Hybrid, just a hype?
| TransÂlaÂted by JuliÂan Hammer
No, not at all. In the wake of the requiÂreÂments of an increÂasingÂly digiÂtaÂliÂzed and rapidly chanÂging VUCA world, traÂdiÂtioÂnal proÂject manageÂment can only gain from the avaiÂlaÂbiÂliÂty of agiÂle PM proÂcesÂses for parÂtiÂcuÂlar proÂjects and subÂproÂjects in a hybrid sysÂtem.
As is so often the case, theÂre is no black and white but each comÂpaÂny has to find its own balanÂce betÂween traÂdiÂtioÂnal and hybrid proÂject manageÂment. It may as well be reasonable to impleÂment the new proÂject culÂtuÂre graÂduÂalÂly in indiÂviÂduÂal teams or in parÂtiÂcuÂlar proÂjects in the company.
When thinÂking of agiÂle teams, some traÂdiÂtioÂnal proÂject manaÂgers or stakeÂholÂders may enviÂsiÂon chaÂos and unconÂtrollÂable idle working. HoweÂver, in reaÂliÂty agiÂliÂty bears a huge potenÂtiÂal for the geneÂraÂtiÂon of a new working culÂtuÂre. This working culÂtuÂre can faciÂliÂtaÂte a company’s adjusÂtÂment to the chanÂge which will be necesÂsaÂry when facing the increÂasingÂly volaÂtiÂle and unpreÂdicÂtaÂble digiÂtaÂliÂzed proÂject world. FurÂtherÂmoÂre, theÂre are indeÂed clear rules and strucÂtures which agiÂle teams should comÂply with in order for their proÂjects to be expedient.
Both proÂject culÂtures have a merit for the comÂpaÂny, even in the fast-paced VUCA world. WheÂre working with traÂdiÂtioÂnal proÂject planÂning and conÂtrolÂling paid off befoÂre, e.g. in departÂments with longÂterm cost planÂning, agiÂle proÂcesÂses do not necesÂsÂaÂriÂly have to be implemented.
NevertÂhelÂess, comÂpaÂnies can swiftÂly beneÂfit from the advanÂtaÂges of a hybrid sysÂtems and smoothÂly initiaÂte the culÂtuÂral chanÂge in indiÂviÂduÂal teams or proÂjects. This miniÂmiÂzes the fricÂtion which is to be expecÂted when new proÂcesÂses becoÂme binÂding for entiÂre comÂpaÂny areÂas at once. The repreÂsenÂtaÂtiÂves of the difÂfeÂrent proÂject culÂtures then have the opporÂtuÂniÂty to coorÂdiÂnaÂte their processes.
ExampÂles of areÂas in which proÂjects or subÂproÂjects can usualÂly be impleÂmenÂted quite well in agiÂle proÂject teams are fleÂxiÂble proÂduct deveÂloÂpÂment (not only of softÂware) and fleÂxiÂble comÂpleÂtiÂon of tasks as they occur, a.o., in the serÂvice area (hotÂline, cusÂtoÂmer enquiÂries). ReportÂing and moniÂtoÂring of the entiÂre proÂject is ensuÂred via the traÂdiÂtioÂnal PM component.
It is decisiÂve that the PM sysÂtem employÂed proÂviÂdes the requiÂred fleÂxiÂbiÂliÂty to plan entiÂre proÂjects as well as subÂproÂjects eitÂher traÂdiÂtioÂnalÂly or agiÂleÂly. FurÂtherÂmoÂre it is of parÂtiÂcuÂlar importance that all proÂject data is always reaÂdiÂly available in an inteÂgraÂted, conÂtiÂnuousÂly synÂchroÂniÂzed sysÂtem. This again gives comÂpaÂnies the freeÂdom to orgaÂniÂze their proÂject culÂtuÂre more agiÂleÂly wheÂre necesÂsaÂry and equips them well for the requiÂreÂments of an increÂasingÂly digiÂtaÂliÂzed world.

This blog post has been transÂlaÂted by JuliÂan Hammer
RelaÂted Posts
RECENT POSTS
The Magic TriÂangÂle of ProÂject Management
Beate Schulte2025–05-05T11:34:05+00:005. May 2025|
What Are Gantt Charts? DefiÂniÂtiÂons, FuncÂtions and Examples
Beate Schulte2025–04-28T08:28:14+00:0014. April 2025|
ProÂject SteeÂring: ExplÂanaÂtiÂon, Tasks and Methods
Beate Schulte2025–04-07T12:43:59+00:004. April 2025|