There seems to be a resurgence of project management in IT, even pushing out Agile methodologies like Scrum. As a veteran Enterprise Agile Coach, I have been part of the posse kicking out IT Project Managers to implement Agile. Like lovestruck teenagers, we bluntly declared: “Project Management is dead. Long live agile!”

It seems Project Management is having the last laugh though as it is back with a vengeance. A whole bunch of the corporations I deal with nowadays are talking a big Project Management game. The agile converts deeper down the structure are crying and looking for other jobs. A lot of them are overworked in this new hybrid world of Project Management married to Agile Development. It reflects a shift in the industry’s approach to handling projects and managing teams.

It is important to take a breath and double-click on the Grand Canyon between the two as the new IT leadership is missing that.

Inherent Mismatch: Scrum vs. Traditional Project Management

Fixed Resources and Budget (Scrum) vs. Fixed Delivery (Traditional PM):

Scrum: Scrum teams operate with fixed resources and budgets, adapting their delivery based on capacity and iterative feedback. The scope is flexible, and the focus is on delivering the highest value increments within the constraints.

Traditional Project Management: Traditional PM emphasizes delivering a predetermined scope on a set timeline. When issues arise, additional resources and budgets may be allocated to stay on track, often leading to overruns in cost or extended timelines.

Flexibility and Adaptability (Scrum) vs. Predictability and Control (Traditional PM):

Scrum: Embraces change and allows for flexibility, adapting to new information and changing priorities with each sprint.

Traditional PM: Seeks predictability and control, planning extensively upfront and managing changes through a formal change control process.

In the most toxic version of this, the new IT leadership demands the fixed scope of Project Management together with the fixed budget and resource allocation of Agile. They handle this imbalance by pressuring the people into the red zone of burnout.

This blind strategy is bound to explode at some point in the future.

Theo van der Westhuizen

Navigating the Mismatch: Strategies for Harmony

All is not lost and if this marriage is handled with insight, it can deliver a hybrid model that can add value to the organization. 

Here are some pointers to consider for a marriage of Scrum and Project Management:

Clear Definition of Roles and Responsibilities:

Scrum Roles: Ensure that the roles of the Scrum Master, Product Owner, and Development Team are well understood and respected within the broader project management context.

Project Management Roles: Clearly define the responsibilities of the Project Manager and how they will interact with the Scrum team. Avoid overlapping responsibilities that can lead to confusion and conflict.

Aligning Objectives and Expectations:

Shared Goals: Align the goals of the Scrum team with the project’s overall objectives. Ensure all stakeholders understand the value of iterative delivery and the potential need to adjust scope based on real-time feedback and evolving requirements.

Expectations Management: Regularly communicate with stakeholders to set realistic expectations about what can be delivered within each sprint and the importance of prioritizing high-value features.

Integrated Planning and Reporting:

Sprint Planning and Project Milestones: Integrate sprint planning with project milestones. Use the outcomes of each sprint to update and adjust project plans, ensuring that incremental progress aligns with the broader project timeline.

Reporting Mechanisms: Develop reporting mechanisms that bridge Scrum metrics (e.g., velocity, burn-down charts) with traditional project management metrics (e.g., Gantt charts, earned value management).

Flexible Resource Management:

Resource Allocation: While Scrum teams prefer fixed resources, be prepared for scenarios where additional resources may be necessary. However, ensure that any additional resources are integrated smoothly without disrupting the team’s dynamics.

Contract Flexibility: For projects requiring flexibility, consider contract types that allow for iterative delivery and scope adjustments, such as Time and Materials (T&M) contracts rather than Fixed-Price contracts.

Cultural Alignment:

Agile Mindset: Foster an Agile mindset across the organization, including stakeholders and leadership. Emphasize the benefits of flexibility, iterative learning, and continuous improvement.

Training and Education: Provide training and education on both Scrum and traditional project management principles to bridge knowledge gaps and promote understanding of each approach’s value.

Conclusion

Blending Scrum with traditional project management requires careful consideration of the inherent differences in priorities and methodologies. By aligning objectives, clearly defining roles, integrating planning and reporting mechanisms, managing resources flexibly, and fostering an Agile culture, it is possible to navigate these challenges effectively.