Construction projects have high complexity in nature, especially construction work during the renovation or any addition to existing structures. Managing techniques during construction projects have not been transformed considerably over the last few decades. More than 80% of construction projects do not meet deadlines. This is due to multiple reasons including but not limited to some inherited nature of project management techniques. Fixed project scope is also a drawback of traditional project management. In addition, user requirements with respect to lightweight construction, structures, and architectural designs have significantly evolved over the same period. Therefore, an amplified gap has been observed between the current managerial project understanding and project operations along with its execution. Although, all the industries including construction engineering have learned from past experiences and have created frameworks for project implementation. The construction sector has been lagging in proper implementation as compared to other areas like Information Technology, Pharmaceutical, and the mechanical design industry.

With recently established frameworks at hand, the construction industry has improved its competitiveness in the market. However, the comprehensive, and absolute implementation of a fully integrated approach is still not on-par. Due to this reason, a vast disparity has been noticed between client demands and project executions. This study investigates the implementation of an agile framework as a major requirement in the construction industry. The application of agile management has been analyzed through the evaluation of its impact on existing projects. The present research explores the following possibilities:

Can agile management be implemented at various stages in the construction industry, particularly during the renovation phase of existing structures?

What adaptations are necessary to use agile methodology in the understanding of process workflow during a new project, or renovation of an existing and operational building?

How could agile or its parts be implemented during the design and planning phase of the renovation project to create proper deliverance?

When agile could be implemented for multi-department efficiency improvement for renovation projects framework?

How can agile management be integrated with upstream or downstream activities to improve project schedules?

The results from this study revealed that agile methodology has great potential in the construction industry, whether it be implemented on newly proposed projects or renovation projects. From this case study, improvements and fragility of the implementation and its artifacts have been identified in one of the extremely crucial renovation projects.

In conclusion, the analysis presents various recommendations about the application and implementation of agile methodology encompassing several divisions within a construction corporation. This investigation also provides a practical outlook that facilitates an understanding of the advantageous implementation of agile methodology within individual phases of restoration and future construction projects.

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Dr. Ch. Mohammad Abbas Iftikhar