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Journal articles on the topic 'Hybrid Agile'
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1
Aydin, Betül, Shiv Kumar Tripathi, Svitlana Samoylenko, and Nehir Tokgöz. "Analysis of Hybrid Agile Project Management in the Telecommunications Industry." İşletme Bilimi Dergisi 13, no. 1 (2025): 1–19. https://doi.org/10.22139/jobs.1576663.
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This paper explores Hybrid Agile Project Management in the telecommunications industry, focusing on the motivation behind the adopting hybrid methods, collaboration, and conflicts between Agile teams and Project Managers. The primary objective is to evaluate the company’s current state, identify strengths and weaknesses, and provide recommendations for improvement. The research employs a qualitative approach, conducting interviews with key participants such as PMOs, Project Managers, Agile Analysts, Product Owners, Scrum Masters, and Agile Coaches. This approach provided comprehensive insights into the case company’s agile practices, highlighting the complexity of its organizational structure and the impact on project management. The thematic analysis of these interviews emphasized the hybrid approach's role in balancing regulatory, security, and business needs. The findings reveal that although Agile, particularly the Scrum methodology, is central to the company's operations, the hybrid approach plays a key role in addressing the challenges of continuous improvement and flexibility. The company integrates Agile with project management through distinct roles such as Analyst Phase Leader (APL) and Development Phase Leader (DPL), which help mitigate resource management issues and regulatory constraints that can cause conflicts. The company has developed customer frameworks and an adaptive approach to resolve these. TOGAF and PMI have also been aligned with Agile practices to support large-scale enterprises. The paper concludes that Agile satisfaction tends to decrease as company size increases, particularly in the telecom sector, making this research valuable due to its unique recommendations for improving hybrid project management in complex, large-scale environments.
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Oluyinka Joseph Adedokun, Nnenna Linda Akunna, Adeyemi Adewunmi Olalemi, Ismail Oluwasola Sanni, and Victor O. Hammed. "Integrating agile methodologies with traditional project management frameworks: A hybrid approach for enhanced efficiency and risk mitigation." World Journal of Advanced Research and Reviews 25, no. 3 (2025): 2298–304. https://doi.org/10.30574/wjarr.2025.25.3.1003.
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This paper examines hybrid project management, a product of combined agile methodologies and traditional project management. The focus is on applying a hybrid approach for higher project efficiency and risk mitigation in contemporary project environments. With increasing complexity and uncertainties, the limitations of both project management approaches have become obvious. While traditional project management offers predictability and structure, it often lacks flexibility, and agile methodologies ensure adaptability, but faces challenges when implemented in large-scale projects. By analyzing extensive industry practices and literature, this paper shows how a hybrid approach leverages the strengths of traditional and agile project management methodologies by combining planning and risk assessment with stakeholder engagement & iterative development of agile practices. The findings, therefore, suggest significant value offered by hybrid methodologies in adaptability to change, stakeholder collaboration, and risk management.
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Žužek, Tena, Janez Kušar, Lidija Rihar, and Tomaž Berlec. "Agile-Concurrent hybrid: A framework for concurrent product development using Scrum." Concurrent Engineering 28, no. 4 (2020): 255–64. http://dx.doi.org/10.1177/1063293x20958541.
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Agile development became very popular at the beginning of the 21st century when the Manifesto for Agile Software Development was released. Since then, it has been predominant in the software industry and has been increasingly transferred to the development of physical products due to its great success. There are many studies on Agile-Stage-Gate hybrids that combine agile Scrum and the traditional Stage-Gate model, however no research has been found that addresses a direct integration of Scrum into a concurrent product development model in a similar way. In this paper, we therefore examine the possibility of introducing Scrum into the concurrent product development and propose a Scrum framework for an Agile-Concurrent hybrid. We propose that the framework for concurrent development remains unchanged: the stages overlap and the track-and-loop approach is preserved, while Scrum is proposed for the execution of day-to-day work. The main advantage of the proposed hybrid is that after each iteration the customer reviews the results of an entire loop, not just of one stage, which enables a broader understanding of the progress and facilitates a more extensive feedback. A quicker resolution of discrepancies, and a faster and more effective response to change is thus ensured. In the paper, the needed organizational changes and potential implementation issues are also discussed.
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Et.al, Marzanah A. Jabar. "The Use of Repeatable Components in Hybrid Models to Enhance Software Project Management Success." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (2021): 2058–63. http://dx.doi.org/10.17762/turcomat.v12i3.1074.
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The management of software project development requires a dynamic and reactive environment to meet shorter time-to-market demands to address competition efficently in the software industry. This scenario requires the use of effective and robust methodologieswhere opportunities are not lost due to delays and failures in timely software project deliveries.The Agile Manifesto in 2001 which introduced 4 values and 12 principles was designed to develop and manage software projects in a more suitable and effective way to improvethe success rates of software projects. But, increase in overall success rates are still not significant with failure rates remaining plauteaued at about 30% over the last 10 years. Hybrids methodologies seem to have worked better as agile hybrid management methodshave shown more promise when compared to pure agile methods with an overall success rate increase of 16%. There is evidence too that by combining agile methodologies with traditional methodologies, there would be a further increase in success rates. Whilst many hybrid methodologies have been suggested and researched, the gaps in the literature review reveal there is a lack of hybrid models that have been empirically developed and studied as second order components. To build a robust hybrid model, it is important to gather the relevant information and careful consuideration must be given to the design of the questionnaireto fit second order components and models must incorporate and provide for the use repeatable ways to test models once the data is collected.This paper presents a review of the current gaps in hybrid methodologies and proposes a questionnaire design that supports the research methodology and empirical study to be undertaken with second order components (Constructs).Further it looks at the design approach in questionnaires which incorporates the use of repeatable constructs and the measures used and emphasizes this as an important ingredient for developing and testing hybrid models in research studies.
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Almeida, Fernando, and Blaskovics Bálint. "Approaches for Hybrid Scaling of Agile in the IT Industry: A Systematic Literature Review and Research Agenda." Information 15, no. 10 (2024): 592. http://dx.doi.org/10.3390/info15100592.
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Agile methodologies, initially designed for the project level, face challenges when applied at enterprise levels where complex projects and diverse stakeholders are involved. To meet this challenge, several large-scale agile methodologies have been proposed. However, these approaches are not flexible enough or tailored to the needs of organizations, projects, and their teams. It is in this context that hybrid methodologies have emerged. This study aims to conduct a systematic literature review to trace the evolution of hybrid scaling of agile and characterize different approaches to implement it. This study starts by assessing 1509 studies through the use of the PRISMA 2020 framework and identifies 38 relevant studies in this field. The findings indicate that the majority of studies are from 2021 onwards and that qualitative methodologies supported by case studies predominate, making it possible to characterize tailoring processes in these organizations. Moreover, the implementation of hybrid scaling of agile is supported by the paradigm of ambidextrous strategy, a combination of agile with traditional project management methodologies, and continuous improvements. This study contributes insights into navigating the complexities of agile scaling, offering practical guidance for organizations seeking to optimize their project management practices.
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Ghozali, Ghozali, Ratna Agustina, and Diah Cahyani. "Leading with Agility: Empowering Engagement and Performance in the Hybrid Workforce." Equator Journal of Management and Entrepreneurship (EJME) 12, no. 4 (2024): 313–21. http://dx.doi.org/10.26418/ejme.v12i4.82331.
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This study investigates the impact of agile leadership and employee engagement on performance within a hybrid workforce, specifically focusing on freelance workers on the Upwork platform. Utilizing a quantitative research design, data were collected from 50 freelancers through online questionnaires and analyzed using Smart PLS for path analysis. The findings reveal significant positive relationships: agile leadership positively influences the effectiveness of the hybrid work model, which in turn enhances performance. Additionally, employee engagement was found to significantly impact performance through its contribution to the hybrid work model's effectiveness. These results underscore the importance of agile leadership and employee engagement in optimizing performance in hybrid work settings. The study provides valuable insights for organizations aiming to foster a productive and collaborative environment among freelance workers, highlighting the need for leaders to adapt their practices to meet the unique challenges of the hybrid workforce.
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Heimicke, J., R. Chen, and A. Albers. "AGILE MEETS PLAN-DRIVEN – HYBRID APPROACHES IN PRODUCT DEVELOPMENT: A SYSTEMATIC LITERATURE REVIEW." Proceedings of the Design Society: DESIGN Conference 1 (May 2020): 577–86. http://dx.doi.org/10.1017/dsd.2020.259.
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AbstractMore than 15 years after the publication of the agile manifesto of software development, agile development approaches have also reached the processes of physical product development. Because of the boundary conditions and requirements here, which differ strongly from those of pure software development, these approaches often reach their limits. However, research and practice have quickly recognized that hybrid approaches integrate the strengths of agile and plan-driven development. This paper presents 25 hybrid development approaches that have been identified in a Systematic Literature Review.
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Chahal, Sunil. "Agile Methodologies for Improved Product Management." Journal of Business and Strategic Management 8, no. 4 (2023): 79–94. http://dx.doi.org/10.47941/jbsm.1439.
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Purpose: The purpose of this research is to investigate the adoption of agile methodologies in the context of product management and assess their impact on product development processes, organizational culture, and overall business performance. The study aims to provide valuable insights into the challenges, benefits, and best practices associated with implementing agile practices in product management, ultimately contributing to the enhancement of product management strategies in contemporary organizations.
 Methodology: Descriptive research enables the exploration of various variables, such as organizational size, industry, and cultural factors, which may influence the adoption of Agile. It allows for an in-depth analysis of these characteristics and their impact on Agile practices. Thematic analysis serves as a robust method for uncovering insights and patterns within qualitative data, allowing for a nuanced exploration of the adoption of agile methodologies in the realm of product management. It provides a systematic and transparent approach to data analysis, enabling the research to contribute valuable findings to the field.
 Findings: Identification of common obstacles and challenges faced by organizations during Agile adoption, such as resistance to change, cultural alignment, and scaling Agile beyond individual teams. Recognition of the benefits of Agile, including increased product innovation, faster time-to-market, improved customer satisfaction, and enhanced adaptability to changing market conditions. Exploration of the concept of hybrid product administration systems is highlighting the advantages and disadvantages of combining Agile and traditional methodologies. The examination of the impact of Agile on fostering creativity and innovation within product development teams is done.
 Unique contribution to theory, practice, and policy: The study enriches the theoretical understanding of agile implementation models, hybrid systems, and the relationship between agile practices and creativity within teams. It provides a foundation for further theoretical exploration in the field. The research offers practical recommendations for organizations seeking to adopt agile methodologies in product management, providing insights into overcoming challenges, achieving a balance in hybrid systems, and fostering a culture of collaboration and creativity. The findings have potential policy implications for regulatory bodies and governments interested in promoting agile adoption. The research suggests the need for industry-specific guidelines and government support to facilitate agile implementation and innovation.
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Grepan, Vadim. "Approaches to Implementing Agile Within Traditional Project Management Standards." American Journal of Management and Economics Innovations 07, no. 05 (2025): 76–82. https://doi.org/10.37547/tajmei/volume07issue05-09.
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This article explores integrating flexible project management methodologies into traditional standards to adapt to modern dynamic environments. Agile methodologies, initially invented for software development, emphasize adaptability, iterative processes, and close collaboration with stakeholders. Meanwhile, traditional standards, such as PMBOK and PRINCE2, are characterized by a predefined flow focused on stability and detailed planning. The study examines the feasibility of combining Agile and traditional methodologies within hybrid project management models. The focus is placed on achieving a balance between flexibility and structure, as well as addressing challenges related to organizational change. The article highlights the importance of transitioning to cross-functional teams and adapting cultural paradigms for the successful implementation of hybrid solutions. Empirical data suggest that projects employing hybrid approaches demonstrate increased efficiency, improved stakeholder engagement, and reduced risks. However, implementing such models involves challenges, including resistance to change and the need for personnel training. The findings indicate that hybrid models have the potential to become a universal project management standard, combining the strengths of traditional and Agile approaches to achieve sustainable success in high-uncertainty environments. This article will be valuable to project managers, program managers or similar considering the application of Agile methodologies within project execution.
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Haddab, Daniella Maya. "Evaluating the Impact of Project Management Approaches on Project Success: A Comprehensive Analysis of Traditional, Agile, and Hybrid Models." Business & IT XIV, no. 2 (2024): 50–60. https://doi.org/10.14311/bit.2024.02.06.
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The evolution of project management methodologies reflects the increasing complexity and diversity of modern industries. Traditional project management approaches, rooted in sequential planning and control, have long been the cornerstone of project execution. However, as industries face rapid technological change and evolving customer expectations, agile methodologies have emerged as a flexible alternative, emphasizing adaptability, collaboration, and iterative processes. Hybrid models integrate the strengths of both traditional and agile frameworks to address diverse project needs. This research investigates the comparative impacts of traditional, agile, and hybrid approaches on project success. Success is examined through a multidimensional lens, including project efficiency, team impact, customer satisfaction, business outcomes, and future preparedness. Data collected from 227 global project professionals reveals that agile and hybrid methodologies significantly outperform traditional approaches in enhancing team dynamics and preparing organizations for long-term adaptability. The findings provide actionable insights for practitioners and scholars in optimizing project management strategies across varied contexts.
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Farooq, Muhammad Shoaib, and ESHA FATIMA TAHIR. "A Systematic literature Review- “Effects of Hybrid-Agile approaches and methods on the quality of software.”." VFAST Transactions on Software Engineering 9, no. 4 (2021): 137–42. http://dx.doi.org/10.21015/vtse.v9i4.972.
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ABSTRACT Software developers have a reputation of embracing new advancements and practices based on their novelties or empirical indications of their potential. We are conducting an SLR, this paper describes the findings of SLR aimed at determining what combinations of agile practices, and methodologies are utilized in hybrid approaches, as well as how the usage of hybrid and agile approaches affects quality of software. In the last 5 years there are more than 3800 original scientific published were considered in the review, from which 14 papers are yielded on the topic. There are six distinct agile methodologies that have been observed effecting the quality of software, as well as Twenty-one agile practices that have an effect on twenty-five different quality attributes of software.
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Gradeci, K., and M. Sletnes. "The Hybrid-Agile Design of Experiments Methodology." Journal of Physics: Conference Series 2069, no. 1 (2021): 012039. http://dx.doi.org/10.1088/1742-6596/2069/1/012039.
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Abstract A DOE (Design of Experiments) is the laying out of a detailed experimental plan in advance of doing the experiment. Optimal DOEs maximize the amount of information that can be obtained for a given amount of experimental effort. The traditional DOE methodology is waterfall-type methodology implying a sequential and linear life-cycle process. The success of the experiment and usefulness of the results are highly dependent on the initial experimental setup and assumptions, and does not allow to go back and change something that was not well-documented or thought upon in the design stage. The fast-changing software development industry have made it understandable that the traditional waterfall methodology for developing systems, which follows similar patters to the traditional DOE, lacks the agility required for developing robust systems. These limitations have triggered the development of agile: a type of incremental model of software development based on principles that focuses more on flexible responses to change, instead of in-depth planning at the design stage. This paper proposes the hybrid-agile DOE methodology – a methodology that incorporates agile principles in traditional waterfall DOE methodologies – to design effective experimental layouts that allow for improvement during the experimental trial process. The methodology is applied to the natural ageing of adhesives tapes for building applications. This methodology can overcome traditional DOE, by adding agility in the whole process, especially in cases where the investigated products lack prior information and are characterised by large variability.
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Larbi, Samuel Yaw, Kwaku Boakye, Mobolaji Fakeyede, et al. "Leveraging Agile and Hybrid Models to Advance Sustainability Initiatives in the Oil and Gas Industry." Asian Journal of Advanced Research and Reports 19, no. 5 (2025): 144–59. https://doi.org/10.9734/ajarr/2025/v19i51007.
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Aim: This research aims to find out how Agile and Hybrid project management approaches can assist in the sustainability initiatives of the oil and gas sector by combining flexibility, adaptability and structural discipline for a compliance-heavy environment. Methodology: Among 150 records obtained through databases such as Scopus, Web of Science and Google Scholar, 20 case studies were selected, and the authors conducted a systematic literature review of those studies. Key Findings: The findings show that Agile and Hybrid methods stimulate adaptability and creativity, facilitate relationships between stakeholders, and address the regulations and cultural issues. The use of agile models with an iterative nature is good for tackling dynamic sustainability challenges such as carbon reduction and green energy implementation, and the use of hybrid models provides a structured framework to ensure compliance. Despite these advantages, there are many cultural resistance and high costs of deployment that prevent implementation. The proposed framework is based on empirical case studies and industrial practices, while being able to interweave the flexibility provided by Agile models with the phases of the Hybrid models. Conclusion: In this review, practical advice is provided for policymakers, sustainability officers and project members to accelerate progress in the area of sustainability in complex operational environments.
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Edwards, Kasper, Robert G. Cooper, Tomas Vedsmand, and Giulia Nardelli. "Evaluating the Agile-Stage-Gate Hybrid Model: Experiences From Three SME Manufacturing Firms." International Journal of Innovation and Technology Management 16, no. 08 (2019): 1950048. http://dx.doi.org/10.1142/s0219877019500482.
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Agile-Stage-Gate is a hybrid product development model that integrates elements of both Agile and Stage-Gate to help companies realize the strengths of both. Recent studies show positive results in manufacturing companies, although SMEs are notably absent despite being the majority. This paper reports results of a test of the model in three deliberately chosen manufacturing SMEs. Results were improved: time to market, overall new product process, higher success rate. Agile required adaptations, and novel solutions were found by the test firms. The positive results suggest that Agile-Stage-Gate must be considered as a recommended product development approach in SME manufacturers.
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Vivek, Jain. "Agile Transformation in Large Organizations." International Journal of Innovative Research in Engineering & Multidisciplinary Physical Sciences 11, no. 5 (2023): 1–7. https://doi.org/10.5281/zenodo.14900573.
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Agile transformation has become a critical initiative for large organizations seeking to enhance efficiency, adaptability, and customer satisfaction. However, scaling Agile in complex corporate environments presents unique challenges, including cultural resistance, legacy systems, governance constraints, and coordination across teams. This paper provides a comprehensive analysis of Agile transformation in large organizations, discussing fundamental Agile principles, scaling frameworks, and key obstacles faced during implementation. It presents strategic approaches for successful Agile adoption, including executive sponsorship, incremental rollout, Agile coaching, and continuous improvement through measurable KPIs. Furthermore, real-world case studies from organizations like Spotify, ING, and a Fortune 500 retailer illustrate diverse Agile transformation journeys. Looking ahead, this paper explores future trends such as AI-enhanced Agile processes, expansion of Agile beyond IT, and hybrid Agile-Waterfall models. By addressing the unique complexities of large-scale Agile transformation, this paper aims to provide insights for organizations striving to achieve enterprise-wide agility and sustainable innovation.
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Awan, R., S. S. Muhammad, M. A. Fahiem, and S. Awan. "A Hybrid Software Architecture Evaluation Method for Dynamic System Development Method." Nucleus 53, no. 3 (2016): 180–87. https://doi.org/10.71330/thenucleus.2016.133.
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Quality is an important paradigm while delivering software. Past traditional models have many problems. Agile process models overcome these problems, but these models are facing many challenges. The main challenge is the absence of proper Software Architecture Evaluation Method (SAEM) for agile models. It is essential to improve quality of agile models because these methods are lacking quality requirement, well defined software architecture and verified design. Without proper evaluation, these models suffer from severe quality and maintenance issues. Architecture evaluation is known as a standard to evaluate the quality of product. This study focuses on the development of a hybrid SAEM for agile process model. Dynamic System Development Method (DSDM) is a framework of agile methodology. This framework delivers a quality product in a short time. It is very important to improve quality of DSDM phases. Pre-project, project life-cycle and post-project are the phases of DSDM. It is required to apply a hybrid SAEM in phases of DSDM. By applying a hybrid SAEM on DSDM, the quality of DSDM phases may be improved. This improvement may be in term of quality attributes which are well defined in early life cycle. Furthermore, the quality attribute requirements are best satisfied due to well-formed software architecture design. A survey has been conducted in the software industry to validate this model.
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Rößler, L., and K. Gericke. "Analysing Paradigms for Managing Product Development: Conventional, Agile and Hybrid Approaches." Proceedings of the Design Society 2 (May 2022): 263–72. http://dx.doi.org/10.1017/pds.2022.28.
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AbstractAs the complexity of products and their development processes increases, a trend emerged where companies try to manage the complexity through implementing agile practices on all or on some levels of the development process. It is not yet clear if an agile approach is the solution or under which circumstances it can be most effective in the development of physical products. This paper aims to compile the information from existing empirical and meta-studies to give an overview of the strengths and weaknesses of conventional, agile and hybrid paradigms.
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Setyoko, Aria, Teguh Rahardjo, and Nur Fitriani Anita. "EFFECTIVITY IMPROVEMENT OF HYBRID PROJECT MANAGEMENT WATER-SCRUM-FALL WITH SIX SIGMA IMPLEMENTATION." JITK (Jurnal Ilmu Pengetahuan dan Teknologi Komputer) 10, no. 1 (2024): 124–31. http://dx.doi.org/10.33480/jitk.v10i1.5539.
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In software development projects there is continuous development aimed at increasing the efficiency and effectiveness of the team in providing software quality and customer satisfaction. The problem is that many projects are planned using a waterfall approach by clients, therefore some tools are needed to balance this situation. This research aims to evaluate the effectiveness of hybrid methodologies in software development by uncovering the use of a combination of Waterfall and Agile Scrum methodologies with the application of Six Sigma. This hybrid methodology was deemed suitable for combining the plan- and contract-based characteristics of Waterfall with the flexibility and rapid iteration of Agile Scrum. The use of Six Sigma is used to focus on change, assist in systematically identifying and correcting process problems, and process improvement. In research methods, sample teams run different methodologies on similar software projects. Hybrid project management is carried out by applying the Waterfall approach in planning and contracts. At the same time, each phase in Waterfall is iterated using Agile Scrum to ensure flexibility and adaptability. The research results found that this hybrid method can increase team efficiency, reduce development cycle time, detect higher defects in each sprint, increase the final quality of the software, and finally increase the Sigma Index with a team comparison of σ=3.22 and σ= 3.11 and higher compared to teams that only use Agile-Scrum. In conclusion, the integration of Waterfall, Agile Scrum, and Six Sigma can be an effective strategy to face the challenges of modern software development.
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Kumar, Sumeet, and Maheshwari Prasad Singh. "Software Cost Estimation for using Neuro-Fuzzy Agile Hybrid Approach." WSEAS TRANSACTIONS ON SYSTEMS 24 (June 12, 2025): 497–511. https://doi.org/10.37394/23202.2025.24.44.
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Cost estimation is a vital challenge in agile environments due to its dynamic nature. It has been noticed that existing agile approaches rely heavily on prior project data to estimate cost, size, effort, and duration. In prior work, we evaluated project-related and people-related elements to calculate project size and duration. If a software project is finished on time, under budget, and with the required level of quality, it will be deemed successful. When a project needs to change, cost estimation becomes more challenging. So, there is a need for an NFAH approach that may calculate the project's cost and work within budget and on time. To start using reliable project management software, it needs to take a whole different approach. In this work, we provide a Neuro-Fuzzy Agile hybrid, in which Artificial Neural Networks (ANNs) act as universal approximators to identify the non-linear function that will be used to train the datasets in the necessary format. Neuro-Fuzzy Agile Hybrid Model may find ambiguous inputs and give robustness in the face of imprecision because it combines neural networks, fuzzy logic, the Psycho-Fuzzy Inference System (PNFIS), Neuro-Fuzzy Bank (NFB), and the agile model. Accurate software estimating, including risk analysis, cost estimation, and quality assessment, is a major problem in software project development. According to the results, with an MMRE of 7.0745 and a Root Mean Square Error (RMSE) of 0.1191, the proposed model outperforms the Doty, Halstead, Walston-Felix, and Bailey-Basili models. The Neuro-fuzzy system-based model proposed in this study provides a more accurate estimation than the state-of-the-art models, which include the Neuro-fuzzy Agile Hybrid model (NFAH), Doty models, and software models from Halstead, Walston-Felix, and Bailey-Basili, respectively.
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Setiawan, R. Hendy, and Eko Sakapurnama. "Critical Success Factors and Challenges in Applying Agile Project Management: A Systematic Literature Review." International Journal of Science and Society 7, no. 2 (2025): 28–40. https://doi.org/10.54783/ijsoc.v7i2.1379.
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Agile project management has gained wide adoption for managing complex, dynamic projects, yet its success depends on various enabling factors. Despite its popularity, organizations frequently encounter challenges in implementing Agile practices successfully. This study systematically reviews existing literature to identify and synthesize the critical success factors (CSFs) that facilitate Agile project effectiveness, while simultaneously examining the prevalent obstacles organizations face during Agile adoption. Results indicate that Agile project success is largely facilitated by executive support, effective teamwork, active customer involvement, clear communication, and disciplined Agile execution. Conversely, significant barriers identified include organizational resistance, inadequate training, limited understanding of Agile principles, and coordination complexities in scaled or hybrid implementations. Successful Agile adoption necessitates balancing these enabling factors while proactively addressing prevalent challenges through robust leadership, comprehensive training, and tailored implementation strategies. Future research should explore longitudinal impacts, detailed failure analyses, and implications of emerging technologies on Agile effectiveness.
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Abdullatif, A. Al-Zahrani, A. Al-Selham Jassim, and A. Al-Safran Safran. "Systematic Agile-Waterfall Hybrid Model to Manage ITSM Implementation Projects." International Journal of Innovative Science and Research Technology (IJISRT) 9, no. 2 (2024): 10. https://doi.org/10.5281/zenodo.10726478.
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The vast advancements of modern Information Technology Service Management (ITSM) solutions, which cover a wide spectrum of business processes, have resulted inincreased customer expectations,whicharetranslated into complexfunctional/ non-functional requirements for ITSM implementation projects.Typically, implementing such complex requirements involves an experienced third-party vendor,who eventuallyimposes logistical constraints that limit the use of theentire Agile model and steers the projecttowards the traditional Waterfall model.On the other hand, there are legitimate reasons for employingthe Agile model. These reasons are either relatedto better management of requirements analysis, handling challenges in the new ITSM solutions especially with continuously added features, oraddressing unanticipated events during the project execution. This paper presents a systematic approach to employ the Agile-Waterfall hybrid model for better efficiency throughout the ITSM implementation project phases. The model classifies the requirements into two types: (1) customer functional/non-functional requirements and (2) ITSM solution-specific requirements. Based on their initial analysis, the model creates structured information about each requirement which facilitates its implementation or future analysis, if needed. Additionally, it utilizes the Agile Change Management process, with pre-defined criteria, to addressrequirement analysis activities that result from unexpected events during the implementation phase. With a balance between flexibility and control, the end result is a verified implementation meeting all project requirements, utilizing advanced ITSM features, with solid documentation, and satisfied parties. Keywords:- ITSM, Agile-Waterfall Hybrid, Requirement Analysis, Information Technology Service Management, Project Management.
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Leong, Jason, Kiu May Yee, Onalethata Baitsegi, Lingesvaran Palanisamy, and R. Kanesaraj Ramasamy. "Hybrid Project Management between Traditional Software Development Lifecycle and Agile Based Product Development for Future Sustainability." Sustainability 15, no. 2 (2023): 1121. http://dx.doi.org/10.3390/su15021121.
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The purpose of this review is to look at the future sustainability of project management by combining agile methodology and product management. Digital transformation is evolving rapidly, and the question is whether traditional project management is sustainable. To ensure sustainability, a hybrid approach is taken by combining agile methodology to ensure the latest trend in software development approaches are maintained. Agile methodologies were crafted in 2000, but it has only been widely used since 2011 for software development. This paper will focus on the types of agile requirements engineering methods used in the agile framework, used and described in various articles, journals, and studies over the last six years, and how this can be applied together with traditional project management.
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Rahman, Anisur. "IT PROJECT MANAGEMENT FRAMEWORKS: EVALUATING BEST PRACTICES AND METHODOLOGIES FOR SUCCESSFUL IT PROJECT MANAGEMENT." ACADEMIC JOURNAL ON SCIENCE, TECHNOLOGY, ENGINEERING & MATHEMATICS EDUCATION 1, no. 01 (2024): 57–76. http://dx.doi.org/10.69593/ajaimldsmis.v1i01.128.
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This study provides a systematic review of IT project management frameworks, examining the effectiveness, adaptability, and risk management strategies of methodologies such as Agile, Waterfall, PRINCE2, Scrum, and hybrid approaches. A total of 133 peer-reviewed articles were analyzed to gain insights into how these frameworks are being applied across various industries and project environments. The findings reveal that hybrid models, which combine the structured governance of traditional methodologies like Waterfall with the iterative flexibility of Agile, are becoming increasingly popular, especially in industries requiring both regulatory compliance and adaptability to changing requirements. Agile frameworks were shown to significantly improve project delivery speed, stakeholder satisfaction, and risk mitigation through continuous iterations and feedback loops, while traditional methodologies like Waterfall remain essential in sectors with strict documentation and control requirements. The review also highlights the critical role of risk management across all frameworks, with hybrid models offering the most comprehensive approach by integrating early-stage planning with ongoing risk assessment. Despite the success of these frameworks in IT-related industries, a notable gap was identified in their application to non-IT sectors, suggesting a need for further research to explore their broader applicability. This review underscores the continued relevance of traditional, Agile, and hybrid project management frameworks, while also pointing to future opportunities for expanding their use beyond IT.
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Vergara, Francisco, Cristian Palma, and John Nelson. "Modeling Lean and Agile Approaches: A Western Canadian Forest Company Case Study." Forests 9, no. 9 (2018): 529. http://dx.doi.org/10.3390/f9090529.
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In the forest supply chain of the coast of British Columbia, the material flows are directed toward the push production of commodity products. This industry has not adopted lean and agile principles due to unclear economic impacts on the supply chain in changing market conditions. We tested the ability of lean and agile principles to improve performance in the coastal integrated forest industry. Mixed integer programming formulations were subject to over–under production capacity, and over–under demand fulfillment penalties to emulate agile, lean, and hybrid manufacturing environments, when solving the planning problem. Assuming that the coastal integrated forest industry performs as a hybrid environment, the profit results of each manufacturing environment were judged. The results show that, opportunities for profit improvement were 11% for adopting an agile environment when demand was stable with low variation and large batches of production. However, profit improvement was non-existent when the same demand attributes apply but with high variation. The opportunities for profit improvement were 12% when an agile environment or lean environment was adopted when demand was stable with low variation and small batches of production. However, opportunities for profit improvements of 15% existed for adopting an agile environment when demand was unstable with high variation and small batches of production.
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Nejatian, Majid, Mohammad Hossein Zarei, Mehran Nejati, and Seyed Mahmood Zanjirchi. "A hybrid approach to achieve organizational agility." Benchmarking: An International Journal 25, no. 1 (2018): 201–34. http://dx.doi.org/10.1108/bij-09-2016-0147.
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Purpose In today’s intense global competition, agility is advocated as a fundamental characteristic for business survival and competitiveness. The purpose of this paper is to propose a practical methodology to achieve and enhance organizational agility based on strategic objectives. Design/methodology/approach In the first step, a set of key performance indicators (KPIs) of the organization being studied are recognized and classified under the perspectives of balanced scorecard (BSC). Critical success factors are then identified by ranking the KPIs according to their importance in achieving organizational strategic objectives using the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS). In the second step, three houses of quality (HOQs) are constructed sequentially to identify and rank the main agile attributes, agile enablers, and improvement paths. In addition, in order to translate linguistics judgments of practitioners into numerical values in building HOQs, fuzzy logic is employed. Findings The capability of the proposed methodology is demonstrated by applying it to a case of a multi-national food company in Iran. Through the application, the company could find the most suitable improvement paths to improve its organizational agility. Research limitations/implications A limited number of KPIs were chosen due to computational and visual constraints related to HOQs. Another limitation, similar to other agility studies, which facilitate decision making among agility metrics, was that the metrics were more industry-specific and less inclusive. Practical implications A strong practical advantage for the application of the methodology over directly choosing agility metrics without linking them is that through the methodology, the right metrics were selected that match organization’s core values and marketing objectives. While metrics may ostensibly seem unrelated or inappropriate, they actually contributed to the right areas where there were gaps between the current and desired level of agility. It would otherwise be impossible to choose the right metrics without a structured methodology. Originality/value This paper proposes a novel methodology for achieving organizational agility. By utilizing and linking several tools such as BSC, fuzzy TOPSIS, and quality function deployment (QFD), the proposed approach enables organizations to identify the most appropriate agile attributes, agile enablers, and subsequently agile improvement paths.
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Elmoselhy, Salah A. M. "Empirically Investigating a Hybrid Lean-Agile Design Paradigm for Mobile Robots." Journal of Intelligent Systems 24, no. 1 (2015): 117–34. http://dx.doi.org/10.1515/jisys-2014-0024.
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AbstractLean design and agile design paradigms have been proposed for designing robots; yet, none of them could strike a balance between cost-effectiveness and short duration of the design process without compromising the quality of performance. The present article identifies the key determinants of the mobile robots development process. It also identifies empirically the mobile robot design activities and strategies with the most influence on mobile robot performance. The study identified statistically the mobile robot design activities and strategies most positively correlated with mobile robot performance. The results showed that 65% of typical mobile robot design activities and strategies are affiliated with the lean design paradigm, while the remaining 35% are affiliated with the agile design paradigm. In addition, it was found that 22% of the lean mobile robot design activities and strategies and 25% of the agile mobile robot design activities and strategies, significantly with 99% confidence, are among the design activities and strategies most positively correlated with improving mobile robot performance. A hybrid lean-agile design paradigm is thus proposed.
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Camara, Rafael, Iury Monte, Annelyelthon Alves, and Marcelo Marinho. "Hybrid Practices in Global Software Development: A Systematic Literature Review." International Journal of Software Engineering & Applications 13, no. 1 (2022): 1–17. http://dx.doi.org/10.5121/ijsea.2022.13101.
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Although agile methods in their purest way fit several companies, it has been a challenge to perform them in environments with distributed teams developing large software applications. Contractual items, for projects under development for external organizations, introduce additional complexities for pure agilebased approaches. The majority of global teams and companies use hybrid development practices that combine different development methods and frameworks. This research provides results from an empirical field study on how the hybrids practices are adopted in Global Software Development (GSD) projects. A systematic literature review was conducted to capture the status of combining agile with plan-driven in GSD projects. The results were limited to peer-reviewed conference papers or journal articles, published between 2001 and 2020. The present study selected 37 papers from five different bibliographic databases. In the end, 16 practices were summarized and described as hybrid by GSD projects. Based on the findings of this study, the authors can conclude that the contribution of this study is not only limited to identifying how hybrid development practices are applied in GSD but also allowing that practitioners can have a basis for adapting their development methods.
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Osemeike Gloria Eyieyien, Courage Idemudia, Patience Okpeke Paul, and Tochukwu Ignatius Ijomah. "Advancements in project management methodologies: Integrating agile and waterfall approaches for optimal outcomes." Engineering Science & Technology Journal 5, no. 7 (2024): 2216–31. http://dx.doi.org/10.51594/estj.v5i7.1312.
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Advancements in project management methodologies have revolutionized the way organizations execute complex projects, aiming for optimal outcomes amidst evolving challenges and dynamic environments. This paper explores the integration of Agile and Waterfall approaches as a strategic response to enhance project effectiveness and efficiency. Traditionally, Waterfall methodology has been predominant in industries requiring structured planning and predictable outcomes. Its sequential phases—requirements gathering, design, implementation, testing, and deployment—ensure a methodical progression from initiation to completion. However, its rigidity in accommodating changes during the project lifecycle has been a notable limitation in fast-paced industries where flexibility and rapid adaptation are paramount. In contrast, Agile methodology emerged as a transformative alternative, particularly suited for projects with uncertain or evolving requirements. Agile emphasizes iterative development cycles, continuous stakeholder engagement, and adaptive planning. These principles enable teams to respond swiftly to changes, deliver incremental value, and maintain high levels of transparency and collaboration throughout the project. Recognizing the strengths of both methodologies, practitioners have increasingly advocated for their integration—a hybrid approach that harnesses the structured planning of Waterfall with the adaptive flexibility of Agile. This integration allows organizations to capitalize on Waterfall's clarity in project scope and deliverables while leveraging Agile's responsiveness to customer feedback and evolving market demands. Key challenges in integrating these methodologies include reconciling differences in project planning, managing stakeholder expectations across iterative cycles, and aligning team dynamics to embrace a blended approach. Effective integration strategies often involve clear delineation of phases suitable for Waterfall and Agile, fostering a culture of collaboration and continuous improvement, and utilizing project management tools that support hybrid methodologies. Successful case studies illustrate the benefits of this integrated approach, including accelerated time-to-market, improved product quality, enhanced stakeholder satisfaction, and optimized resource allocation. Moreover, organizations that adopt hybrid methodologies demonstrate resilience in navigating uncertainties and complexities, positioning themselves competitively in dynamic markets. In conclusion, the integration of Agile and Waterfall methodologies represents a paradigm shift in project management, offering a holistic framework that balances structured planning with adaptive execution. As industries continue to evolve, embracing hybrid approaches promises to drive innovation, improve project outcomes, and sustain long-term organizational success. Keywords: Advancement, Project Management, Methodologies, Integrating Agile, Waterfall Approaches.
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Sanjay-Mood. "Hybrid Agile-Kanban frameworks for workflow adaptability: A proposed solution for innovation in project management." World Journal of Advanced Research and Reviews 24, no. 2 (2024): 2454–67. https://doi.org/10.30574/wjarr.2024.24.2.3626.
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Agile and Kanban methodologies have become indispensable in modern project management, emphasizing workflow adaptability, iterative processes, and streamlined task prioritization to meet dynamic project requirements. However, traditional applications of these methodologies often face challenges such as workflow inefficiencies, misaligned task priorities, and bottlenecks caused by static configurations and manual adjustments. A hybrid approach that combines Agile methodologies with Kanban principles, including visualization tools and flow control, offers a promising solution to these challenges. This paper presents a comprehensive exploration of a Hybrid Agile-Kanban Framework (HAKF), designed to enhance project workflow optimization, team collaboration, and task execution. By integrating artificial intelligence (AI) for real-time feedback loops and dynamic task prioritization, the proposed framework addresses common bottlenecks and resource imbalances, enabling more efficient and scalable project management practices. Despite its transformative potential, challenges such as tool integration, scalability, and initial adoption barriers must be addressed for widespread implementation. To mitigate these issues, this paper introduces a conceptual HAKF model that seamlessly integrates with existing project management tools, providing actionable insights for optimizing workflows. This study lays a foundation for future research into hybrid methodologies, advancing the potential of Agile-Kanban integration to create more efficient and adaptive project management systems.
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Haniva, Diandara Tresya, Jadid Alif Ramadhan, and Aries Suharso. "Systematic Literature Review Penggunaan Metodologi Pengembangan Sistem Informasi Waterfall, Agile, dan Hybrid." Journal of Information Engineering and Educational Technology 7, no. 1 (2023): 36–42. http://dx.doi.org/10.26740/jieet.v7n1.p36-42.
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Abstrak— Pemilihan metodologi pengembangan sistem informasi adalah suatu hal penting yang perlu dilakukan sebelum membangun sebuah sistem. Pemilihan metodologi ini seringkali disesuaikan dengan lingkungan proyek yang kita hadapi, namun terkadang kita masih kebingungan dalam memilih metodologi apa yang sebaiknya digunakan agar sistem yang dirancang dapat memiliki kinerja yang baik dan efisien. Hingga saat ini, metode Waterfall merupakan yang paling populer digunakan, namun metode pengembangan tersebut bersifat kaku dan kurang cocok digunakan bagi lingkungan proyek dengan jangka waktu yang singkat. Sehingga, penelitian ini bertujuan untuk membandingkan penggunaan metodologi pengembangan sistem informasi yakni Waterfall yang dikenal sistematis, Agile yang dikenal tangkas, dan Hybrid yang merupakan gabungan dari kedua metode tersebut dalam pengembangan suatu sistem informasi, serta mengkaji lingkungan seperti apa yang cocok digunakan untuk ketiga model tersebut. Penelitian ini berupa Systematic Literature Review dengan sumber data yang dipakai pada penelitian ini didapatkan dengan bantuan perangkat lunak Publish and Perish 8. Lalu, didapatkan hasil bahwa metode Waterfall cocok digunakan untuk lingkungan proyek dengan skala yang tidak terlalu besar, metode Agile cocok digunakan untuk lingkungan proyek yang memiliki jangka waktu singkat, dan metode Hybrid bisa digunakan apabila membutuhkan keunggulan dari kedua metode yakni Waterfall dan Agile. Kata Kunci— Systematic Literature Review, Waterfall, Agile, Hybrid, Software Development Life Cycle
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Sanjay-Mood. "Hybrid Agile-Kanban frameworks for workflow adaptability: A proposed solution for innovation in project management." World Journal of Advanced Research and Reviews 24, no. 2 (2024): 2454–67. https://doi.org/10.5281/zenodo.15124109.
Full textAbstract:
Agile and Kanban methodologies have become indispensable in modern project management, emphasizing workflow adaptability, iterative processes, and streamlined task prioritization to meet dynamic project requirements. However, traditional applications of these methodologies often face challenges such as workflow inefficiencies, misaligned task priorities, and bottlenecks caused by static configurations and manual adjustments. A hybrid approach that combines Agile methodologies with Kanban principles, including visualization tools and flow control, offers a promising solution to these challenges. This paper presents a comprehensive exploration of a Hybrid Agile-Kanban Framework (HAKF), designed to enhance project workflow optimization, team collaboration, and task execution. By integrating artificial intelligence (AI) for real-time feedback loops and dynamic task prioritization, the proposed framework addresses common bottlenecks and resource imbalances, enabling more efficient and scalable project management practices. Despite its transformative potential, challenges such as tool integration, scalability, and initial adoption barriers must be addressed for widespread implementation. To mitigate these issues, this paper introduces a conceptual HAKF model that seamlessly integrates with existing project management tools, providing actionable insights for optimizing workflows. This study lays a foundation for future research into hybrid methodologies, advancing the potential of Agile-Kanban integration to create more efficient and adaptive project management systems.
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George B, Libu. "Zhivete Model - A Hybrid of V Model and Agile Scrum for Product Development." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 07, no. 11 (2023): 1–11. http://dx.doi.org/10.55041/ijsrem27236.
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The New Product Development Process (NPDP) is a systematic approach to product development, consisting of various stages from ideation to commercialization. The Waterfall model and the Iterative (Agile) model are two commonly used approaches to product development, with each having its own strengths and weaknesses. The V-model is a sequential development process used in regulated industries, emphasizing the importance of verification and validation in product development. Although the V-model is well-suited for regulated industries, it can be inflexible and not adaptable to changes in requirements or feedback. Therefore, a more agile model is needed, with continuous testing and validation throughout the development process. In this paper we are Proposing the Zhivete model - a hybrid of V model and Agile Scrum for product development. Offers structured approach with flexibility and adaptation, potentially reducing time and cost. Keyowrds: New Product Development Process, Waterfall model, V-model, Iterative (Agile) model
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Swift, Paul. "Making hybrid work through an agile portfolio approach." Corporate Real Estate Journal 14, no. 2 (2024): 180. https://doi.org/10.69554/tpgq3752.
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Despite extreme headlines, flexibility and the appetite for hybrid and remote working does not mean the death of the office, but it certainly does shift the way companies use them. This paper explores the impact on the corporate real estate (CRE) landscape of the move towards hybrid and flexible working policies by unpacking changing employee practices and business requirements, and explaining why business leaders are moving, at scale, towards agile real estate portfolio models. Readers will leave with a better understanding of the changing market and how today’s business leaders are retaining talent, building happy and productive teams, and protecting business resources through the adoption of agile portfolio models that deliver for both business and people.
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Alsubaie, Majid, and Hamed Sarbazhosseini. "People capabilities for successful hybrid agile project management." Procedia Computer Science 256 (2025): 1896–904. https://doi.org/10.1016/j.procs.2025.02.331.
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Norzariyah, Yahya, and Sarah Maidin Siti. "Hybrid agile development phases: the practice in software projects as performed by software engineering team." Hybrid agile development phases: the practice in software projects as performed by software engineering team 29, no. 3 (2023): 1738–49. https://doi.org/10.5281/zenodo.7797397.
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The combination of scrum and waterfall is one of the software engineering teams that preferred hybrid agile models. The purpose of combining the two models is to leverage the advantages of each also to tailor the hybrid agile model to the needs of the project. However, to what extent are the phases, stages, and features of scrum and waterfall implemented in a software project remains unclear. Additionally, which phase will employ scrum, and when will waterfall be deemed optimal is also the arising question. Thisresearch adopted a qualitative study, and interviews are used as a data collection instrument. The interview is conducted based on an interview protocol, and thematic analysis is utilized to extract the themes from the interviews. This study investigates how the scrum and waterfall models are utilized in a software project, and three themes were identified in answering the research question. The findings indicate five development phases in a hybrid agile project and that waterfall is the preferable model in planning, while development is on scrum, and project testing and deployment could be either waterfall or scrum.
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Rahman, Anisur. "AGILE PROJECT MANAGEMENT: ANALYZING THE EFFECTIVENESS OF AGILE METHODOLOGIES IN IT PROJECTS COMPARED TO TRADITIONAL APPROACHES." ACADEMIC JOURNAL ON BUSINESS ADMINISTRATION, INNOVATION & SUSTAINABILITY 4, no. 04 (2024): 53–69. http://dx.doi.org/10.69593/ajbais.v4i04.127.
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This systematic review examines the comparative effectiveness of Agile and traditional project management methodologies, focusing on their application in dynamic IT environments and well-defined industries. Utilizing the PRISMA guidelines, a total of 45 peer-reviewed studies published between 2005 and 2023 were analyzed. The review found that Agile methodologies consistently outperformed traditional approaches in dynamic settings, offering greater flexibility, faster project delivery, and higher customer satisfaction through iterative cycles and continuous stakeholder engagement. However, traditional methods, such as Waterfall, were found to be more effective in projects with fixed scopes and stringent regulatory requirements, providing better control and predictability. The review also highlights the growing adoption of hybrid project management models, which combine Agile’s adaptability with the structure of traditional methods, particularly in large or complex projects. The findings underscore the importance of selecting the appropriate methodology based on project-specific factors, with Agile excelling in fast-changing environments and traditional methods being more suitable for regulated industries. Further research is recommended to explore Agile’s applicability in non-IT sectors and the long-term effectiveness of hybrid models.
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Bose, Bijoya, Nishat Tasnim Khan, Sumaiya Ashreen, Faishal Ahmed Shuvo, Md. Mazid-Ul-Haque, and Abhijit Bhowmik. "Hybrid Scrum-XP: A Proposed Model based on Effectiveness of Agile Model on Varieties of Software Companies in Bangladesh." AIUB Journal of Science and Engineering (AJSE) 22, no. 1 (2023): 35–44. http://dx.doi.org/10.53799/ajse.v22i1.353.
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The Agile Methodology is a term which refers to a method of software development that is incremental and iterative in nature and is used to manage and incorporate constantly changing needs. This entails decomposing the entire development process cycle into a series of tasks. The process is further divided into a number of sub-tasks, each function is independently. The Agile Development technique, which is a popular and growth-oriented strategy, provides not only speedy project delivery, but also software responsiveness, which leads to total corporate growth and agility. The organization's project management capabilities and performance are improved through the adoption of Agile practices. In their business, the companies employ Agile methods. As a result, the goal of this study is to see how effective agile approaches are in Bangladeshi software organizations. A survey of established software companies in Bangladesh is being conducted to accomplish the objective. The Scrum and XP agile technique is the most widely used according to the findings. It is proposed that Scrum and the XP model be combined to achieve maximum effectiveness and overcome their respective limits.
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Tan, Guojin. "Comparative Analysis of Agile Development and Traditional Development." Applied and Computational Engineering 119, no. 1 (2025): 95–101. https://doi.org/10.54254/2755-2721/2025.21671.
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As the requirements of engineering projects become more and more stringent, traditional development methods have gradually been unable to meet the requirements of many engineering projects, so agile development has emerged. However, although agile development is very flexible in responding to requirements, it ignores important documents and lacks overall planning., resulting in difficulty in maintenance and lack of stability during development. Therefore, this article focuses on analyzing the advantages and disadvantages of agile development and traditional development, and combines Scrum to tools, so that the developed projects can better meet the needs, be more efficient, be more maintainable and more stable. Both have their own applicable scenarios, and the two can complement each other and hybrid development. This paper finds that agile development has obvious advantages in responding quickly to changes and improving team collaboration, but insufficient documentation and weak planning capabilities may affect later maintenance; traditional development relies on stability and documentation. Advantages, but poor adaptability to changes in requirements limits development efficiency. Based on this, this paper proposes a hybrid development strategy that combines the advantages of the two. Using agile flexibility and traditional standardization complementation can improve development efficiency and stability. In addition, combining agile tools (such as Scrum, and Kanban) with traditional requirements analysis and documentation processes can optimize the management and standardization of the development process. In the end, it provided a new methodology for the software development industry and proposed adaptive research directions for different project sizes and industries.
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Leeuw, Refilwe Theopheline, and Nazeer Joseph. "Reciprocal Influence between Digital Emotional Intelligence and Agile Mindset in an Agile Environment." Administrative Sciences 13, no. 11 (2023): 228. http://dx.doi.org/10.3390/admsci13110228.
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In today’s digital era, where communication is primarily conducted using computers and other technological devices, an agile mindset is not enough to be sustainable. Given the significant influence of human behaviour in agile environments, it is common for emotions to come into play among team members, particularly when they seek to assert their opinions or perspectives. Having digital emotional intelligence (DEQ) is crucial for agile team members in the current digital age, as it allows them to comprehend the emotions of their fellow team members using digital tools and technologies. This study focused on determining the reciprocal influence for team members between DEQ and an agile mindset in an agile environment. Qualitative research was implemented using semi-structured interviews. The identified participants were industry agnostic and were the team members working in agile projects, transitioning to agile and working in hybrid projects. The findings revealed that the intersection of agile mindset and DEQ is self-awareness. Self-awareness includes psychological empowerment, communication and collaboration, and respect. Possessing an agile mindset and DEQ in an agile environment has advantages, including improved virtual collaboration, faster adaptation to new technologies, better management of digital distractions, enhanced customer focus in digital channels, and improved data literacy.
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Krikushenko, Mikhail V. "A HYBRID APPROACH TO PROJECT MANAGEMENT IN PUBLIC AUTHORITIES BASED ON A CUSTOMERCENTERED APPROACH AND AGILE METHODOLOGY." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2/9, no. 155 (2025): 33–38. https://doi.org/10.36871/ek.up.p.r.2025.02.09.004.
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Currently, there is an active development of project management in government bodies. Particular attention is paid to the use of project management tools. The article reveals the problem of applying project management methods and its solution through the implementation of a hybrid approach to project management in the public sphere. Two approaches to project management are analyzed: a client-centric approach and the Agile methodology. In the study of the client-centric approach and the Agile methodology, the advantages of applying project management methods in the public administration system in Russia are identified. The value of introducing innovations and forming a culture in which each decision is consistent with increasing customer satisfaction is emphasized. In conclusion, the author proposes the use of a hybrid approach based on the fusion of the client-centric approach and the Agile methodology for the effective functioning of government bodies in the project environment.
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Unang Rio, Dwi Haryono, Wirta Agustin, and Syahrul Imardi. "HYBRID APPLICATION MOBILE COMMERCE RESTO DELIVERY MENGGUNAKAN METODE AGILE DEVELOPMET." Jurnal CoSciTech (Computer Science and Information Technology) 3, no. 3 (2023): 518–25. http://dx.doi.org/10.37859/coscitech.v3i3.4498.
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Hybrid mobile commerce applications menggabungkan manfaat aplikasi asli dan berbasis web untuk memberikan pengalaman pengguna yang mulus bagi pembeli. Aplikasi ini memungkinkan pengguna untuk mengakses fitur m-commerce, seperti penelusuran dan pembelian produk, melalui satu platform terintegrasi. Dengan memanfaatkan teknologi hybrid, bisnis dapat memberikan solusi m-commerce yang sangat fungsional dan andal kepada pelanggan mereka, sekaligus mengurangi biaya pengembangan dan pemeliharaan dan masalah kompatibilatas, pengalaman pengguna serta integrasi dengan system lain. Penelitian ini bertujuan untuk merancang kinerja dan efektivitas aplikasi m-commerce hybrid dalam konteks usaha kecil dan menengah. Melalui pengujian pengguna dan analisis metrik bisnis, menilai dampak pendekatan campuran pada keterlibatan pengguna dan tingkat konversi. Temuan kami akan memberikan wawasan tentang potensi aplikasi m-commerce hybrid dengan metode agile development untuk mendorong pertumbuhan dan kesuksesan dalam ekonomi digital.
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Ramachandra Handaragal. "Agile for SCM/ERP Implementations: Challenges, Conflict Management, and Strategies for Success." Journal of Information Systems Engineering and Management 10, no. 4 (2025): 1365–78. https://doi.org/10.52783/jisem.v10i4.10657.
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Enterprise Resource Planning (ERP) and Supply Chain Management (SCM) implementations are traditionally complex, resource-intensive, and prone to failure due to rigid structures and evolving stakeholder demands. This study explores the application of Agile methodologies in ERP/SCM implementations, emphasizing how Agile principles—such as iterative development, continuous integration, and stakeholder collaboration—can be effectively adapted to overcome traditional challenges. It investigates common conflict types, including scope prioritization and technical debt management, and proposes conflict management frameworks like Speed Leas’ model to address varying conflict levels. The study also highlights ERP-specific strategies such as process mapping, conflict-aware sprint planning, and value-stream retrospectives. Preventive measures including anonymous feedback systems, psychological safety, and conflict competency training are discussed to build resilient teams. Hybrid governance models combining Agile ceremonies with change control boards are recommended to ensure both flexibility and compliance. Real-world case studies from Walmart, Zara, Salesforce, and Target provide practical insights into success factors and pitfalls. The study concludes that a context-driven, hybrid Agile approach enhances project outcomes, stakeholder satisfaction, and Return on Investment (ROI) when properly aligned with ERP architecture and organizational culture.
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Petrenko, Yurii, and Mykhailo Buhaievskyi. "Implementation of Agile approaches to contract-ing technologies based on a hybrid project man-agement methodology in the road construction industry." Bulletin of Kharkov National Automobile and Highway University, no. 100 (April 7, 2023): 25. http://dx.doi.org/10.30977/bul.2219-5548.2023.100.0.25.
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Abstract. Problem. Traditionally, product requirements were agreed upon in advance, even before the project began, to ensure that the client would get exactly what they wanted, and this was the basis for the contract. But trying to manage risks by describing requirements in detail at an early stage often backfires. To avoid this problem, the traditional approach was replaced by a new one, whereby project participants shared common risks and successes and, as a result, worked more productively in many aspects. However even with this approach, the usual thinking in terms of fixed requirements often affected the agreements and expectations of the parties. One of the most effective solutions is Agile approach to contracts, in which both parties benefit in the short and long term. Goal. The goal is to develop Agile approach to contracting based on a hybrid project management methodology for the modernization of automated control systems at asphalt plants. Methodology. The work identifies a number of problems that need solving for traditional approaches to contracting technologies in project management. For a comprehensive and effective solution of the considered tasks, the Agile approach to contracting technologies based on a hybrid methodology, is proposed to use. Results. The global experience of using contracting technologies in project management is analyzed. The main types of traditional contracts are considered and the main advantages and disadvantages of their use are identified. Agile approach to contracting technologies based on a hybrid project management methodology for the modernization of automated control systems at asphalt plants is introduced. Originality. It is suggested to use Agile approach to contracting technologies in the hybrid methodology for project management of automated control system modernization at asphalt plants. Practical value. The use of the proposed method of contracts handling will not only ensure regular and objective management by the client, but also increase the level of trust between the subjects of project activities.
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Prisca, Amajuoyi, Bamidele Benjamin Lucky, and Bukola Adeusi Kudirat. "Optimizing agile project management methodologies in high-tech software development." GSC Advanced Research and Reviews 19, no. 2 (2024): 268–74. https://doi.org/10.5281/zenodo.13568690.
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This review paper examines the challenges and limitations of traditional Agile methodologies in high-tech software development. It proposes enhancements to optimise efficiency and outcomes. Traditional Agile methodologies, such as Scrum and Kanban, have revolutionised software development practices but face scalability issues and struggle to adapt to rapid technological changes. To address these challenges, this paper proposes integrating DevOps practices, incorporating Lean principles, adopting hybrid Agile methodologies, and emphasising continuous feedback and iterative learning. These enhancements aim to streamline development processes, eliminate waste, tailor Agile practices to specific needs, and foster a culture of continuous improvement. The potential impact of these enhancements on improving efficiency and outcomes in high-tech software development projects is significant. However, further research and experimentation are needed to validate their effectiveness in real-world settings. Continuous improvement and adaptation are essential for organisations to stay competitive in the ever-evolving landscape of high-tech industries.
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Vorontsov, Denis. "Modern approaches to Agile transformation of Russian financial and technological companies." SHS Web of Conferences 116 (2021): 00066. http://dx.doi.org/10.1051/shsconf/202111600066.
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The article considers the relevance of the Russian organizations Agile transformation operating in the financial technology industry. The current concepts of Agile-transformation are presented. The experience of implementing Agile transformations in large Russian banks is presented. The current processes occurring during the transformation of fintech companies are presented. The conditions and features of Agile transformation depending on the scale of a fintech company are considered. Changes in the corporate culture are analyzed from the point of view of project teams and the Agile companies as a whole. Approaches to the transformation of the company’s organizational structure are presented, with the identification and description of new implemented structural elements and roles. The change in the project methodology of a Fintech company during Agile transformation is presented as a transition, implementation and adaptation of popular Agile frameworks and hybrid project approaches based on the project methodologies of Waterfall, Scrum and SAFe. The current and practical stages of Agile transformation of large fintech companies operating in the banking market are analyzed and described in detail. Assumptions are made about the potential problems caused by the escalating competition, restrictions and consequences caused by the Covid-19 pandemic. Medium-term challenges and prospects for the transition of companies to Agile in the Russian fintech market are presented.
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Yahya, Norzariyah, and Siti Sarah Maidin. "Hybrid agile development phases: the practice in software projects as performed by software engineering team." Indonesian Journal of Electrical Engineering and Computer Science 29, no. 3 (2023): 1738. http://dx.doi.org/10.11591/ijeecs.v29.i3.pp1738-1749.
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<span lang="EN-US">The combination of scrum and waterfall is one of the software engineering teams that preferred hybrid agile models. The purpose of combining the two models is to leverage the advantages of each also to tailor the hybrid agile model to the needs of the project. However, to what extent are the phases, stages, and features of scrum and waterfall implemented in a software project remains unclear. Additionally, which phase will employ scrum, and when will waterfall be deemed optimal is also the arising question. This research adopted a qualitative study, and interviews are used as a data collection instrument. The interview is conducted based on an interview protocol, and thematic analysis is utilized to extract the themes from the interviews. This study investigates how the scrum and waterfall models are utilized in a software project, and three themes were identified in answering the research question. The findings indicate five development phases in a hybrid agile project and that waterfall is the preferable model in planning, while development is on scrum, and project testing and deployment could be either waterfall or scrum.</span>
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Misbahuddin, Misbahuddin, and Mohamad Syamsul Maarif. "The linkage between leadership style of project manager and project performance: Evidence from telecommunication industry." Journal of Project Management 9, no. 3 (2024): 163–82. http://dx.doi.org/10.5267/j.jpm.2024.6.001.
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This research analyses how different leadership styles affect project managers in the telecommunications sector, focusing on transactional and transformational leadership's direct effects on project performance. Ambidextrous Leadership's role as a mediator is explored alongside the influence of Project Management approaches (Waterfall, Agile, Hybrid) and Project Manager Certifications. Data from 224 Project Managers in 77 Indonesian telecom companies was examined using Structural Equation Modelling Partial Least Square (SEM PLS). The findings indicate that Transactional and Transformational Leadership alone don't directly affect Project Performance, but Ambidextrous Leadership significantly enhances it. Different Project Management Approaches (Waterfall, Hybrid, Agile) amplify the impact of leadership styles. Transactional leadership is strongly linked to the waterfall, while transformational and ambidextrous leadership aligns with the agile and hybrid approach. Project Management Certification strengthens Transactional Leadership's effect on Project Performance, with less impact on Transformational Leadership. The research emphasizes the significance of Ambidextrous Leadership in improving project performance and how project management approaches and certifications can enhance or moderate the influence of leadership styles on telecommunication project management. These findings offer industry practitioners and organizations valuable insights, contributing to leadership, project management, and telecommunications research.
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Ciric Lalic, Danijela, Bojan Lalic, Milan Delić, Danijela Gracanin, and Darko Stefanovic. "How project management approach impact project success? From traditional to agile." International Journal of Managing Projects in Business 15, no. 3 (2022): 494–521. http://dx.doi.org/10.1108/ijmpb-04-2021-0108.
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PurposeThis research aimed to explore whether different project management approaches (traditional, agile or hybrid) differentiate concerning their impact on project success, taking project success as multidimensional phenomena. In addition to this, the authors wanted to explore if specific project characteristics moderate these effects.Design/methodology/approachThe authors empirically addressed these on a sample of 227 project professionals worldwide. The exploratory factor analysis (EFA) of project success dimensions was done to validate these factors' constitution concerning their manifest variables. The K-means cluster method was used to distinguish respondents' profiles among agile, hybrid and traditional project management approaches. To test the significance among research groups, the research hypotheses were tested with ANOVA tests.FindingsThe authors evidenced that the agile approach has a more significant positive impact concerning the two out of five dimensions of project success, under analysis in this research (impact on the team and preparing for the future), over the traditional approach.Practical implicationsThe research is relevant for project management practitioners to tailor the success-oriented project management approach and for academics to develop project management contingency theory.Originality/valueThe authors constructed a research framework to test the impact and effectiveness of different project management approaches (traditional, agile, hybrid) on the dimensions of project success in different contextual conditions (organization industry, project type, novelty, technology, complexity and pace). The paper's main contribution is to expand data on the impact of these approaches on project success and compare them with relevant results and findings of previous research.
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Eljayar, Ali, and Jeff S. Busch. "Agile-Stage-Gate Approach: Exploratory Research on the Structure, Roles, and Responsibilities." Athens Journal of Τechnology & Engineering 8, no. 1 (2021): 39–90. http://dx.doi.org/10.30958/ajte.8-1-3.
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One of the most prominent methodologies gaining recognition in recent years is the Agile-Stage-Gate approach. The relatively new hybrid model is a combination of the Stage-Gate and the Agile-Scrum models. Several companies already using the Stage-Gate process have recently adopted the Agile-Stage-Gate approach to improve product development and project management. However, each of these companies has added their adjustments and modifications to the new approach in order to accommodate their specialized needs and to achieve the goals that are unique to their company. Therefore, no fixed structure or standardized features have been explicitly assigned to this hybrid approach. Instead, each company has added on different features and manipulated the new approach to fit whatever needs arise from moment to moment. This ambiguity leads to the question of whether the structure, roles, and responsibilities of this new approach can be defined and if so, how these clear and consistent definitions can improve productivity, efficiency, communication and market response time. The purpose of this study is to explore the structure, roles, and responsibilities within this new approach and to identify patterns that emerge during the product development and project management processes. The research questions presented were administered and examined through a qualitative survey. Fifty-two complete responses were collected from experienced individuals who have varying degrees of experience with the Agile-Stage-Gate approach. These findings revealed many similarities and differences between the structure, roles, and responsibilities of this approach, which were also dependent on the product and project type being considered. The most apparent similarities between roles and responsibilities were found in the case of software products and new product development projects. The Agile-Stage-Gate approach has also had a significant and undeniable impact on team communication and performance and was shown to improve overall quality and productivity. Keywords: agile, stage-gate, customer, scrum, sprint, hybrid, ideation, combination products, backlog, retrospective
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Ajiga, David Iyanuoluwa, Oladimeji Hamza, Adeoluwa Eweje, Eseoghene Kokogho, and Princess Eloho Odio. "Evaluating Agile's Impact on IT Financial Planning and Project Management Efficiency." International Journal of Management and Organizational Research 3, no. 1 (2024): 70–77. https://doi.org/10.54660/ijmor.2024.3.1.70-77.
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This review paper explores the impact of Agile methodology on IT financial planning and project management efficiency. Agile has become a widely adopted framework in the IT sector because it can enhance project delivery timelines, improve scope management, and foster stakeholder engagement. However, the integration of Agile with traditional financial processes presents challenges, particularly in budgeting and financial forecasting. The paper examines the barriers to aligning Agile’s iterative approach with fixed financial models and discusses best practices, such as rolling-wave budgeting and continuous communication between finance and project teams, to optimize efficiency. Additionally, future trends in Agile-driven IT project management, including integrating DevOps, artificial intelligence (AI), and hybrid models, are explored as potential solutions to enhance efficiency and adaptability in IT project environments.