While the PMI would like to believe that every project is clearly defined, with identified stakeholders, a detailed scope, and a realistic timeline, most of us know from experience that projects rarely work that way.  To add to the complexity, IT projects can involve a variety of specialty areas that encompass vast and varying knowledge sets (Java coding, data warehousing, business process development to name a few) .  For the average PM, it is impossible to know it all.  So, what do you do when you are asked to manage a project that is not completely scoped or is outside of your knowledge area?  You start with what you know and learn as you go.  Or, as a client reminded me every time she stuck me on a new project with a different team of experienced architects or seasoned product owners, "Fake it til you make it."

I’ve recently completed a white paper that details a methodology employed by CapTech to deliver a SharePoint 2010 collaboration portal for an international client.  Blending Agile and Waterfall practices, CapTech delivered successfully thanks to a variety of benefits afforded to the client and CapTech by the methodology (dubbed CT Hybrid).  The full white paper is attached to this post, but here’s a sneak preview of its Conclusion: