You should then take time to read the responses of your classmates. Select two colleagues and reply to their posts, critically evaluating their thoughts on hybrid models by focussing on the following:
How does their argument compare to your own view?
Can you suggest any other, non-existent hybrids that might have potential in the future?
Post 1:
At UKpowernetworks we have traditionally used the waterfall method loosely based on Prince2 and are now experimenting for the last 2 years with Agile methodology to speed up product design and on-site delivery therefore the chosen method of Hybrid is Prince2Agile.
The company project has a 4 stage cycle process that follows a stringent gate approval before progressing to the next stage and due to the many customer changes taking place at the first gate it was becoming longer to get the projects to detailed design and site works
Typically before introducing agility to design at the front-end, it took approximately 6-18months for customer designs to be approved and site works to commence. With agility introduced, design and site works tend to progress in parallel once a freeze point has been reached with the customer after many iterations and stand-up meetings, projects are now getting delivered quicker.
Several large companies are now using Prince2Agile because it keeps the traditionalists waterfall and introduces the flexibility of Agile whereby weak points have been identified within the project cycle like the example of the UKowernetworks. Agile has greatly improved the modern-day project team due to its adaptability to changes which often make deliverables quite unpredictable. This is seen as the ‘future’ the association of project managers has also recognized hybrid as a methodology
Post 2:
Waterfall methodology implements rigidity within projects; with commitments made early, and inflexibility to change with progress, (Unknown, 2016). Inversely agile methodologies present time and resource obstacles caused by decision fluctuations, (Sharma et al, 2012). Hybrid methodologies provide harmonious compromise, as both can be used concurrently with each stage of the life cycle. They allow traditional aspects to ‘plan milestones and status meetings’ (Strasser, 2020) whilst accessing efficient feedback testing of Agile methods.
Hybrid methodologies have the potential to be used within disaster relief. (Sterling, 2008) concludes that PDMR was introduced to aid disaster relief projects. PDMR is a system with extensive documentation, stylistic of TPM’s. Response teams are likely to benefit from aspects from lean. At risk communities/stakeholders, small batch flows could benefit methodologies. Testing recovery systems in smaller numbers dispense faster feedback, reducing costings, (Nicholas and Steyn, 2017) both are critical for government stakeholders. These shorter sprints within the agile methodologies increase communication, vital to the success of humanitarian projects, reducing further collateral damage as structures are quickly acted upon.
There is potential for hybrid methodologies to be present within future projects. Lack of flexibility has seen previous projects fail considerably. Clearer elements of projects can be tackled with TPM’s strategies whilst diplomatically providing resolutions to murkier conflicts with Agile’s stance of defining unclear solutions throughout progression.
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