Many practitioners and project managers look toward creating an agile hybrid approach by doing a mish-mash of waterfall with agile methodologies. However, what we are going to look at are the different agile methodologies and the ones that are actually compatible with each other. It must be said, that for any team about to proceed with tailoring different agile components, it is something that should be done with expert practitioners who understand the pros and cons of adding more than one methodology into practice. It is advisable that a solid team of expert agile coaches and scrum masters are present on such a team so that the evolution and benefits can be implemented effectively and safely for the entire team.
Agile Frameworks Compatible in Creating a Hybrid Framework
Most members of an agile team know agile by way of the Scrum framework, but what most have yet to see is that although it presents a solid framework for complex projects, it could use the help of other methodologies. What we can take from Scrum however, is the concept of building backlogs with work items that get listed in priority. The second automatic component is the importance of a Product Owner who actually owns that list and ensures that they represent what the stakeholders will expect. This is done through prioritization of the backlog for the rest of the team so that a potentially deliverable product is completed and accepted by the stakeholders by the end of each sprint.
2- Extreme Programming (XP)
From this methodology we can gather the best practices for the development team including Refactoring, Test Driven Development (TDD), continuous integration (CI) and collective ownership. What we tend to see in these practices are the concept of work process that is conducive to the flow and efficiency of the work being done.
3- Agile Modeling (AM)
This methodology is usually considered an effective addition to most of the other agile methodologies. It has mainly two components: Modeling and Documentation. The Modeling component encourages best practices such as Just Barely Good Enough (JBGE), Architecture Envisioning, Lookahead modeling, Active Stakeholder participation, and Model Storming among others. The Documentation aspect covers the necessity of documenting continuously (not to be understood as documenting excessively), document late, executable specifications, and single-source information.
4- Unified Process (UP)
Over the years the Unified Process has taken on many forms, mainly the Rational Unified Process (RUP) from which it derived directly and sometimes is mentioned interchangeably. However, other examples include OpenUP, and Agile Unified Process (AUP). What needs to be considered is that UP is not just a process but an actual framework. What makes it useful is that it’s highly customizable with characteristics covering an iterative and incremental development process, architecture centricity and risk focus. From this framework we get 4 phases that are used for creating a project, namely in the following order: Inception, Elaboration, Construction, and Transition. Much of what is used in the Disciplined Agile Delivery (DAD) framework has adopted this but DAD has also added to this.
From the realm of Lean practices, we get Kanban. This method framework builds on the concept of Just-In-Time (JIT) at its base, but it has many tools that derive from it, one of them being the Kanban Board. The Lean aspect comes with the concept of limiting work in progress to prevent waste. Along with that comes the concept of visualization of progress. With the use of Kanban, the level of product quality becomes optimal since all areas of waste (Transport, Inventory, Motion, Waiting, Over production, Over processing, Defects, Skills) are removed. Along with that, the high level of visibility of progress that the development team is something that is of utmost importance. As most who have practiced Agile will see, the aspect of visibility is a very important characteristic to creating and maintaining team synergy.
There are certainly other methodologies that can be put in the mix, but it must be considered that tailoring an agile hybrid approach is an art, not a science. That is to say, if key components are added from one project to the next, it will likely not create the same results for every project. There are many other factors that come into play, and would not simply be a matter of methodologies used, but also the variation of players involved, that is certain to change the project landscape at any moment’s notice.
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