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Journal articles on the topic 'Hybrid project management methodologies'
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1
Gawande, Shilpa, and Sharmina Jiwani. "Constructive Effect of Hybrid Project Management Methodologies on Success Rates of Projects." International Journal of Science and Research (IJSR) 13, no. 10 (2024): 50–54. http://dx.doi.org/10.21275/sr24929184750.
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Bushuiev, Denis, and Boris Kozyr. "HYBRID INFRASTRUCTURE PROJECT MANAGEMENT METHODOLOGIES." Innovative Technologies and Scientific Solutions for Industries, no. 1 (11) (March 23, 2020): 35–43. http://dx.doi.org/10.30837/2522-9818.2020.11.035.
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Shulgan, O. "PROJECT MANAGEMENT TECHNOLOGIES AND METHODOLOGIES." THEORETICAL AND APPLIED ISSUES OF ECONOMICS, no. 49 (2024): 252–64. https://doi.org/10.17721/tppe.2024.49.22.
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Modern technologies and methodologies for project management have been considered. It is argued that project management is a complex process that encompasses various stages from initiation to completion and involves the use of diverse methodologies, tools, and approaches to achieve goals, effectively utilize resources, and ensure high-quality results. From the author's perspective, project management methodology should be viewed as a comprehensive approach that defines general principles, processes, rules, and standards to be followed in managing a project. A project management technique is a specific method or process used to accomplish a particular task or phase within the methodology. Techniques can be part of a methodology or applied separately. Project management tools are regarded as specific means or technologies used to support and automate project management processes. A comparative analysis of the main project management methodologies has been conducted, proposing to classify them into four groups: traditional (Waterfall model), agile methodologies (Scrum, Kanban, Extreme Programming - XP), hybrid (Scrumban, Agile-Waterfall Hybrid), methodologies for managing large projects (PRINCE2 – Projects In Controlled Environments, PMI’s PMBOK – Project Management Body of Knowledge) and Lean methodologies (Lean Project Management). This division is arbitrary, but it allows us to systematize the main project management tools and techniques according to the complexity and content of the tasks performed. It is proven that each of the examined management methodologies has its own characteristics, advantages, and disadvantages, which should be taken into account when choosing an approach to project management. The methodology determines the approach to project implementation: planning work processes, interaction with stakeholders, risk management, relevant tools, and so on. The selection of a specific methodology and appropriate tools depends on the specifics and complexity of the project, the field of activity, stakeholder requirements, team size, and other factors.
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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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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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Frangakis Cano, Yaiseth. "Project management: hybrid approach for construction projects." MOJ Biology and Medicine 9, no. 2 (2024): 42–51. http://dx.doi.org/10.15406/mojbm.2024.09.00216.
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This research aims to innovate in project management by demonstrating the benefits of implementing the Hybrid Project Management Methodology in construction projects. The construction industry operates in complex environments with high levels of change, making it essential to adapt management approaches accordingly. This study reveals that integrating Agile with Traditional Project Management Methodology enhances project execution by fostering flexibility, adaptation, continuous value delivery, motivation, effective Methods communications, and constant feedback throughout the project life cycle. Consequently, this integration leads to improved project outcomes and goal achievement. Furthermore, the research highlights the growing recognition among construction professionals of the importance of adopting methodologies that enhance their project management skills, demonstrating a pressing need for such approaches in the industry. Statistical validation confirms the appropriateness of applying the Hybrid Project Management Methodology in the construction sector, with a significant result of 3.903, indicating a high level of appropriateness.
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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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Titov, S. A., and N. V. Titova. "Hybrid project management methodologies as a sign for organizational ambidexterity." Management Sciences 12, no. 2 (2022): 55–67. http://dx.doi.org/10.26794/2304-022x-2022-12-2-55-67.
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Project management plays an important role in the modern economy and public administration. Trends in project management have a significant impact on the performance of companies, public organizations, and programs for the socio-economic development in Russia. One of the interesting developments in project management is the expansion of hybrid methodologies, which combine tools and approaches of flexible and predictive approaches.This article aims to study the forms, results, and types of hybrid project management methodologies through the lens of the concept of organizational ambidexterity. Methodologically, the research is based on a systematic review of the Russian-language scientific literature on project management hybrid methodologies and organizational ambidexterity, as well as a qualitative content analysis of selected papers.The results of the study indicate that there are significant similarities between key aspects of hybrid methodologies and organizational ambidexterity. The authors conclude that hybrid project management methodologies can be considered as the instruments of organizational ambidexterity. As practical recommendations, the authors propose to expand the use of hybrid methodologies in the management of not only project-based firms, but also in other organizations, as well as in the management of socio-economic programs, especially in conditions of high uncertainty. The potential of hybrid methodologies to improve organizational ambidexterity and thereby simultaneously ensure the stability and flexibility organizations makes them invaluable tools to increase the resistance organizations and strategic programs to technological disruptions, socio-economic crises, and global shocks.
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Reiff, Janine, and Dennis Schlegel. "Hybrid project management – a systematic literature review." International Journal of Information Systems and Project Management 10, no. 2 (2022): 45–63. http://dx.doi.org/10.12821/ijispm100203.
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Hybrid project management is an approach that combines traditional and agile project management techniques. The goal is to benefit from the strengths of each approach, and, at the same time avoid the weaknesses. However, due to the variety of hybrid methodologies that have been presented in the meantime, it is not easy to understand the differences or similarities of the methodologies, as well as, the advantages or disadvantages of the hybrid approach in general. Additionally, there is only fragmented knowledge about prerequisites and success factors for successfully implementing hybrid project management in organizations. Hence, the aim of this study is to provide a structured overview of the current state of research regarding the topic. To address this aim, we have conducted a systematic literature review focusing on a set of specific research questions. As a result, four different hybrid methodologies are discussed, as well as, the definition, benefits, challenges, suitability and prerequisites of hybrid project management. Our study contributes to knowledge by synthesizing and structuring prior work in this growing area of research, which serves as a basis for purposeful and targeted research in the future.
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Sibiya, Ayanda, Bongani Sibiya, Johan Jordaan, and Brian Ngwako Mahosi. "Enhancing Project Management for SMEs: A Hybrid Approach." Journal of Management and Entrepreneurship Research 4, no. 2 (2023): 106–22. http://dx.doi.org/10.34001/jmer.2023.12.04.2-42.
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Objective: South Africa's economic growth and development are closely intertwined with government-prioritized infrastructure development projects. However, SMEs in this sector often grapple with insufficient project management processes, impeding their efficacy and economic contributions. The issue stems from the inadequate implementation of project management methodologies by SMEs, which adversely affects project outcomes and consequently their economic impact. Research Design & Methods: A literature review was conducted to assess the implementation of project management methodologies by SMEs in South African infrastructure development projects. The objective is to highlight areas for improvement, rectify the deficiency in project management practices among SMEs, and bolster their effectiveness and economic contributions. Findings: Preliminary findings accentuate the critical role of project management as a discipline for SMEs involved in infrastructure projects. Its absence or inadequate implementation hampers the growth and sustainability of organizations aiming to make substantial economic contributions and create employment. A hybrid project management model tailored for SMEs in infrastructure development emerges as a mechanism for effectively managing infrastructure projects. Implications and Recommendations: The conceptualization of a hybrid project management model for infrastructure development projects holds the potential to enhance project value by facilitating adaptability. By incorporating agile project management components, this model also stands to improve client engagement, consequently elevating the prospects of success in infrastructure development projects. Contribution & Value Added: This study contributes to the understanding of how SMEs can improve their effectiveness and economic contributions in South Africa's infrastructure development sector. The proposed hybrid project management model offers valuable insights for practitioners and policymakers in South Africa, ultimately fostering economic development and sustainable growth in the country.
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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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Bushuyev, Sergiy, and Andrii Ivko. "Interfaces models between self-managed organizations processes in the context of syncretic project management methodology." Management of Development of Complex Systems, no. 60 (November 29, 2024): 6–12. https://doi.org/10.32347/2412-9933.2024.60.6-12.
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The article analyzes the models and methods used to share methodologies in projects, programs, and project portfolios. Relevant literature sources are analyzed, including project management standards and the solutions they offer. Particular attention is paid to hybrid project management methodologies. Three stages of methodology hybridization are identified. The difference between syncretic methodology and hybrid methodology is determined. Three concepts of interaction between the project portfolio management system (the core of the syncretic methodology) and the project management system are considered. A data model (for the methodology interface) that generates a project for exchange with the portfolio management system is described. A model for classifying interfaces between methodologies of individual projects (or methodologies of individual parts of one project) within the project management system of a project-oriented organization (portfolio) is proposed. The following classification criteria are proposed: by the purpose of the interface, by the degree of forecasting future changes in the external and internal project environment, by the degree of use of artificial intelligence, by the degree of universality (applicability to other types of projects and project portfolios), by the methodology of the central management system, by the flexibility of configuration, by the degree of interface automation. The most commonly used types of interfaces between methodologies are characterized by four features. A model of data exchange through interfaces within the syncretic methodology is proposed. A SWOT analysis is conducted, strengths, weaknesses, opportunities that arise when applying the proposed interface models within the syncretic project management methodology, and threats that may arise are highlighted. Areas of further research in the selected direction are formulated: formalization of industry models of interfaces of the syncretic project management methodology at the level of the corporate methodology of a self-managed project-oriented organization (for infrastructure projects); formalization of industry methods for implementing interfaces between methodologies of individual projects and the syncretic core of the project portfolio management system within the syncretic methodology (for infrastructure projects); development of models for using artificial intelligence elements in interfaces between methodologies of individual projects within the project portfolio managed by the syncretic methodology; practical testing of models and methods of interfaces between methodologies of individual projects within the project portfolio, guided by a syncretic methodology in the implementation of projects (project portfolios) of infrastructure restoration in Ukraine by self-managed organizations. Conclusions from the conducted research are formulated.
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Belskii, Ivan N., and Tatyana B. Klimova. "Comprehensive Analysis of Project Management Methodologies: Evaluating the Effectiveness of Hybrid Approaches and Adaptive Strategies." Research Result. Business and Service Technologies 10, no. 4 (2024): 111–20. https://doi.org/10.18413/2408-9346-2024-10-4-0-8.
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This article analyzes project management methodologies, emphasizing the importance of synthesizing traditional and adaptive approaches to meet the evolving demands of the market environment. In the context of continuous technological and managerial progress, significant attention is given to flexible methodologies such as Agile, Scrum, and Kanban, which enable project teams to rapidly adapt to new circumstances and mitigate risks. However, projects with clearly defined parameters and requirements, where strict control and predictability are critical, necessitate the use of traditional management methods, such as the predictive Waterfall model. The research findings indicate that hybrid models, combining elements of both flexible and traditional approaches, can provide the necessary balance between adaptability and structure, which is particularly relevant for complex projects. The study aims to analyze existing methodologies in the field of project management and explore authors' perspectives on their applicability. The key findings of the research underscore the importance of integrating theoretical and practical methodologies into project activities. This approach enables project managers to adapt to changes during project implementation and apply various methodologies depending on specific conditions. This article will be of interest to both practicing professionals in project management and the academic audience studying this field.
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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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Bushuyev, S., D. Bushuev, and N. Bushuyeva. "CONVERGENCE OF PROJECT MANAGERS COMPETENCIES IN HYBRID WORLD." Scientific Journal of Astana IT University, no. 8 (December 29, 2021): 32–44. http://dx.doi.org/10.37943/aitu.2021.22.46.004.
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Global trends that occur in various fields of knowledge with a significant acceleration affect the development of information technology and project management competencies, programs, and project portfolios. The paper aims to develop and study information technology and mechanisms for assessing the competencies of project managers for their development based on current trends and flexible methodology of Agile in project management in creating modern information and communication technologies in project management. Global trends that challenge the development of project management competencies and programs are related to global acceleration, digitalization of society, development of blockchain, cloud and fog technologies, active introduction of smart systems, the transition from “Rational economy” to “Behavioral economy”, “Green economy”, “Sustainable development economy” and “Circular economy”. The convergence of these trends creates a new platform for the effective application of existing methodologies, knowledge systems, and methods of assessing the competence of project managers. Based on convergence, integration, and harmonization of project and program management methodologies, step-by-step research methods have been identified. The formation of an updated system of competencies lies in the change of paradigms from the traditional waterfall life cycle model to the Agile life cycle models of the projects. Decisionmaking in conditions of uncertainty based on data mining, from rational to irrational forms. The article examines modern hybrid information models of projects and programs that change the competency systems of project managers, convergent models and methods of decision making. At the same time, the change in competencies as actions or functions to be performed by project managers affects the competency model and evaluation system, including key competency indicators. A meaningful model of diagnostics of application of competence models and methods of project management in the digital and “behavioral economy” based on flexible methodologies is given. Some key competency indicators that are used in assessing the competence of a project manager based on his competencies in working in a project team are identified. Patterns of behavior of project managers in project product creation and project management are studied. The patterns allowed the authors to identify bottlenecks in the application of Agile project management methodologies in the convergence of trend information models and technologies. An example of information technology for managing the assessment of competence of project managers according to the IPMA Agile ICB model is given.
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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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Mahnaz, Afshari, and Javdani Gandomani Taghi. "A novel risk management model in the Scrum and extreme programming hybrid methodology." International Journal of Electrical and Computer Engineering (IJECE) 12, no. 3 (2022): 2911–21. https://doi.org/10.11591/ijece.v12i3.pp2911-2921.
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Risk management in software development has always been one of the necessities of software project management. The logical nature of software projects and products has caused several challenges and risks in these projects. On the other hand, with the emergence of agile methodologies, especially Scrum, and extreme programming (XP) methodologies, in recent years, this issue has become more serious. This is mainly because emphasizing limited documentation in these methodologies has caused these methods to pay little attention to some aspects of project management, particularly risk management. Concentrating on this challenge, the current study has proposed a risk management model in the hybrid methodology, combining Scrum and XP. Using this model in a case study shows this model's success in achieving risk management purposes. The results of this study indicate an appropriate reduction in the number of reworks, change requests, identified risks, and occurred risks. Moreover, the number of eliminated risks and team productivity have increased.
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Shcherban, Olena, Nadiia Kolpachenko, and Maryna Chemodanova. "CERTAIN MODELS OF PROJECT MANAGEMENT IN THE FIELD OF IT." sj-economics scientific journal 51, no. 4 (2023): 25–33. http://dx.doi.org/10.58246/sj-economics.v51i4.640.
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The article contains a description of the conditions and criteria for the effectiveness of project management methodologies with regard to the field of information technologies. The Institute of Project Management proposed as a standard a hybrid version of the project management methodology, which combines the features of the Waterfall methodology and the achievements of iterative methodologists. The article provides an analysis and features of the application of these methods in various fields.
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Nigmatullin, R. K., and A. G. Dmitriev. "Flexible, classic and hybrid project management methodologies: advantages and disadvantages." Entrepreneur’s Guide 16, no. 2 (2023): 70–78. http://dx.doi.org/10.24182/2073-9885-2023-16-2-70-78.
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The purpose of the work. Nowadays, competition in the market is increasing, which requires organizations to ensure advanced positions for survival. As practice shows, project management method is one of the most demanded and effective management methods. This study aims to examine the efficacy of flexible project management methodologies by contrasting them with conventional methodologies and evaluating the feasibility of integrating them into a hybrid methodology.Methods and Materials: The complex, systemic and comparative approaches are the methodological basis of the study and are mainly based on methods of analysis and systematization.Results: The article describes the analysis of the most demanding flexible project management methods. Each method has its own characteristics and specific criteria for comparison. Moreover, a comparison between flexible and traditional project management approaches was carried out, and the concept of method hybridization was introduced to integrate diverse methodologies at distinct phases of the project.Conclusion: The choice of project management methodology depends on many conditions, such as the complexity of the task, the presence of an experienced team and methodology of its work, the established interaction with the customer, and many other details. Each of them shows its effectiveness under different conditions. Using a hybrid methodology that combines the advantages of different methods allows them to be applied in practice in project management.
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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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Reed, April H., Mark G. Angolia, Corey Baham, and Roseline Igah. "Usage of Hybrid Project Management Approaches and Influences on Approach Selection." Communications of the Association for Information Systems 54, no. 1 (2024): 402–27. http://dx.doi.org/10.17705/1cais.05415.
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Changes in technologies and practitioner approaches to project management have led to a mix known as hybrid. This research identifies approaches practitioners currently use and determines possible influences on how a project manager selects an approach for a project. Four hundred participants completed a survey questionnaire to help identify methodologies in use. Additionally, participants reviewed a list of 39 specific project management tools and techniques to indicate their level of use for each of them. Our findings indicate that few project managers exclusively employ agile methodologies without the incorporation of predictive techniques and tools. Chi-square analysis was used to analyze industry, project manager experience level, and type of project to determine the influence on approach selection. The results showed that industry and type of project were important to selection, but a project manager's level of experience was not. A qualitative analysis identified two additional important factors of company policy and team experience. Overall, the study supported that there is no best approach to managing projects, but hybrid is emerging as a predominant approach to exploit the benefits of multiple approaches. Additionally, the data implies a need for greater support, resources, or education to facilitate the successful implementation and longevity of adaptive project management approaches.
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Afshari, Mahnaz, and Taghi Javdani Gandomani. "A novel risk management model in the Scrum and extreme programming hybrid methodology." International Journal of Electrical and Computer Engineering (IJECE) 12, no. 3 (2022): 2911. http://dx.doi.org/10.11591/ijece.v12i3.pp2911-2921.
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<span>Risk management in software development has always been one of the necessities of software project management. The logical nature of software projects and products has caused several challenges and risks in these projects. On the other hand, with the emergence of Agile methodologies, especially Scrum, and extreme programming (XP) methodologies, in recent years, this issue has become more serious. This is mainly because emphasizing limited documentation in these methodologies has caused these methods to pay little attention to some aspects of project management, particularly risk management. Concentrating on this challenge, the current study has proposed a risk management model in the hybrid methodology, combining Scrum and XP. Using this model in a case study shows this model's success in achieving risk management purposes. The results of this study indicate an appropriate reduction in the number of reworks, change requests, identified risks, and occurred risks. Moreover, the number of eliminated risks and team productivity have increased.</span>
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Can Yeten, Zeynep. "Project Management and Intellectual Property Rights: Strategic Approaches." Orclever Proceedings of Research and Development 4, no. 1 (2024): 43–51. http://dx.doi.org/10.56038/oprd.v4i1.443.
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This paper explores strategic approaches to project management and intellectual property rights (IPR). It emphasizes effective resource utilization, timely goal achievement, and cost-effective performance through various methodologies such as traditional, agile, and hybrid approaches. The study highlights the importance of organizational structures and phased project planning for managing complex projects. It also underscores the critical role of IPR in innovation-driven projects, detailing essential patent processes. Integrating IPR into project management enhances competitive advantage and sustainable success. Adopting best practices in both areas ensures timely project completion, cost control, and high-quality outcomes.
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Volovyk, Olena, and Oleh Harmash. "Exploring Current Project Management Methodologies in the Context of their Best Applications." Electronic scientifical and practical journal "Intellectualization of logistics and Supply Chain Management" 1, no. 14 (2022): 17–30. https://doi.org/10.46783/smart-scm/2022-14-2.
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<em>The article is devoted to the study of the main project management methodologies, their origins and authorships, advantages and disadvantages in terms of their implementation. The published scientific resources on the project management evolution are processed and analysed. The modern concepts in formulating project objectives towards “faster-efficient-effective” were traced. The three perspectives of evaluating project success which involve project stakeholders, project managers and project end users are introduced. The main categories of the project management methodologies are outlined and diagrammed; the characteristics of every category are specified; the examples of the most established methodologies recognised in the business community are given. Brief conceptual explanation of each methodology is outlined together with its pros and cons and the most suitable areas of implementation are explored. The comparison of CPM and CCM is presented in a graphical manner. The latest statistics on the current trends in the methods’ usage is presented and analysed. It was revealed that there is a strong tendency in preferring and applying hybrid methodologies and a strong decline in consistent usage of traditional methodologies. Scrum as the most popular agile methodology at team level has been identified followed by Kanban and others. The extension of using agile methodologies beyond IT-related and software development applications has been detected. Basic diagrams demonstrating logical structure and principles of some methods are shown. Recommendations for considering specific project features in the context of its scope, collaborating team characteristics, level of certainty and predictability of affecting factors coming from external and internal environments, customer and stakeholder involvement, objectives and project success evaluation criteria are developed.</em>
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HORDIEIEVA, INNA, VITALIY OMELYANENKO, IHOR KRYSOVATYY, MYROSLAVA OPRYSOK, and ILYA KOSTIN. "PROJECT MANAGEMENT IN COMPLEX TECHNICAL INFRASTRUCTURE PROJECTS: CHALLENGES AND STRATEGIES." AD ALTA: 14/01-XXXIX. 14, no. 1 (2024): 88–93. http://dx.doi.org/10.33543/1401398893.
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The paper delineates essential facets of hybrid management in the realm of infrastructure projects and programs, elucidating pivotal concepts, methodologies, and models integral to this approach. A comprehensive examination of the extant status of infrastructure project implementation at the regional level is undertaken, encompassing an inquiry into terminology, regulatory frameworks, and financial management standards specific to this domain. Noteworthy attention is devoted to global practices in program implementation at the regional level, as well as contemporary strategies for overseeing infrastructure projects and programs. The culmination of this investigation is the formulation of a refined scientific and applied framework for hybrid management at the regional level. This conceptual framework is rooted in the integration of project management knowledge systems and is delineated by its adaptation to the methodology of project program management. Within the parameters of this articulated concept, a convergent system for the utilization of project management methods and approaches in the context of efficient project program management has been devised.
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Iastremska, Olena, Lyudmyla Malyarets, Viktoriia Samoilenko, and Oleksii Budarin. "Management of innovative projects to ensure innovative development of enterprises." INNOVATIVE TECHNOLOGIES AND SCIENTIFIC SOLUTIONS FOR INDUSTRIES, no. 3 (29) (September 30, 2024): 104–20. http://dx.doi.org/10.30837/2522-9818.2024.29.104.
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The subject of the study is theoretical provisions, methodology of adaptive management of innovation projects and innovative development of enterprises, methodological basis, practical proposals for its research in modern conditions. The purpose of the article is to summarize generalization of the theoretical basis of the features of innovative projects, the expediency of using organizational structures for managing the processes of their formation and implementation, analysis of adaptive methodologies for managing innovative projects to ensure the employment of workers, their innovative development, and development of practical recommendations on these issues for a working enterprise. The purpose is revealed by solving the following tasks: generalize the features of innovative projects that determine the success of their implementation; determine the feasibility of using organizational structures of enterprise management for the formation and implementation of innovative projects to ensure innovative development; identify and propose the use of adaptive management methodologies for innovative projects to achieve successful innovative development of enterprises; develop a hybrid organizational structure for innovation management; the main directions of innovative personnel management of enterprises to promote their employment and management of innovative development are proposed. To solve the tasks, the following methods were used: theoretical generalization, analysis, synthesis, induction and deduction, structural and logical analysis, systemic and situational approaches, the method of working day photography, Agile adaptive management methodology, graphic method, and the authors' own practical experience. The conclusions and results of the article are as follows: it is proved that the management of innovation projects should take into account their features, be based on the use of project, matrix and hybrid organizational management structures and the application of adaptive methodologies for managing innovation development and the formation and implementation of innovation projects, such as Agile, Scrum, Kanban, Lean. For the operating enterprise Nebozvid LLC, using adaptive management methodologies, a hybrid organizational structure of the project department has been developed to ensure the innovative development of the enterprise through the implementation of innovative projects with the organization of small project teams. The main trends in innovative personnel management of enterprises are proposed, the use of which contributes to the success of innovative project management to ensure the innovative development of enterprises.
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BABAYEV, I., and S. QULUZADA. "INTEGRATION OF MODERN METHODOLOGIES WITH PMO IN THE MANAGEMENT OF INVESTMENT PROJECTS." Economics of the transport complex, no. 45 (March 28, 2025): 171. https://doi.org/10.30977/etk.2225-2304.2025.45.171.
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The integration of modern project management methodologies within Project Management Offices (PMOs) is crucial for enhancing investment project management. Traditional PMO structures often struggle to meet the demands of agility, efficiency, and risk mitigation required in dynamic environments. This study examines the role of PMOs in investment projects, particularly in infrastructure, energy, and technology, highlighting the challenges posed by uncertain market conditions, regulatory constraints, and technological disruptions. To address these challenges, organizations are increasingly integrating Agile, Lean, Scrum, Kanban, and hybrid methodologies within the PMO framework. These methodologies improve project success rates by optimizing resource allocation, enhancing stakeholder engagement, and facilitating data-driven decision-making. Agile PMO structures, in particular, enable iterative planning, rapid adaptation, and effective risk management, making them well-suited for investment projects facing high uncertainty. Despite the growing interest in modern methodologies, challenges remain in harmonizing these approaches within PMO structures. This study explores key opportunities, obstacles, and success factors associated with such integration. It highlights the importance of fostering an agile mindset within project teams and aligning PMO functions with strategic organizational goals. The findings suggest that integrating contemporary methodologies into PMO frameworks enhances project governance, improves efficiency, and increases competitiveness. The study also emphasizes the role of digital tools and sustainability principles in modern investment project management. By adopting innovative, flexible, and structured approaches, organizations can maximize value creation, optimize decision-making, and ensure long-term project success.
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Nigmatullin, R. K., and A. G. Dmitriev. "Using Performance Factors in Project Implementation: Comparing Agile, Hybrid Methodologies and Waterfall Approaches." Scientific notes of the Russian academy of entrepreneurship 24, no. 2 (2025): 36–46. https://doi.org/10.24182/2073-6258-2025-24-2-36-46.
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This paper provides a comparative study of performance measurement ratios in various project management methodologies: Agile, hybrid approaches and Waterfall.The purpose of the study is to determine the role and significance of these coefficients in the context of project management, as well as to analyze their application in each of the methodologies under consideration.The focus is on agility, adaptability to change and continuous feedback in Agile, the balance between structure and adaptation in hybrid methodologies, and rigorous planning and its impact on measuring project success in Waterfall.The analysis showed that the choice of approach to project management depends on specific conditions and tasks. Each of the approaches considered has advantages and disadvantages. The choice of approach should be based on an analysis of the specific conditions of the project, its goals and limitations.The results of the study can be useful for project managers, managers and other professionals involved in project management. They can help them choose the most appropriate approach to project management and improve its efficiency by implementing factors to evaluate it.
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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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Yakovchuk, A. I. "A HYBRID APPROACH TO EVENT PRO-JECT MANAGEMENT." ECONOMIC VECTOR 1, no. 28 (2022): 56–60. http://dx.doi.org/10.36807/2411-7269-2022-1-28-56-60.
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The article considers the issues of project management processes related to the field of event organization, the use of agile project management methodologies, their ad-vantages and limitations concerning imple-mentation to the event industry. Based on the hybrid project management model pro-posed by David Robins and the Event Man-agement Body of Knowledge (EMBOK) framework, the author has developed a model of event project management work-flow, combining traditional and iterative ap-proaches to event project management.
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Adamantiadou, Dorothea S., and Loukas Tsironis. "Leveraging Artificial Intelligence in Project Management: A Systematic Review of Applications, Challenges, and Future Directions." Computers 14, no. 2 (2025): 66. https://doi.org/10.3390/computers14020066.
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This article presents a systematic literature review exploring the integration of Artificial Intelligence (AI) methodologies in project management (PM). Key applications include cost estimation, duration forecasting, and risk assessment, which are critical factors for project success. This review synthesizes findings from 97 peer-reviewed studies published between 2011 and 2024, using the PRISMA methodology to ensure rigor and transparency. AI techniques such as machine learning, deep learning, and hybrid models have exhibited their potential to enhance PM techniques across projects’ phases, including planning, execution, and monitoring. Decision trees are created to represent the application of AI methodologies in various PM stages and tasks to facilitate understanding and real-world implementation. Among these are hybrid AI models that enhance risk assessment, duration forecasting, and cost estimation, as well as categorization based on project phases to optimize AI integration. Despite these advancements, there are still gaps in addressing dynamic project environments, validating AI models with real-world data, and expanding research into underexplored phases like project closure.
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Ivko, Andrii. "Models analysis of methodologies joint use in project management of project-oriented organizations." Management of Development of Complex Systems, no. 55 (September 25, 2023): 38–45. http://dx.doi.org/10.32347/2412-9933.2023.55.38-45.
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The article described the problems of the implementation of infrastructure restoration projects in Ukraine, and set the scientific task of developing a syncretic project management methodology. Existing modern trends regarding the implementation of methodologies in the practice of project implementation by project-oriented organizations (companies) were analyzed. Among such trends, the following are highlighted: the construction of a corporate project management methodology based on an existing international standard, the use of several methodologies in the project management system at the same time, the emergence of IT project management methodologies, the integration of such methodologies with classic project management methodologies, the use of combinations of methodologies in one corporate system. An analysis of the most common project management methodologies was conducted, including PMBOK, PRINCE2, ISO21500, ICB, P2M. Formulated research goal. Based on the analysis, seven classes of methodological approaches were formulated: PMBOK-based, PRINCE2-based, P2Mbased, methodologies of IT companies, individual frameworks of Agile methodology, customized hybrids of Agile methodology frameworks, customized hybrids of classical methodologies. An evaluation of such approaches was carried out, among which, based on the results of the evaluation, those that are most suitable for the studied projects were selected and characterized. For the selected three classes of methodological approaches, an analysis of advantages and disadvantages was carried out. Based on the results of the analysis, it was concluded that the available classes of methodologies, as well as models of their combination, do not fully meet the tasks of restoration projects. Three main approaches (models) of combining different methodologies in one corporate project management system were also formulated: convergence of methodologies, hybridization of methodologies, syncretic approach. In order to increase the effectiveness of implementation of restoration projects, it is proposed to develop a syncretic methodology for managing projects (portfolios of projects). A SWOT analysis was conducted, strengths, weaknesses, opportunities arising from the application of syncretic project management methodology and threats that may arise were highlighted. Formulated fields of further research in the chosen direction: development of interfaces models of syncretic methodology of project management at the level of corporate methodology, development of methods of transformation of information about models and methods of each methodology into interpreted information at the level of corporate methodology, development of models of implementation of corporate methodology of project management based on a syncretic approach, practical approbation of models and methods of syncretic methodology in the implementation of restoration projects, development and implementation of a strategy to overcome the threats of the use of syncretic methodology through the realization of its possibilities.
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Gorshkov, P. V., and I. A. Bessmertny. "Comparison of IT Project Management Methods." Economics Law Innovaion, no. 4 (December 29, 2024): 40–49. https://doi.org/10.17586/2713-1874-2024-4-40-49.
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With the rapid development of technologies and growing demands on software development, traditional project man-agement methodologies are increasingly giving way to agile and hybrid approaches. The article analyzes modern methods of IT project management and their impact on successful project implementation based on project character-istics, key requirements and team features. The strengths and weaknesses of traditional, agile and hybrid methodolo-gies and project types are considered. Much attention is paid to methodology limitations and their compensation by combining different methods and approaches. The study is relevant due to the widening gap between the ever-increasing requirements for software development and the limited resources and capabilities of development teams. In many situations, the reasons for this discrepancy are not the lack of professional skills of programmers or their low qualifications, but the insufficiently effective organization of work processes within teams. The paper analyses the factors influencing the choice of methodology and in recommendations for their optimal use for various types of projects.
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Postnikov, G. Y., and A. G. Dmitriev. "Research on the implementation degree of agile project management methodologies in Russian IT–companies." Entrepreneur’s Guide 17, no. 2 (2024): 50–58. http://dx.doi.org/10.24182/2073-9885-2024-17-2-50-58.
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In the dynamic development context of the information technology sector, especially crucial for Russia at the moment, the adoption of agile project management methodologies becomes a necessary step for companies to effectively respond to changes, enhance product quality, and achieve market success while maintaining competitiveness. Therefore, the aim of this research is to assess the degree of implementation of agile project management methodologies in IT companies in Russia. The study was conducted through online surveys of practicing specialists in the field of managing innovative projects. Specialists were asked a general question about their application of agile methodologies, as well as four questions regarding specific aspects: requirements gathering, planning, communication with clients, and team communication. The article describes which aspects of agile project management methodologies are practiced by surveyed specialists. In conclusion, it is noted that employees tend to use hybrid project management approaches more frequently than pure agile methodologies. Agile principles are more commonly integrated into client communication and team communication, and less so in requirements gathering and planning.
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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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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. 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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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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Turkebayeva, K., O. Sabden, and A. Muratova. "Assessment and Analysis of Project Management Tools and Techniques in IT company." ECONOMIC SERIES OF THE BULLETIN OF THE L.N. GUMILYOV ENU, no. 4 (2022): 134–42. http://dx.doi.org/10.32523/2789-4320-2022-4-134-142.
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Today, the project management system is being actively implemented in various areas of government and business activities. The project approach, methodology, tools and techniques of project management are developed, modified and adapted to a specific industry, including IT. The paper discusses the tools and techniques used in project management methodologies: traditional, agile and hybrid. The main purpose of the study is to assess and analyze the most effective and frequently used project management tools and techniques in the practice of an IT company. The options for applying identified in the study project management tools and techniques in each of the methodologies, are considered in detail. As a result, it was developed a model of using project management tools and techniques, ordered by project life cycle phases and project management methodologies.
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Kondysiuk, I. "SPECIFICS OF FORMATION PORTFOLIO OF HYBRID PROJECTS OF MOTOR TRANSPORT ENTERPRISES." Bulletin of Lviv State University of Life Safety 24 (January 5, 2022): 40–47. http://dx.doi.org/10.32447/20784643.24.2021.05.
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An analysis of methodologies and research papers on project portfolio management in various sectors of the econ-omy. The peculiarities of the subject branch (motor transport enterprises) are analyzed. The expediency of implementation of hybrid projects and development of tools for their management is substantiated. It is established that one of the unsolved management tasks is the task of forming effective portfolios of hybrid projects of motor transport enterprises. The purpose of the study is to substantiate the peculiarities of the formation portfolios of hybrid projects of trucking companies. And on their basis to describe the system relationships between operational, project and portfolio management, which provides quality tools for solving basic management problems of forming effective portfolios of hybrid projects of trucking com-panies. The scientific novelty of the performed researches is the substantiated features of the formation portfolios of hybrid projects of motor transport enterprises and the system interrelations between operational, project and portfolio management are described. As a result of the performed researches, the approach to the formation portfolios of hybrid projects of motor transport enterprises which are based on the account of the specificity of subject branch and system interrelations between operational, project and portfolio management is proved. This approach underlies the development of quality tools for the portfolio management of hybrid projects of trucking companies. It is established that based on the management of separate hybrid projects knowledge on their value and risk which together with the information on a condition of the design environment and features of portfolios of hybrid projects of the motor transport enterprises, is a basis of their qualitative formation is received. The unique characteristics of products (transport services) of individual projects, as well as actions for their creation and knowledge about them, are identified.
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Pankaj, Hrsikesa, Krishan Sharma, Sachin Datt, and Himadri Shekhar Dey. "Revolutionizing Project Management: Unveiling the Paradigm Shift from Traditional to Agile and Hybrid Methodologies: A Research Review." International Journal of Science and Research (IJSR) 14, no. 1 (2025): 51–58. https://doi.org/10.21275/sr241231151857.
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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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Prisca Amajuoyi, Lucky Bamidele Benjamin, and Kudirat Bukola Adeusi. "Optimizing agile project management methodologies in high-tech software development." GSC Advanced Research and Reviews 19, no. 2 (2024): 268–74. http://dx.doi.org/10.30574/gscarr.2024.19.2.0182.
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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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Lishner, Itai, and Avraham Shtub. "Enhancing Strategic Planning of Projects: Selecting the Right Product Development Methodology." Information 14, no. 12 (2023): 632. http://dx.doi.org/10.3390/info14120632.
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The selection of an appropriate development methodology is a critical strategic decision when managing a New Product Development (NPD) project. However, accurately estimating project duration based on the chosen methodology remains a challenge. This paper addresses the limitations of existing models and proposes a novel NPD project model that allows for testing and evaluation of different product development strategies. The model considers Waterfall, Spiral, Agile, and Hybrid methodologies and provides system engineers and project managers with decision-making tools to determine the optimal strategy and understand associated tradeoffs. The model is validated using real projects from various organizations and methodologies. It incorporates stochastic variables, risk management, and dynamic resource allocation, while addressing both Waterfall and Agile methodologies. The study contributes to the body of knowledge by offering practical tools for system engineers and project managers for choosing development methodology, improving project duration estimation, and identifying critical processes and risks in NPD projects. The research results also provide a basis for further studies and can benefit researchers interested in systems engineering methodologies. The proposed model fills a gap in the literature by providing a validated NPD model to evaluate the impact of different product development methodologies on project duration.
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Niță, Nicoleta-Madălina, Sebastian-Emanuel Stan, and Aurel Mihail țîțu. "Project Management Methodologies in the Organizations of Yesterday, Today and Tomorrow." International conference KNOWLEDGE-BASED ORGANIZATION 29, no. 1 (2023): 146–51. http://dx.doi.org/10.2478/kbo-2023-0022.
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Abstract The history has shown us over time that each way of managing an activity can lead to a different result, which has given rise to multiple approaches to the project management discipline through diverse models and methodologies, each one coming with a number of advantages and disadvantages. The software engineering branch is a climate where projects have a lot of room for flexibility, change and adaptability. However, this scientific paper aims to highlight the characteristics of these techniques, provided by experts in the field through the scientific literature, along with an original point of view regarding their future improvement. Project management is a complex, diverse and encompassing discipline, so each new model or methodology has come to supplement the shortcomings of the previous one. Starting from these, there are a number of factors that must be taken into account when determining how a project should be managed, such as: industry, size, resources, etc., and this paper presents the areas of applicability for each methodology in part, as well as data in which several approaches intertwine resulting in hybrid project management approaches. In the end, some conclusions and predictions about the methodologies in the field of software development industry are presented.
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Galora Silva, Francisco Javier, and Alex V. Nu˜nez. "Methodological proposal for the integration of agile methodologies and PMBOK." International Journal of Engineering Insights 1, no. 1 (2023): 09–12. http://dx.doi.org/10.61961/injei.v1i1.4.
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Proper project management is a constant need faced by most organizations worldwide. There is a growing focus on combining PMBOK practices with agile principles, creating a hybrid approach that leverages the best of both worlds. In this sense this paper proposes to deepen and combine the most effective elements of the Project Management Body of Knowledge (PMBOK®) with the agile approach to project management. This is done taking into account that an adequate project management will allow aligning the organization's objectives and generating value for all parties involved. As a result, it is expected to obtain optimal conclusions from the development of the project and achieve the best results from the application of AGILE+ PMBOK® best practices. This will serve as a proposal for other organizations in the sector to continue evolving their management practices.
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Petrosyan, Alexander D., Alexander L. Zolkin, Olga A. Polyanskaya, Yulia V. Khardina, and Palisat I. Bostanova. "PROJECT MANAGEMENT SYSTEM SOCIO-ECONOMIC DEVELOPMENT OF THE REGION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2/6, no. 155 (2025): 100–109. https://doi.org/10.36871/ek.up.p.r.2025.02.06.010.
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The research is devoted to the application of the project approach in regional management. The article analyzes the theoretical and methodological foundations of project management in close connection with strategic planning, program-target methods and hybrid methodologies. The key elements of the project management system, such as flexibility, transparency and resource synergy, are considered. Special attention is paid to the role and functions of the participants: government authorities, business, scientific institutions and public organizations. The study revealed problems of coordination of levels of government, institutional gaps and insufficient complexity of measures. Ways to improve the efficiency of project management are proposed, including digitalization, adaptation of flexible methodologies and elimination of bureaucratic barriers.
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Trifonov, Ivan Vladimirovich, and Anastasia Valentinovna Pavlova. "TRENDS IN THE DEVELOPMENT OF HYBRID PROJECT MANAGEMENT METHODOLOGIES IN MODERN CONDITIONS." Innovatsionnoe razvitie ekonomiki, no. 6 (2022): 115–25. http://dx.doi.org/10.51832/2223798420226115.
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Mazur, N. "POPULARITY OF MANAGEMENT METHODOLOGIES IN GLOBAL PRACTICE." Journal of Lviv Polytechnic National University. Series of Economics and Management Issues 7, no. 1 (2023): 140–52. http://dx.doi.org/10.23939/semi2023.01.140.
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This scientific article explores the theoretical aspects of team management in the context of different management methodologies and compares the effectiveness of Agile and Waterfall project management methodologies. The study reveals that Agile methodologies are highly effective and provide significant cost savings but are still not widely used in Ukraine. Also, this article compares such methodologies as Scrum, Kanban, Lean, PRINCE2, SIX SIGMA, and Hybrid. The choice of methodology should depend on specific project conditions, such as team size and project complexity. The study presents new insights into the advantages and disadvantages of various approaches to team management. The study finds that teams using the Agile methodology achieve better results on average than teams using the Waterfall methodology. It also shows that using Agile methodologies is more common in small teams than in large ones. As project complexity increases, traditional methods such as Waterfall become more common. Therefore, the article provides a valuable contribution to the field of project management and can be helpful for project managers who are looking for an optimal approach to managing their teams. Purpose of the article. The purpose of this article is to investigate the theoretical aspects of team management in the context of different management methodologies and to compare the effectiveness of these methodologies in Ukraine and other countries. In addition, the paper aims to contribute to the ongoing debate about the benefits of using agile methodologies in project management and to highlight the need for further research in this area. Design/methodology/approach. This article is based on a comprehensive literature review of recent research and publications on team management and project management methodology. Research sources used include scientific journals, conference proceedings, books and online resources. The focus is on comparing and contrasting different approaches to team management across methodologies including Agile, Waterfall and Lean. The study also includes an analysis of empirical data collected during surveys conducted in Ukraine and other countries to determine the most effective team management practices for projects of various sizes and complexities. The research design used in this study is primarily qualitative as the focus is on exploring the theoretical aspects of team management through different management methodologies. However, research also includes a quantitative element, as the analysis of survey data involves the use of statistical methods to identify relationships between variables. Limitations of the study include the sample size of the survey participants and the geographical coverage of the study, which is mainly focused on Ukraine and other European countries. Findings. The results of this study indicate that Agile methodologies are becoming increasingly popular in software development teams around the world. The study also found that the use of Agile methodologies is more prevalent in smaller teams compared to larger teams. This trend may be due to the fact that smaller teams are more flexible and can adapt more easily to the iterative and collaborative nature of Agile methods. However, the data also suggests that as the complexity of a project increases, the use of Agile methods becomes less prevalent, with more traditional methods such as Waterfall being used instead. In terms of team management, the study found that the use of Agile methodologies can lead to higher levels of team collaboration and communication, which can ultimately lead to more efficient and effective project outcomes. However, it is important to note that effective team management requires more than just the use of a particular methodology, and other factors such as leadership, communication skills, and team dynamics also play a crucial role. Overall, the findings suggest that Agile methodologies can be a powerful tool for software development teams, particularly in smaller teams and less complex projects, but that effective implementation and management are key to achieving success. Originality/value. The originality and value of this study lie in the comprehensive analysis and comparison of different management methodologies in the context of team management. The study presents new insights into the advantages and disadvantages of various approaches to team management and provides practical recommendations for organizations in Ukraine and other countries. Furthermore, the study contributes to the existing body of literature on team management by providing empirical evidence on the effectiveness of different management methodologies. The study also highlights the importance of considering the size and complexity of the project when choosing a management methodology. Overall, the findings of this study can provide valuable guidance for managers and organizations in selecting the most suitable team management methodology for their specific needs and circumstances. Practical implications. The results of this study have practical implications for project managers and team leaders who are responsible for managing teams in different countries with different project sizes and complexities. Research shows that using a specific methodology does not guarantee success in team management and that an individualized approach based on the specific needs of the team and project is more effective. Overall, the practical implications of this study can help project managers improve their team management skills and increase the likelihood of project success.
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Cherkasov, V. V., and N. V. Cherkasov. "HYBRID MANAGEMENT OF CHANGE PROJECTS THROUGH THE PRISM OF THE THEORY OF TEMPORARY ORGANIZATION." Geoeconomics of Energetics, no. 4 (January 14, 2025): 143–57. https://doi.org/10.48137/26870703_2024_28_4_143.
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Hybrid Change Project Management (HPM) is an advanced approach that integrates elements of traditional and agile methodologies to improve the effectiveness of project management. Despite significant conceptual development, the criteria and methods for the application of HPM remain poorly defined. The purpose of this study is to complement the introduction of HPM into domestic organizational structures through the use of Theory of Temporary Organization (TTO). Viewing the HPM through the TTO prism opens up a new paradigm of change project management, which is particularly relevant for projects that require a balance between adaptability and control, and are able to adapt to a variety of organizational contexts.
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Raman, Manju. "Mastering Change: The Journey from Waterfall to Agile and Hybrid Project Management." International Journal for Research in Applied Science and Engineering Technology 12, no. 11 (2024): 1323–32. http://dx.doi.org/10.22214/ijraset.2024.65371.
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Abstract: The author explores the project management methodologies transitioning from Waterfall to Agile to Hybrid in this article. The author analyses each methodology to document the suitability, advantages, and disadvantages of Waterfall and Agile methodologies. Waterfall has a very constricted approach, with the activities happening in a sequence and with no deviation allowed from them. The stakeholders play a vital role in the early phases when providing the requirements, and they are only involved during the testing phase. This methodology demands extensive documentation of the business case, project plan, requirements, product design, etc., and at the same time, lacks flexibility in adapting to changes in requirements during later phases of the project. Agile, on the other hand, advocates an iterative approach to development. With the close collaboration of the stakeholders or the customers, the requirements are documented by the Product Owner, and any questions or clarifications the developers need are immediately available from the customers/stakeholders. Stakeholders working in close contact with the team result in high demands and changing requirements from them and can tax the team. Agile does not favour extensive documentation, and thus, it can adversely affect the team if they are working on a long-running project with new team members joining the team. Both methodologies have their advantages, which were incorporated into the Hybrid methods and are expected to overcome the challenges faced by the teams when using either