Method Melding: The Modern Melting Pot of Project Management

Add a smidgen of Agile, dust with a hint of Waterfall, and add a large dollop of Scrum, and you’ve got a modern project. In years past, you would have had to choose a single methodology to get a project done, but increasingly in today’s world, you can select additional project methodologies that will help you get the job done better.

There is nothing wrong with using a single project management methodology. However, projects come in different shapes, sizes, and requirements — one size does not fit all. Today’s projects can be complex and multifaceted, and to effectively manage a project today, you need to be flexible in your approach, abandoning the linear inflexible methods. You also need to do simultaneous planning with a flat hierarchy and create your own customized, but effective blend of project management. Such a flexible methodology can meld new innovative methods with old, trusted processes, combining them into new mixtures.

Why meld methods? 

By combining project management methodologies, you can create your own unique methodology that is bespoke to your organization, your project team, and your project. Such a tailored solution can help in many other ways as well, such as:

• Make your project team successful — Methodologies do not deliver projects; people do. A methodology is only a tool, not a silver bullet. Combining methodologies that compliment your project team can make it more likely your project will succeed. Also, project teams vary in size, experience, and availability. Make the methodologies work for your team; don’t make your teams work for the methodology.

• Projects aren’t predictable — Projects don’t always go as expected. You will have to adjust and adapt your project to meet unexpected challenges. Instead of sticking with the same methodology, adopt a strategy from another methodology that could help your project get back on track.

• Typically, no two projects are the same — You can’t use the same methodology over and over again — each project is different. Requirements, people, budget, risks, constraints, and the environment will always be different. Part of the initial planning process should include a review of methods that could benefit your project.

• Avoid the dogma & keep your best practices fresh — In some organizations, there may be no project flexibility. You must use and follow the project methodology prescribed by your organization. Mismatched projects in such an environment will either fail or the project team may furtively adopt a secondary methodology to achieve success. Using the same methodology for all projects is a recipe for failure, not consistency. Methodology choices should be made available by the organization and kept up to date with documentation and training to ensure that best practices are also kept up to date. Your project teams should be encouraged to use the methodologies and tools that best fit their projects.

• Not a waste of time — When a project uses a methodology that doesn’t work, team members start “skipping all that process stuff” because it is viewed as a waste of time. This is a sure recipe for project failure. However, if you find the right mixture of project methodologies, the processes can work more effectively and will not be viewed as a waste of time.

• Turn a troubled project around — Sometimes, a project starts failing. Re-evaluate your methodology to determine if a new or additional methodology might help. Sometimes, the fresh perspective that the application of a new methodology can bring to a failing project can help turn things around.

How to mix your methods

Applying multiple methodologies to a project requires an excellent working knowledge of each methodology and what questions to ask yourself. This will take time, effort, and training. Below are a few suggested questions to help you determine which project management methodology is best for your project:

• What are the methodologies? — Study and learn which methodology to use and why you should use them. Stay current on emerging trends and their advantages and disadvantages.

• What delivers the most value? — List what your project stakeholders need and choose a methodology that focuses on that need. For example, if stakeholders are likely to be making constant updates and changes to the requirements, then select a methodology with short and iterative cycles. This flexible feature will quickly deliver value to the stakeholders.

• What meets your firm’s goals? — Keep any overall organizational goals in mind as well. Your methodologies should support your firm’s goals.

• What fits your team? — As mentioned earlier, methodologies do not deliver projects; people do. Be realistic about your project and your project team. The methodologies you choose must fit well with your team’s experience, values, strengths, weaknesses, and time available.

• What favors practice, not theory? — Make sure your choice of methodologies is grounded in what your team can actually do and not in some theoretical possibility of work that may never be realized. Keep it real, and it will be sucessful.

• What matches the size & complexity of your project? — Is your project small or large? Is it simple and straight-forward, or is it complex? Choose methodologies that are sized for your project. You might be able to apply the best of “small project” methodologies to parts of your larger project.

• Do you need flexibility or structure? — Are you in a dynamic project where requirements change constantly, or are your requirements set? Different methodologies can provide structure or agility.

• What’s your appetite for risk? — Review the constraints and risks of your project before you choose another methodology. For example, an Agile methodology will provide more flexibility, but it might allow more risk than you may wish to have.

• What software tool works best? — Methodologies don’t dictate what software tools to use, but project management software will dictate what methodologies they support. Every organization has different tools available, and this may have an impact on what methodologies you can support. Learn what your organization has available and how it matches your needs.

Meet the Methodologies

For reference, below is a list of some of the more popular project management methodologies and processes and why you might want to use them (or not use them)

Name	Description	Advantages	Disadvantages	Choose this because:
Waterfall	A methodology, also known as the Software Development Lifecycle (SDLC). For steady, known projects where one task leads to the next. Focuses on: -        Planning the work and then working that plan in sequence. -        A project cycle that includes planning, implementation, testing, documentation, deployment and finally moving to maintenance	Provides predictable results Stable	Requires an experienced project manager. Not flexible to changes.	Your project has fixed known requirements. The technology required is stable and known. You have a strict budget. Documentation is required.
Prince2	A well-defined, well-regarded approach that builds on the Waterfall methodology.  Focuses on: -        Each stage of a project has its own plan with inputs and outputs defined. -        The viability of the project -        A Project "Board" that owns the project and is responsible for success	Very thorough Very effective Teams have a high degree of control over resources	Lots of processes, so it is not as effective for small projects.	Your project is a large-scale effort.
Agile	An overall set of principles that complete projects flexibly iteratively and fast; plan, execute, and evaluate the project as you go rather than at the beginning. Focuses on: -        People and communications rather than processes and tools; -        Rapid response to project changes rather than following a plan -        Completion of work or functional software over fully documented systems -        Collaboration and communication with the client rather than formal contracts -        Incremental and iterative delivery	Fast and Flexible Requires less management. Requires less documentation. Can be combined with other methods and processes.	No fixed plan Requires knowledgeable people. Requires heavy collaboration	Your project has components that are unpredictable and hard to plan You need to react quickly to shifting requirements. Your project needs to get done quickly
Scrum	A light and flexible approach that builds on Agile to deliver the right thing, in the right way, as quickly as possible. Focuses on: -        Self-managing project team called "scrums" -        Team is cross-functional -        Short "sprints" of work -        Quick daily stand-up meetings	Builds on the advantages of Agile Suitable for small project teams Can be combined with other methods	Work is fast-paced Can be high risk Scope creep Doesn't work as well with a fixed budget or timeline or a fixed scope	You have strong small experienced project teams that don't require much management Your project needs to get done quickly You have stakeholders that need constant feedback
Lean	A methodology focused on efficiency and doing more with less. It is highly focused on the delivery of value. Focuses on: -        Identifying values -        Maximize value thru continuous improvement and elimination of waste	Helps clarify what really needs to get done.  Reduces wasteful effort and cost.	Requires agreement across departments. Can be time-consuming to maximize value.	You must provide value from your project across departments, technologies, and assets. You need to do more with less.
Kanban	An approach that builds on Lean (and similar to Scrum) that is light, flexible, easier to achieve, and project tasks are visually available to the entire team. Focuses on: -        A Kanban board that uses sticky notes to represent tasks, sorted into categories (usually To Do, In Progress and Done) -        Visualizing work in progress and what must be done -        Quick daily stand-up meetings	Easy to visualize work Immediate feedback on project status Easy to reprioritize work Fast and flexible	Requires the team to be near a physical Kanban board or software to provide a virtual board.	Your project deals with operational or maintenance areas where priorities change often. Your project has a consistent regular output of work that must be managed. You have stakeholders that need constant feedback
Critical Path Method (CPM)	An approach that highlight tasks that teams can't begin until finishing others;  Focuses on: -        categorizing all activities needed to complete the project within a work breakdown structure. -        Figuring out the projected duration of each activity and the dependencies between them. -        Tasks that can be completed simultaneously and tasks that should be completed before others can start.	Provides a strong schedule Highlights critical activities	Project manager MUST be highly experienced in real-world scheduling Not dynamic Project work is mostly up-front planning	Your project needs to meet a hard deadline Your project has many interdependent parts

Conclusion

There will always be arguments about which project management approach is best. However, there does not have to be a best. Organizations and project teams are moving towards using multiple project methodologies for the same project. This “pick and choose” approach gives the best of all worlds and can help deliver successful projects. The one-size-fits-all strategy of project management is extinct.

_________________

Originally published in the online Thomson Reuters publication Practice Innovations on July 17, 2020.