The decision to apply a traditional, an agile or hybrid project management approach depends on several factors regarding requirements, scope and flexibility, factors not least issued by the organisation itself seeking to implement IT-infrastructure or new software solutions and digital products.
To give you a few helpful guidelines we will illuminate on the benefits of the core elements of the different approaches.
Requirements and Goals
Stability and clarity of requirements:
Traditional approaches are suitable when the requirements are clear and stable at the beginning of the project, as changes become more difficult to implement later. Agile approaches, on the other hand, are better suited when requirements frequently change or are not yet fully clear.
Flexibility and the need for adaptation:
If it is expected that requirements will change during the project, agile is often the better choice, as it promotes iterations and continuous adaptation.
Project Scope and Complexity
Scope and duration:
Large, long-term projects with complex requirements and dependencies between many teams are often planned in a traditional manner, as this better captures the overall project structure. Agile approaches are often suitable for shorter projects or projects that can be worked on in smaller, flexible units (sprints).
Complexity and uncertainty:
Agile methods are advantageous when projects are associated with high uncertainty or require innovative technologies or solutions, as they allow for flexible adjustments.
Team Size and Composition
Team size:
Agile approaches often work well in smaller, cross-functional teams (ideally about 5–9 people). For larger, highly structured teams, a traditional approach may be more appropriate.
Specialization and flexibility:
If the team is highly specialized and self-organization is possible, an Agile approach can be beneficial. However, if the team is highly hierarchical and less flexible, a traditional approach may be more efficient.
Project Priorities and Risks
Time urgency and budget constraints:
Projects with fixed deadlines and strict budget requirements often benefit from a traditional approach, as this allows for strict planning and control. Agile methods, however, are advantageous when flexibility and rapid adaptability are higher priorities.
Tolerance for risks and uncertainty:
Agile approaches often come with a certain level of risk, as not all details are clear at the beginning. Traditional approaches may be more suitable when high predictability and risk control are necessary.
Customer Involvement and Feedback Cycles
Customer Expectations:
If the customer desires a strong say in the project and wants to provide regular feedback, an Agile approach is ideal, as it allows for close, iterative feedback cycles. For customers expecting a clear, one-time acceptance of the final product, a traditional approach is more sensible.
Change Requirements:
Agile approaches support continuous adaptation to new customer requirements during the project. In cases with stable requirements that are not expected to change, a traditional approach is often preferred.
Organizational Culture and Maturity Level
Agile Readiness and Culture:
In organizations that foster an Agile culture, Agile methods are better integrated and promote innovation and adaptability. More traditional organizations with hierarchical structures often prefer a structured, plan-oriented approach.
Maturity of Agile Implementation:
If a company or team already has experience and a structure for Agile work, the Agile approach is favored. In companies without prior Agile experience, a traditional method may initially be more efficient.
Availability and Use of Resources and Tools
Tools and Infrastructure:
Agile approaches often rely on specific software tools for backlog management, collaboration, and communication (e.g., Jira, Confluence). If such tools are available and the team is familiar with them, it supports an Agile approach.
Availability of Agile Coaches and Scrum Masters:
Agile methods often require specific roles such as Scrum Masters or Agile Coaches to support the team. If such roles are not available, a traditional approach may be more sensible.
It is possible to not fully lean into one or the other extreme but to add certain agile elements and features to a project or to initiate one or a few agile projects in an otherwise traditional environment. As a guideline a few selected agile approaches will be briefly introduced and explained what their main features are:
Traditional project and process management
Traditional project and process management offers a well-proven toolbox to steer projects trough the phases of initiation, definition, planning, implementation/controlling and completion. Practices of traditional focus on predictability and adherence to fixed goals.
Scrum
Scrum is an Agile framework that helps teams collaborate and accomplish important tasks. Traditionally, Scrum is executed in sprints, which often last two to four weeks. The Scrum framework provides a structure with values, roles, and guidelines for the effective execution of sprints.
Kanban
In contrast, Kanban is an Agile framework that helps teams coordinate work based on the available capacities of individual team members. Kanban is a visual development method for controlling and managing workflows. It uses boards that display task-related cards to quickly see all outstanding, ongoing, and completed work. The Kanban framework is based on the philosophy of continuous improvement, where work tasks are moved from a product backlog into a continuous workflow.
Scrumban
Scrumban is a hybrid project management framework that combines elements of Scrum and Kanban.
It retains the structured planning and roles of Scrum while incorporating the flexibility and visual workflow of Kanban. This approach allows teams to adapt to changing priorities and manage work-in-progress more effectively. Scrumban’s potential lies in its ability to enhance productivity and responsiveness, making it ideal for environments where requirements evolve rapidly. It encourages continuous improvement and team collaboration, optimizing both throughput and quality.
Water-Scrum-Fall-Methode
The Water-Scrum-Fall method, popularized by Dave West, is a hybrid project management approach that blends waterfall and agile methodologies. It typically involves using Waterfall for initial project phases (like planning and requirements) and Agile (Scrum) for development and delivery phases. This method is beneficial for organizations that have rigid governance and regulatory requirements while still wanting to incorporate Agile practices for more flexibility during development. Use cases include projects in industries like finance, healthcare, and government, where a structured approach is necessary for compliance, but iterative development can enhance responsiveness and collaboration. Overall, Water-Scrum-Fall allows teams to benefit from both methodologies, enabling a balance between control and adaptability.
Design Thinking
Design Thinking is a human-centered, iterative approach to problem-solving that emphasizes understanding users’ needs and experiences. In the context of project management, it involves a series of phases: empathizing with users, defining problems, ideating solutions, prototyping, and testing. This method encourages collaboration among cross-functional teams and promotes creativity, allowing for innovative solutions that are closely aligned with user requirements. By integrating Design Thinking into project management, teams can enhance their ability to address complex challenges, improve stakeholder engagement, and deliver products that truly meet user needs, ultimately increasing project success rates.
Lean Management
Lean management is a philosophy focused on maximizing value while minimizing waste in processes. In the context of project management, it emphasizes continuous improvement, efficiency, and delivering value to customers by streamlining workflows and reducing non-value-added activities. Unlike Scrum and Kanban, which prioritize iterative development and visual workflow management respectively, Lean management takes a broader view of the entire value stream, seeking to optimize all processes involved in delivering a product or service. While Design Thinking focuses on empathy and innovation to meet user needs, Lean management is more about efficiency and resource optimization, making it complementary to these methodologies rather than directly comparable. Together, these approaches can enhance project outcomes by aligning efficiency with user-centered design and agile responsiveness.
As the methods elaborated on above can be applied complementary rather than exclusively. Our consultants and project management specialists will provide guidance. They assist you in finding the adequate combination of approaches and methods to match the context and structure of your organisation. Furthermore our services not only cover the iniation of a project but the whole process of ideation, and implementation to it’s successful completion whilst staying flexible and identifying potentials.
We would be pleased to discuss your spesific needs and help you finding the right project management framework for your company. Contact our experts for more info.