It’s especially effective for projects with mixed tasks — for example, when one part requires a strict sequence and the other part requires quick iterations.

Let’s look at how the hybrid approach works, when it's appropriate and when it's worth using.

The most common combination of hybrid project management is Agile and Waterfall, but in practice teams can combine any method, including Lean, Kanban, Scrum, PRINCE2 or PMBOK, depending on the goals, objectives and specifics of the project.

The meaning of a hybrid approach is to go beyond one methodology and flexibly adapt tools and processes to real-world conditions, such as:

• Project type
• Customer requirements
• Team skill level
• Available resources, and other factors.

For instance, you can use Waterfall for pre-planning and budgeting, and Agile for iterative development and rapid response to changes.

A clear plan or flexibility? What if you don't have to choose? It’s the hybrid approach that makes it possible to utilize the strengths of different methodologies on projects. Here are some pros in favor of hybrid project management.

Flexibility. You can quickly make changes to the process without disrupting the entire project. The team remains flexible, and the manager remains confident in deadlines, budget and final result.

Balance. Agile gives you speed and the ability to iterate quickly, while elements of Waterfall (or other classic methodology) help you keep control of timelines, budgets and risks.

Transparency. Planning gives the customer a clear understanding of the milestones, Agile gives regular feedback and demonstration of progress. As a result, the client is always aware of what is happening and where the project is going.

Convenience. One part of the team likes to work in sprints, while the other part likes to work in stages? You don't need to fit everyone into one system — a hybrid approach can be easily incorporated into a team with different working styles.

The hybrid approach sounds like an ideal solution, and in many ways it is. But in practice, its implementation can raise many questions and controversies.

The main difficulty is that a hybrid is not a ready-made recipe, but a system that must be built independently. It requires thoughtful design: it’s important to understand which processes to take from the classical approach, which ones from Agile, and how to combine them without losing control.

One of the challenges is working within a team. We have already written above that it’s convenient for a team when one part of it is used to working in sprints and the other in stages. The hybrid approach allows the team to be flexible and stick to the style of work that everyone is used to. But speaking of challenges, we can't help but mention the fact that implementing this approach can cause confusion and some tension. Without clear communication, the project runs the risk of spiraling apart.

There is another problem — high expectations of the project manager. You need not just to know different approaches, but to be able to switch between them flexibly, maintain the integrity of the process and have excellent effective communication skills.

Working with the customer can also be challenging. Not everyone is prepared for the fact that the project plan may change along the way. You will have to explain in advance how the work will be organized, which stages are fixed and which can change, and why this does not mean “a project without a plan”.

Nevertheless, all of these challenges can be solved, and more often than not are solved with simple but clear communication.

Hybrid project management doesn’t mean a compromise between two methodologies, but a conscious choice. It requires more thought and flexibility, but gives the team the opportunity to adapt to the real conditions of the project, rather than fitting the work to a single methodology.

This approach is especially effective where there is a need for both clear planning and freedom for experimentation. The main thing is to remember that project goals, people, and transparent processes always remain at the center. Everything else is just a tool.