The short answer is yes, if that is what is required to deliver your project or programme. There are a number of critical decisions you have to make when running a major programme. Which methodology is one of the most important.

Please note that this article focuses on the use of hybrid methodology to deliver successful programmes. Waterfall is a methodology, PRINCE2 is a process-based methodology, and Agile is usually described as a framework, principle or mindset. For the purpose of this article, let’s include all of them under the term ‘methodology’ for simplicity. Otherwise, it’s going to be tedious referring to methodology/framework throughout the article. 

What is Hybrid Methodology?

Waterfall, PRINCE2 and Agile are methodologies that are used to deliver projects. 

However, in the real world, many companies are using hybrid methodology. They select the best elements from the methodologies for the type of project they are delivering. This is especially true for major programmes with substantial development activities and infrastructure builds. For example, replacing a legacy ERP system with Software as a Solution (SaaS). Some parts of these programmes are a natural fit for Agile, and some require the discrete test phases of Waterfall. 

Important Points

Some important points to consider:

• Every programme is different. You must take a holistic view of each programme and use the right methodology or the appropriate hybrid approach.
• There is no best methodology for all programmes.
• Senior stakeholders rarely, if ever, care about the methodology you use to deliver a project. However, they care deeply about programmes being delivered on time, within budget and meeting the agreed critical success factors.
• Don’t listen to methodology purists that stomp around and state, usually in loud voices, that a specific methodology must be followed and can’t be enhanced. These people probably haven’t worked on a critical, high-risk programme. (Where failure is going to have a severe impact on the organisation.)
• There is a lot of misunderstanding about methodologies and frameworks. A very common one is misinterpreting the Agile Manifesto. On several project rescue operations I’ve managed, people have quoted the Agile Manifesto as the reason for lack of planning or documentation. This isn’t the fault of Agile. It can be attributed to lack of understanding.
• There is also lack of knowledge on Waterfall. A common statement is that Waterfall is not used on projects any longer. This isn’t correct; it is still used on a considerable number of programmes, especially ones that require regulatory compliance. It is also used where there are substantial infrastructure build activities.

Overview of Methodologies

Before we look at the use of hybrid methodology, it will be useful to review the most widely used approaches.

What is Waterfall?

The first significant IT methodology was Waterfall. 

The name of this methodology comes from the sequential nature of the phases. Winston W. Royce created the methodology in 1970, and he explained that it was like water flowing from one rock to another; each phase is completed in sequence before the next one starts.

Mr Royce was aware of the potential risks with the sequential approach. He included prototyping in his original document, but unfortunately most people didn’t read that far and missed this critical point.

Waterfall has been in continuous use since 1970, and over half of all IT projects in 2022 used this methodology. Many factors contribute to its widespread use today.

• The methodology is easy to understand and implement.
• It has been the standard methodology in many organisations for decades, and it is trusted to deliver projects.
• Waterfall provides a high level of control.

There are some projects where Waterfall is the default choice:

• Projects that include regulatory requirements. For many, if not most, projects of this type, there is a requirement to segregate the development and testing functions.
• Projects that are safety-critical. Systems that are involved in railway passenger safety would be an example of this.
• Development projects that require extensive documentation.

What is PRINCE2?

PRINCE2 is a leading project methodology that has strong project initiation and control processes. The emphasis is on effective project management.

It stands for PRojects IN Controlled Environments and is used by the UK, German, Australian, New Zealand and Polish governments. It is also widely used in the private sector.

Issues with project initiation are one of the top reasons for project failure. A study conducted by a leading consultancy in London found that poor project initiation was the primary cause of eighty per cent of project failures.  

Project initiation

One of the strengths of PRINCE2 is project initiation. 

Project start-up.

• Determine if the project is viable.
• Prepare a project brief, business case and detailed stage plan.

Initiate the project.

• Document scope, timescales, quality standards and expected benefits in the project initiation document.

Quality assurance

Quality assurance is a critical element of successful projects, and it is an integral part of PRINCE2. 

• Business project assurance includes an ongoing review of the benefits and costs to ensure that the project is delivered within budget.
• User assurance validates that the system will fulfil the business requirements.
• Technical assurance ensures that the system adheres to the agreed design and architectural standards.

Benefits

PRINCE2 is strong in the following areas with the associated delivery assurance benefits:

• Project initiation.
• Managing project risks.
• Ensuring quality assurance.
• Controlling change.
• Ensuring roles and responsibilities are understood.
• Preparing the appropriate level of documentation.

Principles

The guiding principles behind PRINCE2 are based on project management best practice, and the controls and processes in the methodology support this. Organisations around the world have proven the value of PRINCE2. The focus on quality and control is a powerful foundation for delivering quality projects on time and within budget.

A key principle of PRINCE2 is structure and organisation. The chances of delivering a quality project without structure and organisation are very low. In fact, it is virtually impossible. This methodology’s processes embed logical steps and organisation.

Don’t overlook the principle of tailoring PRINCE2. This is important, and it is often misunderstood. Tailor the methodology to the requirements of your organisation and project.

What is Agile?

Agile Manifesto 

The Agile Manifesto was created in 2001. The Agile Manifesto describes the four principles of agile development:

1. Individuals and interactions over processes and tools.
2. Working software over comprehensive documentation.
3. Customer collaboration over contract negotiation.
4. Responding to change over following a plan.

Manifesto for Agile Software Development (agilemanifesto.org)

There’s an important point to consider. Many people misinterpret the principles in the Agile Manifesto, and this can have serious implications for projects. They mistakenly assume that the items on the right are not important (or don’t apply at all) on an Agile project, but their assumption isn’t correct.

The Agile Manifesto's principles prioritise the items on the left, but the ones on the right are still included. They are important, and the degree of importance depends on:

• The complexity of the project.
• The type of project. (Does it include new infrastructure, dependencies with other teams and complex data mapping?) 
• Scope of delivery.
• Number of people on the project and number of teams.
• Contract negotiation based on the scope of activities and responsibilities of third parties.
• Requirements for post-go-live documentation. 

Processes and tools definitely have a place in Agile. Test automation is one example.

Another common comment is that plans aren’t used with Agile. A plan is recommended if you are working on a major transformation programme that involves:

• Significant business change.
• New infrastructure.
• Complex dependency management.
• Data extract, transform and load. (ETL)
• Integration build.
• Data warehouse and data lake builds.
• New security configuration.
• Third-party API integration.
• Communication to the entire organisation.
• Application updates from third-party suppliers during the programme.
• Data mapping.
• Decommissioning legacy systems.
• Business and technical architecture activities.
• Programme risk management.
• Third-party security testing.

This does not diminish the value of Agile on the programme, especially for the development, but an overall plan will usually be required to coordinate this level of activity.

Agile principles 

The following 12 principles are based on the Agile Manifesto.

1. Our highest priority is to satisfy the customer through the early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
4. People in the business and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity – the art of maximising the amount of work not done – is essential.
11. The best architectures, requirements, and designs emerge from self-organising teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

12 Principles Behind the Agile Manifesto | Agile Alliance

What is an Agile framework?

Agile is a development and project management method. An Agile framework is a specific development approach based on Agile values as outlined in the Agile Manifesto. 

There are a number of Agile frameworks, including:

• DAD (Disciplined Agile Delivery)
• DSDM (Dynamic Systems Development Method)
• Kanban
• LeSS (Large-scale Scrum)
• SAFe (Scaled Agile Framework enterprise)
• Scrum
• Scrum of Scrums
• XP (eXtreme Programming)

Common characteristics of Agile frameworks 

The frameworks share a number of common characteristics, including:

• Collaboration, trust and mutual respect.
• Flexibility relating to changes in requirements.
• All frameworks stress the requirement for delivery on a regular basis. The duration is usually two weeks to a month. Please note that the interval can be adjusted as required during the project.
• Iterative and incremental development is used instead of the phases in Waterfall.
• Continuous improvement is an integral part of the frameworks. (Retrospectives are included in this process.) 

Agile project management 

Agile project management is based on an iterative approach and includes all phases of the project life cycle. A key objective is to release benefits throughout the phases instead of a single release at the end of the project.

How Do You Determine if Hybrid Methodology is the Best Choice?

Please take a holistic view of your project to determine the best approach. Typical scenarios that benefit from hybrid methodology include:

• Major digital transformation programmes that include infrastructure builds, third-party suppliers, data quality enhancement, complex dependency management and security updates.
• Programmes with fixed deadlines. 
• Major system integrations involving legacy systems.
• Data migration, data quality enhancement and Master Data Management projects.
• Programmes with fixed phase deliveries.

Agile is the most widely used methodology for software development, and it has become the standard methodology for many organisations. However, this does not mean that it is the right choice for all programmes.

• Agile is not superior to other methodologies in all respects. You may face issues in large-scale digital transformations involving legacy systems that require a more structured approach.

Many organisations have a standard methodology, and this must be considered when you are looking at hybrid methodology. Please consider the training requirement for any aspects of other methodologies that you plan to use. However, referring back to a point made at the beginning of this article, senior stakeholders rarely, if ever, care about the methodology you use to deliver a project.

In my experience the benefits of adding additional activities from other methodologies far outweigh the learning curve.

Using Hybrid Methodology to Manage Common Risks

Hybrid methodology can be very effective in risk management. Please don’t hesitate to take the strongest elements from a methodology and add it to your approach.

No matter what methodology you use, there are many common issues that are a recurring theme on projects that had to be rescued. They are:

• Poor project initiation.
• Poor data quality.
• Delays in infrastructure builds and underestimating the time required for this activity.
• Issues with testing.
• Not tracking dependencies effectively.
• Underestimating the time required for activities.
• Not agreeing on critical success factors with senior stakeholders.
• Not including security retests after implementing the recommendation from security test reports. 
• Not managing risks proactively.
• Overestimating resource availability.

These are just examples of common themes; I’ve seen many more issues when rescuing programmes.

On many programmes a hybrid approach works best. For example, using:

• Work packages or PRINCE2 principles during project initiation.
• Best practice to ensure a high level of data quality.
• Waterfall planning to manage dependencies.
• PRINCE2 principles for risk management.
• Agile for software development with Waterfall or PRINCE2 for project management on large transformation programmes.

PRINCE2 Agile 

Overview

For some projects, PRINCE2 Agile may be the best option. PRINCE2 provides the planning, structure, and control, while Agile manages application development in a flexible manner.

PRINCE2 Agile can be used on any project. The following scenario is one example of a good fit for this methodology.