According to the latest Gartner research, by 2026 more than 50% of all major technological projects will be managed using hybrid methodologies such as Agile and Waterfall. This shift is driven by companies operating in rapidly changing markets — including blockchain and cryptocurrencies — that face the constant challenge of adapting to new regulations, technologies, and customer demands. In these conditions, traditional project management approaches become less effective as they fail to respond swiftly to changes.
Hybrid methodologies that combine the flexibility of Agile with the structure of Waterfall enable companies to remain resilient while adapting quickly. These approaches are especially relevant amid the instability and rapid growth of new technological sectors like decentralized finance (DeFi) and cryptocurrencies, where every change can impact a project’s success.
Maya Yacobovitch, a DRA award winner for developing and implementing the hybrid methodology Scrum-a-fall at Intel, possesses deep experience in crafting and applying hybrid approaches. In this interview, Maya discusses how her Scrum-a-fall methodology helps manage projects effectively amid constant changes in technological markets. She also shares her vision on why flexibility and structure have become key success factors in areas like big data, blockchain, and cryptocurrencies and how her methods can help companies tackle these challenges.
— You worked at Intel, where you were involved in implementing innovative approaches to project management. How did the idea of creating the Scrum-a-fall methodology come about? What problems or tasks in project work prompted you to develop a hybrid approach combining Agile and Waterfall?
— The idea of developing the Scrum-a-fall methodology came to me while working on projects at Intel. I was managing large and complex projects that required both rigorous planning and flexibility in decision-making. On one hand, the Waterfall approach provided structured management and predictability, which was vital for long-term planning and coordinating large teams. On the other hand, Agile offered flexibility, allowing us to adapt quickly to changes and implement updates during the workflow.
However, I realized that in real-world projects, these methodologies, in their pure forms, weren’t always effective. Waterfall didn’t allow for rapid responses to changes, slowing progress—especially when dealing with new technologies or shifting requirements. Meanwhile, Agile, despite its advantages, sometimes lacks the structure needed for large projects with tight deadlines and fixed resources.
This led to the need for a hybrid approach. Scrum-a-fall combines the best of both worlds: maintaining upfront planning like Waterfall while being flexible enough to adapt during the project, as in Agile. This solution not only increased project management efficiency but also improved team collaboration, making work more transparent and manageable. In practice, this meant we reached key milestones faster and could adjust the project’s course when new requirements or changes arose.
— You received the prestigious DRA award for your work at Intel. What specific challenges did your team face in this project, and how did Scrum-a-fall help overcome them? What made this project special and worthy of such recognition?
— In the project for which I received the DRA award, our main goal was to enhance resource and procurement management processes at Intel. The project was multi-layered, requiring coordination among different teams, and was complicated by tight deadlines and constantly evolving requirements. One of the primary issues was that traditional methodologies didn’t allow for effective responses to changes, which hindered progress.
Scrum-a-fall played a crucial role in overcoming these challenges. We utilized Waterfall for long-term planning and budget management, helping us maintain a clear structure at all project levels. Simultaneously, Agile’s flexibility allowed us to promptly incorporate changes as new requirements emerged or market conditions shifted. This enabled us not only to meet deadlines but also to boost team efficiency, optimize resource use, and reduce risks.
The project’s success was due to this balanced management approach — we maintained structure while remaining adaptable. The recognition affirmed that Scrum-a-fall can work effectively even in the most complex conditions, which was acknowledged by the award.
— Your have been successful in your work with big data many times. Your methodology and data analytics solutions have helped companies cope with huge amounts of data. What are the main achievements?
— Working with big data always requires special attention to speed, accuracy and security of processing. For example, in one project for a company in the financial sector, I developed custom data processing strategies that automated analysis and reporting processes. This reduced data processing time by 30% and improved predictive accuracy by 25%. In addition, I implemented interactive dashboards that visualize key metrics in real time, which is especially important for healthcare where decisions need to be made quickly based on data. One of the most significant achievements was the creation of a system that integrated data from multiple sources into a single framework for ease of use and analytics accuracy.
— Markets like cryptocurrencies and decentralized finance (DeFi) are constantly evolving. How does Scrum-a-fall help companies adapt to these changes? What advantages does it offer in terms of flexibility and regulatory compliance?
— In dynamic markets such as cryptocurrencies and DeFi, changes occur rapidly — whether through new technologies, legislative shifts, or protocol updates. These sectors demand high adaptability from companies. Traditional methods like Waterfall are often too rigid for these conditions, while purely Agile approaches may lack the necessary structure for long-term planning.
Scrum-a-fall merges the best aspects of both methods, allowing companies to maintain a clear structure and control over project stages while staying flexible and ready for change. For instance, at Intel, we managed large projects that required strict adherence to deadlines while also needing to respond quickly to changes. Scrum-a-fall enabled us to uphold strategic planning, manage resources effectively, and adapt to new requirements without compromising the process.
For companies in fast-changing markets like cryptocurrencies, it’s crucial to be flexible yet compliant with regulatory standards. Scrum-a-fall helps break down projects into stages where compliance can be assessed, allowing for quick adjustments if new regulations or protocol changes arise. This facilitates innovation without breaching standards and maintains project reliability.
— In one of your projects for a large cryptocurrency company, you helped combine data from 10 different sources, which improved analytical accuracy and reduced data processing time by 40%. How do you integrate data from different sources to improve analytical value in high-tech sectors like blockchain and cryptocurrencies where speed of decision-making is critical?
Integrating data from multiple sources is a key aspect for companies operating in technology sectors such as blockchain and cryptocurrencies. In the project you mentioned, we didn’t just combine data – we created a unified architecture that allowed the company to adapt its strategies in real time. This meant that the company could react to market changes faster and with greater accuracy. Moreover, I implement big data analytics tools, such as predictive analytics and real-time monitoring, that track critical metrics at every stage of a project. This is especially important in cryptocurrencies, where every change can drastically affect project results. These solutions help companies remain flexible, but still maintain control over processes and ensure compliance.
— You are a member of the official Association of Engineers and Architects of Israel. , one of the most prestigious professional societies in the country. As you know, it accepts only exceptional professionals who have passed a rigorous selection process. What opportunities for professional development does this membership provide?
— This membership offers access to a community of experts where I regularly exchange knowledge on the latest trends in engineering and project management. It provides insights into global best practices, which I integrate into my work. Through workshops and discussions, I stay informed about cutting-edge tools and methodologies, which keeps my skills relevant and sharp.
— Have you leveraged connections or knowledge from this membership in projects like implementing Scrum-a-fall?
— Absolutely. For instance, while implementing Scrum-a-fall at Intel, I applied several concepts discussed during association meetings, particularly those related to hybrid project management in complex technical environments. The network also connected me with other professionals whose feedback helped refine the methodology, making it more adaptable to large-scale projects.
— Your experience with big data and projects in the US, especially in sectors requiring strict regulatory compliance, seems impressive. How do big data technologies and hybrid project management methods such as Scrum-a-fall help companies meet regulatory requirements while remaining agile?
In the US, many companies, especially in sectors such as healthcare and finance, face challenges in complying with stringent regulatory requirements, such as HIPAA in healthcare or GDPR in the financial sector. My big data solutions help companies automate their compliance monitoring processes. With Scrum-a-fall, projects are broken down into phases, at each of which compliance with new requirements can be easily assessed. In one project in the financial sector in the US, we used big data tools to track compliance in real time, allowing us to quickly adapt to regulatory changes. This not only ensured compliance with all standards, but also increased responsiveness to change by 35%.
— In your opinion, what will define successful project management in the future?
— The future of project management hinges on two key factors: flexibility and speed of adaptation. As markets and technologies evolve at an unprecedented pace, companies that can respond swiftly to changes will stay competitive. Hybrid methodologies like Scrum-a-fall are increasingly in demand because they offer a structure for long-term planning while allowing for rapid adaptation. I also believe the role of data will continue to grow — data-driven management will become the norm, and those who can effectively leverage data in decision-making will lead the way. It’s important to remember that the future belongs to those who aren’t afraid to change and embrace innovation.
