The project management models aim at assisting the project managers of various firms to undertake steps that would help in the management of various problems that may arise at the time of delivering a project. This report mainly throws light on the efficient management models by comparing and contrasting Scrum models and their characteristics with agile and traditional management techniques. Finally, the report also outlines the need for the adoption of the hybrid framework.
There are multiple methodologies that can be chosen depending upon the requirement of the project. Each of these models have their own characteristics, principles, and deliverable for a project. The scrum management model, for example, is defined by five core characteristics. This includes commitment, respect, focus, courage and openness (Muslihat, ). The scrum management model undergoes various events before delivering a particular project. These include sprint, scrum planning, daily scrum, scrum review, and retrospective. The traditional management model which comprises initiation, planning, execution, monitoring, and control processes, the scrum planning and scrum review are comparable with the planning and monitoring stage. Hence, these two characteristics of scrum can be applied to the traditional project management techniques. With advancements in technology, more agile management practices have become popular as compared to the traditional management techniques. This is because of the vast difference between the two as well as the manifold benefits of agile methods over traditional management. Traditional management practices are applicable to organizations that have been prefabricated and demand appropriate planning while agile methods are aligned towards the self-organizing characteristics of a project or an organization (Zavyalova, Sokolov & Lisovskaya, 2020). It mainly depends upon the members of the team delivering a particular project. Moreover, agile methods have higher interaction with customers as compared to traditional approaches. Besides this, their main target is to establish adaptability and flexibility while traditional methods are more concerned with optimization. Above all, their direction of development can be changed at any point due to the medium or small size of the projects whereas the extensive size of projects in traditional methods prevents changing of development directions. Not just agile management, there are differences between the life cycle of traditional management and scrum as well. These differences account for a longer life cycle of the traditional management as compared to Scrum. This is because scrum principle characterizes the formation of the scrum team. This team is an integral part of the management technique. Each member of the team are chosen based on particular skills and are responsible for multitasking. However, in traditional methods, the initiation stage is characterized by a project manager and his team. Each team member is assigned particular tasks and once they are done with, they sit idle. This results in inefficiency as well as a longer project life cycle. However, the sudden shift, as well as the rapid integration of traditional project management into the Scrum framework, has imposed certain challenges. Research has revealed some of these challenges when implementing the Scrum techniques to software development. It has been observed and reported, that sprint planning requires the teams to come up with ideas within a short duration (Akif & Majeed, 2012). When the planning technique of traditional management is applied to the Scrum framework, there is often an issue of “quality pileup”. In addition to this, the scrum team is engaged in various module development as compared to the traditional method where a particular team is headed by the project manager alone. This results in the disintegration of the modules developed as well as the disruption of work among the team members (Akif & Majeed, 2012). Moreover, lack of appropriate scrum training also hinder proper project delivery. Therefore, to implement the benefits of both agile methods as well as traditional methods, a new improvisation and combination of the two, known as hybrid framework is used by many firms. This framework can be developed by designing the project deliverable into three sprints instead of the original agile life cycle (Baird & Riggins, 2012). The first sprint is characterized by the plan and development of the project as well as the presentation. This shows a clear difference between the original agile methods, representing a hybrid between the two. This hybrid framework proves beneficial for those organizations that earlier implemented traditional processes that have evolved with time or use hardware products that have now shifted to implementing and improvising software. To utilize the advantages of both the processes, these organizations need to adopt the hardware framework.
The report has made a vivid comparison between the various management models. In addition to this, it has also thrown light on the hybrid framework which is gaining more importance in today’s world. The report has also outlined the various scenario under which firms can adopt to this framework to implement the advantages of both the methods simultaneously.
Akif, R., & Majeed, H. (2012). Issues and challenges in Scrum implementation. International Journal of Scientific & Engineering Research, 3(8), 1-4.
Baird, A., & Riggins, F. J. (2012). Planning and sprinting: Use of a hybrid project management methodology within a CIS capstone course. Journal of Information Systems Education, 23(3), 243.
Muslihat, D. (7). popular project management methodologies and what they’re best suited for.[En línea].
Zavyalova, E., Sokolov, D., & Lisovskaya, A. (2020). Agile vs traditional project management approaches. International Journal of Organizational Analysis.