1

4th

of June 2019

Stéphane DEROUIN

HYBRIDIZATION TO SERVE

YOUR PROJECT MANAGEMENT

PMI® - Languedoc

Roussillon

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Stéphane

DEROUIN

• Founder in 1995 & Former President of Project

Management Institute-PMI® French Chapter

• Founder & President of PMGS in 2001, a training and

consulting company dedicated to Project Management

• Founder & President in 2018 of Hybrid Management

Institute-HMI®

• Certified in Agile Project Management - AgilePM® from

APMG International

CONSULTANT RESUMESTEPHANE DEROUIN RESUME

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WATERFALL & AGILE

BENEFITS & LIMITS

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© Scaled Agile, Inc.

Building incrementally accelerates value delivery

4 444 :

Documents Documents Unverified System System

PREDICTIVE OR INCREMENTAL APPROACHES?

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© Scaled Agile, Inc.

And delivers better economics

Early delivery provides fast value with fast feedback

Time

Valu

e D

elive

ry

Fast feedback

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AVOID THE TUNNEL EFFECT

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AGILE MAIN STRENGHT, TOOLS & TECHNIQUES

• For PM traditional approaches

(Waterfall), Delivery of anything

less than 100% of Project

Requirements is seen as a Quality

Failure

• In AGILE, Quality of the Solution or

Solution Increment is judged if it

meets the Customer Needs

• Co-construct with Clients and/or Suppliers

• Develop Iteratively

• Build Incrementally

• Backlog

• Minimum Viable Product - MVP

• Enough Design Up-Front - EDUF

• Visual Management

• Design Thinking

• User Experience - UX

• Fast & Regular Reviews & Retrospectives

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AGILE MORE THAN 20 DIFFERENT METHODOLOGIES

FDD

(Feature-driven

development)

Iterative

Waterfall

Development

XP

(Extreme

Programming)

LEAN

STARTUP

DAD

(Disciplined

Agile

Delivery)

Crystal

Clear

TDD

(Test-Driven

Development)

LSD

(Lean Software

Development)

DSDM

(Dynamic

System

Development

Method)

AM

(Agile

Modeling)

ASD

(Adaptive

system

development)

Kanban

RUP

(Rational

Unified

Process)

Empirical

Control

Method

Agile

Methodologies

DevOps

SCRUM

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SAFe®: AGILE AT SCALE

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Yellow: No presence Green: PPM is interacted with or prescribed

Blue: Governance is interacted with. Black: Software development techniques are prescribed

BUT AGILE METHODS ARE NOT “ENOUGH”

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AGILITY A NEW MINDSET TO

HYBRIDIZATION

WHAT MEANS HYBRID & HOW TO DO IT?

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TRADITIONAL PROJECT

MANAGEMENT

AGILITY

+ - to manage complexity

Scope

Defined from the

beginning

Changes are considered

as risks

Contract Management

Ecosystem

Build on a hierarchical

prism

Processes & ToolsEcosystem

Build on a

multidisciplinary teams

People &

Interactions

Costs /

Schedule

Are fixed timeboxes The

work capacity, priorities

are adjusted to the best

value delivered

Responding to

change

Costs /

Schedule

Are my variables /

targets, specifications are

not negotiable

Follow the plan

Scope

Definition with client of

Minimum Viable Product

Customer

Collaboration

Developing

documentation

Documents

Developing working

solutionsSolutions

AGILITY: THE WAY TO HYBRIDIZATION

AGILE

HYBRIDIZATION

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No fully adapted to the current context of

scope variability and fast change, but still

providing, under certain criteria, solid

foundations and values

Becomes essential to manage change,

uncertainty and emerging trends. But, its

many variations, its limits and the challenge

of its usage, make its generalization difficult

for all projects

Convergence of traditional and Agile

methodologies is mandatory. It delivers the

expected performance to business needs

HYBRID: A NEW VISION

Waterfall

Agile

Hybrid

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HYBRID PROJECT MANAGEMENT IS A MIX OF:

A determinist/predictive

approach

“We know the final result we

need to obtain. We are

mastering the scope”

A business oriented approach

“Hybridization shall serve

customer needs and business

results”

A non-linear/iterative approach

“Scope Variability requires to

regularly loop back on

assumptions, needs and vision

but also changes”

A combination of proven

approaches

“Hybridization shall embrace the

strengths of Waterfall and Agile

and reduce their weaknesses”

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HOW WE IMPLEMENT HYBRIDIZATION?

Portfolio

« Path Selector »

Project « Path

Selector »

New Competency

Model

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PORTFOLIO PATH SELECTOR

THE RIGHT METHOD

FOR THE RIGHT PROJECT

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WATERFALL

WHAT ARE OUR MAIN OPTIONS?

on Early Phases

on Execution

End-to-End

Light

Full

At Scale

on Early Phases

in Execution

in Recovery

AGILE HYBRID

PROJECT PORTFOLIO MODES EXAMPLE

Hybridization PMGS®

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PORTFOLIO SELECTOR

Project Modes

• Waterfall

• Agile Light (ex: Kanban)

• Full Agile (Ex: Scrum)

• Agile at Scale (Ex: SAFe®)

• Hybrid

Selection Criteria Example

• Project Scope Definition

• Project Uncertainty

• Project Time to Market

• Project Stakeholders Maturity

• Project Duration

• Project & Team Size

• Project Innovation

Projects Typology Example

• FOAK

• BAU

• Versioning

• Digital

• Innovation

• Maintenance

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PORTFOLIO PATH SELECTOR CRITERIA EXAMPLE

CostTime

UncertaintyScope

Time & Cost aren’t criteria to choose a methodology, they are the Bottom Lines

Scope and Uncertainty shall be major criteria to choose a methodology

Time

Scope

Cost

Golden

Triangle

Magic

Square

AGILITY

WATERFALL AGILEHYBRID

Hybridization PMGS®

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Scope 1 Not defined

Scope 2 Slightly defined

Scope 3 Partly defined

Scope 4 Defined

Scope 5 Fully defined

Uncertainty 1 Very weak

Uncertainty 2 Weak

Uncertainty 3 Moderate

Uncertainty 4 High

Uncertainty 5 Very High

Waterfall Agile

Hybrid No Go

Uncertainty

1

Uncertainty

2

Uncertainty

3

Uncertainty

4

Uncertainty

5

Scope 1

Scope 2

Scope 3

Scope 4

Scope 5

PORTFOLIO PATH SELECTOR MATRIX EXAMPLE

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PROJECT PATH SELECTOR

HOW TO MIX WATERFALL & AGILE

IN THE SAME PROJECT?

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TAILORING IS KEY FOR HYBRIDIZATION

Tailoring is selecting the appropriate project management processes,

techniques, tools on the different project life cycle phases

Tailoring is necessary because each project is unique

Tailoring should address the competing constraints

Risk

Quality

Resources

Cost

Schedule

Scope

Constraints

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HYBRID: AGILE BETWEEN MILESTONES, GATES OR TOLL-GATES

Milestones: Road mark placed in the project

Check a stage or event

Delineate a point

Gates: Control Points

Control point

Review on significant stage or event

Tollgates: Decision & Binding Points

Decision point who permits to go to the next phase

Review and close a phase

IN HYBRID YOU NEED AT LEAST TO USE TOLLGATES

FOR AN EFFECTIVE PROJECT ROADMAP

THEIR USAGE IS KEY IN HYBRIDIZATION

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HYBRIDIZATION ON THE PROJECT EARLY PHASES

Final

Product/Project

Discovery/Ideation/Demand/Opportunity

LOOP 1

LOOP X

INCREMENT 0

INCREMENT 1

INCREMENT X

LOOP 0

Feasibility/Business Case & Tender/Bid

Go/No Go

Initiating

Planning

Executing

Closing

Monitoring

& Control

Before to fix the scope in waterfall

at the end of the early phases, Agile

approach involves:

• Early engagement

• Co-design

• Co-construction

Hybridization PMGS®

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HYBRIDIZATION ON THE PROJECT EXECUTION PHASES

Sprint Review

Product Backlog

FeatureStory Prior Work

Sprint (1to n)

Backlog

Story Task Prior Work

Sprint Planning

Meeting

Daily Scrum

Sprint Review

Retrospective

Inception deck Release Planning

Release

Retrospect

Release

INCREMENT

Sprint

INCREMENT

1 Initiate 2 Plan

Sprint burn-down

Story Board

3 Deliver 4 Close

Agile

Vision

Project

Charter

Toll Gates

Gates

Risk Analysis

Closing

E2E Quality

During the project execution phases

Hybridization can be:

• Sequential i.e. W A W A

• In parallel W - Component

A - Sub-component

Hybridization PMGS®

Monitor & Control

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HYBRIDIZATION IN PROJECT RECOVERY MODE

AGILE SQUAD composed of following competencies:

- Technical

- Business

- Functional

PROJECT DOMAINS covered in recovery mode:

- Scope

- Time

- People

- Quality

• It’s not a permanent job

• It’s a timeboxed intervention

AGILE TO MANAGE CRISIS IN WATERFALL PROJECT

Hybridization PMGS®

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HYBRID COMPETENCY MODEL

NEW ORGANIZATION, ROLES & SKILLS

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“…It’s only Rock’n Roll but I like it”

Classical

Agile

Hybrid

NEED TO CHANGE WAY OF THINKING & DOING

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Waterfall

Symphonic

Orchestra

Agile

Modern Jazz

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IMPACT ON ORGANIZATION, R&R and GOVERNANCE

Hybrid

Rock’n Roll

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INTEGRATE SERVANT LEADERSHIP MODEL

Five primary duties a servant leader performs in this role of serving

the hybrid team:

Shield the team from

interruptions

(Re)communicate

project vision

Onboard the team

& create dynamic

Carry all necessary

support

Remove impediments

to progress

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HYBRID R&R ECOSYSTEM EXAMPLE

Project Team

Architect

Technical

Coor-

dinator

Business

Analyst

Sponsor

PMO

Business

Owner

or

Servant

LeaderProduct

Owner

Project

Manager

Hybridization PMGS®

System

Engineer

or

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HYBRID TRANSFORMATION JOURNEY

“Define your Set List”

Your vision and objectives to

define what needs to be played

“Set-up your Group”

Your group of players able

to perform your Set List

“Perform your Concert”

Play your Set List and reach your

expected results

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HYBRIDIZATION IS NOW PART OF YOUR GLOBAL STRATEGY!

sderouin@pmgs.fr

DON’T HESITATE TO CONTACT ME

THANK YOU