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Event Report: Hybridization Tear Down the Wall Between Agile & Waterfall

Geetanjali Bhat
 
Author: Geetanjali Bhat, PMP

Today every company is a software company, and to be competitive in today’s marketplace, companies need to deliver products and services faster and better than competitors.  Companies have been using the Agile Framework in their own ways, for a few years. This evening event gave me a new perspective and insights on how we can use Hybridization between Agile and Waterfall. Today’s keynote speaker Mr. Stéphane Derouin is President (and founder) of PMI France Chapter,  founder of PMGS , a company dedicated to Project Management Training and also consultant. He not only brings great experience in Agile and WaterFall concepts but is also a founder & President of a think-tank on Hybrid. With such an impressive profile, I was very excited to listen to this talk!

Every Organization today is incorporating Agile in their own ways to successfully deliver products. 

For PM traditional approaches such as Waterfall delivery of anything less than 100% of project requirements is seen as a quality failure, but in Agile, quality of the solution or solution increment is judged against it meeting the customer needs. Using different tools & techniques, it becomes easier to achieve a better solution. 

Agile has 20 methodologies, with Scrum being the most popular. But the question here is if Agile methods are enough? If we analyse the different approaches to manage a project, what are they?

  • Waterfall
  • Hybrid
  • Agile

We definitely hear and know about the Waterfall and Agile approaches. But what is Hybrid and how can we do it?

Hybridization meant first values and mindset. One can define it as a new spirit of agility that is being added to Hybridization - an agility to manage complexity. 

With a musical illustration , if a waterfall model is used, it sounds like a symphonic orchestra, and with Agile methodology, it’s like modern jazz. But when we use a Hybridization of both it's like rock ‘n roll.

The Hybrid Model integrates the Servant Leadership Model. The five primary duties of performing as servant leader in this role are: 

  • Shield the team from interruptions
  • On board the team and create dynamic
  • Remove Impediments to progress
  • Re(communicate) project vision 
  • Carry all necessary support

All in one, we can say tailoring is required as every project is unique in its own ways. Tailoring should be selecting the appropriate project management processes, techniques and tools which makes it Hybrid. Competing constraints like risk, quality, scope, cost, resources and schedule should be addressed. 

This makes us further question: “Can Hybrid be used in Portfolio level too?”  If we select the right method for the right project, we can derive at right solutions too.

Hybrid Project Management is how we can integrate Agile and Waterfall in any one of the following ways:

  • Deliver with Agile only with Waterfall Governance
  • Deliver in Agile and Waterfall Sequentially
  • Deliver in Agile and Waterfall parallelly

As a listener, I would like to summarize that Hybrid Methodology can be run as a process and a transformation journey where applied from Project kickoff to delivery, we can meet the right solutions at the right time for a successful Project delivery.

My PMI Journey as a Mentor

 
Monika Keller 100x100
 
Author: Monika Keller, PMP

I passed the PMP exam in 2014 and could take on more complex projects in the company I worked for. At the end of last August, I quit after 13 years as a Senior Project Manager and am now teaching project management to PMI standard at the Zurich University of Applied Sciences (ZHAW) and I have founded my own company, 3C Keller, to share best practice in project management across industries; consult, coach and communicate with organizations and teams, enabling them to complete projects successfully.

Moreover, having been a mentor in the PMI mentoring program since spring 2019, I have had the chance to test and sharpen my coaching and mentoring skills. My mentee was very grateful and she is now registered to take the PMP exam herself. I am very proud of her.

I truly enjoy having mentees and being part of the mentoring team at PMI Switzerland. Learning about other people’s companies and the difficult situations arising in their areas as a project manager are so exciting and remind me a lot of what I have experienced myself working in an international company with a great deal of change and reorganizations. It is so rewarding to share know-how and give back to the profession. This builds relationships that will last long after the mentorship will be over.

If you are interested in our mentoring program, check and apply here

 

Newsletter Editorial February 2020

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Author: Carlos Martinez Arteaga, PMP

Dear members and newsletter subscribers,

Well... it's time to say until next time :). This will be my last editorial for a while.

I has been almost 3 years of doing editorials for our Chapter's newsletter and I feel that I would like to do something else, not sure what, but different, and I also need time to think on what to do...

I have shared with you some of my thoughts, personal matters and in some cases things that you should not miss.

The editorials were written in different parts of the world, different timezones, on a bed, in a quiet room, at the beach...

It has been quite rewarding, as I had never before written an editorial, and in the end I got the hang of it, at least words came out easily.

We are in a double year, 2020, this can mean only that whatever we do this year will impact others twice as much.

There I leave it! Until next time.

Cheers,

Carlos

Newsletter Editorial January 2020

 

Adi Muslic 100x100

Author: Adi Muslic, PMP

Goodbye 2019, Welcome 2020!

We are already well in the new year with new objectives to achieve, targets to meet, or wishes that we would like to see realized in 2020. You certainly spent some time thinking about what you wanted to change or improve in the new year or even more, in the new decade. How far in the future did you actually go with your thoughts? This would depend on whether the objective is achievable in a short time or not. It could be a month effort, for example, getting training completed or several months, like getting a certification. Or it could be something that you plan to achieve in 5 years.
Typically longer-term objectives will also depend on the environment that we are working or living in. We need to be aware of the changes that may impact our long term objectives, business or personal, and be able to regularly adjust our objectives in relation to the environment around us.

There were many important changes in the world around us in 2019. There will be even more in 2020. Just thinking about the new virus threat that is suddenly changing lives and plans and may become the most important event of 2020. Keeping up with the latest news and all other kinds of information made available to us takes a lot of effort and has a certain impact on our private and professional lives. Keeping the right balance is a great challenge. Selecting appropriate resources to be informed and finding the right references to compare to is the key to remain competitive or simply survive in the fast-changing world.

We have seen many changes in the Global PMI organization as well. It is a clear sign that the association is set to remain the global reference in project management and will keep influencing the way other organizations achieve their profit or non-profit objectives.
Swiss chapter is actively participating in this change and has been preparing a lot of exciting events. The most important one is the annual conference. This year's conference might be exceptional. You will find why in the Message from the Board.

Wish you a healthy and successful 2020.

Best regards,

Adi

Project Management – Skills for Life - The Football Foundation for Africa

An unforgettable experience during “Project Management – Skills for Life” in Nairobi

Joachim Dehais

 

 

 

 

Author: Karolina Letowska, PMP

The Project Management profession is changing; as a practice Project Management is evolving and as a specified role it will merge and grow with other roles with the diverse nature of responsibilities associated with it.

Project Management knowledge and skills are (and will remain to be) in demand, but they are slowly moving into the direction of general knowledge and skills for the next generation, a self-reliant and self-managed workforce. At the same time, Project Management as a profession will move more towards a people centric and leadership practice, where collaboration and co-creation will become the norm.

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The Football Foundation for Africa is leading the way to a world where Project Management knowledge and skills can be applied and taught regardless of social, economic or hierarchical status.

Born out of the Obama Cup, The Football Foundation for Africa (FFA) is an international social enterprise seeking to drive investments into the development of grassroots football in Africa. The ultimate goal is to create employment opportunities while at the same time enhancing the employability of young adults in Africa through football. The organization works with 3 key pillars: Education, Infrastructure and Governance.

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They are transforming the landscape through social good and educational foundation initiatives, where Project Management knowledge has been applied to support communities to help them overcome challenges rising from inequality or economical restraints by organizing a football tournament in Nairobi, Kenya. The tournament was preceded by a two day workshop where they were introduced to different project management principles and how to apply these techniques to help them succeed and reach their goals as volunteers.

As a football, adventure, volunteering and project management enthusiasts I couldn’t say NO to the Football Foundation for Africa when I was asked to lead the two day Project Management workshop in Nairobi by Brian Wesaala (Founder and CEO of FFA). The “Project Management – Skills for Life” workshop was facilitated by Ms. Janet Mbula from PMI Kenya and myself (representing PMI Switzerland). The initiative was positively received by participants as a welcome initiative by the organizers.

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Furthermore, workshops such as these are seen as a way of injecting further professionalism into the football industry from a grassroots level. The 19 participants were chosen from the tournament’s community of stakeholders including the organizing committee, participating teams, partners and sponsors. The workshop was opened by PMI Kenya president, Mr. Clement Kitetu, who was keen to collaborate further and create more strategic engagements between sport and the project management practice. This is a sure way of promoting growth in the industry and ultimately creating opportunities for young adults in Africa.

The FFA is exploring collaboration with other Project Management associations and non-government organizations / associations to adapt and change the project management profession to keep the Project Management relevant.

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To find out more about Football Foundation for Africa you can visit the page: https://footballfoundation.africa/

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