Agile in the Construction Industry: challenges and and adaptability

Intelligence is the ability to change - Albert Einstein

The construction industry has gone through major shifts in practice with the intension of improving project delivery. In the face of the various challenges, constraints, timely delivery and client requirements, many project delivery models and procurement strategies were developed over the years.

Although the Agile Method has originated int the software industry, its values and principles spread into other industries because of the many benefits they bring to the business. The construction industry is one such industry that can, and has to some degree benefited from these values, however, there are various challenges that slow the adoption of these principles. The following are just examples:

Silo Culture: the hierarchy of commend and the flow of orders and decision making is contrary to the flat nature of agile method. Almost all decisions in projects have financial implications associated with them, as such they follow a very well structured approach to make sure that the money is well spent.

Traditional Approach: change is very difficult, especially when it has to do with culture, procedures and processes that people have been following for a long time. It requires courage, and to move from the status quo to a new practice as it has to be coupled with a change in culture and procedures. The traditional mindset tends to work within predefined framework and corridors, and as such will resist,as far as possible, migrating to new practices.

Contractual Obligations: the legal environment the prevailing around projects is another key challenge which prohibits change to new more open methods. Contracts are based on fixed scope and cannot easily accept change. Variations therefore go through lengthy procedures and approvals.

Technology Integration: internationally, many projects in the construction industry have witnessed major technology integration in complex projects, but despite the major technological advancement, adaptation has been very slow compared to other sectors

There are three main areas where the construction industry can benefit from Agile management:

Collaboration: a move from adversarial culture to partnering philosophy can liberate projects and facilitate a more effective communication, build trust, achieve higher productivity and achieve competitive edge. Stakeholder management and dissemination of information help personal and organizational growth, it also helps in better management of risks. Matrix and cross functional teams represent a manifestation of Agile principles adoption. Communication across industry players and parties can bring beneficial feed back and contribute to knowledge sharing, thus promoting trust and innovation.

Adaptability: the ability to accommodate change to renew plans and methodologies is essential for success. Projects should follow plans, but should not be hostage to them. Projects often undergo change due to constraints, unforeseen issues or client requirements. Change management skills and responsive culture are necessary characteristics of team members. The ability to adapt to a change gives the team the opportunity to deliver successful projects.

Continuous Improvement: the mindset that searches for improvement can create success in any task. Improvement means you can do the same task better, quicker and cheaper. This is a key principle in the Agile Methodology and is a requirement for any business. Although there is a culture of innovation in the construction industry, there is a needs for a more aggressive drive to employ latest technical and technological developments. Artificial Intelligence is one such area where great benefits can be realized.

In conclusion, opportunities to create more collaborative, changing accommodating construction industry are vast. There are great steps in this direction, especially in large and complex projects where international companies are engaged. Locally though, there needs to be a shift in mindset to enable critiquing the status quo and the prevailing legislations and procedures. Contracts, although very important to identify roles, responsibilities, rights and obligations, they should not be considered as sacred barriers inhibiting positive response to the changing environment.

Culture and senior management support are prerequisite for the advancement of change in how the organization runs its business. In this difficult time, there is higher emphasis on efficiency and practical utilization of innovative ideas and practices. Agile framework is a great opportunity that enables organizations embrace diversity, accommodate change and innovate for better project delivery.