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

Gemino, Andrew; Reich, Blaize Horner; Serrador, Pedro

doi:10.1177/8756972820973082

Cited by 96 publications

(117 citation statements)

References 69 publications

(110 reference statements)

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“…Hybrid models combine agile methods with traditional product development models [15,39], thus enabling companies to take advantage of agility without sacrificing the stability provided by traditional approaches [15,16]. Many researchers agree that it is the balance between agile and traditional approaches that is usually the most effective for managing projects [29,[40][41][42]. A study by Gemino et al showed that hybrid approaches lead to higher stakeholder satisfaction than traditional approaches while allowing for a comparable project efficiency as completely agile approaches [41].…”

Section: Hybrid Modelsmentioning

confidence: 99%

“…Many researchers agree that it is the balance between agile and traditional approaches that is usually the most effective for managing projects [29,[40][41][42]. A study by Gemino et al showed that hybrid approaches lead to higher stakeholder satisfaction than traditional approaches while allowing for a comparable project efficiency as completely agile approaches [41].…”

Section: Hybrid Modelsmentioning

confidence: 99%

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A New Product Development Model for SMEs: Introducing Agility to the Plan-Driven Concurrent Product Development Approach

et al. 2021

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In order to survive in today’s highly competitive global market, small and medium-sized enterprises (SMEs) have had to transition from sequential to concurrent product development, which significantly shortens development cycles, reduces costs, and ensures high product quality. Despite its many benefits, concurrent product development is still based on detailed upfront planning and cannot address the challenges related to today’s ever-growing uncertainty, constantly changing environment, and unstable requirements. A potential solution to this problem could be in more flexible and value-driven agile project management (APM) approaches, typical of software development. In this paper, we propose a new product development model specifically appropriate for SMEs that combines concurrent product development principles with APM elements. It is designed as a loop of five repetitive steps (macroplan, microplan, iteration activities, review, and retrospective) that are being executed within individual concurrent development loops. The application of the model is presented on a real case example of process development and small batch manufacture of a complex wiring harness. The study reveals many benefits of the proposed model, such as improved communication, faster detection of discrepancies, more effective problem solving, and greater flexibility. A positive impact on project success is also observed.

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Section: Hybrid Modelsmentioning

confidence: 99%

Section: Hybrid Modelsmentioning

confidence: 99%

A New Product Development Model for SMEs: Introducing Agility to the Plan-Driven Concurrent Product Development Approach

et al. 2021

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“…Also, different meanings and connotation are associated with the same thing, which increases the confusion for team members who are set-out to select either of the methodology. Consequently, the combination of Agile and Waterfall in a project can only be validated through empirical studies and practice (Gemino, Horner Reich & Serrador, 2021).…”

Section: Managing Traditional and Agile Software Developmentmentioning

confidence: 99%

Translation of Activities in a Global Virtual Teams Software Development

Adelakun

Iyamu

2021

Journal of Cases on Information Technology

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. This study explores Global Virtual Software Teams’ development practices and try to demystify some of the misconceptions about global software development practices based on findings from the global virtual software teams’ experiment that was carried out at DePaul University from 2011 – 2018. The moments of translation from the perspective of actor-network theory (ANT) was employed in the data analysis, to examine how development approach was selected by the global virtual teams. One of the key findings from our research is that the success of a global software development project does not have a strong dependency on the development approach. While we agree that it is one of the key influencing factors, there are other equally strong factors for global virtual software team’s success.

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“…Pendekatan ini sejatinya sudah banyak diterapkan pada banyak perusahaan secara global. Bahkan banyak diantara mereka yang memang sengaja menerapkan pendekatan hibrida dan sudah menerapkannya dalam jangka waktu lama (Gemino, Reich, & Serrador, 2020).…”

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Rancangan Metode Manajemen Proyek Hibrida

Gumilang

Hardian

Raharjo

2022

ETNIK

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PT Asuransi Simas Jiwa already has a standard or SOP for project management. However, the company growth, the dynamic business conditions, and expectations from management to produce products or services faster have made this SOP irrelevant. Some project management activities in the company that are not in accordance with the documented SOP make this condition worse. Project management in the company becomes ineffective and inefficient.Changes in the project management standards become an important thing. This research aims to produce an effective and efficient project management standard design for this company. This standard is expected to be able to regulate project management activities in this company with existing project management best practices. In addition, the proposed new standards must also meet the expectations of management.This research is a kind of qualitative research with design science research (DSR) research methods. This method was chosen because it can provide an opportunity for researchers to evaluate and improve each step of the research. In addition to the design and development phase, the researcher also adopted the agile transition practice selection framework. This research has two iterations. The first iteration produces a project management standard design that describes the real activities in this company. Meanwhile, the second iteration produces a draft of the project management standard that complies with project management best practices in accordance with the PMBOK seventh edition. The project management standard produced from the second iteration will be proposed to the company as a replacement for the current SOP.

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

Cited by 96 publications

References 69 publications

A New Product Development Model for SMEs: Introducing Agility to the Plan-Driven Concurrent Product Development Approach

A New Product Development Model for SMEs: Introducing Agility to the Plan-Driven Concurrent Product Development Approach

Translation of Activities in a Global Virtual Teams Software Development

Rancangan Metode Manajemen Proyek Hibrida

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