By Jorgelina Bross-Puglisi
October 23, 2025
Let’s face it: The project management world is hybrid now. Organizations increasingly recognize that not all projects fit neatly into a single methodology.
Hybrid models offer flexibility: you may need traditional planning in some phases and agile behaviors in others. Hybrid allows structured planning where it’s needed while enabling iterative delivery in areas of uncertainty.
However, successful hybrid project management doesn’t simply depend on tools or frameworks; it depends on people.
For instance, a complex engineering project might benefit from a phased, traditional approach for design and compliance, then switch to Agile sprints for software development or iterative testing. This flexibility is powerful but also demands a highly skilled and adaptable project manager and team.
A recent report by GlobeNewswire found that nearly 90% of project teams operate across multiple work styles and locations, 39% in multiple countries, and 48% in multiple locations within one country.
But despite this widespread hybrid reality, many organizations treat methodology as a checklist of tools rather than a capability to build.
Hybrid work is meant to be smarter, built on adaptability. Agile brings that mindset to life. It’s about how teams think and behave in hybrid environments, how they learn continuously, and how they adapt the right mix of methods to fit the context.
The truth? Success in this new landscape isn’t about applying tools; it’s about learning, constantly sharpening the skills and mindset you need to pivot without panicking. It’s about getting good at being agile, not just doing Agile.
Key Pillars of an Agile Learning Track for Hybrid Project Managers
Success in hybrid project management work depends on how well you stay curious, keep learning, and adapt with purpose. To build these capabilities, focus on the following key mindsets and practices:
Growth mindset and psychological safety. Research by Google on high-performing teams consistently found psychological safety to be the number one factor. In a hybrid setting, where approaches are constantly being refined, the ability to experiment and fail fast without fear of blame is key for learning.
Foundational Agile Principles, not just frameworks. This deeper understanding allows project managers to adapt principles to different project types and phases within a hybrid model.
Continuous feedback loops and iterative learning. The concept of the “learning organization” (Peter Senge) emphasizes that organizations must continuously adapt and transform. In hybrid project management, this means regularly assessing what’s working and what isn’t.
Cross-functional collaboration and empathy. In a hybrid team, some members might be working on traditional work packages while others are in sprints. Understanding each other’s processes and challenges is crucial.
If organizations want to improve hybrid project outcomes, they need to start with people and learning capabilities. Build skills, mindset and behaviors from the ground up. Because tools alone won’t deliver the change; learning will.
What part of your project management process do you think needs the most “mindset upgrade” right now? What aspect(s) of the Agile mindset will you continue or start learning today?
Trainer & Consultant
International Institute for Learning (IIL)
Jorgelina is an accomplished industrial engineer, project manager, and consultant with solid international experience in various industries. She has conducted numerous projects in more than 15 countries in Latin and North America, Europe, and Asia. She is a results-oriented leader, with excellent communication and facilitation skills.
