Managing the Hybrid Organization: How Can Agile and Traditional Project Management Coexist?

Abstract

Overview:

Agile project management aims to increase the flexibility of product development processes through increased interaction among project stakeholders. Since its introduction in the software industry 20 years ago, Agile project management has progressively spread to other contexts, even though large-scale organizations seem to struggle to switch toward Agile-only practices. In these contexts, we see an integration of the traditional Stage-Gate project management, focused on planning and validation, with Agile, focused on responsiveness and flexibility. Although it’s effective, the Agile–Stage-Gate hybrid model is not easy to adopt, as it requires a clear alignment between the project team, the organizational objectives, and the project implementation. We collected interview data from eight Agile coaches experienced in Agile implementation in non-software industries. We identified practical actions that practitioners can use to manage the challenges connected to the implementation of hybrid models. These corrective actions can be grouped at three levels: integration aspects, cultural change, and perceptions of the Agile methodology.

Keywords::

• Project management
• Agile
• Stage-Gate
• Agile–Stage-Gate
• Hybrid models

Additional information

Notes on contributors

Federico P. Zasa

Federico P. Zasa is a PhD student at Politecnico di Milano’s School of Management where he serves as a researcher at the Laboratory for LEAdership, Design, and Innovation (LEADIN’Lab). His research interests lie in the role of individual- and team-level cognitive aspects of innovation management. He is also part of Innovation and Design as Leadership (IDeaLs), a research platform that investigates how to engage people to make innovation happen. [email protected]

Andrea Patrucco

Andrea Patrucco is assistant professor of supply chain management in the Department of Marketing and Logistics at the Florida International University College of Business. His research interests are in the field of management of buyer-supplier relationships in both the private and public sectors. He actively collaborates with US government organizations, such as the National Association of State Procurement Officers and the National Institute of Government Purchasing. He has published his research in academic journals such as Journal of Supply Chain Management, International Journal of Production Economics, International Journal of Production Research, and Journal of Purchasing and Supply Management. He serves as an associate editor for the Journal of Purchasing and Supply Management, and he’s on the editorial board of the International Journal of Logistics: Research and Applications. [email protected]

Elena Pellizzoni

Elena Pellizzoni is Ecosystem Value Catalyst and Culture Designer at Flowe S.P.A., an Italian carbon-neutral benefit company, which is pending BCorp. She holds a PhD in management engineering from Politecnico di Milano. During her academic career, she has conducted extensive research, teaching, and consulting activities in the fields of project management and innovation management. She has published her research in academic journals such as Technological Forecasting and Social Change, Research-Technology Management, Technology Analysis and Strategic Management, and Creativity and Innovation Management. [email protected]