Introducing a New Hybrid Project Management Framework for Moroccan Enterprises ^†

Abstract

The needs of modern businesses are constantly evolving, and project management must continuously adapt by proposing new solutions to emerging challenges. Building on previous research—a systematic literature review (SLR) identifying international best practices and a questionnaire survey capturing insights from the Moroccan context—this study aims to enhance the practices of Moroccan project management. By integrating global methodologies from the SLR with local business realities from the survey, this research lays the foundation for improving project management practices in Moroccan enterprises. Rather than presenting a finalized framework, this study explores key project management methodologies, with a particular focus on Lean and Agile principles, and evaluates their relevance to the local context. The findings highlight the benefits of combining these approaches to enhance efficiency, adaptability, and overall project performance. This paper thus introduces the initial foundation for the subsequent development of a comprehensive hybrid framework aligned with both global standards and local realities.

1. Introduction

Effective project management is a critical objective for any organization and has become indispensable in today’s competitive landscape. It consists of the execution of many tasks to obtain the ultimate optimized goals (efficiently and economically) [1]. Therefore, adopting tools that facilitate efficient management of a company’s activities is crucial for optimizing resource utilization [2]. Project success is related to the right management of all project management knowledge areas, including cost, quality, and other essential factors [3].

To succeed in today’s competitive environment, we should have good tools and approaches; accordingly, Lean and Agile methodologies have been established, which have become essential for optimizing key areas of project management. They permit teams to give the best value with the minimum resources and without reducing quality standards. Thus, there has been a significant push towards the implementation of Lean and Agile Project Management practices.

Lean Project Management combines two concepts: lean thinking and project management. Developed initially in the manufacturing sector, lean thinking focuses on minimizing waste by reducing unnecessary effort, energy, equipment, time, space, materials, and capital while delivering the exact value customers need [4]. Lean Project Management integrates various adaptive, targeted, and flexible Lean methods to enhance efficiency and ensure optimal project outcomes [5].

Agile Project Management is an incremental and iterative project management approach. It is designed to reduce the risks of project changes [6]. Based on the principles of the Agile Manifesto [7], it combines project management practices with agility, enabling teams to react quickly to evolving requirements and market demands.

Based on the study presented in the SLR [8,9], this article aims to study the local and the international context in order to examine the adoption of Lean and Agile principles in project management, identifies key challenges, and highlights opportunities for improvement. The findings will serve as a foundation for developing a tailored hybrid framework adapted to Moroccan companies.

This paper is structured as follows: in the next section, a literature review is presented on Lean and Agile methodologies in both international and local contexts, followed by a discussion of the research methodology and finally an analysis of the results.

2. Literature Review

2.1. Lean Project Management

Lean Project Management integrates lean thinking with project management principles to improve efficiency and eliminate waste. Originating from the manufacturing sector, lean thinking emphasizes reducing waste and maximizing value by minimizing the use of resources such as time, energy, materials, and capital while delivering what customers need [4]. The focus is not only on cutting costs but also on improving quality and speeding up delivery by focusing on the value that matters most to customers. Lean Project Management aims to streamline workflows, improve collaboration, and deliver optimal project outcomes [5].

In Lean Project Management, several tools and techniques are employed to achieve these goals. However, determining the most effective one for a particular project or organization is complex, as it depends on factors like the project environment, sector, available resources, and organizational culture. Therefore, the success of Lean Project Management depends on choosing and adapting the right tools for the specific context [10].

Lean Project Management is guided by several core principles that define how value should be delivered. According to [4,11], the six key principles of Lean include the following:

Respect for People: A positive, supportive environment is essential to enabling team members to solve problems and improve processes. By engaging employees in decision-making, teams are better able to produce high-quality results and innovate significantly.

Value: The first principle of Lean emphasizes the importance of clearly defining the components of value from the customer’s point of view. Projects must focus on the creation of this value and the elimination of anything that does not support customer satisfaction.

Value Stream: This principle advocates mapping the entire value chain in order to identify and eliminate waste. The processes of organizations can be simplified and more efficient when all non-value-added activities are identified.

Flow: This principle ensures a continuous flow without interruption, which is considered an essential element of Lean Project Management. Methods such as just-in-time (JIT) delivery and visual management can help keep projects flowing smoothly.

Pull: This principle ensures that customer demand is the primary driver of production. By adopting this pull system, Lean Project Management prevents overproduction and ensures that resources are used optimally and only when necessary.

Perfection: Continuous improvement is the fundamental principle of Lean. Projects are always aimed at improvement, perfecting processes and results to meet customer needs more precisely over time. This repetitive approach ensures that defects are corrected and improvements are made on a regular basis.

These principles frame the implementation of Lean Project Management, focusing on waste reduction, efficiency, and customer orientation. By applying lean thinking, organizations can improve their project management processes and increase their ability to deliver high-quality results with fewer resources.

2.2. Agile Project Management

Agile Project Management is an iterative and incremental approach that focuses on managing changes efficiently and mitigating the risks typically associated with them. Its principles were formalized in 2001 through the Agile Manifesto, which introduced a framework for Agile methodologies centered on flexibility, collaboration, and rapid delivery [7]. Agile is characterized by short, time-boxed iterations (typically lasting one to four weeks), where each iteration results in a small, functional version of the final product, allowing teams to adapt quickly to feedback and changing requirements [6].

Agile is often viewed as a subset of Lean, sharing many core principles such as focusing on delivering value, minimizing waste, and using small batch sizes. In fact, Agile can be seen as an application of lean thinking to project management, with Lean serving as the broader philosophy encompassing Agile methods [12]. This alignment allows Agile Project Management to harness the benefits of Lean’s efficiency principles while introducing flexibility and responsiveness to changing project requirements.

The Agile Manifesto, created by 17 practitioners in 2001, describes four key values that guide Agile Project Management:

People and interactions rather than processes and tools: Focus on the importance of human interaction and communication, instead of dependence on tools or processes.

Functional software rather than comprehensive documentation: Focus on deliverables and working results instead of detailed, time-consuming documentation.

Collaborate with customers rather than negotiate contracts: Support frequent communication and input from clients to ensure that the project meets their evolving needs.

Responding to change rather than following a plan: Demonstrate flexibility and adaptability to changes in the project context, instead of adhering rigidly to established plans.

Agile Project Management guidelines are numerous and vary according to the needs of the specific project. Among the most popular Agile models are Scrum, Extreme Programming (XP), Feature-Driven Development (FDD), Dynamic Systems Development Method (DSDM), and Crystal Methods. Of these, Scrum is often considered the most universally adopted Agile method, particularly in software development [13,14,15]. On the other hand, Agile frameworks can also be successfully applied to sectors other than software, demonstrating their versatility across all industries [16].

The choice of which Agile methodology to use is highly dependent on the unique context of the project, despite the common use of frameworks such as Scrum. Determining the most appropriate Agile model is linked to factors such as stakeholder needs, project size, cost, complexity, and associated risks [17,18]. There is no one-size-fits-all approach to Agile Project Management, as each project has its own distinct requirements that call for tailor-made solutions.

Agile Project Management permits greater flexibility and adaptability compared to traditional approaches, thus making it a valuable framework for managing projects with frequent changes or that require ongoing iterative development. Its focus on collaboration and continuous feedback allows teams to respond dynamically to changing project demands.

2.3. Project Management in Morocco

In Morocco, development projects, such as those in Taroudant province, are encountering many challenges, like stakeholder coordination and resource constraints; succeeding in these projects is often conditioned by effective risk management, clear planning, and community commitment [19]. Each day, project management in Morocco is evolving, with companies increasingly adopting structured methodologies to improve their project efficiency and success, especially in the larger Moroccan companies [20]. This study, based on a mixed methodology combining qualitative and quantitative approaches, analyzes current project management practices within these companies.

While traditional methods remain predominant, there is an important interest in Lean and Agile approaches to improve flexibility, cost control, and overall project performance. The authors of [21] also indicate that project management methods in Morocco are currently evolving, especially with organizations looking for hybrid approaches that balance structured and adaptive tools. This transition demonstrates the need for more flexible and effective management techniques to respond to Morocco’s dynamic economic and industrial environment.

3. Research Methodology

The research methodology presents a clear picture of the method adopted in this study (Figure 1), using an approach that mixes theoretical [8] and local information [9]. The methodology began with a systematic literature review to identify existing project management frameworks in the international context, with a focus on Lean and Agile tools and their applications across various sectors. The review demonstrated a huge gap in the existence of frameworks specifically designed to overcome the challenges encountered by Moroccan organizations.

To resolve this situation, a survey was elaborated and sent to many professionals via LinkedIn and emails between July 2022 and June 2023. A total of 153 responses were collected from professionals across 85 Moroccan organizations, covering industries such as IT, manufacturing, and construction. Respondents included project managers, project leaders, and professionals at various experience levels. The survey aimed to assess Lean and Agile adoption in project management, identify commonly used tools, and uncover recurring challenges in Moroccan companies.

The methodology adopted consists of analyzing the specific challenges faced by Moroccan companies and proposing tailored solutions for each identified issue.

This article aims to support future development and guide Moroccan project managers toward more effective project management practices by offering insights and laying the groundwork for the framework.

4. Analysis of the Results

In this section, we will analyze the findings derived from two key sources: the international literature review on the subject, as presented in the SLR [8], and the local Moroccan results obtained from a survey conducted with project management professionals, as published in this work [9]. The first part will focus on the outcomes of the SLR, highlighting the current state of Lean and Agile methodologies in project management across various contexts. Following this, we will examine the results of the survey, which provides insights into the specific challenges and needs of Moroccan companies in adopting these approaches. By separately addressing these two sets of outcomes, we aim to offer a comprehensive understanding of the local context and global practices, to establish the foundation for a new hybrid framework.

4.1. Project Management Methodology Selection

Following a period dominated by traditional and Agile project management approaches, a new era emerged marked by the fusion of these models, leading to the development of hybrid project management. The choice between traditional and modern models (Lean–Agile) depends on the specific needs and requirements of each project. In large-scale projects with stable requirements, traditional approaches are typically favored. In contrast, for smaller projects with evolving requirements, Agile methods are often more suitable. However, a hybrid model has been developed for large projects that incorporate dynamic user requirements [22], combining the strengths of both approaches to optimize project success.

It is important to note that the hybrid model is generally defined as a combination of traditional and Agile approaches. However, few researchers acknowledge the simultaneous integration of Lean, Agile, and traditional principles as a true hybrid approach [23,24]. Generally speaking, a hybrid model is seen as “a fusion of Agile and traditional project management practices”, an approach adopted by a growing number of organizations seeking to leverage the strengths of both methodologies [22,25,26].

Given that flexibility, simplicity, and adaptability to company size and project duration are among the preferences identified by Moroccan project managers, we decided to focus on a hybrid project management model. As the term “hybrid” suggests, this model blends both traditional and modern approaches. We begin with the selection of the traditional model, which, based on the results of the survey, reveals that PMBOK is by far the most widely used framework in Morocco.

Survey participants were asked to disclose their adherence to project management standards and indicate which standards they follow, with the option for multiple selections. The results show that 70% of the participants reported using project management standards. In addition, PMBOK leads with 43%, reflecting its widespread adoption in Morocco. Internal company standards follow at 16%, showing a reliance on proprietary frameworks, while ISO 21500 [27] accounts for 13%, emphasizing its growing global influence. P2M (10%) and PRINCE2 (7%) are also utilized to a moderate extent, and other methodologies make up 6%, highlighting the diversity in practice. Lastly, 5% of the respondents were unaware of the methodology used, indicating a potential communication gap. Overall, the chart underscores PMBOK’s dominance in Morocco while illustrating the variety of standards in use.

Drawing inspiration from PMBOK, which is widely adopted as the dominant traditional methodology in Morocco, this study explores its integration into the future hybrid project management framework. With Agile and Lean tools, we aim to establish a foundation for a more adaptable and efficient methodology that aligns with the specific needs of Moroccan organizations, ensuring better project outcomes.

4.2. Lean Tool Selection

The selection of Lean tools for our framework is grounded in both an SLR and an empirical survey conducted with Moroccan project managers. The objective is to identify the most relevant and widely used Lean tools that contribute to improving project management.

4.2.1. Findings from the SLR [8]

Our literature review highlights that several Lean tools are frequently referenced in project management research [8]. Standardization (15%), Kanban (13%), Visual Management (13%), and Kaizen (8%) are among the most commonly cited tools in existing studies [28]. These tools are widely acknowledged for their contribution to improving efficiency, reducing waste, and enhancing collaboration in project environments.

Standardization is a foundational principle in Lean Project Management, ensuring consistency and reducing variability in project execution. It plays a crucial role in quality management by providing clear guidelines and best practices that streamline workflows.

Kanban is a highly adopted tool for managing workflows and visualizing tasks, particularly in time management. By providing real-time updates on project progress, it enhances transparency and facilitates better resource allocation.

Visual Management is another essential tool that improves communication within project teams. By using visual indicators such as dashboards, charts, and progress boards, teams can quickly identify issues and make informed decisions.

Kaizen, which focuses on continuous improvement, is particularly effective in optimizing cost management. It encourages iterative refinements in processes, leading to reduced inefficiencies and enhanced productivity.

Lessons Learned play a crucial role in risk and quality management by capturing insights from past projects and ensuring continuous improvement in future initiatives.

Andon, though less frequently cited (3% in the SLR), is a key tool for real-time problem detection and response, which is crucial for maintaining quality standards and mitigating risks during project execution.

4.2.2. Findings from the Survey [9]

The survey results (Figure 2) provide empirical validation of the literature review findings by identifying the Lean tools currently in use within Moroccan companies. The survey highlights that Visual Management and 5S are the most widely adopted Lean tools, indicating a strong preference for structured, visual, and standardized approaches to project management.

Additionally, Kanban appears among the most commonly used Agile and Lean tools. The high adoption rate of Visual Management aligns with the need for enhanced communication and tracking mechanisms in Moroccan companies.

Based on these findings, we have selected a set of Lean tools—Standardization, Kanban, Visual Management, Kaizen, Lessons Learned, and Andon—to be integrated into our macro view of the proposed framework. These tools have been chosen for their demonstrated effectiveness in optimizing the practices of project management while addressing the unique challenges faced by Moroccan companies. Their adoption aligns with both academic research and real-world practices, ensuring a practical and evidence-based approach to project management improvement.

4.3. Agile Tool Selection

Among the various Agile methodologies, Scrum and Kanban emerged as the most relevant tools, reflecting their widespread adoption in both academic research and practical applications. Given the dynamic nature of project management in Moroccan companies, we have opted for an Adapted Scrum Model rather than the standard Scrum framework to enhance flexibility and applicability. This decision was influenced by the need to tailor Scrum principles to the specific constraints and operational realities observed in our study.

4.3.1. Findings from the SLR [8]

The SLR revealed that Scrum is the most widely studied and implemented Agile methodology, appearing in 42% of the selected studies (

Table 1. Agile tool percentages [8].

Agile Tools	Percentage (%)
Scrum	42%
Pair Programming	11%
Kanban	5%
Extreme Programming	5%
Test-Driven Development	5%

). On the other hand, Kanban, although less frequently discussed in the literature (5%), is recognized for its flexibility and adaptability, making it particularly useful in projects with evolving priorities. These findings suggest that while Scrum remains the dominant Agile methodology, its strict framework may require adjustments for optimal implementation in various contexts.

4.3.2. Findings from the Survey [9]

The survey results (Figure 3) confirmed the relevance of Scrum and Kanban in real-world applications. Scrum was reported as the most commonly used Agile methodology, but respondents emphasized the need for a more adaptable version that allows selective implementation of its core principles. This supports our decision to adopt an Adapted Scrum Model, enabling teams to adjust Scrum elements based on project-specific needs. Additionally, Kanban was identified as one of the most frequently applied Agile tools. Moroccan companies favor Kanban’s visual management approach, which provides continuous work tracking without imposing fixed iterations. These results from industry practitioners validate the findings from the literature and reinforce the necessity of integrating both Scrum and Kanban into our Agile Project Management framework.

• Adapted Scrum Model

Scrum is a project management methodology that emphasizes collaborative learning within a cross-functional team. It is characterized by formalized communication and coordination mechanisms, minimal documentation requirements, a structured meeting rhythm, and well-defined roles and artifacts for organizing work [29]. While Scrum is widely recognized for its ability to enhance adaptability and responsiveness, it operates within a relatively structured framework, relying on self-organizing teams and continuous feedback loops [30].

However, strict adherence to Scrum principles can sometimes pose challenges, particularly in contexts where multidisciplinary teams are difficult to assemble, or where daily stand-up meetings may not always be necessary or practical. To address these constraints, we have adopted the Adapted Scrum Model, which allows teams to selectively implement Scrum principles based on project-specific needs. This model maintains the core values of Scrum—such as iterative development, transparency, and team collaboration—while introducing a degree of flexibility that aligns with the working culture and project dynamics identified in our study.

While the Scrum Guide advocates for fully cross-functional teams, practical implementations in hybrid or resource-limited environments may require some flexibility. Drawing from Moroccan needs and the literature [28,31], we observed that specialized roles are often retained. Rather than contradicting Scrum values, our Adapted Scrum Model allows for progressive cross-functionality, where teams build internal capacities over time. This approach aligns with real-world constraints while preserving Scrum’s principles of collaboration and autonomy.

While daily stand-ups are central in Scrum, we offer flexibility by allowing bi-weekly syncs or asynchronous communication (via tools like Microsoft Teams, Slack, or Jira) for distributed teams, as confirmed by several studies [28,32].

• Kanban

Alongside Scrum, Kanban has emerged as a valuable Agile tool, particularly in managing workflow efficiency and reducing bottlenecks. Kanban is a visual management system that enables teams to track work items in real time, ensuring a continuous flow of tasks while maintaining process flexibility [33]. Unlike Scrum, which operates in fixed iterations, Kanban allows for a more fluid and demand-driven approach, making it well suited for projects with evolving priorities. The results of our survey indicate that Kanban is among the most widely adopted Agile methodologies in Moroccan companies, further supporting its integration into our framework.

The selection of the Adapted Scrum Model and Kanban was guided by both theoretical insights and empirical evidence. The SLR highlighted the prevalence of Scrum and Kanban in Agile Project Management, particularly for improving key project management knowledge areas. Meanwhile, the survey results confirmed the widespread adoption of these tools in practice, reinforcing their relevance to our study. By incorporating an Adapted Scrum Model and Kanban, we aim to provide a balanced approach that maximizes agility while accommodating the specific needs and constraints of project teams.

5. Introducing the New Framework

Based on the results of the SLR and the survey, and as described above, we opted for a hybrid framework to take advantage of both aspects. At the macro level (Figure 4), this hybrid framework is designed to integrate the best aspects of Stage-Gate (PMBOK) and Agile (Adapted Scrum) methodologies, offering structure and flexibility to effectively handle complex projects. The framework ensures that projects remain adaptable to changing needs while providing clear decision and control points.

The choice of tools and practices for this framework is strongly supported by the survey [9], which identified the practices and challenges most widely used in the Moroccan context. A subsequent article, currently in preparation, will explore the specific challenges and needs of Moroccan companies in more detail, further justifying the choices made in this framework.

The framework is general for any sector, offering flexibility and customization for organizations in a variety of industries to suit their specific needs and context.

The overview of the proposed framework reflects how Lean and Agile methodologies are integrated to ensure structured yet flexible project execution. The framework starts with input from customer requirements and project vision, ensuring alignment with stakeholder expectations. The framework works with defined constraints, such as team resources, training availability, a qualified process directory, and manufacturing or purchasing policies, which set the boundaries within which the project must be managed. The framework follows a step-by-step approach, incorporating several decision points (Gates 1, 2, 3, and 4) where project progress is assessed against predefined criteria to provide a structured progression.

Continuous monitoring is built into the process, supported by Key Performance Indicators (KPIs), to closely track project performance, identify shortcomings, and enable rapid corrective action.

At the macro level, the framework is based on the Lean and Agile tools shown in Figure 5 to drive efficiency and adaptability. These include Kanban boards for workflow visualization, the Scrum model adapted for customized Agile implementation, Standardization for consistency of processes, Andon for real-time problem identification, and Visual Management for enhanced transparency. These tools allow teams to manage tasks efficiently while maintaining flexibility. The results expected from the framework comprise improved customer satisfaction, adherence to constraints, and enhanced standardization between projects. This hybrid approach, based on flexibility and step-by-step decision-making, ensures better project management while adapting to changing demand.

Below are the key aspects of the framework:

• Value and Time Management

Iterative cycles deliver high-value results quickly, while Lean insists on waste reduction and resource optimization. This hybrid approach allows effective time and resource management to adapt to changing project needs and to deliver value progressively.

2.

Iterative Approach and Continuous Improvement

By breaking down the project into a backlog and sprints, project teams can frequently assess the quality of their work and their progress, enabling them to react to changing needs and improve their work and methods. This approach is supported by the Adapted Scrum Model. In addition, Lean emphasizes continuous improvement, enabling workflows to be refined regularly using KPIs and regular monitoring.

3.

Flexibility and Adaptability: The Adapted Scrum Model

In the proposed framework, daily meetings are optional, as not all projects need them strictly every day, and not all teams are cross-functional from the beginning; this cross-functionality can be acquired over time. These two points are mainly the two adjustments that enable flexibility and adaptability for Moroccan companies derived from the Adapted Scrum Model.

4.

Resource Optimization

In this context, right from the start of the project, Scrum team members work on the defined backlog. Resources are therefore placed where they are most needed. Furthermore, the Agile method enables rapid adjustments in response to changing needs, so the framework ensures that resources are allocated appropriately from the launch of the project.

5.

Collaboration and Communication

Each stage of the framework encourages good communication with the appropriate stakeholders, particularly at the end of each sprint, during proposed meetings, or at gates. The importance of communication helps teams to stay in sync with all stakeholders’ expectations and project objectives and thus fosters good collaboration.

6. Conclusions

This study aims to introduce a hybrid framework planned for future development. It examines the integration of Agile and Lean approaches into a project management framework for Moroccan businesses. Many tools and methods were highlighted for this context: PMBOK for standardization and structured project management, Kanban and Visual Management for improving workflow visibility and reducing bottlenecks, and Kaizen for continuous process improvement. The Andon system offers real-time problem identification and resolution, and the inclusion of Lessons Learned guarantees that knowledge is saved for upcoming projects. Adapting to changing customer needs is guaranteed by the flexible, iterative progress introduced by the Adapted Scrum Model.

Particularly in the context of Moroccan companies, which often operate in dynamic environments where flexibility and efficiency are essential, these methods offer a solid approach to achieving better project results. Further research will focus on the design of this hybrid framework, then applying it to a real Moroccan project to measure its effectiveness and refine its applicability.