Infrastructure megaprojects increasingly face the dual challenge of regulatory compliance and sustainability-driven adaptability. Traditional project management approaches often struggle to address this complexity, while purely agile or lean models encounter governance and contractual limitations. This study investigates how hybrid project management configurations can reconcile these competing demands in a sustainability-certified infrastructure megaproject. Using a structured documentary case study of the LaGuardia Terminal B redevelopment, the research analyzes the integration of traditional, agile, and lean practices across project phases. A systematic coding framework was applied to multiple high-reliability project documents to identify methodological distribution, enabling conditions, and performance associations. The results reveal a structured–iterative hybrid configuration in which traditional practices dominate planning and closure, agile practices support iterative design and construction, and lean practices enhance process efficiency during execution. Digital maturity, adaptive governance, and method tailoring emerged as critical enablers of hybrid integration. Performance analysis indicates that the hybrid configuration is associated with favourable delivery and sustainability outcomes, including schedule adherence, cost control, waste diversion, energy reduction, and water conservation, as documented in verified project certification records. The study contributes empirical evidence to hybrid project management theory in a regulated infrastructure context and highlights sustainability certification as a key boundary condition shaping hybrid governance.

Keywords

Hybrid project management, sustainable infrastructure, megaprojects, agile project management, sustainability certification.