Is it a Hybrid or ''Traditional'' Project Management?

Unlock the secrets to navigating the complex terrain of project management with a fresh perspective from our insightful host, Mounir Ajam. In our latest episode, we confront the buzzword "hybrid" in project management head-on, dissecting whether it's merely a rebranded version of traditional methods or a standalone approach. Mounir masterfully debunks the myth that traditional project management is wedded to the waterfall methodology, illustrating instead that true competence in the field has always demanded an adaptive strategy, tailored to the unique nuances of each project.

Embark on a journey through the evolution of project management with Mounir as he reflects on the shifting sands of the PMBOK guide and its recent leanings towards agile methodologies. The discussion cuts through the binary outlook of project management, offering clarity on the practicality of hybrid models that fuse the structured rhythm of waterfall with the dynamism of agile practices. Our conversation is a deep dive into the essence of tailoring project management, underscoring the necessity of a pliable approach that scales to meet the intricacies of diverse project landscapes, whether they sprawl across industries or burrow into niche sectors.

Culminating our episode is a focus on the 'Uruk platform', a linchpin in the quest for project triumph. Munir makes the case for a flexible, agile framework that is open to continual enhancement and new methodologies. The episode is more than just an exploration of concepts; it serves as a beacon for project managers at all stages, from the greenest novices to the most seasoned professionals. It's an invitation to embrace innovation and adaptability in your project management playbook, revolutionizing the way you shepherd your change initiatives to success. Join us to reframe your approach to project management and elevate your strategies to new heights.

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Transcript

Speaker 1: 0:08

Welcome to the 4pm podcast. My name is Munir Ajam and I'm the founder and CEO of Aruq Project Management. My core passion is project management and community development. I came to you with decades of global experience. I have worked on projects in various industries, countries and roles. In this podcast, I aim to help you and your organization transform how to lead your change initiatives with the 4pm. What are the 4pm? 4pm stands for project program, product delivery and portfolio management. It is all about integrations to deliver value. We want to hear from you, so please share your feedback and suggestions. Enjoy your listening. My name is Munir Ajam and I am the founder and CEO of Aruq Project Management.

Speaker 1: 1:14

In this topic today we're going to discuss something that is becoming quite popular, maybe at the term the word hybrid. So here we're going to ask a question and trying to understand what is hybrid in the project management context. Is there such a thing that really exists, called hybrid or just? Is it another relabel or renaming of what many of us know as traditional project management? We will explore this topic in this session. The first part we focus here is that what we are talking about in today's session it's in the context of project management and project management methodology or basically, to be more specific, a project management method that for a given context. If you'd like to know more about the difference between method and methodology, we have recorded a session on that topic. Feel free to access them.

Speaker 1: 2:20

So, in the context of this discussion today, we need to understand that we're talking about project management method. Now, how do we define a project management method? Because there are at least two, many definitions, but it is two common definition one that talks about project management method for anything that sometimes we use on a project, for example, critical pass method. That is a technique we use while we are managing project or earn value management or things of that nature. That's one part of the definition. However, in the discussion here today, the definition of we adopt the second definition, which is a project management method must cover the entire value delivery life cycle, project life cycle, from the product vision until it's operating. So this is really more of a product or delivery, product management, value delivery approach, where we need to think about the entire life cycle, from the idea or product vision all the way until it's operating, and we are getting some benefit to owner is getting benefit from it. Again, there is a link here for you. We will post. This link was on YouTube, so basically you will be able to see these other videos.

Speaker 1: 3:50

The second part of setting the scene that is important is the word traditional, and the reason for this is obviously, like you saw on the previous slide, is that where is where there is a confusion on the terminology? So we need to clarify, at least in this context, what do we mean. We clarified methodology and now we need to clarify traditional. So what is traditional or traditional project management? Some practitioners equate traditional project management to waterfall Right, so basically, whenever we say a traditional project management, people immediately think waterfall. Well, that's not really the case. This is why we do agree with this idea or with this approach. Traditional project management is definitely not waterfall. Again, that's at least our opinion. And so what is our view of traditional project management? So, if we don't agree with the first definition, what is our definition?

Speaker 1: 4:47

A traditional project management is the way we have always managed projects, as competent project managers in organization with mature system. Now what does that mean? That means if you have organization that have really invested time and energy and money into building their project management system and they have trained their project management people to be competent project manager people, those organization and those kind of discussion are or understand that project management has always, always, always been adaptive. That mean every project has some common features. Some projects have some common features and yet some projects have some specific conditions that are unique. So how do we manage projects? Well, it depends If we want to manage a small, simple project or large and complex project. If we are managing a project with this technology or we're managing a facility project, we understand that one size fits all does not work. This is why we have to be adaptive. So that is our view of tradition project management, which is another word. I can say tradition, project management or project management. To me they mean the same. So project management historically, which means traditionally, has been adaptive. That's very critical piece of information that we use to build our case in this discussion.

Speaker 1: 6:31

So that brings us quickly to the question of what is a hybrid? Well, if we think about it, the suggested hybrid model, based on what we've read and seen from people who advocate this concept, as they suggest that it's combined waterfall and agile, basically. So, basically, they come back and said well, you know some situation. We need waterfall project management method and sometimes we need an agile project management method. Now, I say this was for the discussion purpose, because I don't believe or agree that there is such a thing as an agile project management or waterfall project management. However, let's take it for granted for now. So the suggested hybrid model combined waterfall and agile. So what they are saying is that, on you know, a hybrid model is that basically, on a project within a project, we have to use both concept. Now, how? I'm still trying to figure out the challenge that we see with that approach okay, which is built on what I said a minute ago is that the challenge is that agile is about product development.

Speaker 1: 7:36

When we look at agile development, you know how do we develop the product. You know getting software to the working, software to the customer in short, quick term, increment, iterative, right. So it's about building. When we are building the product, agile development is great. However, it sets not a management approach. That is not how you manage a project, right, because, remember, project management includes defining defining the project scope, the objective, the business objective, doing a business case, doing feasibility studies. All of these are parts of the project. Agile technically assume is that a product backlog exists. That means the organization already decided what they want to build and we already start building that. Most often, I mean, there is some situation, agile capability a bit more.

Speaker 1: 8:30

But when we talk about agile, we are either talking about agility, which is a totally subject, or we are talking about product development. The same thing with waterfall also waterfall, what is waterfall? You know waterfall and project management is not logical. We never do project by waterfall. Right, waterfall again in product development. So, yes, if I'm working on a product and I need to design it before I can build it, right, that kind of hard sequence. If we're going to call that waterfall, then yeah, sure. And so in many situations, we have situations where it's related to product development, not managing the project. Again, these are again, I know these are very controversial points and many people might disagree with me. However, that's fine. That's why we are posting our views.

Speaker 1: 9:18

Then we need to ask another question. In this case, how do two non-PM methodology if agile and waterfall are non-project management methodology, how could they produce a project management method, which means the hybrid right? Because what we're saying is that we are starting with agile project management methodology and waterfall project management methodology, blend them together and now we have a hybrid project management methodology. That is a foundation, is there? The two foundation are not PM methods. So how could hybrid be a PM method? Again, maybe I'm being academic at this point, so let's leave it at that for now, and then we're going to come back and discuss more. However, that just is an important question to think about. So what is a hybrid project management? Again, I repeat the question, and in this case, what we're looking for here is trying to visualize it right.

Speaker 1: 10:13

So we advise you to pause. You can pause this video, or, if you're listening to the audio and think about this, try to imagine in your mind. Let me give you something to think about. Right, you want to have a house. So you and your partner just have an idea that you need to have your own home. What is the life, what is the sequence, what is the process that you go through from that minute, from the minute you thought about having your own home, until you are living in your own home.

Speaker 1: 10:58

That journey, how does it look like? I mean, obviously, we call that project life cycle, but some people might not like the term. Just think about it. What are the? What would this life cycle look like Okay, and what? How is it structured or what are the steps in that journey? Right, think about that. And then come back and try to see how is that a hybrid model? Is that a hybrid model? Could we use hybrid for something like this? Now, I know we can use, obviously, sometime.

Speaker 1: 11:42

We have to design the foundation before we build them. So somebody tell me I'm on here, you have to design the foundation before you build them. That's a waterfall. Okay, that is actually. We don't call it waterfall, we call it sequential development. Right, you have to do step.

Speaker 1: 11:57

Or somebody said, well, you know, I'm not sure about the paint, I have to decide about the paint and paint color. So that's agile. I'm willing to accept that for you as well, right? However, that does not make it a project management approach. We need to learn to segregate or separate or differentiate between managing the work and managing the project and the building, the development, the implementation, the execution action. That is actually technical work. So I don't know if you have a chance to think about all of this yet.

Speaker 1: 12:39

What would the project lifecycle and the hybrid project methodology look like? Try to imagine then, as we move on again from the different literature and I mean that literature, the articles and posts that we've seen on hybrid. I know one thing we agree on is that the hybrid project management methodology built on the idea of tailoring a lot of articles that we've seen including recently in some of the studies or not studies and some of the information I say studies because you know you would love to see that there is studies but unfortunately there isn't right but that there is such a thing as a hybrid project management methodology. You know, anyway, many of these reading material that we've seen is built on the idea that hybrid product management methodology include tailoring. Okay, hold that thought.

Speaker 1: 13:41

And here we ask a question did you know tailoring was a core concept in the Pumbak guide first edition, which was published in 1996? It has many sections that talked about the need for tailoring as we work on project. So and it wasn't only mentioned 1996 we believe it was kept in the guide for a few editions. I think the 2000 edition and maybe even the third edition included and maybe the first, I can't remember. However, I what I know for sure is that over time, if we look at the pump bug guide and this is not limited to the pump bug guide I'm sure other guide have done the same, but at least pump a guide is one of the most popular. So we we can use it as an example.

Speaker 1: 14:27

And because I know the history very well, because I'm intimately, I've been intimately involved with the pump bug guide for many, many since the first edition, so I know it well and what we believe is that in the later edition of the pump bug guide, the last few edition, it's basically the, the idea of tailoring was the emphasized, why? And some cases lost, and some they are some concept were completely lost for a few edition, for example, the pump bug, I did not even talk about the idea of a stage gate and then I think they brought it back in the sixth edition. So there are so many ideas. They were there in the first edition. They were lost. Or the emphasized. So why was it the emphasized? Was it due to age line? I mean I need to ask those question and I mean I have my opinion and but but I don't know. I mean these are situation, for obviously I'm not sitting in and in the offices of the people who are writing these guides, so I don't know what they were thinking, but I know the result I can, I can observe from the result.

Speaker 1: 15:29

What we saw is that there are a lot of emphasis on agile, so now we we don't talk about tailoring as much. So now the alternative is become agile. And then where we need to shift from waterfall to agile and as a result of that, we start to see the binary choice that either project are either adaptive or predictive right again, and that adaptive, leaning toward agile and predictably need to waterfall. And we even seen some, some people posting in the recent in the recent months and even year or two, that the pump bug guide is waterfall. I had no idea where this coming from. I can't remember ever seeing the word waterfall anywhere written in the pump bug guide since 1796 edition. Now, maybe I'm wrong. Right, the pump buck was never about waterfall. It was about most project, most of the time, right? So what are the processes that we can use on most project most of the time? So that mean being tailored, that mean being adaptive, right? Why did we change or de-emphasize those concept and go toward agile, agile, agile and so many agile practice guide and certification and also the idea that, oh, we also, we only have a choice.

Speaker 1: 16:43

What the following agile, adaptive or predictive? I'm gonna build back on the first bullet in this slide, which is project management, is about tailoring. Here I'm gonna shift, and part of this, in a way, is indirect marketing, so forgive me, but I'm at the intention of this of this session is not marketing. It's basically to identify. That is the idea of hybrid. However, since we have spent years and decade working on these concept, we obviously need to present a case that kind might elaborate on the situation. We have been working in methodologies on project management since 2007, and I have been working on the root platform for the last four years or so, and what we are building, or we have built and we continue to enhance, is in the root platform. Is that as an adaptive scalable, built with tailored method. So the question is it traditional or hybrid? Obviously, based on some of these words, some people might call it ah yeah, that sounds like the hybrid you've been talking about, when you're right. You know. Tailoring, adaptive scalable is another term, that it indicate adaptivity, adaptability, right, so so must be hybrid. Well, I never thought about it that way, so maybe it is.

Speaker 1: 18:26

However, let me show you what was the definition of a tailored method. A tailored method is a method that is customized for a particular project type. So basically what we are saying, that is that you have different project types and there are different criteria and variable we look at. I will show you Then. Basically, we need to have the method how we wish is remember a tailored method meaning a project management method. Meaning is a value delivery method, meaning it covers a project from product vision until operation. That is the method in our definition. We'll go back to what we discussed the definition of method and definition of traditional at the start of the session. So a tailored project management method is customized to a particular project type and is adapted to specific conditions, that's as a project size, complexity, degree of innovation, development approach and so on. Again, we will explain that we have done a there's a link to a video that basically we have done a full hour webinar on this topic and how we go into intensive detail about how do we tailor method.

Speaker 1: 19:49

However, for now at least, we have only two, three slides. So when we talk about customized, what does it mean? Well, project type. Right, you have different industries, as you can see from this picture aviation, robotic, renewable energy, academic and education, healthcare, oil and gas. All of these are different sectors. We call them sectors. So to customize, to define a project type, we have three variables. So for us, when we customize a methodology, we look at three variables to define the project type. So right now we are on the first, if I go back to slide the first bullet.

Speaker 1: 20:28

So first we start with the sector, which is the general. Obviously, for example, in technology, you will find a different type of technology, project share, potentially a life cycle. They look somewhat similar, not exactly the same, but there are similarities. Within the aviation industry you will find that project life cycle, they have some similarity. Same thing with oil and gas or renewable energy. So here we're not looking for precision or exactness, we're looking for similarities. So in this case a method would look similar within the industry, within that sector.

Speaker 1: 21:04

Now if we zoom down within the sector to a domain let me take an oil and gas for example there's something I have a lot of experience with. So basically, oil and gas is huge. It could include offshore or onshore, it could include pipeline, it could include refineries or petrochemical plant, it could include new facilities, or what they call them greenfield or brownfield, which mean a project within operating facilities. So there are different type of projects. So in that case, if we look at the capital project industry, so the sector, so let me start with sector. If we look at the capital project sector, we could have different type of project. We can have oil and gas, we can have renewable, we can have utilities, those are, we call them industries or domain, and then underneath them we have the category. So, for example, the oil and gas example I was giving you under the sector would be let me maybe summarize it easier the sector would be capital project, the domain would be oil and gas utilities, these kinds of things. The category under oil and gas we could have pipeline, we can have onshore, we can have offshore, we can have greenfield, we can have brownfield and so basically that allow us to narrow down and come up. Maybe, as you can see here there are six picture, but these six picture, if we start to dig into them, they'll probably be 50, 50, 50 different method related to these type of project in these industries and sectors. Because we look for specialization. The more we can narrow down, the more we can narrow down the choices, we can develop a more bespoke tailored method that is very highly specific tailored method. And why do we want to do that Because the more specific we are, then we can use it on all those type of project for maximum efficiency and future project and avoiding recreating the wheel.

Speaker 1: 23:09

Then we continue to look. Now we have defined, let's say we want to talk about a pipeline project, or we're going to talk about solar panel project, which is part of renewable energy, which is part of capital project. Now let's, what else do I need to know Well, project class, and that is a classification system. That is a classification system that helps us decide the size and complexity. If, for example, take real estate, you know building a cabin in the wood is a project but it's probably less complex than building a large mansion or building a minimal or building a high tower right. So they basically they are all capital project, they are all building project. However, their size and complexity are different. So we use something called project classification and the Rook. We use five classification. Four of them we have built into the platform the Mega project. One is still in the future. I wrote a book about it but we have not built it into the platform yet because it's a huge. So we look at micro project small, simple, medium, moderate, large and complex. And then we look at development approach and here maybe the hybrid story come in right.

Speaker 1: 24:22

What is, or how are we going to develop the product of the project? Well, in this case we have two techniques. Most projects follow the concept of big banks. This is what people call waterfall, but again, I don't agree with the term waterfall so I avoid it as much as possible. So what's a big bank? Big bank is that usually where the team will have to deliver the product of your project. Remember, every project must produce something right the product. So we can only deliver the product in one piece at the end of the project. For example, a shop, a clinic, a house, right, I cannot give you the house and pieces. Well, maybe it depends on where you live in the world. Maybe we can do the house and pieces. However, at the end of the day, we look at for delivering the product in one piece at the end of implementation, at the end of the implementation stage. We call that in the Rook platform, big bank development, right? So basically, all of a sudden, you work, you work, you work and here you go, big bang, the project is finished.

Speaker 1: 25:26

Or we use iterative, incremental development. This is typically where you can release the product of the project in pieces, iteration or increment. So we look at all of these. There are other factors we consider, but these are the most important factors. Then we come up with a standard model. The standard model is typically suitable for medium to large project. It looks like this it has nine stages, nine stage gate, three phases. So we divide a project into three phases and then every phase it have two or more stages Again for the medium to large project, right. And then there are different stages. Now the name we use here are the generic camp model name. But, however, obviously, remember when we talk about tailoring, everything is tailored. That mean the number of stages, the number of gate, the number of phases, their names, the name of the gate, what goes into the output of every stage, what happened at every stage gate all of that is tailored right. So what this give you here is just a generic way of looking, of visualizing. Remember when I was asking about how we visualize the journey from idea until it's operating. Here you go, that's the journey and that is what we call the standard model.

Speaker 1: 26:56

Again, when we wrote our book project management beyond water foreign agile we developed a methodology. We use a standard model. However, the word standard model again is not one size fits all. This is the starting point we use for tailoring, as you can see on the next few slides. Now, one thing I want to highlight here is that you see, there is a sequence. Obviously, some of this could overlap. Some of these stages are shown here sequentially, but they could have some overlap. This electronic image is not showing that. That up to us as an organization, how do we do project? Do we want to use a sequence? Do we only use some overlap? Or how would that happen that we can build that method right there? And for us, usually the first few steps here, the first few stages, are common across all type of project.

Speaker 1: 27:52

Maybe the level of complexity with the fare, and usually where the question of the hybrid or the agile or the waterfall come in is after gate five, because gate five is the final approval of the project and we go into implementation. That is when we build the product. That is when we build as Big Bang or we build as a iterative, incremental. So in this one, when you see the picture like this, that means it is Big Bang. So basically assume Big Bang and then we use another image, something that we use a symbol on the line. Now I'm using three symbol here, but basically it indicates that this is being done in iteration and increment. So that means it's agile. In this case, notice, nothing else changed. Everything else is the same except what's happening in here. Now, obviously, in some cases maybe we'll expand that we include the definition stage in that one. So basically, from gate four we could be doing these increment or iteration. Again, they're total flexibility of how we do it.

Speaker 1: 29:06

Now let's go to another type of project, small, simple project. Notice, here the lifecycle changed a little bit. Now I have seven stages and seven gates. And notice again, implementation is standard, which means Big Bang. And now implementation is.

Speaker 1: 29:28

Then I go, one more methodology, and here is what we call the micro projects. That's basically small. Now the classification will be different from company to company, industry to industry, but in general we use this terminology. Now, what is the micro for you is probably, you know, for oil and gas, a micro project might be a mega project for or might be a large and complex project for technology. So it depends on the industry, the domain, the type of project. These definitions could vary but in general, if we have what we are saying micro project is very straightforward, simple project. Then there are only four stages and four gate and again we have the opportunity to do it big bang or we do it agile, and this is one for mega project. This is from my book, but basically we have not built that into the platform yet. So, coming to a conclusion, so is this what I just showed you? Is that what meant by hybrid? I mean, if that what is meant by hybrid, then a root platform is a hybrid model. We don't call it that way. When I built that model, I designed that model starting back in 2007.

Speaker 1: 30:52

And based on what I've learned from guide, like the pump bug guide from PMI and IPMA and others, right is that traditional project management must be always adaptive. That is the way I used to manage project and companies like Exxon chemical and others and Aramco. When I work in those companies we manage project differently, depend on their factor, the type of the project, the size and the complexity of the project. So we always have an adaptive approach. So to me, that is that what I've been living with my entire career and, as you can see, I'm not young anymore. I've been in the field of project management and engineering and project for at least almost actually 40 years this year. Right, so I'm an old guy and we've always needed to be adaptive. So is that traditional project management? Project management has always been traditional, has always been adaptive. Is that now what this is? Hybrid? If this is what being promoted, is hybrid Again, I don't know enough about all the hybrid and I keep asking, whenever I see post on that, I keep asking people please, anyone can share with us what is the project life cycle for a hybrid model would do Like, and I have yet to see, to see.

Speaker 1: 32:08

Even when we ask professional association or saw people who consider considered thought leader or expert and project management and they post on this topic and we ask them, all of a sudden they become ghosts. I have not been able to see a truly hybrid model yet. Maybe I haven't done enough work looking right, but when I, when we see money post on this topic and we ask, we don't know. So to me, the only thing I can think of a hybrid today Okay, and I can make the judgment Okay and time to improve me right or wrong that a hybrid project management is nothing more than tradition project management. It just a relay will rename, right?

Speaker 1: 32:53

So, at the end of the day, I'm going to close with these kind of comment, regardless of what you prefer to call it, don't you think that we need something like the roof platform to give us the flexibility and the agility and the catering capability to lead your project to success? You know, maybe this is a, this is my commercial piece, right, but again, you don't have to use a platform. Build your own, build your own as an organization or, you know, use that concept. Again, we share a lot of these concepts. We are in the open domain, right, we are not being restrictive here and how we share, obviously, you, you, you welcome to build your own. You can come and talk to us and with this I say thank you.

Speaker 1: 33:43

You can visit our website to learn more and we are right now working on improving the website and, of course, you can access the platform site itself and you can subscribe. Or, you know, if you're not ready to subscribe yet, just get a explore through a trial plan. They are trial plan option. We have two options for trial plan one for individual to try and one for organization to try, which means you need to have two to three people, three people at least working together in order to test using the organizational module Right, you can do the individual module and you can see a lot of the same features and, of course, we'll be happy to talk to you. And usually our approach is that with the root platform, is that we offer our client 60 days money back guarantee so we can work with you. You know, if you're willing to commit, it will be willing work with you to onboard you and then to help you get up to speed immediately. You don't have to wait months or a year. Immediately can start using the platform.

Speaker 1: 34:54

Now. I have to say the platform is a lot of pieces have been built and we continue to build and enhance the methodology piece. Most of the methodology piece that I was talking about in this video, it's been built already Right. So now what? We are adding some additional functionalities and we will continue to add, because in software that continues the journey, the key is. The key is we need to move away from fight and debate and about term and my intention of discussion, the hybrid today, is not just basically, is not a critique, is not a praise, it's not, it's basically just an opinion. To look at it, you know if it is a relabel, and then that's fine, I have no problem with that. You can call it hybrid, you can call it traditionally, you can call it project management, you can call it money, but if it's something in you really new, I would love to learn more about it with total open mind. With this, I say thank you and wish you success.