Agile, Traditional, and Hybrid Approaches to Project Success: Is Hybrid a Poor Second Choice?

2020 ◽  
pp. 875697282097308
Author(s):  
Andrew Gemino ◽  
Blaize Horner Reich ◽  
Pedro M. Serrador
Keyword(s):  
Project Management ◽  
Explanatory Power ◽  
International Study ◽  
Management Approach ◽  
Quality Outcomes ◽  
Hybrid Approaches ◽  
Study Results ◽  
Multiple Outcome ◽  
Management Approaches ◽  
Traditional Approaches

Three project management approaches—traditional, agile, and hybrid—were considered in this study. Results from an international study, including 477 cross-industry projects, indicated that 52% of projects could be categorized as hybrid approaches. A regression analysis using multiple outcome measures indicated substantial explanatory power (0.21 < R 2 <0.41). Analysis suggested that hybrid and agile approaches significantly increase stakeholder success over traditional approaches while achieving the same budget, time, scope, and quality outcomes. Hybrid approaches were found to be similar in effectiveness to fully agile approaches. Results validate decisions by practitioners to combine agile and traditional practices and suggest that hybrid is a leading project management approach.

scholarly journals Exploring the link between project management approach and project success dimensions: A structural model approach

2021 ◽  
Vol 16 (1) ◽  
pp. 99-111
Author(s):  
D. Ciric ◽  
M. Delic ◽  
B. Lalic ◽  
D. Gracanin ◽  
T. Lolic
Keyword(s):  
Project Management ◽  
Structural Model ◽  
Project Success ◽  
Traditional Approach ◽  
Agile Development ◽  
Management Approach ◽  
Project Management Professionals ◽  
Management Approaches ◽  
The Stability ◽  
Traditional Approaches

Aligning the project management approach to a particular project is considered to be essential for project success. Based on the literature review, in this research, the project management approach is analyzed through differentiation between agile and traditional approaches within the specific managerial aspects. This research aimed to contrast these two project management approaches and explore their impact on different project success dimensions. The research was conducted on a sample of 227 project management professionals worldwide, using the PLS-SEM method. Research results denounced that, in most cases, the traditional approach is applied in project initiation and planning. It has proven to provide higher-level od project success, while, within all other managerial aspects considered in this research, they gravitate more towards the agile approach. By combining agile and traditional approaches, organizations can take advantage of some benefits of agile development without abandoning the stability provided by a traditional approach. The study is relevant for project management practitioners tailoring down the success-oriented project management approach and developing project management contingency theory for academics.

scholarly journals Modern Project Management Approaches in Uncertainty Environments: A Comparative Study Based on Action Research

2020 ◽  
Vol 12 (24) ◽  
pp. 10542
Author(s):  
Unai Apaolaza ◽  
Aitor Lizarralde ◽  
Aitor Oyarbide-Zubillaga
Keyword(s):  
Project Management ◽  
Current Knowledge ◽  
Transition Process ◽  
Superior Performance ◽  
Management Approach ◽  
Project Management System ◽  
Modern Project ◽  
Management Approaches ◽  
Practical Implications ◽  
High Uncertainty

Change and high uncertainty levels are the main characteristics of current project contexts. Years ago, the traditional project management faced problems when operating in these environments. Thus, at the end of the 20th century, new project management approaches were conceived to provide a more effective answer to such contexts. These methods propose a different approach, aimed at promoting the project flow by focusing on the short term. However, their adoption involves certain adjustments from a managerial perspective. The influence on the way resources are used is of special interest, as it may cause unexpected behaviors and reactions. The literature vastly analyzes the features and benefits of these methods. Nevertheless, there is a lack of empirical evidence about both the practical implications of the transition process toward them and their superior performance. Thus, this research aims to contribute to filling this gap by providing real-world based evidence related to the change process from a traditional project management approach to a flow-driven one. With this objective in mind, we analyzed the transition processes experienced by two design departments from companies of different industries. The results of the study confirm that the adoption of this type of approach can improve an organization’s performance and simplify its project management system. Therefore, we consider that our findings are useful for anybody interested in these methodologies. From the academic perspective, the evidence obtained in this study contributes to supporting the research works suggested by the literature. Furthermore, it can be helpful to guide further research and extend current knowledge. Additionally, they can assist companies in the improvement of their current project management approaches.

scholarly journals Managing innovation in educational institutions

2002 ◽  
Vol 18 (3) ◽  
Author(s):  
John Kenny
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Professional Staff ◽  
Learning System ◽  
Management Approach ◽  
Teaching Staff ◽  
Tertiary Institutions ◽  
Educational Environments ◽  
Change Projects ◽  
Management Approaches

Traditionally, project management practices have not drawn any distinction between the characteristics of different projects. Recent research has found that innovative projects require different project management approaches if quality outcomes are to be achieved. Projects involving more innovation require more open management processes and contain a higher percentage of academic and/or professional staff. These characteristics often apply to educational projects in tertiary institutions. There is conflict inherent in managing change projects in educational environments between the classical 'project management' approach and the way that academics and teaching staff, who are independent professionals, traditionally work. This study derived from experience at RMIT, where a system wide online learning system (the Distributed Learning System, DLS) has been implemented since 1999. The implications for the project management approaches suitable for educational projects are discussed and a typology is suggested to categorise projects within an organisation and link them to key factors for successful project management.

Mutt Methods, Minimalism, and Guiding Heuristics for UX Project Management

2015 ◽  
Vol 7 (3) ◽  
pp. 38-48 ◽  
Author(s):  
Andrew Mara ◽  
Jessica Jorgenson
Keyword(s):  
Project Management ◽  
Evaluation Criteria ◽  
Management Approach ◽  
Work Style ◽  
Wide Range ◽  
Narrow Definition ◽  
Management Approaches ◽  
Definition Of

UX has coalesced from a multiplicity of perspectives and approaches, and is held together by a focus on the user. In order to create the flexibility necessary to accommodate the wide range of projects and perspectives, it is necessary to narrow down the UX team concerns and goals before the project management approach is selected. Rather than depending upon a narrow definition of project management that grows out of an overall work style—whether, Agile, lean, or waterfall—the UX project can usefully benefit from a tailored project management approach that matches the project demands. To narrow down the team focus, the authors propose four heuristics to locate: 1. project scope, 2. project agents, 3. evaluation timing, and 4. evaluation criteria. Once those four questions are answered, the UX team can then better locate what kind of project management approaches and genres will best accomplish the team goals.

Managing Software Development Projects for Success: Aligning Plan- and Agility-Based Approaches to Project Complexity and Project Dynamism

2019 ◽  
Vol 51 (3) ◽  
pp. 262-277 ◽  
Author(s):  
Charles W. Butler ◽  
Leo R. Vijayasarathy ◽  
Nicholas Roberts
Keyword(s):  
Project Management ◽  
Software Development ◽  
Project Success ◽  
Management Approach ◽  
Development Projects ◽  
Negative Effects ◽  
Project Approach ◽  
Project Outcomes ◽  
Project Complexity ◽  
Management Approaches

In general, project complexity and project dynamism are recognized as potent characteristics that influence, usually in a negative way, the outcome of software development projects. However, with respect to the two dominant paradigms for managing software development projects (i.e., plan-based project approach and agility-based project approach), there is less agreement as to which one is better. Emerging research suggests that the preeminence of one approach over another is a matter of fit between the project management approach and the project context, including its complexity and dynamism. We contribute to this line of research by studying the moderating influence of the two project management approaches on the relationship between project complexity and project dynamism on project outcomes. Our analysis of data gathered from a survey of software development professionals shows that managing dynamism is critical for realizing project success, and an agility-based project approach is best suited for mitigating dynamism’s negative effects on project success.

The Role and Characteristics of Hybrid Approaches to Project Management in the Development of Technology-Based Products and Services

2020 ◽  
pp. 875697282095688
Author(s):  
Flávio Copola Azenha ◽  
Diane Aparecida Reis ◽  
André Leme Fleury
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Service Development ◽  
Management Approach ◽  
Advantages And Disadvantages ◽  
Hybrid Approaches ◽  
Develop Technology ◽  
Multiple Case ◽  
The Impact ◽  
Selection Of

There is a trend of combining agile and traditional project management practices for technology-based product and service development in the search for more agility. Although there are, in the literature, hybrid models that propose combinations of traditional and agile approaches, there are no studies that discuss the impact of the adoption of this approach in organizations in practice. Consequently, guidance on the selection of the most appropriate project management approach has remained largely theoretical, rather than based on companies’ experiences. The objective of this research is to analyze how organizations that develop technology-based products and services apply hybrid approaches to project management, their characteristics, advantages, and disadvantages, conducting a literature review and multiple case studies as research methods. Results reveal that hybrid approaches to project management are currently fundamental for companies in order to deal with distinct organizational cultures, specific processes, customer contractual requirements, and project specificities. This study also led to a consolidated list of the characteristics of hybrid approaches to project management.

scholarly journals Addressing the need for a clean development mechanism (CDM) specific project management strategy

2011 ◽  
Vol 12 (2) ◽  
pp. 228-241
Author(s):  
Marco Lotz ◽  
Alan Brent ◽  
Herman Steyn
Keyword(s):  
Project Management ◽  
South African ◽  
Clean Development Mechanism ◽  
Management Strategy ◽  
Management Approach ◽  
Proposed Model ◽  
Management Approaches ◽  
Specific Project ◽  
Development Mechanism

Clean Development Mechanism (CDM) projects have additional technical, financial and regulatory requirements that are not fully addressed by classic project management approaches. Research has been done on individual novel concepts of the CDM, like additionality, but little has been achieved to address an overall CDM project management approach. CDM and project management literature was reviewed and the South African CDM Industry Association was used as a case study to gain insight into an appropriate CDM specific project management strategy. A stage-gate model was subsequently derived to align classic project management approaches with the additional requirements of CDM projects. Further research will, in time, determine the completeness and practicability of the proposed model. 

scholarly journals Hybrid Approaches of Verbal Decision Analysis in the Selection of Project Management Approaches

2015 ◽  
Vol 55 ◽  
pp. 1183-1192 ◽  
Author(s):  
Isabelle Tamanini ◽  
Plácido Rogério Pinheiro ◽  
Thais Cristina Sampaio Machado ◽  
Adriano Bessa Albuquerque
Keyword(s):  
Project Management ◽  
Decision Analysis ◽  
Hybrid Approaches ◽  
Verbal Decision Analysis ◽  
Management Approaches ◽  
Selection Of

Agile vs traditional project management approaches

2020 ◽  
Vol 28 (5) ◽  
pp. 1095-1112
Author(s):  
Elena Zavyalova ◽  
Dmitri Sokolov ◽  
Antonina Lisovskaya
Keyword(s):  
Project Management ◽  
High Performance ◽  
Qualitative Comparative Analysis ◽  
Service Industries ◽  
Professional Service ◽  
Management Approach ◽  
Content Type ◽  
Performance Factors ◽  
Management Approaches ◽  
High Degree

Purpose Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known about how performance factors of agile firms differ from those of traditional firms. Scholars argue that these factors often relate to a firm’s human resource management (HRM). This study aims to analyze and compare the HRM architectures in agile and traditional project-based organizations that lead to high firm performance. Design/methodology/approach The authors apply fuzzy-set qualitative comparative analysis on data of 154 project-based organizations of diverse professional service industries in Russia. Findings This study’s findings suggest that HRM architectures of high-performance agile firms imply a broad use of ability-, motivation- and opportunity-enhancing practices and a high degree of HRM process centralization, while traditional firms adopt more diverse HRM architectures. Originality/value Based on this study’s results, the authors stress the importance of ensuring a good fit between a company’s project management approach and HRM architecture. The revealed configurations may also provide guidance for practitioners on designing effective HRM architectures in project-based organizations.

scholarly journals ИНФОРМАЦИОННАЯ СИСТЕМА ВЫБОРА И ФОРМИРОВАНИЯ ПОДХОДА К УПРАВЛЕНИЮ ПРОЕКТОМ

2020 ◽  
pp. 109-118
Author(s):  
Игорь Владимирович Кононенко ◽  
Светлана Юрьевна Луценко
Keyword(s):  
Information System ◽  
Project Management ◽  
Management Approach ◽  
Roles And Responsibilities ◽  
Integrated Method ◽  
Body Of Knowledge ◽  
Computational Procedures ◽  
Management Approaches ◽  
Specific Project ◽  
Selection Of

There are dozens of project management approaches, presented in the form of standards, methodologies, guides. The usage of the approach that best meets the conditions of the project increases the likelihood of its successful completion Choosing an existing approach or creating a specialized guide for managing a specific project is an important and responsible task, especially for large, expensive and critical projects Researchers offer models, methods and recommendations regarding the selection of one of the common approaches to project management that best meets the conditions of the project and its environment. Also, the methods for the formation of specialized approaches to managing large and responsible projects are being developed. To form such approaches, the authors propose combining the components of existing approaches: values and principles, roles and responsibilities, processes, practices, etc., to obtain the greatest positive effect. As a basis for the formation of the approach, a generalized body of knowledge on project management is proposed, which aggregates the components of the most popular project management approaches. An integrated method has been developed to solve the problems of choosing and forming a project management guide. The method involves two main stages: 1) the selection of an existing project management approach, 2) the formation of specialized management by adjusting and modifying the selected basis. The development, addition, and expansion of the generalized body of knowledge, as well as the complexity of the computational procedures provided by the integrated method, necessitates the development of the PMGuide information system for the project management approach selecting and forming. The work presents this information system with a description of its main subsystems and functionality. The correctness of the developed software is confirmed by solving a practical problem. The developed system simplifies working with the contents of the generalized body of knowledge and implements the calculations necessary to select and form an approach to managing a specific project.

Sign in / Sign up

Export Citation Format

Share Document