Application of Hybrid Project Management as a success enhancer in industries

Silva, Vinícius Romeiro da

doi:10.1590/1806-9649-2025v32e4225

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ORIGINAL ARTICLE • Gest. Prod. 32 • 2025 • https://doi.org/10.1590/1806-9649-2025v32e4225 linkcopy

Application of Hybrid Project Management as a success enhancer in industries

Aplicação de Gestão Híbrida de Projetos como potencializador de sucesso em indústrias

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Abstract Project management sought levels of improvement with the advancement of production processes, in order to visualize forms of iterative and concrete improvement in agile management. The application of this methodology requires efficient and targeted participation on the part of management, seeking fundamental factors for the success of the project and management, in order to empirically apply the hybrid management methodology. Regarding methodology, this study seeks to answer what makes the hybrid model effective, and how to measure success within organizations that use this methodology. Thus, through bibliometrics, 5 main critical success factors were listed, applying them empirically and creating a success metric based on the parameters Time, Cost and Scope. The results indicate that the actions of hybrid management, based on critical success factors, help in an improvement far above expectations, in order to corroborate the observed parameters, while creating tools for applying hybrid models. Finally, this article contributes to the current debate regarding hybrid management models in mechanical projects, while providing robust results from the application of hybrid management in the Agile-Stage-Gate model.

Keywords:
Hybrid Project Management; Critical success factors; Agile-Stage-Gate; Project success

Category	Factor	Number of Authors citing the Factor
ORGANIZATION	1. Cooperative culture instead of hierarchical culture	32
	2. Open and engaged management culture, promoting participation	23
	3. Client participation in decision-making	51
	4. Organization where methodologies are widely disseminated and experienced	36
	5. Team vision is well defined, prioritized, and presented	42
	6. Adequacy of the work environment	26
PEOPLE	1. Multifunctional teams with flexible and qualified individuals	57
	2. Teamwork and coherent self-organization	53
	3. Highly motivated team members	48
	4. Management assumes risks and anticipates failures	50
	5. Promotion of interdisciplinary knowledge sharing and team learning	49
	6. Participative leadership	47
PROCESSES	1. Executive use of oral culture, preferably face-to-face communication	42
	2. Project adheres to a realistic and regular work schedule	41
	3. Participative management, with visual management and lean thinking	58
	4. Adequate project planning/strategy	59
	5. Following requirement processes guided by planning	39
	6. Work stages delivered within an appropriate timeframe	30
TECHNICAL	1. Planning consistent with the shop floor	51
	2. High-quality execution equipment	36
	3. Employee training and education	22
	4. Tools consistent with project needs	37
	5. Learning from previous projects	18
	6. Adequate team size	26
	7. Proper integration testing	29
PROJECTS	1. The project imposed well-defined standards for process execution	56
	2. Management acts as facilitator and expert	40
	3. Project with initial cost assessment	19
	4. Project with initial risk assessment	54

Factors		% of Factor citation
Appropriate project planning/strategy		81%
Participatory management, with visual management and lean thinking		79%
Cross-functional teams with flexible and qualified individuals		78%
The project imposed well-defined standards for process execution		77%
Project with initial risk assessment		74%

Criterion	Estimated	Traditional Management
Time	0 negative days	36 negative days
Cost	approx. BRL 885,000.00	approx. BRL 987,000.00
Scope	10 interventions	53 interventions

MANANGER	ENTERPRISE	ESTIMATED			REAL
MANANGER	ENTERPRISE	TIME	SCOPE	COST	TIME	SCOPE	COST
TRATICIONAL	A	90	2	BRL 60,000	138	0	BRL 74,000
	B1	90	2	BRL 60,000	116	5	BRL 76,000
	B2	90	2	BRL 65,000	106	12	BRL 70,000
	C	120	3	BRL 90,000	156	15	BRL 113,000
	D1	120	3	BRL 150,000	139	11	BRL 168,000
	D2	150	4	BRL 460,000	222	10	BRL 486,000

HYBRID	A1	90	5	BRL 50,000	93	0	BRL 28,000
	A2	90	5	BRL 70,000	86	0	BRL 52,000
	B	90	5	BRL 70,000	93	0	BRL 46,000
	C1	120	10	BRL 100,000	124	1	BRL 64,000
	C2	120	10	BRL 160,000	118	0	BRL 103,000
	C3	150	15	BRL 430,000	164	3	BRL 298,000

Criterion	Traditional Management	Hybrid Management	%
Time	36 negative days	3 negative days	91,7
Cost	approx. R% 987,000.00	approx. BRL 591,000.00	40,1
Scope	53 interventions	4 interventions	75,5

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Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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