In today’s business world there is a tension between flexibility and certainty, and organisations find themselves torn between predictive and adaptive approaches. Combining Agile and Traditional Project Management has become a hot topic, as businesses try to use the best parts of both methods without compromising quality. This mix aims to blend the structured planning of the waterfall model with the adaptability and ongoing improvement of agile techniques creating a strong hybrid approach that can adjust to different project needs and hurdles.

This article explores how to blend predictive and adaptive approaches to create successful initiatives. We'll look at key considerations when putting this combined approach into action, including project type, communication strategies, and tools that support both approaches. The piece will also tackle common problems that arise when mixing these different project management philosophies and offer practical ways to solve them.

 

Integrating Predictive and Adaptive approaches for successful initiatives

The integration of traditional project management with agile methodologies has become more common in large-scale organisations. This blend brings together the organisation and planning of traditional methods with Agile's quick responses and adaptability. But setting up and operating a hybrid approach has its own challenges which require careful alignment between the project team, organisational objectives, and project implementation.

To better understand the challenges associated with implementing hybrid models, interview data was collected from eight experienced Agile coaches who have implemented Agile in non-software industries. The practical actions identified for managing these challenges can be categorised into three levels: aligning planning and delivery approaches, effective risk management, and stakeholder engagement.

agile-project-management

 

Planning and Delivery

A crucial part of combining predictive and adaptive methods involves striking the right balance between planning and delivery. Traditional project management puts emphasis on detailed planning up front, while Agile focuses on iterative delivery and adaptability. To integrate these, organisations should establish a plan that provides direction and clarity of intended outcomes, while allowing for some flexibility as more information arises with each iteration. It’s important to have a plan to forecast, predict and manage dependencies, and iterative delivery with frequent feedback loops to allow projects to navigate the uncertainty inherent in today’s projects.

At the beginning of the project it’s crucial to clarify the intended outcomes of the initiative and create at least a high level plan of how they will be achieved. The optimum level of upfront planning required will be determined by the type of work and level of certainty, but in most cases the work in the near future will be more certain than the work further in the future, and the level of granularity of planning should reflect this. There is often little value in planning every detail of a task that will happen 3 years from now because it is likely to change and can be solidified closer to the time!

Once a plan is established, the iterative delivery of adaptive methods allows for the project team to react to change by checking progress on a regular cadence and making more informed decisions as the work progresses and more information is available. Ensuring that the main project plan is continually kept updated, and transparent to team members and stakeholders is crucial to ensure alignment across the project.

Risk Management

Effective risk management is crucial when combining predictive and adaptive approaches. Traditional risk management techniques such as identification, mitigation and monitoring strategies are important, but can be complemented by the proactive risk mitigation approaches of Agile practices such as limiting work in progress and increasing transparency. Regular risk reviews and retrospectives also allow teams to identify and address potential issues promptly. By fostering open communication and encouraging proactive risk management, organisations can manage the risks they can predict and navigate the ones they can’t.

Stakeholder Engagement

Engaging stakeholders is essential for the success of hybrid projects. Traditional project management often involves formal communication channels and structured stakeholder management processes. Agile, on the other hand, emphasises frequent interaction and collaboration with stakeholders. To effectively integrate these approaches, organisations should follow the valuable traditional approach of stakeholder identification and engagement planning, but also establish clear communication protocols that facilitate regular feedback loops and stakeholder involvement. This includes conducting regular demos, showcases, and review meetings to keep stakeholders informed and aligned with project progress.

By defining and aligning planning and delivery approaches, creating effective risk management practices, and meaningfully engaging stakeholders, organisations can successfully navigate the challenges associated with implementing hybrid models. The insights gained from experienced Agile coaches provide valuable guidance for practitioners seeking to effectively combine predictive and adaptive approaches in their project management practices.

 

Key Considerations

When integrating Agile and traditional project management approaches, several key considerations need to be taken into account to ensure a successful implementation. The approach taken for any project should be based on the type of work and the problems to be solved. Generally, if work is more predictable, a traditional approach may be more suitable, while if work is more uncertain and requires more flexibility, an Agile approach may be more appropriate.

Assessing Project and Programme Type

The project and programme type and requirements play a crucial role in determining the most suitable approach. It is essential to assess the nature of the project, its complexity, and the level of uncertainty involved. This assessment helps in deciding whether a predictive, adaptive, or hybrid approach would be most effective in delivering the desired outcomes.

Evaluating Team and Organisational Culture

Another critical consideration is the team and organisational culture, as well as stakeholder expectations. Agile methodologies heavily rely on collaboration, transparency, and a willingness to embrace change. The organisation's culture should support these values to facilitate a smooth transition towards Agile practices. It is important to align stakeholder expectations with the chosen approach and ensure their buy-in and support throughout the project lifecycle.

Adapting Stakeholder Engagement

Effective stakeholder engagement is often the key success factor for initiatives and can make or break a project. To ensure stakeholders are kept informed and engaged, one must consider the current expectations and mindsets of key stakeholders and tailor the stakeholder engagement and communication approaches accordingly. For example, a key stakeholder who is accustomed to traditional reporting and governance styles will expect to be engaged in this way and these practices may be required to win their trust, but involving them in regular iteration reviews and showcases can introduce them to a different way to engage.

Tailoring the Approach

When integrating Agile and traditional project management, it is essential to consider the project and programme type, team and organisational culture, and stakeholder expectations. By carefully assessing these factors and adopting a tailored approach, organisations can successfully blend the strengths of both methodologies to deliver successful initiatives.

 

Tackling Obstacles

Integrating agile and traditional project management approaches can present several challenges that organisations must navigate to ensure successful implementation. These challenges often stem from resistance to change, misalignment of processes, and stakeholder management issues.

agile-project-management

Addressing Resistance to Change

One of the primary obstacles is the resistance to change within an organisation. Transitioning from a traditional, hierarchical structure to an agile, collaborative environment requires a significant shift in mindset and culture. Employees may be hesitant to embrace new ways of working, fearing the unknown or feeling uncomfortable with increased transparency and accountability.

To overcome this resistance, organisations must invest in the change journey for their people. Training and education programmes can help employees understand the benefits of agile methodologies, but experiencing a different way of working is often required to shift mindsets. Choosing a strategically important project to pilot Agile ways of working creates focus and dedication, but often requires external support to ensure a sound application of Agile approaches. Leadership leaning in and encouraging teams to embrace change and adapt to new ways of working is also an important success factor.

Aligning Agile and Traditional Processes

Another challenge lies in the misalignment of processes between agile and traditional approaches. Providing clarity on which approaches will be adopted, how the project will operate and how roles and teams will interact is crucial for success. Investing time at the beginning of the project to agree ways of working (project structure, roles and responsibilities, forums and cadences, etc.) will ensure that team members understand how work is done and how information flows through the project.

Managing Stakeholder Expectations

Managing stakeholder expectations can be difficult when they are accustomed to one approach over the other. To overcome this mismatch in expectations, organisations must educate stakeholders on the benefits and strengths of each approach in different contexts, and how each approach requires different stakeholder engagement and behaviour.

Ensuring that stakeholders feel engaged and updated is important to win and maintain their project support. Especially if agile methodologies are new to some stakeholders, ensure that they are involved in planning and review meetings and actively elicit their input. Creating and maintaining transparent reporting practices which clearly communicate status and progress can also be a great way to ensure stakeholders stay informed and engaged.

Managing stakeholder expectations can be difficult when they are accustomed to one approach over the other. To overcome this mismatch in expectations, organisations must educate stakeholders on the benefits and strengths of each approach in different contexts, and how each approach requires different stakeholder engagement and behaviour.

Ensuring that stakeholders feel engaged and updated is important to win and maintain their project support. Especially if agile methodologies are new to some stakeholders, ensure that they are involved in planning and review meetings and actively elicit their input. Creating and maintaining transparent reporting practices which clearly communicate status and progress can also be a great way to ensure stakeholders stay informed and engaged.

Embracing a Proactive Approach

By addressing resistance to change, aligning processes, and effectively managing stakeholders, organisations can successfully overcome the challenges associated with integrating agile and traditional project management. It requires a proactive approach, clear communication, and a willingness to adapt and continuously improve. With the right strategies and support, organisations can harness the strengths of both methodologies to deliver successful projects and drive business value.

 

Quick Recap

The integration of Agile and traditional project management approaches provides a powerful toolset to tackle complex initiatives. By blending the structure of traditional methods with the flexibility of Agile, organisations can adapt to changing requirements while maintaining a clear direction. This hybrid approach has a significant impact on project outcomes, enhancing team collaboration and stakeholder engagement throughout the project lifecycle.

As the project management landscape continues to evolve, mastering this integrated approach becomes crucial for success. Teams that embrace this methodology are better equipped to navigate challenges and deliver value consistently. By adopting a balanced perspective and continuously refining their approach, organisations can unlock new levels of efficiency and innovation in their project delivery.

Want to learn more?

If you’d like to learn more, feel free to get in touch with me at ryan@radically.co.nz

 

Have you ever seen an email trail get longer and more heated over the course of a few days, only to be resolved in the first 10 minutes of an in-person meeting? Or maybe a misunderstanding from an email or instant message turned into misalignment and tangents of fruitless work? Or perhaps a text from your boss seemed condescending or rude, making you self-conscious and causing your relationship to become a bit more formal and awkward?

Digital communication has revolutionised the way the business world operates and has unlocked countless efficiencies, opportunities, and even new industries. But if any of the above scenarios sounds familiar, you’ve seen the negative impact that can come from leaning on digital and text communication channels over richer forms of communication.

Organisations are made of human beings and the relationships between them. Like modern-day tribes, the way organisations take action is by aligning and mobilising human beings, but unlike our tribal ancestors who were constantly together conveying messages with face-to-face interactions, colourful expressions and body language waving their clubs around, in the modern age we often strip back our communication to letters on a screen that are open to the receiver’s interpretation.

 In today’s dynamic business world effective communication is the cornerstone of a successful organization. While digital communication has become the norm, there is immense value in favouring richer forms of interaction, such as a stronger culture, higher employee engagement, more effective communication, and ultimately the ability to deliver more value, more efficiently.

To unlock this value we recommend taking a philosophy of “walk, talk, write” - meaning if you have a significant message for someone, walk over and talk to them if you can, if not pick up the phone and call them, and use text-based communication only as a last resort.

 

effective-communication-tips

 

Walk

The most effective way to communicate with someone is to be face to face with them in person - this is the original form of communication that our bodies and minds are designed for! You are able to see body language and facial expressions, hear tone of voice, and feel the presence of one another. There are even many studies showing that humans use olfactory communication, meaning that we receive subliminal messages from one another through smells!

When it comes to building trust, resolving conflicts, and fostering meaningful connections, face-to-face communication is unparalleled. Whenever possible, take the opportunity to walk over and talk to the person directly. Face-to-face interactions allow for immediate feedback, non-verbal cues, and a deeper understanding of the message being conveyed. This form of communication builds rapport, strengthens relationships, and promotes a sense of unity within the organization.

 

Talk

The modern day workplace has changed over the past few decades and it may not always be possible to walk over and speak to someone. In situations where face-to-face communication is not feasible, the next best option is to either use a video calling software or to pick up the phone and call them. 

Video calls provide the extra advantage of being able to see facial expressions and some body language to pick up non-verbal cues, but both forms of communication enable real-time conversations, tone of voice interpretation, and a more personal connection. Phone or video calls allow for immediate clarification, active listening, and the ability to address complex matters efficiently. By prioritizing these methods, organizations can foster meaningful dialogue and maintain a human touch in their interactions.

 

Write

While text-based communication such as instant messaging or email offers convenience and speed, it should be used sparingly. Text-based exchanges lack the richness of face-to-face or voice-based communication, often leading to misinterpretations and misunderstandings which can cause inefficiencies or even damage relationships. A good rule of thumb to follow is if you’re on the second or third paragraph of an email to someone, just walk over to them or pick up the phone!

However, there are situations where written communication is necessary, such as sharing information or documenting agreements. In such cases, it is important to be clear, concise, and considerate in your written messages to minimize any potential confusion.

 

Organisational Impact

Using this walk, talk, write approach can help an individual ensure that messages are received correctly and aid in building connections and positive relationships, but the most value comes from an entire organisation harnessing this approach. 

To encourage richer forms of communication, organisations should foster a communication culture that values personal connections and meaningful interactions over transactional text. This can be achieved by promoting open communication channels, encouraging face-to-face interactions, providing opportunities for in person collaboration such as big room planning events or hackathons, and organising teams to be cross-functional to enrich inter-departmental communication. By creating an environment that values direct communication, organizations can enhance teamwork, trust, and overall efficiency.

 

 

In the era of digital communication, it is crucial for organisations to recognise the value of richer forms of interaction. As many organisations are losing efficiency from the misalignment, confusion, and weakened relationships that can be fuelled by ineffective communication channels, modern organisations can gain a competitive advantage by fostering a culture which prioritises richer interactions.

So next time your email starts to look like “War and Peace,” just walk across the office to talk to that person or pick up the phone and call them. Or better yet, if your team has started working from home most of the time and you are seeing some friction between team members, identify a day or two per week when everyone agrees to come into the office to have team meetings and collaboration sessions.

Organisations are made of people and interactions and if each person prioritises richer communication channels, the whole system works better.