Introduction to Project management

Professional project management comprises of Predictive, Agile & Hybrid Project Management. Predictive project management is also known as ‘Traditional project management’ or ‘Waterfall model’ becuase the project passes through a series of well defined phases like design, construction, testing etc. Agile project management is also known as ‘Adaptive project management’ where the project passes through a series of iterations. When we tailor the best practices from both predictive and agile and use them in projects, it is Hybrid project management.

Three styles of project management

  1. Predictive Project Management: Predictive project management, often associated with traditional waterfall methodology, follows a linear and sequential approach to project execution. In this model, project requirements, scope, and deliverables are meticulously defined upfront, and the project progresses through predefined phases, such as initiation, planning, execution, monitoring, and closure. Key characteristics of predictive project management include:
    • Emphasis on detailed planning and documentation before project execution.
    • Clear project milestones and deliverables are defined at the outset.
    • Sequential workflow where each phase must be completed before moving to the next.
    • Limited flexibility to accommodate changes once the project has begun.
    • Well-suited for projects with stable requirements and predictable outcomes, such as construction projects or manufacturing initiatives.
  2. Agile Project Management: Agile project management is a dynamic and iterative approach that prioritizes flexibility, collaboration, and responsiveness to change. Agile methodologies, including Scrum, Kanban, and Extreme Programming (XP), promote incremental delivery of value through short development cycles known as sprints or iterations. Key characteristics of agile project management include:
    • Iterative development cycles with frequent opportunities for feedback and adaptation.
    • Cross-functional teams collaborate closely to deliver incremental features or functionality.
    • Customer involvement and stakeholder engagement throughout the project lifecycle.
    • Emphasis on delivering high-quality, working software or products in a timely manner.
    • Ability to accommodate changing requirements and priorities, promoting continuous improvement and innovation.
  3. Hybrid Project Management: Hybrid project management combines elements of both predictive and agile methodologies to leverage the strengths of each approach and mitigate their weaknesses. In a hybrid model, project managers tailor project management practices to suit the specific needs and characteristics of the project, blending traditional planning and control with agile principles of adaptability and responsiveness. Key characteristics of hybrid project management include:
    • Flexibility to customize project management processes based on project complexity, uncertainty, and stakeholder preferences.
    • Adoption of predictive practices for certain project phases or activities while incorporating agile techniques for others.
    • Iterative planning and execution that allows for incremental delivery while maintaining overall project control and governance.
    • Continuous monitoring and adjustment of project plans to address changing requirements or external factors.
    • Suitable for projects that require a balance between predictability and agility, such as large-scale IT initiatives or engineering projects with evolving specifications.
Predictive project in detail

“The five phases of predictive project management are Initiation, Planning, Execution, Monitoring&Controlling, Closing. These are also known as project management process groups or project management lifecycle.“

Predictive project management, often associated with the traditional waterfall methodology, follows a sequential approach where the project progresses through a series of predefined phases. Each phase represents a distinct stage of the project lifecycle, with specific objectives, deliverables, and activities. Let’s delve into each phase in detail:

  1. Initiation Phase:
    • Objective: The initiation phase marks the beginning of the project lifecycle, where the project’s feasibility and viability are assessed.
    • Activities:
      • Define project objectives, scope, and constraints.
      • Identify stakeholders and establish communication channels.
      • Conduct a preliminary risk assessment and feasibility study.
      • Develop a project charter or initiation document outlining the project’s purpose, goals, and high-level requirements.
    • Deliverables:
      • Project charter or initiation document.
      • Initial project scope statement.
      • Stakeholder register.
  2. Planning Phase:
    • Objective: The planning phase involves detailed planning and documentation of project activities, resources, and timelines.
    • Activities:
      • Define project scope, deliverables, and requirements in detail.
      • Develop a work breakdown structure (WBS) to decompose the project into manageable tasks.
      • Identify project dependencies and sequencing of activities.
      • Estimate resource requirements, budgets, and schedules.
      • Develop a risk management plan and quality management plan.
    • Deliverables:
      • Project management plan (including scope, schedule, budget, quality, risk, and communication plans).
      • Work breakdown structure (WBS) and project schedule.
      • Resource allocation plan and budget estimate.
  3. Execution Phase:
    • Objective: The execution phase involves implementing the project plan and carrying out the defined activities to produce project deliverables.
    • Activities:
      • Acquire and mobilize project resources, including personnel, equipment, and materials.
      • Execute the tasks outlined in the project plan according to the predefined schedule and budget.
      • Monitor and control project performance, including progress against milestones, quality standards, and budgetary constraints.
      • Manage stakeholder expectations and communication.
      • Address issues, risks, and changes as they arise.
    • Deliverables:
      • Completed project deliverables and work packages.
      • Progress reports and status updates.
      • Issue logs and change requests.
  4. Monitoring and Controlling Phase:
    • Objective: The monitoring and controlling phase involves overseeing project progress, identifying variances from the plan, and taking corrective actions to keep the project on track.
    • Activities:
      • Monitor project performance against baselines, including schedule, budget, and quality metrics.
      • Conduct regular status meetings and performance reviews.
      • Analyze variances and identify root causes of issues or deviations.
      • Implement corrective actions to address deviations and mitigate risks.
      • Update project documentation and communicate changes to stakeholders.
    • Deliverables:
      • Performance reports and variance analysis.
      • Change requests and corrective action plans.
      • Updated project documentation (e.g., schedule, budget, risk register).
  5. Closure Phase:
    • Objective: The closure phase marks the end of the project lifecycle, where project deliverables are finalized, and project closure activities are completed.
    • Activities:
      • Verify that all project deliverables meet quality standards and acceptance criteria.
      • Obtain formal acceptance from stakeholders and obtain sign-off on project deliverables.
      • Close out project contracts and finalize procurement activities.
      • Document lessons learned and conduct a project review or post-implementation review (PIR).
      • Archive project documentation and resources, and release project team members.
    • Deliverables:
      • Project closure report and lessons learned documentation.
      • Formal acceptance of project deliverables.
      • Closure of project contracts and procurement records.
      • Release of project resources and team members.

Overall, predictive project management follows a structured and sequential approach, where each phase builds upon the outputs of the previous phase. This methodology is well-suited for projects with stable requirements and well-defined objectives, where detailed planning and documentation are critical for success. However, it may lack flexibility in accommodating changes or responding to uncertainties during project execution.

Agile or Adaptive Project Management in detail

“Agile or Adaptive project management is a collection of project management frameworks like Scrum, TDD, XP, Crystal, SaFe etc. All these frameworks are iterative and incremental in nature. The project progresses through a series” of iterations. Out of these SCRUM is the most popular one, as it is not domain specific.“

Agile project management is an iterative and adaptive approach that emphasizes flexibility, collaboration, and responsiveness to change. It enables teams to deliver value incrementally through short development cycles, allowing for continuous feedback and adaptation. Agile methodologies, such as Scrum and Kanban, involve specific roles, ceremonies, and artifacts to facilitate effective project execution. Let’s explore each of these components in detail:

  1. Roles in Agile Project Management:
    • a. Product Owner:
      • Represents the voice of the customer and stakeholders.Defines and prioritizes product backlog items.Makes decisions regarding product features and requirements.Ensures alignment between the product vision and team deliverables.
      b. Scrum Master:
      • Facilitates the Scrum process and ensures adherence to Agile principles and practices.Removes impediments and blockers that hinder team progress.Facilitates meetings and ceremonies, such as daily stand-ups, sprint planning, and retrospectives.Coaches the team on Agile best practices and fosters a culture of continuous improvement.
      c. Development Team:
  2. Ceremonies in Agile Project Management:
    • a. Sprint Planning:
      • Occurs at the beginning of each sprint (iteration).Product Owner presents the prioritized items from the product backlog.Development Team selects backlog items and commits to delivering them during the sprint.Tasks are decomposed, and sprint goals are defined.
      b. Daily Stand-up (Daily Scrum):
      • Daily meeting held at the same time and place.Development Team members provide updates on what they worked on since the last stand-up, what they plan to work on next, and any impediments they are facing.Facilitated by the Scrum Master but led by the Development Team.
      c. Sprint Review:
      • Held at the end of each sprint.Development Team demonstrates the completed work to stakeholders.Stakeholders provide feedback, and the Product Owner updates the product backlog based on priorities and insights gained.Retrospective insights may also influence process improvements.
      d. Sprint Retrospective:
      • Held after the sprint review and before the next sprint planning.
      • Development Team reflects on the sprint and identifies what went well, what could be improved, and actionable items for process improvement.
      • Focuses on team collaboration, process efficiency, and product quality.
  3. Artifacts in Agile Project Management:
    • a. Product Backlog:
      • Prioritized list of all desired product features, enhancements, and fixes.Owned and managed by the Product Owner.Represents the requirements and vision for the product.Items are refined and updated based on feedback and changing priorities.
      b. Sprint Backlog:
      • Subset of the product backlog items selected for the current sprint.Contains the tasks and user stories committed to by the Development Team.Provides visibility into the work to be done during the sprint.Updated throughout the sprint as tasks are completed or new information emerges.
      c. Increment:
      • The potentially shippable product increment delivered at the end of each sprint.Represents a tangible outcome of the sprint’s work.Incremental additions contribute to the overall product development.
      d. Burndown Charts:
      • Visual representation of work remaining versus time.Used to track progress during the sprint and predict if the team will meet its sprint goals.Helps identify trends and potential issues early in the sprint.
      e. Velocity:
      • Measure of the amount of work completed by the Development Team during a sprint.
      • Calculated based on the number of user story points or tasks completed in previous sprints.
      • Provides a basis for capacity planning and forecasting future sprints.
  4. Cross-functional team responsible for delivering the product increments.
  5. Self-organizing and empowered to make decisions regarding how work is accomplished.
  6. Collaborates closely with the Product Owner to understand and implement requirements.
  7. Commits to achieving the sprint goals and delivering high-quality work.

Agile project management promotes transparency, collaboration, and adaptability, enabling teams to deliver value iteratively and respond effectively to changing requirements and customer needs. By embracing Agile principles and practices, organizations can foster a culture of innovation, continuous improvement, and customer-centricity.

Hybrid project management explained

Tailoring both predictive and agile project management best practices for the success of the project is known as Hybrid project management.

Hybrid project management is an approach that combines elements from different project management methodologies to suit the specific needs of a project. It blends traditional (predictive or waterfall) project management practices with agile methodologies, leveraging the strengths of each approach while mitigating their weaknesses. The goal of hybrid project management is to provide flexibility, adaptability, and efficiency in managing projects, particularly in complex or dynamic environments. Here’s a closer look at hybrid project management:

  1. Integration of Predictive and Agile Practices: Hybrid project management integrates predictive practices, such as detailed planning and documentation, with agile principles, such as iterative development and continuous feedback. This allows for a balance between structure and flexibility throughout the project lifecycle.
  2. Tailored Approach: Unlike purely predictive or purely agile methodologies, hybrid project management enables project managers to tailor project management processes to the unique characteristics of each project. They can choose the most appropriate practices from both approaches based on factors such as project complexity, stakeholder requirements, and organizational culture.
  3. Flexibility and Adaptability: Hybrid project management offers greater flexibility to adapt to changing requirements, priorities, and external factors compared to traditional predictive approaches. Agile practices allow teams to respond quickly to feedback and incorporate changes, while still maintaining overall project control and governance.
  4. Risk Management: By combining predictive and agile practices, hybrid project management enhances risk management capabilities. Predictive elements help identify and mitigate risks through comprehensive planning, while agile practices enable teams to address emerging risks and uncertainties iteratively throughout the project.
  5. Stakeholder Engagement: Hybrid project management emphasizes stakeholder engagement and collaboration, drawing from agile principles. Regular feedback loops and communication channels ensure that stakeholders remain involved and informed throughout the project lifecycle, leading to greater satisfaction and alignment with project goals.
  6. Continuous Improvement: Hybrid project management promotes a culture of continuous improvement, similar to agile methodologies. Teams reflect on their processes and performance regularly, identify areas for enhancement, and implement changes to enhance efficiency and effectiveness.
  7. Examples of Hybrid Practices:
    • Using traditional planning methods for the long term planning and leveraging agile practices for short term planning and execution.
    • Integrating predictive milestone reviews with agile sprint reviews and retrospectives to gather feedback and adapt project strategies.
Conclusion

In conclusion, professional project management encompasses a spectrum of methodologies, including predictive, agile, and hybrid approaches, each offering unique benefits and challenges. By understanding and leveraging these methodologies effectively, project managers can optimize project outcomes, enhance stakeholder satisfaction, and drive organizational success in today’s dynamic business landscape.

Points to remember
  • Three types of project management
    • Predictive
    • Agile
    • Hybrid
  • Predictive project management is also known as Waterfall or Traditional project management which is ideal for projects where;
    • Scope is very clear
    • Changes are difficult and expensive
  • Agile or Adaptive is ideal for projects where;
    • Scope is continuously evolving
    • Technology is very new
  • Hybrid project management
    • Combination of both predictive and agile
    • For long term planning, predictive styles are used where as for short term planning and execution agile ceremonies are leveraged