The management of projects seen as non-linear, complex and dynamic systems in an adaptive and hybrid way

Abstract

For a long time there has been talk about the new world of project management arising from the use of agile in place of predictive approaches. They would come to solve all the project problems that traditional approaches were not able to solve, such as lack of flexibility in project execution and the need to adapt to constant changes. Certainly, several of the concepts coming from agile methods have helped managers to execute projects in a better way, delivering results in shorter terms and at acceptable costs. On the other hand, new problems arose, with projects without a defined focus and difficulty in visualizing future deliveries. Other projects remained with their original problems such as incomplete scope, delayed schedules, budget overruns and cancellations. It is perceived that the problems were not only the projects, but also the approaches, or the way they were applied, at least in some cases. In highly complex and dynamic environments, with ever-increasing challenges, where changes are constant and solutions need to be adapted to problems, purely predictive or agile approaches may not be able to handle all the intercurrences that arise. It is the alignment between the approaches that will provide the necessary solutions for good project management. Thus, this article aims to present the hybrid approach, understood as the joint and integrated use of predictive and agile approaches. Thus, if on the one hand a structured and aligned plan across the various teams can be provided by the traditional approach. On the other hand, it is the agile approach that will provide the necessary flexibility to quickly change the plans initially established, making the project not deviate from its main objective.