The article examines perceived changes and current characteristics of project management practices in a selected large fast-moving-consumer-goods (FMCG) manufacturing enterprise. The study covers the period 2019-2024 and analyses whether contemporary project management practices are closer to traditional, agile, or hybrid project management. Particular attention is paid to the three dimensions of the project management triangle: schedule, scope, and cost. The study adopted an exploratory, single-enterprise research design and treated the organization in question as an information-rich case. The research was based on a literature review, secondary data analysis, a pilot study, and a survey conducted among experienced employees involved in project work. The final research sample included 31 respondents with at least five years of project experience. Their responses represented more than 460 cumulative project participations. The findings indicate that project management practices in the analysed enterprise combine traditional and agile elements. The strongest movement toward agile practices was observed in the schedule dimension, especially in more flexible meeting organization, real-time problem solving, and increasing team autonomy. In the scope dimension, stable success criteria, documentation, and milestones coexist with flexible roles and end-user involvement. The cost dimension remains the most traditional, as budgets are usually defined and controlled within specific expenditure categories. The results suggest that project management in the analysed enterprise is developing toward a selective hybrid model, adjusted to project type, operational context, and organizational requirements.