IT project management in the university and selection of Agile methodologies and hybrid models to enhance transparency of deadlines and implementation quality

Abstract

The article examines the specifics of IT project management in the university environment, where the digitalization of educational and administrative processes encounters a combination of bureaucratic regulations, collegial decision-making mechanisms, and rigid linkage of work to the academic calendar. Based on the monitoring of digital transformation in 18 universities in 2019-2023 and the analysis of 142 completed projects, the cascade model, agile practices (Scrum/Kanban), and hybrid schemes are compared; these hybrid schemes utilize iterative development while preserving control points and reporting mandatory for budgetary organizations. A comparison of predictability and manageability indicators demonstrates that the cascade approach creates a «black box» effect: the average deviation from deadlines reaches 28,4% with low transparency (4,21 out of 10) and prolonged response to blocking issues (46,8 hours), which is associated with accumulated planning errors and delays in approvals. Agile methodologies sharply increase transparency (8,94 out of 10) and accelerate response (8,4 hours), but more often provoke scope creep and budget overruns (24,7%), which is critical with fixed funding. The hybrid model shows the most stable balance: minimal deviation from deadlines (8,3%), the highest share of on-time delivery (71,9%), and the lowest budget overrun (11,2%) with a reduction in critical failures in the first month of operation (1,24). Quality and user decision-making acceptance are interpreted through defect metrics, rework returns, and adaptation speed; it is revealed that early and regular demonstration of intermediate results reduces the risk of developing unneeded functionality and decreases post-release costs for fixes compared to the cascade approach. Cultural effects are analyzed separately: abrupt introduction of «pure» Agile intensifies resistance to change and staff turnover, whereas hybridization acts as a damper, ensuring acceptable customer involvement and more predictable organizational stress, making mixed approaches most relevant for large-scale infrastructural implementations in higher education.