One of the most common issues we face when dealing with organisations delivering IT projects is the tension between project management and product management. Product Managers often feel that the typical structure of projects, from the need to develop detailed plans to the common stage gate governance processes, slows product development down and is at the opposite end of the spectrum to the agile way in which most IT products are best developed.
In some organisations, this tension drives innovation, resulting in hybrid ways of working that combine planned sprints, regular release planning, and a reliable view of resource demand and costs. However, more often, ad hoc hybrid approaches can exacerbate delivery dysfunction, including unclear objectives and misaligned priorities. This often frustrates the PMO, which needs visibility into time, costs, and outputs, and paints product delivery teams as either the heroes, rapidly delivering features, or the villains, unable to clarify what is coming, when, and why it’s needed by the customer. Paradoxically, this dichotomy often arises within the same organisation—and sometimes even the same team at different times.
All delivery models have advantages and limitations. It’s particularly easy to criticise Agile delivery methods, especially after the initial excitement of an ‘Agile Transformation’ fades. Many executives, 18 months after investing hundreds of thousands, if not millions of dollars, have voiced concerns such as: “Transparency has disappeared; I haven’t seen a meaningful report in months. We’re delivering features, but customers are still waiting for what they need. I’m not sure what value this transformation has brought us.”
Traditional project management has its own limitations when delivering products. Jeff Sutherland, one of the creators of the Agile Manifesto, highlights this in his book, Delivering Twice the Value in Half the Time. He recounts a conversation with a CEO:
“I went to the CEO and told him we were scrapping the Gantt chart. He was shocked and demanded to know why. ‘How many Gantt charts have you seen in your career?’ I asked. ‘Hundreds,’ he replied. ‘How many of them were right?’ He paused. ‘None.’”
Not All Hybrid Methods Are Created Equal
We believe hybrid delivery methods are the key to successfully delivering IT products. However, the exact form of a hybrid model depends on the product and organisational context. It can be challenging for organisations to accept that no single methodology works for all situations. Instead, we advocate for a standardised toolbox of methods that balance structured planning with incremental delivery.
The real challenge lies in implementing a hybrid method that works. This involves equipping stakeholders with the tools to operate in ways that align with their roles while providing the organisation with the data needed for informed decision-making and strategic planning. This balance is critical to reducing dysfunction and achieving delivery success.
The Product & Delivery Management Playbook Approach
The Product & Delivery Management Playbook is a solution we’ve developed through years of experience supporting organisations that have need an alternative to traditional, one size fits all Agile or Waterfall methods. The Playbook offers a flexible, outcome-focused approach, integrating methodologies such as Agile, Waterfall, Lean, and Design Thinking to meet the unique needs of each organisation and product.
Each Playbook is designed collaboratively with you and for you, incorporating methods and tools tailored to your business. For example, one recent client excelled in Agile delivery, consistently dropping features and celebrating a strong collaborative culture. However, customers were frustrated by a lack of clarity on when specific features would be delivered, and the finance team was concerned about the product’s costs relative to its budget. For this client, the Playbook emphasised their Agile strengths while introducing light planning at the product design and planning stages. By pressing pause before development, stakeholders gained transparency into what would be delivered and when. This way of working satisfied both customer expectations and financial oversight without compromising the team’s Agile momentum.
The Playbook focuses on value creation, measurable outcomes, and customer satisfaction. It moves beyond traditional process-centric methods to deliver strategic alignment and tangible results. Teams are empowered to achieve business goals such as revenue growth, customer retention, and operational efficiency, all while supporting governance requirements and enabling agility.
Figure 1.0 – Core Concepts of the Playbook Approach
The Playbook also provides practical tools, templates, and a structured roadmap for balanced planning and execution. Comprehensive coaching and training foster a culture of continuous improvement, adaptability, and empowered decision-making. By bridging the gap between project and product management, the Playbook ensures cross-departmental collaboration, enhanced governance, and sustainable transformation.
We understand that balancing project and product management cannot be achieved with a one-size-fits-all approach. Organisations must embrace the complexity of their delivery ecosystems and adopt solutions that provide flexibility while aligning with strategic goals. The Product & Delivery Management Playbook allows organisations to move beyond rigid frameworks, adopting structure and standardisation where appropriate. By fostering collaboration and equipping stakeholders with the tools to plan, execute, and iterate effectively, the Playbook ensures delivery success and sustained organisational value.
For a confidential discussion about how the Product & Delivery Management Playbook could support your organisation, contact us today.
Copyright Louise Gardner, 2025. All rights reserved.
