Analysis of Project Management Methods in BMW

Abstract

This thesis explores how modern project management is applied in the automotive industry, focusing on the BMW Group as a case study. With increasing digitalization, electrification, and sustainability pressures, traditional methods alone are no longer sufficient. The study examines how BMW combines Waterfall and Agile approaches into a hybrid model to manage complex industrial projects.

Using a mixed-methods approach, the research analyzes BMW’s iFactory in Debrecen, highlighting the role of Digital Twin technology in improving planning, collaboration, and risk management. The findings show that BMW uses structured stage-gate processes for hardware development and Agile methods for software, allowing it to address the “speed gap” between physical production and digital innovation.

The study also identifies sustainability as a fourth project constraint, integrated directly into decision-making processes. Overall, the research concludes that hybrid project management is essential for balancing flexibility, control, and innovation in modern industrial environments.