Hybrid project management : using Agile with traditional PM methodologies to succeed on modern projects / Mark Tolbert and Susan Parente.

Chapter 1. Hybrid projects: the need to be open to different project management methodologies. Introduction ; The landscape for projects today ; The roots of modern project management and the case for traditional project management. Risk #1: The number one risk on projects! ; The case for Agile ; Problem areas for Agile ; Other key risks where Agile provides extra help. Risk #2: Allowing half-baked ideas to survive ; Risk #3: Impossible constraints ; Risk #4: Poor communications: not keeping senior management in the loop and up-to-date on the project ; How do we make hybrid approaches work? -- Chapter 1. Summary and conclusions -- Chapter 2. Additional thoughts on Agile and hybrid projects. Agile contracts: can Agile be used with fixed price contracts? ; "Money for nothing and change for free" contract ; Can Agile be used effectively with EVM? ; Another key risk: configuration management ; Complexity on projects: where does Agile help?; Where is a predictive planning approach needed? ; Virtual Agile teams--Susan Parente ; Agile team charter ; Virtual Agile tools ; Agile team development ; Project planning for the virtual Agile team ; Building team trust ; Managing the virtual project team ; Best practices for virtual Agile project teams ; Team consensus ; Managing performance from a distance ; Summary--virtual Agile projects -- Chapter 3. Overview and thoughts about the PMBOK guide. Does Agile fit in well with the PMBOK guide? ; Overview of the PMBOK guide ; Key items missing from the PMBOK guide ; Agile concepts (discussed in this chapter) ; Relevancy ; Terms/concepts ; Important concepts in the PMBOK guide ; Ways Agile expands upon these concepts, and places where Agile is not a good fit ; Key lessons in other knowledge areas in the PMBOK guide ; Integration management ; Quality management ; Estimating: duration estimates and cost estimates ; Risk management ; Procurement management--different contract types defined in the PMBOK guide and Agile contracts ; Initial comments on the exposure draft of version seven of the PMBOK guide and the new "Standards plus digital content platform" ; Final thoughts and summary.

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Compared to a few decades ago, companies today are faced with a much more challenging environment providing successful products and solutions for their customers. They are dealing with global competition, very rapid change in technologies, and tremendous volatility in economic conditions. As project managers, we are helping our companies survive in this difficult landscape. We are "agents of change" and "drivers of change." The most important project management methodology today that will help us deal with this change and this volatility is Agile. However, no one process or project management methodology fits all situations! Agile is not a panacea for all projects. Many times, our projects are large enough and complex enough that some parts of the project are best suited to using a predictive planning approach, and other parts are more suited to using Agile. Therefore, a hybrid approach that mixes the traditional, waterfall approach with Agile is really required in many situations today. The agile community oftentimes has quite a negative view of hybrid approaches. Key writers on Agile often say that attempting to use hybrid will corrupt all attempts to use Agile, and will result in failure. In this book, the argument is made that integrating these methodologies can be done if approached the right way, and in fact, this is necessary today.

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