Arefazar, Y; Nazari, A; Hafezi, M R and Maghool, S A H (2022) Prioritizing agile project management strategies as a change management tool in construction projects. International Journal of Construction Management, 22(4), pp. 678-689. ISSN 1562-3599
Abstract
Managing changes play a significant role in enhancing the success of projects. Seeking a flexible mechanism to facilitate project management, which is more adaptive to changes, is the initial motivation for conducting the present study. Agile Project Management provides new opportunities for management based on the acceptance of change as an unavoidable ingredient of the project management process in the construction sector. However, applying all the agile solutions would need a tremendous amount of initial investment. Therefore, the present study aims to introduce and prioritize the agile enablers for the change management of construction projects. For this purpose, the most critical changes were identified through a questionnaire survey among 60 Iranian first-grade consultant and contractor companies in the field of construction. Subsequently, 12 experts experienced in the area of change management in construction projects selected the most appropriate agility strategies for facing the prioritized changes through semi-structured interviews. Based on the achieved results, the most effective agility solutions in the change management are: continuous resource monitoring & improvement, flexible workflow, client’s participation, facilitated communication, and receiving requirements during the project which accelerate responding to the changes through a repetitive and incremental process based on continuous learning and short-term planning.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | agile capabilities in construction; agile project management; agility in construction; change management; design and engineering; project management |
| Index terms: | interview, motivation, survey, strategy, change management, questionnaire, construction project, workflow, construction sector, prioritizing, monitoring, project management process, project management |
| Subjects: | psychology, data collection methods, control systems, decision analysis, industry analysis, management, project management theory and practice, production management |
| Topics: | Risk Management, Research Practice, Project Management, Business Strategy, Organizational Design, Site Management, Human Resources |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here