The way project teams operate has evolved and top-performing organizations are adapting fast. As demands for speed, innovation, and collaboration grow, project delivery models need to support flexibility without sacrificing structure. With 47% of professionals ranking structure and flexibility as equally important, how do you strike the balance between the two?
In the latest installment of our PPM Power Session Series, we brought together Alana Grisius, Principal Solutions Consultant at Smartsheet; Tracy Disque, Director, Portfolio Management Office & Performance Improvement at Johns Hopkins Medicine; Ben Cecil, Project Scientist at Nitto Avecia; and Andy Jordan, President of Roffensian Consulting to unpack how today’s project teams are rethinking delivery models to balance team autonomy with organizational standards.
Here are five key takeaways from our conversation to help you evolve your project operating model and strike the perfect balance between standardization and flexibility.
#1: Know what’s fixed and what can flex: Understand your project landscape before you define the framework
The most effective teams know where they can bend and where they need to hold firm. While having clear standards is critical, each project is unique and requires a thoughtful approach to applying those standards. Before work begins, take time to understand the landscape: Who are the stakeholders? What are the requirements for each team? What complexities or unknowns could arise?
As Tracy Disque puts it, “If your organization is supporting diverse stakeholders or customers, we must consider their unique needs.”
When you build awareness of these variables upfront, you can define the non-negotiables, like governance requirements, executive visibility, and cross-team dependencies while also creating clear guardrails that keep everyone aligned.
Striking this balance means designing systems that provide consistency where it matters most, while empowering teams to adapt as circumstances change.
Alana Grisius says, “Aim to have enough structure to create repeatability while still leaving room for your team to respond to the unexpected.”
This “freedom within a framework” approach builds trust and accountability — so teams can work toward a common goal while having the flexibility to deliver in a way that suits their style of working.
#2: Watch for the warning signs of imbalance: Spot the signals of too much structure or too much freedom in your operating model
Too much freedom in project management can lead to chaos, while too much control can hinder your team’s ability to adapt to the unexpected. Ensuring that your process supports both ends of the spectrum is essential, but can you tell when you’ve gone too far in either direction?
One of the clearest indicators that your delivery model is off balance is slow, redundant decision-making. “It’s important for groups to be able to make swift and nimble decisions when necessary, and excessive layers definitely delays the approval of action,” says Disque. “On the other hand, a lack of accountability or inconsistent project executions are definitely signs that there’s way too much flexibility.
"When processes are overly rigid, even small problems can spiral into major delays. Ben Cecil explains, “When you’re overly standard and rigid in your processes, you can quickly end up with this ‘chicken little’ mentality where the moment one thing goes wrong, suddenly the sky is falling and you’re not able to get anything done.”
However, if expectations aren’t clear, teams can feel unanchored and unsure how to prioritize.
“If you’re too flexible, you run into the opposite problem where because your process has so much flexibility, there’s no clear-cut path forward… when everything is important… nothing is important,” says Cecil.
Look for patterns like frequent delays, duplicated efforts, or excessive back-and-forth communication. These are signals that your approach needs rebalancing. By making space for regular reflection and PM feedback, you can spot early warning signs and course-correct to keep your project on track.
#3: Choose the right methodology fit: Tailor delivery methods to your project’s scope
Adaptability isn’t about asking teams to “be more flexible”; it’s about designing systems that make flexibility easier. Hybrid delivery models — combining traditional and Agile approaches — give teams more choice in how they execute, without losing oversight.
The right model doesn’t start with a methodology; it starts with understanding your project’s scope and context. Each scenario calls for a different balance of structure and agility.
“There are instances where you might be in a more strict compliance-driven environment and a waterfall approach is the only way," Grisius explains. “And there’s other instances that might not have as many guardrails, so these are times where you can be a bit more flexible…you can add in a flavor of Agile, evaluate the level of effort, shift work as it makes sense...I think the flexibility depends on what type of work you’re managing.”
By aligning your delivery model to the scope, complexity, and risk of each project, you can create a system that supports both consistency and adaptability, without relying on a one-size-fits-all solution.
As Andy Jordan puts it, "Sometimes you need a combination of approaches… the more tools you have in your toolbox, the more likely you are to have the one that you need.”
#4: Make governance work for your team: Build clarity and buy-in through collaboration
Governance isn’t about controlling teams — it’s about supporting them. When expectations are clear and connected to the work itself, teams know what’s expected and can focus on delivering with accountability. Done well, governance becomes a catalyst for team unity, not a hurdle.
Embracing a collaborative approach makes this possible. “A collaborative model makes sure that everyone can input what their specific requirements are and what their needs are while still meeting the regulations and finding a good middle ground,” Cecil says. When teams help shape how governance works, individuals gain a clearer understanding of how their contributions fit into the bigger picture and why their work matters to the success of the entire project.
Disque shared that involving project managers in designing governance has been a game-changer.
“Our current model for establishing governance was actually requested by our project managers and it’s made a significant difference for setting up the project for success.”
Finally, clarity is key. Grisius noted that defining what’s required versus what’s simply helpful keeps governance from becoming overwhelming. “Being able to distinguish what is critical to track and what is a ‘nice to have’ definitely adds clarity,” Grisius said. “This ensures teams can still do all the work they need to do.”
#5: Empower accountability: Give teams the tools to own their outcomes
The more freedom you give teams, the more important it is to anchor that freedom in clear expectations. As teams gain autonomy, accountability becomes essential — and when it’s thoughtfully embedded into your culture, it empowers people to own outcomes with confidence.
One way to create this foundation is through regular check-ins. “By creating a cadence of regular check-ins, you create a governance structure so that project management inputs are being heard and accounted for,” said Grisius.
Equally important is showing people how their work fits into the bigger picture.
As Cecil explained, “Helping people to understand their individual place… ensures they’re able to do good work and feel satisfied about their job.”
Accountability should feel like support, not surveillance. Disque shared, “One way we’ve developed a culture of accountability in our PMO is the use of a standard audit tool… It’s also a way for me to demonstrate to my leadership that I’m committed to our project managers working at the top of their skill set.”
Ready to find your balance?
Balancing standardization and flexibility isn’t just a delivery model decision, but a cultural one. When teams have clear frameworks, purposeful governance, and the autonomy to adapt, they’re better equipped to deliver results in any environment. For more insights and practical tools to help you evolve your project delivery model, download our eBook on balancing standardization and flexibility.
If you’d like to hear the full discussion, you can watch the full session (and the rest of the series!) on demand now.