The growing complexity of construction projects has led to increasing interest in hybrid project management (HPM) approaches that integrate agile and traditional methodologies. However, implementing these approaches presents considerable challenges, particularly in developing countries. This study examines the implementation challenges of HPM in South Africa’s construction industry, with a focus on Gauteng province due to its dense concentration of professionals and diverse project activity. A quantitative research approach was adopted, using a structured questionnaire administered to purposively selected construction professionals. Out of 70 questionnaires distributed, 65 valid responses were retrieved. Data was analyzed using Mean Item Score (MIS), Standard Deviation, and One-Sample t-test, with instrument reliability confirmed by a Cronbach’s alpha of 0.897. A test value of 3.0 was used to assess the significance of each challenge. All challenges recorded mean scores significantly above this value (p < 0.05), confirming their relevance at a 95% confidence level. The most critical challenges identified were identification of appropriate tools and their application, training and skills gap, cost of implementation, stakeholders’ engagement, and organizational conflicts. These findings offer practical insights for overcoming challenges to HPM adoption in emerging construction sectors. The study contributes to the growing discourse on construction project delivery innovation in emerging economies and provides a foundation for targeted interventions. Future research could explore mitigation strategies and the role of policy in supporting hybrid methodologies across diverse construction contexts.