhood:

https://teamhood.com/project-management-resources/hybrid-project-management/

Tolbert, M., & Parente, S. (2020). Hybrid Project Management Using Agile with Traditional PM

Methodologies to Succeed on Modern Projects. Business Expert Press.