The dual face of Hybrid Project Management (HPM)

Balancing structure and flexibility in the

evolution of Project Management

ADVISORY

By Antonio Bassi

Lugano, Switzerland

The dual face of Hybrid Project Management (HPM) represents one of the most significant evolutions in the field of project management, as it allows organizations to overcome the rigidity of traditional models through the flexible integration of various methodologies. The idea that a project can be managed exclusively through a single framework is giving way to a more dynamic approach, capable of adapting to the evolving needs of both the organizational context and the market. Hybrid Project Management does not merely combine predictive and adaptive methodologies but introduces a paradigm in which tools and principles from multiple schools of thought are harmonized to optimize project execution.

In this context, hybridization can take two distinct forms:

• Phase hybridization: Different methodologies are applied at specific stages of the project lifecycle. From this perspective, a project may start with a traditional setup based on frameworks such as PRINCE2 or PMBOK, emphasizing governance and detailed planning. During the development and implementation phase, a transition to more iterative methodologies like Agile or Lean may occur, enabling greater responsiveness to emerging needs. In the final phases, control and evaluation can be managed through Six Sigma-derived tools to enhance quality and reduce variability in outcomes. This sequential methodological approach allows organizations to leverage the strengths of each method, ensuring solid planning, flexible execution, and structured closure;

• Practice hybridization: Instead of applying different methodologies at separate phases, this approach integrates elements from multiple frameworks within the same project management process. For example, a project may be formally structured according to PMBOK or PRINCE2 principles while simultaneously adopting Agile elements, such as continuous iterations and active stakeholder engagement. A team may work within a Waterfall framework while incorporating incremental business strategy reviews, as seen in Agile. Similarly, an organization might combine Lean to optimize operational processes with the analytical precision of Six Sigma to improve deliverable quality. The goal of this integration is not merely to mix different approaches but to build a customized management ecosystem, where each principle and tool is selected based on the project’s specific needs.

Hybrid Project Management is increasingly establishing itself as a scalable solution applicable to a wide range of contexts, from IT projects to construction, from manufacturing to financial services. The future of this approach appears to be increasingly shaped by emerging technologies, with the integration of artificial intelligence tools and data analytics to enhance predictive capabilities and optimize resource management. The true strength of HPM lies in its ability to combine structure and flexibility, allowing organizations to navigate an increasingly complex environment without sacrificing either control or innovation. The continuous evolution of this approach will lead to increasingly sophisticated management models, where hybridization will no longer be merely a strategic choice but a necessity to tackle the challenges of modern project management.

More…

To read entire article, click here

How to cite this work: Bassi, A. (2025).  The dual face of Hybrid Project Management (HPM): Balancing structure and flexibility in the evolution of Project Management, PM World Journal, Vol. XIV, Issue IV, April. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/04/pmwj151-Apr2025-Bassi-The-dual-face-of-Hybrid-Project-Management.pdf

About the Author

Antonio Bassi

Lugano, Switzerland

Antonio Bassi Is an Electronic Engineer by training, certified Project Management Professional (PMP), member of the Steering Committee of the Project Management Institute – Northern-Italy Chapter (PMI-NIC) from 2004 to 2008, Lecturer in Project Management in academic settings, President of the Project Management Association (APM-Ticino), author of numerous books and articles on project management, former member of the UNI team for the definition of ISO21500 standards for Project Management, with 20 years of experience as Project/Program Manager on innovative projects across various market sectors. He can be contacted at antonio.bassi@supsi.ch

To view other works by Antonio Bassi, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/antonio-bassi/