February 28, 2024 • 36 mins
Unlock the secrets to navigating the complex terrain of project management with a fresh perspective from our insightful host, Mounir Ajam. In our latest episode, we confront the buzzword "hybrid" in project management head-on, dissecting whether it's merely a rebranded version of traditional methods or a standalone approach. Mounir masterfully debunks the myth that traditional project management is wedded to the waterfall methodology, illustrating instead that true competence in the field has always demanded an adaptive strategy, tailored to the unique nuances of each project.
Embark on a journey through the evolution of project management with Mounir as he reflects on the shifting sands of the PMBOK guide and its recent leanings towards agile methodologies. The discussion cuts through the binary outlook of project management, offering clarity on the practicality of hybrid models that fuse the structured rhythm of waterfall with the dynamism of agile practices. Our conversation is a deep dive into the essence of tailoring project management, underscoring the necessity of a pliable approach that scales to meet the intricacies of diverse project landscapes, whether they sprawl across industries or burrow into niche sectors.
Culminating our episode is a focus on the 'Uruk platform', a linchpin in the quest for project triumph. Munir makes the case for a flexible, agile framework that is open to continual enhancement and new methodologies. The episode is more than just an exploration of concepts; it serves as a beacon for project managers at all stages, from the greenest novices to the most seasoned professionals. It's an invitation to embrace innovation and adaptability in your project management playbook, revolutionizing the way you shepherd your change initiatives to success. Join us to reframe your approach to project management and elevate your strategies to new heights.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:08):
Welcome to the 4pm podcast.
My name is Munir Ajam and I'mthe founder and CEO of Aruq
Project Management.
My core passion is projectmanagement and community
development.
I came to you with decades ofglobal experience.
I have worked on projects invarious industries, countries
(00:29):
and roles.
In this podcast, I aim to helpyou and your organization
transform how to lead yourchange initiatives with the 4pm.
What are the 4pm?
4pm stands for project program,product delivery and portfolio
(00:51):
management.
It is all about integrations todeliver value.
We want to hear from you, soplease share your feedback and
suggestions.
Enjoy your listening.
My name is Munir Ajam and I amthe founder and CEO of Aruq
(01:12):
Project Management.
In this topic today we're goingto discuss something that is
becoming quite popular, maybe atthe term the word hybrid.
So here we're going to ask aquestion and trying to
understand what is hybrid in theproject management context.
Is there such a thing thatreally exists, called hybrid or
(01:34):
just?
Is it another relabel orrenaming of what many of us know
as traditional projectmanagement?
We will explore this topic inthis session.
The first part we focus here isthat what we are talking about
(01:55):
in today's session it's in thecontext of project management
and project managementmethodology or basically, to be
more specific, a projectmanagement method that for a
given context.
If you'd like to know moreabout the difference between
method and methodology, we haverecorded a session on that topic
(02:16):
.
Feel free to access them.
So, in the context of thisdiscussion today, we need to
understand that we're talkingabout project management method.
Now, how do we define a projectmanagement method?
Because there are at least two,many definitions, but it is two
common definition one thattalks about project management
(02:38):
method for anything thatsometimes we use on a project,
for example, critical passmethod.
That is a technique we usewhile we are managing project or
earn value management or thingsof that nature.
That's one part of thedefinition.
However, in the discussion heretoday, the definition of we
(02:58):
adopt the second definition,which is a project management
method must cover the entirevalue delivery life cycle,
project life cycle, from theproduct vision until it's
operating.
So this is really more of aproduct or delivery, product
management, value deliveryapproach, where we need to think
(03:21):
about the entire life cycle,from the idea or product vision
all the way until it's operating, and we are getting some
benefit to owner is gettingbenefit from it.
Again, there is a link here foryou.
We will post.
This link was on YouTube, sobasically you will be able to
(03:46):
see these other videos.
The second part of setting thescene that is important is the
word traditional, and the reasonfor this is obviously, like you
saw on the previous slide, isthat where is where there is a
confusion on the terminology?
So we need to clarify, at leastin this context, what do we
mean.
We clarified methodology andnow we need to clarify
(04:08):
traditional.
So what is traditional ortraditional project management?
Some practitioners equatetraditional project management
to waterfall Right, so basically, whenever we say a traditional
project management, peopleimmediately think waterfall.
Well, that's not really thecase.
This is why we do agree withthis idea or with this approach.
(04:30):
Traditional project managementis definitely not waterfall.
Again, that's at least ouropinion.
And so what is our view oftraditional project management?
So, if we don't agree with thefirst definition, what is our
definition?
A traditional project managementis the way we have always
(04:52):
managed projects, as competentproject managers in organization
with mature system.
Now what does that mean?
That means if you haveorganization that have really
invested time and energy andmoney into building their
project management system andthey have trained their project
management people to becompetent project manager people
(05:12):
, those organization and thosekind of discussion are or
understand that projectmanagement has always, always,
always been adaptive.
That mean every project hassome common features.
Some projects have some commonfeatures and yet some projects
(05:36):
have some specific conditionsthat are unique.
So how do we manage projects?
Well, it depends If we want tomanage a small, simple project
or large and complex project.
If we are managing a projectwith this technology or we're
managing a facility project, weunderstand that one size fits
all does not work.
(05:56):
This is why we have to beadaptive.
So that is our view oftradition project management,
which is another word.
I can say tradition, projectmanagement or project management
.
To me they mean the same.
So project managementhistorically, which means
traditionally, has been adaptive.
(06:17):
That's very critical piece ofinformation that we use to build
our case in this discussion.
So that brings us quickly to thequestion of what is a hybrid?
Well, if we think about it, thesuggested hybrid model, based
(06:38):
on what we've read and seen frompeople who advocate this
concept, as they suggest thatit's combined waterfall and
agile, basically.
So, basically, they come backand said well, you know some
situation.
We need waterfall projectmanagement method and sometimes
we need an agile projectmanagement method.
Now, I say this was for thediscussion purpose, because I
(07:01):
don't believe or agree thatthere is such a thing as an
agile project management orwaterfall project management.
However, let's take it forgranted for now.
So the suggested hybrid modelcombined waterfall and agile.
So what they are saying is that, on you know, a hybrid model is
that basically, on a projectwithin a project, we have to use
both concept.
(07:21):
Now, how?
I'm still trying to figure outthe challenge that we see with
that approach okay, which isbuilt on what I said a minute
ago is that the challenge isthat agile is about product
development.
When we look at agiledevelopment, you know how do we
develop the product.
(07:41):
You know getting software tothe working, software to the
customer in short, quick term,increment, iterative, right.
So it's about building.
When we are building theproduct, agile development is
great.
However, it sets not amanagement approach.
That is not how you manage aproject, right, because,
(08:02):
remember, project managementincludes defining defining the
project scope, the objective,the business objective, doing a
business case, doing feasibilitystudies.
All of these are parts of theproject.
Agile technically assume isthat a product backlog exists.
That means the organizationalready decided what they want
(08:23):
to build and we already startbuilding that.
Most often, I mean, there issome situation, agile capability
a bit more.
But when we talk about agile, weare either talking about
agility, which is a totallysubject, or we are talking about
product development.
The same thing with waterfallalso waterfall, what is
waterfall?
You know waterfall and projectmanagement is not logical.
We never do project bywaterfall.
(08:44):
Right, waterfall again inproduct development.
So, yes, if I'm working on aproduct and I need to design it
before I can build it, right,that kind of hard sequence.
If we're going to call thatwaterfall, then yeah, sure.
And so in many situations, wehave situations where it's
related to product development,not managing the project.
(09:06):
Again, these are again, I knowthese are very controversial
points and many people mightdisagree with me.
However, that's fine.
That's why we are posting ourviews.
Then we need to ask anotherquestion.
In this case, how do two non-PMmethodology if agile and
waterfall are non-projectmanagement methodology, how
(09:28):
could they produce a projectmanagement method, which means
the hybrid right?
Because what we're saying isthat we are starting with agile
project management methodologyand waterfall project management
methodology, blend themtogether and now we have a
hybrid project managementmethodology.
That is a foundation, is there?
The two foundation are not PMmethods.
So how could hybrid be a PMmethod?
(09:49):
Again, maybe I'm being academicat this point, so let's leave
it at that for now, and thenwe're going to come back and
discuss more.
However, that just is animportant question to think
about.
So what is a hybrid projectmanagement?
Again, I repeat the question,and in this case, what we're
(10:11):
looking for here is trying tovisualize it right.
So we advise you to pause.
You can pause this video, or,if you're listening to the audio
and think about this, try toimagine in your mind.
Let me give you something tothink about.
Right, you want to have a house.
(10:32):
So you and your partner justhave an idea that you need to
have your own home.
What is the life, what is thesequence, what is the process
that you go through from thatminute, from the minute you
thought about having your ownhome, until you are living in
(10:54):
your own home.
That journey, how does it looklike?
I mean, obviously, we call thatproject life cycle, but some
people might not like the term.
Just think about it.
What are the?
What would this life cycle looklike Okay, and what?
How is it structured or whatare the steps in that journey?
(11:16):
Right, think about that.
And then come back and try tosee how is that a hybrid model?
Is that a hybrid model?
Could we use hybrid forsomething like this?
Now, I know we can use,obviously, sometime.
(11:42):
We have to design the foundationbefore we build them.
So somebody tell me I'm on here, you have to design the
foundation before you build them.
That's a waterfall.
Okay, that is actually.
We don't call it waterfall, wecall it sequential development.
Right, you have to do step.
Or somebody said, well, you know, I'm not sure about the paint,
I have to decide about the paintand paint color.
So that's agile.
(12:02):
I'm willing to accept that foryou as well, right?
However, that does not make ita project management approach.
We need to learn to segregateor separate or differentiate
between managing the work andmanaging the project and the
(12:26):
building, the development, theimplementation, the execution
action.
That is actually technical work.
So I don't know if you have achance to think about all of
this yet.
What would the project lifecycleand the hybrid project
methodology look like?
Try to imagine then, as we moveon again from the different
(12:52):
literature and I mean thatliterature, the articles and
posts that we've seen on hybrid.
I know one thing we agree on isthat the hybrid project
management methodology built onthe idea of tailoring a lot of
articles that we've seenincluding recently in some of
the studies or not studies andsome of the information I say
(13:14):
studies because you know youwould love to see that there is
studies but unfortunately thereisn't right but that there is
such a thing as a hybrid projectmanagement methodology.
You know, anyway, many of thesereading material that we've
seen is built on the idea thathybrid product management
methodology include tailoring.
(13:35):
Okay, hold that thought.
And here we ask a question didyou know tailoring was a core
concept in the Pumbak guidefirst edition, which was
published in 1996?
It has many sections thattalked about the need for
tailoring as we work on project.
(13:57):
So and it wasn't only mentioned1996 we believe it was kept in
the guide for a few editions.
I think the 2000 edition andmaybe even the third edition
included and maybe the first, Ican't remember.
However, I what I know for sureis that over time, if we look
at the pump bug guide and thisis not limited to the pump bug
(14:20):
guide I'm sure other guide havedone the same, but at least pump
a guide is one of the mostpopular.
So we we can use it as anexample.
And because I know the historyvery well, because I'm
intimately, I've been intimatelyinvolved with the pump bug
guide for many, many since thefirst edition, so I know it well
and what we believe is that inthe later edition of the pump
bug guide, the last few edition,it's basically the, the idea of
(14:44):
tailoring was the emphasized,why?
And some cases lost, and somethey are some concept were
completely lost for a fewedition, for example, the pump
bug, I did not even talk aboutthe idea of a stage gate and
then I think they brought itback in the sixth edition.
So there are so many ideas.
They were there in the firstedition.
(15:05):
They were lost.
Or the emphasized.
So why was it the emphasized?
Was it due to age line?
I mean I need to ask thosequestion and I mean I have my
opinion and but but I don't know.
I mean these are situation, forobviously I'm not sitting in
and in the offices of the peoplewho are writing these guides,
so I don't know what they werethinking, but I know the result
(15:27):
I can, I can observe from theresult.
What we saw is that there are alot of emphasis on agile, so now
we we don't talk abouttailoring as much.
So now the alternative isbecome agile.
And then where we need to shiftfrom waterfall to agile and as
a result of that, we start tosee the binary choice that
either project are eitheradaptive or predictive right
again, and that adaptive,leaning toward agile and
(15:51):
predictably need to waterfall.
And we even seen some, somepeople posting in the recent in
the recent months and even yearor two, that the pump bug guide
is waterfall.
I had no idea where this comingfrom.
I can't remember ever seeingthe word waterfall anywhere
written in the pump bug guidesince 1796 edition.
(16:11):
Now, maybe I'm wrong.
Right, the pump buck was neverabout waterfall.
It was about most project, mostof the time, right?
So what are the processes thatwe can use on most project most
of the time?
So that mean being tailored,that mean being adaptive, right?
Why did we change orde-emphasize those concept and
(16:34):
go toward agile, agile, agileand so many agile practice guide
and certification and also theidea that, oh, we also, we only
have a choice.
What the following agile,adaptive or predictive?
I'm gonna build back on thefirst bullet in this slide,
which is project management, isabout tailoring.
(16:56):
Here I'm gonna shift, and partof this, in a way, is indirect
marketing, so forgive me, butI'm at the intention of this of
this session is not marketing.
It's basically to identify.
That is the idea of hybrid.
However, since we have spentyears and decade working on
(17:19):
these concept, we obviously needto present a case that kind
might elaborate on the situation.
We have been working inmethodologies on project
management since 2007, and Ihave been working on the root
platform for the last four yearsor so, and what we are building
(17:40):
, or we have built and wecontinue to enhance, is in the
root platform.
Is that as an adaptive scalable, built with tailored method.
So the question is ittraditional or hybrid?
Obviously, based on some ofthese words, some people might
(18:04):
call it ah yeah, that soundslike the hybrid you've been
talking about, when you're right.
You know.
Tailoring, adaptive scalable isanother term, that it indicate
adaptivity, adaptability, right,so so must be hybrid.
Well, I never thought about itthat way, so maybe it is.
(18:26):
However, let me show you whatwas the definition of a tailored
method.
A tailored method is a methodthat is customized for a
particular project type.
So basically what we are saying, that is that you have
different project types andthere are different criteria and
(18:47):
variable we look at.
I will show you Then.
Basically, we need to have themethod how we wish is remember a
tailored method meaning aproject management method.
Meaning is a value deliverymethod, meaning it covers a
project from product visionuntil operation.
(19:08):
That is the method in ourdefinition.
We'll go back to what wediscussed the definition of
method and definition oftraditional at the start of the
session.
So a tailored projectmanagement method is customized
to a particular project type andis adapted to specific
conditions, that's as a projectsize, complexity, degree of
(19:29):
innovation, development approachand so on.
Again, we will explain that wehave done a there's a link to a
video that basically we havedone a full hour webinar on this
topic and how we go intointensive detail about how do we
tailor method.
However, for now at least, wehave only two, three slides.
(19:52):
So when we talk aboutcustomized, what does it mean?
Well, project type.
Right, you have differentindustries, as you can see from
this picture aviation, robotic,renewable energy, academic and
education, healthcare, oil andgas.
All of these are differentsectors.
We call them sectors.
So to customize, to define aproject type, we have three
(20:15):
variables.
So for us, when we customize amethodology, we look at three
variables to define the projecttype.
So right now we are on thefirst, if I go back to slide the
first bullet.
So first we start with thesector, which is the general.
Obviously, for example, intechnology, you will find a
different type of technology,project share, potentially a
(20:37):
life cycle.
They look somewhat similar, notexactly the same, but there are
similarities.
Within the aviation industryyou will find that project life
cycle, they have some similarity.
Same thing with oil and gas orrenewable energy.
So here we're not looking forprecision or exactness, we're
looking for similarities.
So in this case a method wouldlook similar within the industry
(21:02):
, within that sector.
Now if we zoom down within thesector to a domain let me take
an oil and gas for examplethere's something I have a lot
of experience with.
So basically, oil and gas ishuge.
It could include offshore oronshore, it could include
pipeline, it could includerefineries or petrochemical
(21:23):
plant, it could include newfacilities, or what they call
them greenfield or brownfield,which mean a project within
operating facilities.
So there are different type ofprojects.
So in that case, if we look atthe capital project industry, so
the sector, so let me startwith sector.
If we look at the capitalproject sector, we could have
(21:47):
different type of project.
We can have oil and gas, we canhave renewable, we can have
utilities, those are, we callthem industries or domain, and
then underneath them we have thecategory.
So, for example, the oil andgas example I was giving you
under the sector would be let memaybe summarize it easier the
sector would be capital project,the domain would be oil and gas
(22:13):
utilities, these kinds ofthings.
The category under oil and gaswe could have pipeline, we can
have onshore, we can haveoffshore, we can have greenfield
, we can have brownfield and sobasically that allow us to
narrow down and come up.
Maybe, as you can see herethere are six picture, but these
six picture, if we start to diginto them, they'll probably be
(22:33):
50, 50, 50 different methodrelated to these type of project
in these industries and sectors.
Because we look forspecialization.
The more we can narrow down,the more we can narrow down the
choices, we can develop a morebespoke tailored method that is
very highly specific tailoredmethod.
(22:56):
And why do we want to do thatBecause the more specific we are
, then we can use it on allthose type of project for
maximum efficiency and futureproject and avoiding recreating
the wheel.
Then we continue to look.
Now we have defined, let's saywe want to talk about a pipeline
project, or we're going to talkabout solar panel project,
(23:18):
which is part of renewableenergy, which is part of capital
project.
Now let's, what else do I needto know Well, project class, and
that is a classification system.
That is a classification systemthat helps us decide the size
and complexity.
If, for example, take realestate, you know building a
cabin in the wood is a projectbut it's probably less complex
(23:41):
than building a large mansion orbuilding a minimal or building
a high tower right.
So they basically they are allcapital project, they are all
building project.
However, their size andcomplexity are different.
So we use something calledproject classification and the
Rook.
We use five classification.
(24:02):
Four of them we have built intothe platform the Mega project.
One is still in the future.
I wrote a book about it but wehave not built it into the
platform yet because it's a huge.
So we look at micro projectsmall, simple, medium, moderate,
large and complex.
And then we look at developmentapproach and here maybe the
hybrid story come in right.
(24:22):
What is, or how are we going todevelop the product of the
project?
Well, in this case we have twotechniques.
Most projects follow theconcept of big banks.
This is what people callwaterfall, but again, I don't
agree with the term waterfall soI avoid it as much as possible.
(24:43):
So what's a big bank?
Big bank is that usually wherethe team will have to deliver
the product of your project.
Remember, every project mustproduce something right the
product.
So we can only deliver theproduct in one piece at the end
of the project.
For example, a shop, a clinic,a house, right, I cannot give
you the house and pieces.
Well, maybe it depends on whereyou live in the world.
Maybe we can do the house andpieces.
(25:05):
However, at the end of the day,we look at for delivering the
product in one piece at the endof implementation, at the end of
the implementation stage.
We call that in the Rookplatform, big bank development,
right?
So basically, all of a sudden,you work, you work, you work and
here you go, big bang, theproject is finished.
(25:26):
Or we use iterative, incrementaldevelopment.
This is typically where you canrelease the product of the
project in pieces, iteration orincrement.
So we look at all of these.
There are other factors weconsider, but these are the most
important factors.
Then we come up with a standardmodel.
The standard model is typicallysuitable for medium to large
(25:49):
project.
It looks like this it has ninestages, nine stage gate, three
phases.
So we divide a project intothree phases and then every
phase it have two or more stagesAgain for the medium to large
project, right.
And then there are differentstages.
(26:09):
Now the name we use here arethe generic camp model name.
But, however, obviously,remember when we talk about
tailoring, everything istailored.
That mean the number of stages,the number of gate, the number
of phases, their names, the nameof the gate, what goes into the
(26:30):
output of every stage, whathappened at every stage gate all
of that is tailored right.
So what this give you here isjust a generic way of looking,
of visualizing.
Remember when I was askingabout how we visualize the
journey from idea until it'soperating.
Here you go, that's the journeyand that is what we call the
(26:54):
standard model.
Again, when we wrote our bookproject management beyond water
foreign agile we developed amethodology.
We use a standard model.
However, the word standardmodel again is not one size fits
all.
This is the starting point weuse for tailoring, as you can
see on the next few slides.
Now, one thing I want tohighlight here is that you see,
(27:19):
there is a sequence.
Obviously, some of this couldoverlap.
Some of these stages are shownhere sequentially, but they
could have some overlap.
This electronic image is notshowing that.
That up to us as anorganization, how do we do
project?
Do we want to use a sequence?
Do we only use some overlap?
Or how would that happen thatwe can build that method right
(27:40):
there?
And for us, usually the firstfew steps here, the first few
stages, are common across alltype of project.
Maybe the level of complexitywith the fare, and usually where
the question of the hybrid orthe agile or the waterfall come
(28:01):
in is after gate five, becausegate five is the final approval
of the project and we go intoimplementation.
That is when we build theproduct.
That is when we build as BigBang or we build as a iterative,
incremental.
So in this one, when you seethe picture like this, that
means it is Big Bang.
(28:21):
So basically assume Big Bangand then we use another image,
something that we use a symbolon the line.
Now I'm using three symbol here, but basically it indicates
that this is being done initeration and increment.
So that means it's agile.
(28:42):
In this case, notice, nothingelse changed.
Everything else is the sameexcept what's happening in here.
Now, obviously, in some casesmaybe we'll expand that we
include the definition stage inthat one.
So basically, from gate four wecould be doing these increment
or iteration.
(29:02):
Again, they're totalflexibility of how we do it.
Now let's go to another type ofproject, small, simple project.
Notice, here the lifecyclechanged a little bit.
Now I have seven stages andseven gates.
And notice again,implementation is standard,
which means Big Bang.
And now implementation is.
(29:28):
Then I go, one more methodology,and here is what we call the
micro projects.
That's basically small.
Now the classification will bedifferent from company to
company, industry to industry,but in general we use this
terminology.
Now, what is the micro for youis probably, you know, for oil
(29:48):
and gas, a micro project mightbe a mega project for or might
be a large and complex projectfor technology.
So it depends on the industry,the domain, the type of project.
These definitions could varybut in general, if we have what
we are saying micro project isvery straightforward, simple
project.
Then there are only four stagesand four gate and again we have
(30:10):
the opportunity to do it bigbang or we do it agile, and this
is one for mega project.
This is from my book, butbasically we have not built that
into the platform yet.
So, coming to a conclusion, sois this what I just showed you?
(30:33):
Is that what meant by hybrid?
I mean, if that what is meantby hybrid, then a root platform
is a hybrid model.
We don't call it that way.
When I built that model, Idesigned that model starting
back in 2007.
And based on what I've learnedfrom guide, like the pump bug
(30:55):
guide from PMI and IPMA andothers, right is that
traditional project managementmust be always adaptive.
That is the way I used tomanage project and companies
like Exxon chemical and othersand Aramco.
When I work in those companieswe manage project differently,
depend on their factor, the typeof the project, the size and
the complexity of the project.
(31:15):
So we always have an adaptiveapproach.
So to me, that is that whatI've been living with my entire
career and, as you can see, I'mnot young anymore.
I've been in the field ofproject management and
engineering and project for atleast almost actually 40 years
this year.
Right, so I'm an old guy andwe've always needed to be
(31:38):
adaptive.
So is that traditional projectmanagement?
Project management has alwaysbeen traditional, has always
been adaptive.
Is that now what this is?
Hybrid?
If this is what being promoted,is hybrid Again, I don't know
enough about all the hybrid andI keep asking, whenever I see
(32:00):
post on that, I keep askingpeople please, anyone can share
with us what is the project lifecycle for a hybrid model would
do Like, and I have yet to see,to see.
Even when we ask professionalassociation or saw people who
consider considered thoughtleader or expert and project
management and they post on thistopic and we ask them, all of a
sudden they become ghosts.
I have not been able to see atruly hybrid model yet.
(32:24):
Maybe I haven't done enoughwork looking right, but when I,
when we see money post on thistopic and we ask, we don't know.
So to me, the only thing I canthink of a hybrid today Okay,
and I can make the judgment Okayand time to improve me right or
wrong that a hybrid projectmanagement is nothing more than
(32:46):
tradition project management.
It just a relay will rename,right?
So, at the end of the day, I'mgoing to close with these kind
of comment, regardless of whatyou prefer to call it, don't you
think that we need somethinglike the roof platform to give
(33:06):
us the flexibility and theagility and the catering
capability to lead your projectto success?
You know, maybe this is a, thisis my commercial piece, right,
but again, you don't have to usea platform.
Build your own, build your ownas an organization or, you know,
use that concept.
Again, we share a lot of theseconcepts.
(33:27):
We are in the open domain,right, we are not being
restrictive here and how weshare, obviously, you, you, you
welcome to build your own.
You can come and talk to us andwith this I say thank you.
You can visit our website tolearn more and we are right now
(33:48):
working on improving the websiteand, of course, you can access
the platform site itself and youcan subscribe.
Or, you know, if you're notready to subscribe yet, just get
a explore through a trial plan.
They are trial plan option.
We have two options for trialplan one for individual to try
(34:09):
and one for organization to try,which means you need to have
two to three people, threepeople at least working together
in order to test using theorganizational module Right, you
can do the individual moduleand you can see a lot of the
same features and, of course,we'll be happy to talk to you.
And usually our approach isthat with the root platform, is
(34:32):
that we offer our client 60 daysmoney back guarantee so we can
work with you.
You know, if you're willing tocommit, it will be willing work
with you to onboard you and thento help you get up to speed
immediately.
You don't have to wait monthsor a year.
Immediately can start using theplatform.
(34:54):
Now.
I have to say the platform is alot of pieces have been built
and we continue to build andenhance the methodology piece.
Most of the methodology piecethat I was talking about in this
video, it's been built alreadyRight.
So now what?
We are adding some additionalfunctionalities and we will
continue to add, because insoftware that continues the
journey, the key is.
The key is we need to move awayfrom fight and debate and about
(35:17):
term and my intention ofdiscussion, the hybrid today, is
not just basically, is not acritique, is not a praise, it's
not, it's basically just anopinion.
To look at it, you know if itis a relabel, and then that's
fine, I have no problem withthat.
You can call it hybrid, you cancall it traditionally, you can
call it project management, youcan call it money, but if it's
(35:40):
something in you really new, Iwould love to learn more about
it with total open mind.
With this, I say thank you andwish you success.
Welcome to the 4pm podcast.
My name is Munir Ajam and I'mthe founder and CEO of Aruq
Project Management.
My core passion is projectmanagement and community
development.
I came to you with decades ofglobal experience.
I have worked on projects invarious industries, countries
(00:29):
and roles.
In this podcast, I aim to helpyou and your organization
transform how to lead yourchange initiatives with the 4pm.
What are the 4pm?
4pm stands for project program,product delivery and portfolio
(00:51):
management.
It is all about integrations todeliver value.
We want to hear from you, soplease share your feedback and
suggestions.
Enjoy your listening.
My name is Munir Ajam and I amthe founder and CEO of Aruq
(01:12):
Project Management.
In this topic today we're goingto discuss something that is
becoming quite popular, maybe atthe term the word hybrid.
So here we're going to ask aquestion and trying to
understand what is hybrid in theproject management context.
Is there such a thing thatreally exists, called hybrid or
(01:34):
just?
Is it another relabel orrenaming of what many of us know
as traditional projectmanagement?
We will explore this topic inthis session.
The first part we focus here isthat what we are talking about
(01:55):
in today's session it's in thecontext of project management
and project managementmethodology or basically, to be
more specific, a projectmanagement method that for a
given context.
If you'd like to know moreabout the difference between
method and methodology, we haverecorded a session on that topic
(02:16):
.
Feel free to access them.
So, in the context of thisdiscussion today, we need to
understand that we're talkingabout project management method.
Now, how do we define a projectmanagement method?
Because there are at least two,many definitions, but it is two
common definition one thattalks about project management
(02:38):
method for anything thatsometimes we use on a project,
for example, critical passmethod.
That is a technique we usewhile we are managing project or
earn value management or thingsof that nature.
That's one part of thedefinition.
However, in the discussion heretoday, the definition of we
(02:58):
adopt the second definition,which is a project management
method must cover the entirevalue delivery life cycle,
project life cycle, from theproduct vision until it's
operating.
So this is really more of aproduct or delivery, product
management, value deliveryapproach, where we need to think
(03:21):
about the entire life cycle,from the idea or product vision
all the way until it's operating, and we are getting some
benefit to owner is gettingbenefit from it.
Again, there is a link here foryou.
We will post.
This link was on YouTube, sobasically you will be able to
(03:46):
see these other videos.
The second part of setting thescene that is important is the
word traditional, and the reasonfor this is obviously, like you
saw on the previous slide, isthat where is where there is a
confusion on the terminology?
So we need to clarify, at leastin this context, what do we
mean.
We clarified methodology andnow we need to clarify
(04:08):
traditional.
So what is traditional ortraditional project management?
Some practitioners equatetraditional project management
to waterfall Right, so basically, whenever we say a traditional
project management, peopleimmediately think waterfall.
Well, that's not really thecase.
This is why we do agree withthis idea or with this approach.
(04:30):
Traditional project managementis definitely not waterfall.
Again, that's at least ouropinion.
And so what is our view oftraditional project management?
So, if we don't agree with thefirst definition, what is our
definition?
A traditional project managementis the way we have always
(04:52):
managed projects, as competentproject managers in organization
with mature system.
Now what does that mean?
That means if you haveorganization that have really
invested time and energy andmoney into building their
project management system andthey have trained their project
management people to becompetent project manager people
(05:12):
, those organization and thosekind of discussion are or
understand that projectmanagement has always, always,
always been adaptive.
That mean every project hassome common features.
Some projects have some commonfeatures and yet some projects
(05:36):
have some specific conditionsthat are unique.
So how do we manage projects?
Well, it depends If we want tomanage a small, simple project
or large and complex project.
If we are managing a projectwith this technology or we're
managing a facility project, weunderstand that one size fits
all does not work.
(05:56):
This is why we have to beadaptive.
So that is our view oftradition project management,
which is another word.
I can say tradition, projectmanagement or project management
.
To me they mean the same.
So project managementhistorically, which means
traditionally, has been adaptive.
(06:17):
That's very critical piece ofinformation that we use to build
our case in this discussion.
So that brings us quickly to thequestion of what is a hybrid?
Well, if we think about it, thesuggested hybrid model, based
(06:38):
on what we've read and seen frompeople who advocate this
concept, as they suggest thatit's combined waterfall and
agile, basically.
So, basically, they come backand said well, you know some
situation.
We need waterfall projectmanagement method and sometimes
we need an agile projectmanagement method.
Now, I say this was for thediscussion purpose, because I
(07:01):
don't believe or agree thatthere is such a thing as an
agile project management orwaterfall project management.
However, let's take it forgranted for now.
So the suggested hybrid modelcombined waterfall and agile.
So what they are saying is that, on you know, a hybrid model is
that basically, on a projectwithin a project, we have to use
both concept.
(07:21):
Now, how?
I'm still trying to figure outthe challenge that we see with
that approach okay, which isbuilt on what I said a minute
ago is that the challenge isthat agile is about product
development.
When we look at agiledevelopment, you know how do we
develop the product.
(07:41):
You know getting software tothe working, software to the
customer in short, quick term,increment, iterative, right.
So it's about building.
When we are building theproduct, agile development is
great.
However, it sets not amanagement approach.
That is not how you manage aproject, right, because,
(08:02):
remember, project managementincludes defining defining the
project scope, the objective,the business objective, doing a
business case, doing feasibilitystudies.
All of these are parts of theproject.
Agile technically assume isthat a product backlog exists.
That means the organizationalready decided what they want
(08:23):
to build and we already startbuilding that.
Most often, I mean, there issome situation, agile capability
a bit more.
But when we talk about agile, weare either talking about
agility, which is a totallysubject, or we are talking about
product development.
The same thing with waterfallalso waterfall, what is
waterfall?
You know waterfall and projectmanagement is not logical.
We never do project bywaterfall.
(08:44):
Right, waterfall again inproduct development.
So, yes, if I'm working on aproduct and I need to design it
before I can build it, right,that kind of hard sequence.
If we're going to call thatwaterfall, then yeah, sure.
And so in many situations, wehave situations where it's
related to product development,not managing the project.
(09:06):
Again, these are again, I knowthese are very controversial
points and many people mightdisagree with me.
However, that's fine.
That's why we are posting ourviews.
Then we need to ask anotherquestion.
In this case, how do two non-PMmethodology if agile and
waterfall are non-projectmanagement methodology, how
(09:28):
could they produce a projectmanagement method, which means
the hybrid right?
Because what we're saying isthat we are starting with agile
project management methodologyand waterfall project management
methodology, blend themtogether and now we have a
hybrid project managementmethodology.
That is a foundation, is there?
The two foundation are not PMmethods.
So how could hybrid be a PMmethod?
(09:49):
Again, maybe I'm being academicat this point, so let's leave
it at that for now, and thenwe're going to come back and
discuss more.
However, that just is animportant question to think
about.
So what is a hybrid projectmanagement?
Again, I repeat the question,and in this case, what we're
(10:11):
looking for here is trying tovisualize it right.
So we advise you to pause.
You can pause this video, or,if you're listening to the audio
and think about this, try toimagine in your mind.
Let me give you something tothink about.
Right, you want to have a house.
(10:32):
So you and your partner justhave an idea that you need to
have your own home.
What is the life, what is thesequence, what is the process
that you go through from thatminute, from the minute you
thought about having your ownhome, until you are living in
(10:54):
your own home.
That journey, how does it looklike?
I mean, obviously, we call thatproject life cycle, but some
people might not like the term.
Just think about it.
What are the?
What would this life cycle looklike Okay, and what?
How is it structured or whatare the steps in that journey?
(11:16):
Right, think about that.
And then come back and try tosee how is that a hybrid model?
Is that a hybrid model?
Could we use hybrid forsomething like this?
Now, I know we can use,obviously, sometime.
(11:42):
We have to design the foundationbefore we build them.
So somebody tell me I'm on here, you have to design the
foundation before you build them.
That's a waterfall.
Okay, that is actually.
We don't call it waterfall, wecall it sequential development.
Right, you have to do step.
Or somebody said, well, you know, I'm not sure about the paint,
I have to decide about the paintand paint color.
So that's agile.
(12:02):
I'm willing to accept that foryou as well, right?
However, that does not make ita project management approach.
We need to learn to segregateor separate or differentiate
between managing the work andmanaging the project and the
(12:26):
building, the development, theimplementation, the execution
action.
That is actually technical work.
So I don't know if you have achance to think about all of
this yet.
What would the project lifecycleand the hybrid project
methodology look like?
Try to imagine then, as we moveon again from the different
(12:52):
literature and I mean thatliterature, the articles and
posts that we've seen on hybrid.
I know one thing we agree on isthat the hybrid project
management methodology built onthe idea of tailoring a lot of
articles that we've seenincluding recently in some of
the studies or not studies andsome of the information I say
(13:14):
studies because you know youwould love to see that there is
studies but unfortunately thereisn't right but that there is
such a thing as a hybrid projectmanagement methodology.
You know, anyway, many of thesereading material that we've
seen is built on the idea thathybrid product management
methodology include tailoring.
(13:35):
Okay, hold that thought.
And here we ask a question didyou know tailoring was a core
concept in the Pumbak guidefirst edition, which was
published in 1996?
It has many sections thattalked about the need for
tailoring as we work on project.
(13:57):
So and it wasn't only mentioned1996 we believe it was kept in
the guide for a few editions.
I think the 2000 edition andmaybe even the third edition
included and maybe the first, Ican't remember.
However, I what I know for sureis that over time, if we look
at the pump bug guide and thisis not limited to the pump bug
(14:20):
guide I'm sure other guide havedone the same, but at least pump
a guide is one of the mostpopular.
So we we can use it as anexample.
And because I know the historyvery well, because I'm
intimately, I've been intimatelyinvolved with the pump bug
guide for many, many since thefirst edition, so I know it well
and what we believe is that inthe later edition of the pump
bug guide, the last few edition,it's basically the, the idea of
(14:44):
tailoring was the emphasized,why?
And some cases lost, and somethey are some concept were
completely lost for a fewedition, for example, the pump
bug, I did not even talk aboutthe idea of a stage gate and
then I think they brought itback in the sixth edition.
So there are so many ideas.
They were there in the firstedition.
(15:05):
They were lost.
Or the emphasized.
So why was it the emphasized?
Was it due to age line?
I mean I need to ask thosequestion and I mean I have my
opinion and but but I don't know.
I mean these are situation, forobviously I'm not sitting in
and in the offices of the peoplewho are writing these guides,
so I don't know what they werethinking, but I know the result
(15:27):
I can, I can observe from theresult.
What we saw is that there are alot of emphasis on agile, so now
we we don't talk abouttailoring as much.
So now the alternative isbecome agile.
And then where we need to shiftfrom waterfall to agile and as
a result of that, we start tosee the binary choice that
either project are eitheradaptive or predictive right
again, and that adaptive,leaning toward agile and
(15:51):
predictably need to waterfall.
And we even seen some, somepeople posting in the recent in
the recent months and even yearor two, that the pump bug guide
is waterfall.
I had no idea where this comingfrom.
I can't remember ever seeingthe word waterfall anywhere
written in the pump bug guidesince 1796 edition.
(16:11):
Now, maybe I'm wrong.
Right, the pump buck was neverabout waterfall.
It was about most project, mostof the time, right?
So what are the processes thatwe can use on most project most
of the time?
So that mean being tailored,that mean being adaptive, right?
Why did we change orde-emphasize those concept and
(16:34):
go toward agile, agile, agileand so many agile practice guide
and certification and also theidea that, oh, we also, we only
have a choice.
What the following agile,adaptive or predictive?
I'm gonna build back on thefirst bullet in this slide,
which is project management, isabout tailoring.
(16:56):
Here I'm gonna shift, and partof this, in a way, is indirect
marketing, so forgive me, butI'm at the intention of this of
this session is not marketing.
It's basically to identify.
That is the idea of hybrid.
However, since we have spentyears and decade working on
(17:19):
these concept, we obviously needto present a case that kind
might elaborate on the situation.
We have been working inmethodologies on project
management since 2007, and Ihave been working on the root
platform for the last four yearsor so, and what we are building
(17:40):
, or we have built and wecontinue to enhance, is in the
root platform.
Is that as an adaptive scalable, built with tailored method.
So the question is ittraditional or hybrid?
Obviously, based on some ofthese words, some people might
(18:04):
call it ah yeah, that soundslike the hybrid you've been
talking about, when you're right.
You know.
Tailoring, adaptive scalable isanother term, that it indicate
adaptivity, adaptability, right,so so must be hybrid.
Well, I never thought about itthat way, so maybe it is.
(18:26):
However, let me show you whatwas the definition of a tailored
method.
A tailored method is a methodthat is customized for a
particular project type.
So basically what we are saying, that is that you have
different project types andthere are different criteria and
(18:47):
variable we look at.
I will show you Then.
Basically, we need to have themethod how we wish is remember a
tailored method meaning aproject management method.
Meaning is a value deliverymethod, meaning it covers a
project from product visionuntil operation.
(19:08):
That is the method in ourdefinition.
We'll go back to what wediscussed the definition of
method and definition oftraditional at the start of the
session.
So a tailored projectmanagement method is customized
to a particular project type andis adapted to specific
conditions, that's as a projectsize, complexity, degree of
(19:29):
innovation, development approachand so on.
Again, we will explain that wehave done a there's a link to a
video that basically we havedone a full hour webinar on this
topic and how we go intointensive detail about how do we
tailor method.
However, for now at least, wehave only two, three slides.
(19:52):
So when we talk aboutcustomized, what does it mean?
Well, project type.
Right, you have differentindustries, as you can see from
this picture aviation, robotic,renewable energy, academic and
education, healthcare, oil andgas.
All of these are differentsectors.
We call them sectors.
So to customize, to define aproject type, we have three
(20:15):
variables.
So for us, when we customize amethodology, we look at three
variables to define the projecttype.
So right now we are on thefirst, if I go back to slide the
first bullet.
So first we start with thesector, which is the general.
Obviously, for example, intechnology, you will find a
different type of technology,project share, potentially a
(20:37):
life cycle.
They look somewhat similar, notexactly the same, but there are
similarities.
Within the aviation industryyou will find that project life
cycle, they have some similarity.
Same thing with oil and gas orrenewable energy.
So here we're not looking forprecision or exactness, we're
looking for similarities.
So in this case a method wouldlook similar within the industry
(21:02):
, within that sector.
Now if we zoom down within thesector to a domain let me take
an oil and gas for examplethere's something I have a lot
of experience with.
So basically, oil and gas ishuge.
It could include offshore oronshore, it could include
pipeline, it could includerefineries or petrochemical
(21:23):
plant, it could include newfacilities, or what they call
them greenfield or brownfield,which mean a project within
operating facilities.
So there are different type ofprojects.
So in that case, if we look atthe capital project industry, so
the sector, so let me startwith sector.
If we look at the capitalproject sector, we could have
(21:47):
different type of project.
We can have oil and gas, we canhave renewable, we can have
utilities, those are, we callthem industries or domain, and
then underneath them we have thecategory.
So, for example, the oil andgas example I was giving you
under the sector would be let memaybe summarize it easier the
sector would be capital project,the domain would be oil and gas
(22:13):
utilities, these kinds ofthings.
The category under oil and gaswe could have pipeline, we can
have onshore, we can haveoffshore, we can have greenfield
, we can have brownfield and sobasically that allow us to
narrow down and come up.
Maybe, as you can see herethere are six picture, but these
six picture, if we start to diginto them, they'll probably be
(22:33):
50, 50, 50 different methodrelated to these type of project
in these industries and sectors.
Because we look forspecialization.
The more we can narrow down,the more we can narrow down the
choices, we can develop a morebespoke tailored method that is
very highly specific tailoredmethod.
(22:56):
And why do we want to do thatBecause the more specific we are
, then we can use it on allthose type of project for
maximum efficiency and futureproject and avoiding recreating
the wheel.
Then we continue to look.
Now we have defined, let's saywe want to talk about a pipeline
project, or we're going to talkabout solar panel project,
(23:18):
which is part of renewableenergy, which is part of capital
project.
Now let's, what else do I needto know Well, project class, and
that is a classification system.
That is a classification systemthat helps us decide the size
and complexity.
If, for example, take realestate, you know building a
cabin in the wood is a projectbut it's probably less complex
(23:41):
than building a large mansion orbuilding a minimal or building
a high tower right.
So they basically they are allcapital project, they are all
building project.
However, their size andcomplexity are different.
So we use something calledproject classification and the
Rook.
We use five classification.
(24:02):
Four of them we have built intothe platform the Mega project.
One is still in the future.
I wrote a book about it but wehave not built it into the
platform yet because it's a huge.
So we look at micro projectsmall, simple, medium, moderate,
large and complex.
And then we look at developmentapproach and here maybe the
hybrid story come in right.
(24:22):
What is, or how are we going todevelop the product of the
project?
Well, in this case we have twotechniques.
Most projects follow theconcept of big banks.
This is what people callwaterfall, but again, I don't
agree with the term waterfall soI avoid it as much as possible.
(24:43):
So what's a big bank?
Big bank is that usually wherethe team will have to deliver
the product of your project.
Remember, every project mustproduce something right the
product.
So we can only deliver theproduct in one piece at the end
of the project.
For example, a shop, a clinic,a house, right, I cannot give
you the house and pieces.
Well, maybe it depends on whereyou live in the world.
Maybe we can do the house andpieces.
(25:05):
However, at the end of the day,we look at for delivering the
product in one piece at the endof implementation, at the end of
the implementation stage.
We call that in the Rookplatform, big bank development,
right?
So basically, all of a sudden,you work, you work, you work and
here you go, big bang, theproject is finished.
(25:26):
Or we use iterative, incrementaldevelopment.
This is typically where you canrelease the product of the
project in pieces, iteration orincrement.
So we look at all of these.
There are other factors weconsider, but these are the most
important factors.
Then we come up with a standardmodel.
The standard model is typicallysuitable for medium to large
(25:49):
project.
It looks like this it has ninestages, nine stage gate, three
phases.
So we divide a project intothree phases and then every
phase it have two or more stagesAgain for the medium to large
project, right.
And then there are differentstages.
(26:09):
Now the name we use here arethe generic camp model name.
But, however, obviously,remember when we talk about
tailoring, everything istailored.
That mean the number of stages,the number of gate, the number
of phases, their names, the nameof the gate, what goes into the
(26:30):
output of every stage, whathappened at every stage gate all
of that is tailored right.
So what this give you here isjust a generic way of looking,
of visualizing.
Remember when I was askingabout how we visualize the
journey from idea until it'soperating.
Here you go, that's the journeyand that is what we call the
(26:54):
standard model.
Again, when we wrote our bookproject management beyond water
foreign agile we developed amethodology.
We use a standard model.
However, the word standardmodel again is not one size fits
all.
This is the starting point weuse for tailoring, as you can
see on the next few slides.
Now, one thing I want tohighlight here is that you see,
(27:19):
there is a sequence.
Obviously, some of this couldoverlap.
Some of these stages are shownhere sequentially, but they
could have some overlap.
This electronic image is notshowing that.
That up to us as anorganization, how do we do
project?
Do we want to use a sequence?
Do we only use some overlap?
Or how would that happen thatwe can build that method right
(27:40):
there?
And for us, usually the firstfew steps here, the first few
stages, are common across alltype of project.
Maybe the level of complexitywith the fare, and usually where
the question of the hybrid orthe agile or the waterfall come
(28:01):
in is after gate five, becausegate five is the final approval
of the project and we go intoimplementation.
That is when we build theproduct.
That is when we build as BigBang or we build as a iterative,
incremental.
So in this one, when you seethe picture like this, that
means it is Big Bang.
(28:21):
So basically assume Big Bangand then we use another image,
something that we use a symbolon the line.
Now I'm using three symbol here, but basically it indicates
that this is being done initeration and increment.
So that means it's agile.
(28:42):
In this case, notice, nothingelse changed.
Everything else is the sameexcept what's happening in here.
Now, obviously, in some casesmaybe we'll expand that we
include the definition stage inthat one.
So basically, from gate four wecould be doing these increment
or iteration.
(29:02):
Again, they're totalflexibility of how we do it.
Now let's go to another type ofproject, small, simple project.
Notice, here the lifecyclechanged a little bit.
Now I have seven stages andseven gates.
And notice again,implementation is standard,
which means Big Bang.
And now implementation is.
(29:28):
Then I go, one more methodology,and here is what we call the
micro projects.
That's basically small.
Now the classification will bedifferent from company to
company, industry to industry,but in general we use this
terminology.
Now, what is the micro for youis probably, you know, for oil
(29:48):
and gas, a micro project mightbe a mega project for or might
be a large and complex projectfor technology.
So it depends on the industry,the domain, the type of project.
These definitions could varybut in general, if we have what
we are saying micro project isvery straightforward, simple
project.
Then there are only four stagesand four gate and again we have
(30:10):
the opportunity to do it bigbang or we do it agile, and this
is one for mega project.
This is from my book, butbasically we have not built that
into the platform yet.
So, coming to a conclusion, sois this what I just showed you?
(30:33):
Is that what meant by hybrid?
I mean, if that what is meantby hybrid, then a root platform
is a hybrid model.
We don't call it that way.
When I built that model, Idesigned that model starting
back in 2007.
And based on what I've learnedfrom guide, like the pump bug
(30:55):
guide from PMI and IPMA andothers, right is that
traditional project managementmust be always adaptive.
That is the way I used tomanage project and companies
like Exxon chemical and othersand Aramco.
When I work in those companieswe manage project differently,
depend on their factor, the typeof the project, the size and
the complexity of the project.
(31:15):
So we always have an adaptiveapproach.
So to me, that is that whatI've been living with my entire
career and, as you can see, I'mnot young anymore.
I've been in the field ofproject management and
engineering and project for atleast almost actually 40 years
this year.
Right, so I'm an old guy andwe've always needed to be
(31:38):
adaptive.
So is that traditional projectmanagement?
Project management has alwaysbeen traditional, has always
been adaptive.
Is that now what this is?
Hybrid?
If this is what being promoted,is hybrid Again, I don't know
enough about all the hybrid andI keep asking, whenever I see
(32:00):
post on that, I keep askingpeople please, anyone can share
with us what is the project lifecycle for a hybrid model would
do Like, and I have yet to see,to see.
Even when we ask professionalassociation or saw people who
consider considered thoughtleader or expert and project
management and they post on thistopic and we ask them, all of a
sudden they become ghosts.
I have not been able to see atruly hybrid model yet.
(32:24):
Maybe I haven't done enoughwork looking right, but when I,
when we see money post on thistopic and we ask, we don't know.
So to me, the only thing I canthink of a hybrid today Okay,
and I can make the judgment Okayand time to improve me right or
wrong that a hybrid projectmanagement is nothing more than
(32:46):
tradition project management.
It just a relay will rename,right?
So, at the end of the day, I'mgoing to close with these kind
of comment, regardless of whatyou prefer to call it, don't you
think that we need somethinglike the roof platform to give
(33:06):
us the flexibility and theagility and the catering
capability to lead your projectto success?
You know, maybe this is a, thisis my commercial piece, right,
but again, you don't have to usea platform.
Build your own, build your ownas an organization or, you know,
use that concept.
Again, we share a lot of theseconcepts.
(33:27):
We are in the open domain,right, we are not being
restrictive here and how weshare, obviously, you, you, you
welcome to build your own.
You can come and talk to us andwith this I say thank you.
You can visit our website tolearn more and we are right now
(33:48):
working on improving the websiteand, of course, you can access
the platform site itself and youcan subscribe.
Or, you know, if you're notready to subscribe yet, just get
a explore through a trial plan.
They are trial plan option.
We have two options for trialplan one for individual to try
(34:09):
and one for organization to try,which means you need to have
two to three people, threepeople at least working together
in order to test using theorganizational module Right, you
can do the individual moduleand you can see a lot of the
same features and, of course,we'll be happy to talk to you.
And usually our approach isthat with the root platform, is
(34:32):
that we offer our client 60 daysmoney back guarantee so we can
work with you.
You know, if you're willing tocommit, it will be willing work
with you to onboard you and thento help you get up to speed
immediately.
You don't have to wait monthsor a year.
Immediately can start using theplatform.
(34:54):
Now.
I have to say the platform is alot of pieces have been built
and we continue to build andenhance the methodology piece.
Most of the methodology piecethat I was talking about in this
video, it's been built alreadyRight.
So now what?
We are adding some additionalfunctionalities and we will
continue to add, because insoftware that continues the
journey, the key is.
The key is we need to move awayfrom fight and debate and about
(35:17):
term and my intention ofdiscussion, the hybrid today, is
not just basically, is not acritique, is not a praise, it's
not, it's basically just anopinion.
To look at it, you know if itis a relabel, and then that's
fine, I have no problem withthat.
You can call it hybrid, you cancall it traditionally, you can
call it project management, youcan call it money, but if it's
(35:40):
something in you really new, Iwould love to learn more about
it with total open mind.
With this, I say thank you andwish you success.
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