Implementing a Usable Hybrid Project Management Model for Local Government

Currently the percentage of projects that are either overrunning or overspending within this local government organisation is greater than 65%. Many of the reasons for failing to meet delivery targets is associated with the peer review and approval processes during the Procurement and Design Phases of projects utilising a waterfall methodology (Carvalho et al (2012) Proceedings—International conference of the Chilean computer science society, SCCC, pp 74–82). The organisation has decided to innovate by adopting a hybrid agile project methodology to reduce delivery times and overall project delivery costs. However, the initial attempts to innovate have failed mainly due to a rigid conformity to the Scrum method and a lack of uptake in certain areas of the business involved in the delivery process. This study will analyse the current failings and recommend the most appropriate hybrid agile methodology and associated organisational change aspects that are required to make the innovation work for the business.