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Weighing the pros and cons of applying a combination of techniques from Waterfall, PMBOK, Lean, Agile or other methods is outside the scope of a blog post. However, in researching the benefits of marrying some techniques from various methodologies, IMO it’s worth taking a para out of agile when it comes to handling customization.
By focusing on iterative releases, agile methods create room for changes to be incorporated into the development process. They maintain good visibility of features implemented and backlogged. By using a collaborative team and involving customers in product demos before the end of an iteration, agile practitioners ensure customers drive the end deliverable. Viewing agile through this lens for now, what can you incorporate into your project management technique to handle customization better?
When new requests put the scope at risk, customers are often told to wait till the next requirements cycle or the end of the project. IMO don’t make customers wait – capture all requests as wish list items at the time of request. Categorize requirements as must-haves and nice-to-haves. As soon as feasible, establish a release plan – a second round of development – during which these requests can be addressed (in release 1.5 after release 1.0 or a quick-fix after the release).
As you transition from phase to phase, establish go/no-go checkpoints. At these checkpoints involve customers or stakeholders – show product demos, get feedback. You will be surprised how some of the quick wins can reap rich rewards without much deviation from the baseline. Besides, your customers will be happier that you listened to them even if you can’t deliver everything right away.
I don’t think there’s a one-size fits all solution. What works for you may not work for a project manager in another industry or environment. Nonetheless, there’s more in common than meets the eye, and takeaways from one approach will benefit the other, and the project manager’s skills.
Tomorrow – Handling Customization: Bagging the Quick Wins – CSF vs. LOE grid
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Amen, Gary. Your point “they also need to understand that analysis of a change is in itself a consume of resources” IMO hits at the essence of client management: communication and expectation management; it also entails how much to “invest in investigating” a wish list item and how to get to the middle ground. You have probably seen all this in your experiences as well; just continuing the discussion by sharing mine. 
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