Methodology Comparisons

Quick reference

• 00:04 Hi, I'm Ray Sheen.
• 00:05 Well, we've looked at sequential, concurrent, and
• 00:08 the adaptive methodologies.
• 00:10 Now let's do a head-to-head comparison.
• 00:12 I will compare the three approaches across a number of different aspects of project
• 00:16 management.
• 00:17 If you're planning on implementing an adaptive methodology in your organization,
• 00:22 you may need to address some major cultural change issues.
• 00:25 It won't be enough to just send out a memo, roles and responsibilities change,
• 00:30 communication approaches and project expectations will also need to change.
• 00:35 Let's start by looking at the three sides of the project Triple Constraint Triangle,
• 00:39 scope, schedule, and resources.
• 00:41 With respect to scope,
• 00:43 the level of certainty changes across the three approaches.
• 00:46 All scope, from deliverables to tasks is clearly defined and
• 00:50 managed in the sequential approach.
• 00:53 Concurrent has the deliverables defined, but the task details are created and
• 00:57 managed by the project core team, as the project unfolds.
• 01:01 With adaptive, the deliverables are set at the beginning of the project.
• 01:05 However, these deliverables are prioritized.
• 01:08 They're worked on in priority order until time and money runs out.
• 01:12 At that time, whatever is completed is what is delivered,
• 01:16 the rest are saved for another day.
• 01:18 Therefore, on an adaptive project, the scope is variable,
• 01:21 while it is generally considered to be fixed with the other two approaches.
• 01:26 With resources, the situation's a little different.
• 01:28 Again, the sequential is the most certain.
• 01:30 Estimates for each task are created and the resources are assigned at
• 01:34 the beginning of the project, and are considered fixed for that project.
• 01:39 Resources are also fixed on the adaptive project, at least, for each iteration.
• 01:43 On a concurrent project, the core team is fixed, but they work between themselves
• 01:48 and within the functions to find the best way to complete each deliverable.
• 01:53 That often means that one department will work to assist another department with
• 01:56 their deliverable.
• 01:57 Normally, the concurrent approach has the most resource flexibility.
• 02:02 Finally, let's look at schedule.
• 02:04 During the planning phase, the sequential approach is the most flexible on schedule.
• 02:08 It considers the scope and the resource estimates, the availability,
• 02:12 to create a schedule.
• 02:14 That schedule, whatever it turns out to be, is then put into the project plan and
• 02:18 control just like scope and budget.
• 02:21 However, both concurrent and
• 02:23 adaptive worked on milestones that were set before the project was planned.
• 02:27 Concurrent manages any uncertainty around meeting the date by adding resources,
• 02:33 and adaptive manages any uncertainty by reducing scope and holding the date.
• 02:39 Let's now do a comparison of the responsibilities for
• 02:42 different individuals or roles within the organization.
• 02:46 First, we'll look at the role of senior management.
• 02:49 There are some similarities and
• 02:50 some differences in their responsibilities between the approaches.
• 02:54 In all cases, they're involved in the selection of the project goals.
• 02:57 In the sequential, it is through the project charter, which often has goals for
• 03:02 all three sides of the Triple Constrained Triangle.
• 03:05 Likewise with the concurrent approach.
• 03:07 With adaptive projects, they set the time goal and
• 03:10 help to prioritize the deliverables and scope goals.
• 03:13 In all three cases, they assign or approve, at least, some of the resources.
• 03:17 However, in sequential, they just assign the project leader and that individual
• 03:21 works with the various functions to get the required assistance for the project.
• 03:25 In the concurrent approach, they assign the core team members, and
• 03:28 the core teams get the people they need from their functions.
• 03:32 In the adaptive approach, they assign the Agile Scrum Team,
• 03:35 and that is a 100% dedicated assignment for the duration of that sprint.
• 03:40 Within the sequential and concurrent, they're involved in regular oversight and
• 03:43 monitoring of the project progress.
• 03:45 Within the adaptive approach,
• 03:47 they interact with the teams at the end of each sprint, not during the sprint.
• 03:52 But since Sprint's are typically very short,
• 03:55 they're also interacting on a frequent basis.
• 03:58 The biggest difference is in the role of project manager.
• 04:00 In sequential, they are clearly in charge.
• 04:03 They create and manage the project plan.
• 04:06 Project decisions are made by them.
• 04:08 With concurrent, they are facilitator of the core team.
• 04:11 The core team creates and manages the project plan.
• 04:14 Project decisions are made by the core team,
• 04:17 of which the project manager is a member.
• 04:20 With adaptive, the project management role is split between the Scrum Master and
• 04:24 the Product Owner.
• 04:25 The Scrum Master is the facilitator of the process.
• 04:28 The Product Owner is the manager of the prioritized requirements list.
• 04:31 Both of these individuals handle communication with those outside the team,
• 04:36 allowing the team to stay 100% dedicated and
• 04:39 focused on just doing the project work.
• 04:42 Finally, let's look at the project team members.
• 04:45 In the sequential approach, they do their assigned tasks at the assigned time,
• 04:50 nothing more, nothing less.
• 04:52 With the concurrent approach, the core team works their tails off doing
• 04:56 much of the project management work and the project execution work,
• 04:59 although they do bring in other members to work on some of the tasks.
• 05:03 In the adaptive approach, the team decides how it will do the work.
• 05:07 This requires an organized and motivated people on that adaptive team.
• 05:12 Finally, let's look at the best and worst application for
• 05:15 each of these methodologies.
• 05:17 First, let's look at the sequential.
• 05:19 The advantage of this approach is the low risk.
• 05:22 It works best with stable projects on standard work.
• 05:25 The risk is low in these cases.
• 05:27 This is also the best approach when there is a great deal of customer or
• 05:31 management involvement, since it has the advantage of predictability.
• 05:35 It's not a good fit when many aspects of the project are uncertain, or in a crisis
• 05:39 project, where the environment and project requirements are rapidly changing.
• 05:44 The concurrent approach is great for managing complexity,
• 05:47 both project complexity and organizational complexity.
• 05:51 The core team, who are both technical experts and leaders in their organization,
• 05:56 can navigate the complexity and find a solution.
• 05:59 When the project must be shifting or adapting to the organization,
• 06:02 this is an excellent approach.
• 06:04 But the approach relies on an empowered core team.
• 06:07 If one function is dominant or the organization is fearful of making
• 06:12 decisions, the core team approach does not work.
• 06:15 One other point, because it's geared for complexity, it is a complex approach,
• 06:20 it has way too much overhead for short, simple projects.
• 06:24 Finally let's look at adaptive.
• 06:26 This approach is good with a crisis project or
• 06:29 a discovery project where the goal is somewhat flexible and often changing.
• 06:33 The reprioritization built into this approach allows it to be very flexible and
• 06:38 adaptable.
• 06:39 It also works best with a relatively small co-located team.
• 06:44 It's not a good fit for a heavily regulated environment
• 06:47 that requires permissions and approvals at each step in the process,
• 06:51 nor does it work well if the team members are not multi-dimensional.
• 06:55 Well, as you can see, every methodology has its sweet spot.
• 06:59 As we continue through these lessons, we'll identify the type of project
• 07:04 management methodology where a tool is best suited.

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