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Journal articles on the topic 'Hybrid Agile'

Author: Grafiati

Published: 5 June 2025

Last updated: 2 August 2025

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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

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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

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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

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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

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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

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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 performan

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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

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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,

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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

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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 resea

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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

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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.

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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

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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

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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

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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 stand

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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 combini

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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 proje

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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 su

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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 employing

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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 engine

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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, es

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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 so

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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 or

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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 ro

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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 (GS

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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

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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

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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 singk

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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.

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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

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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 requirem

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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

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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

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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, trad

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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 proj

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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 t

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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 stu

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Lapitsky, Kirill V. "APPROACHES TO SELECTING A FLEXIBLE INNOVATION PROJECT MANAGEMENT METHOD." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 7/2, no. 160 (2025): 72–83. https://doi.org/10.36871/ek.up.p.r.2025.07.02.007.

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This study examines agile project management methodologies both in Russia and globally. It explores widely adopted Agile frameworks such as Scrum and Kanban, analyzing their implementation across various industries. The research proposes a systematic approach to selecting appropriate methodologies for digital innovation projects, considering factors such as uncertainty levels, project characteristics, and scalability requirements. Key objectives driving Agile transformation in different business sectors are identified, including enhanced transparency, improved prioritization processes, and tea

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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

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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 bertujua

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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 conflic

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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 of

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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 enhan

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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

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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 Le

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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

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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

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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 structu

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