Integration of Traditional and Agile Project Management Methodologies for the Management of UK Construction Projects

Abstract

Over the years, the traditional project management (TPM) methodology has been reckoned as the wellspring of formality in project management and has been used successfully for the management of projects. However, due to the large and complex nature of construction projects, the traditional methodology seems to have become inefficient in resolving widespread and deep-seated challenges. Therefore, the agile methodology was formally launched in the year 2001 in a bid to curb the challenges associated with the use of the TPM methodology.

The agile project management (AgPM) methodology was originally developed as a new way of managing software development projects but has gained considerable attention from scholars for the management of non-software projects. Studies also have highlighted the benefits of using the AgPM methodology in other industries, e.g., the use of agile in the IT industry to improve communication, flexibility, customer collaboration, attention to excellence, short iterative planning and developmental cycles, as well as the enhanced communication. Likewise, recent evidence suggests that these benefits can also be realised in construction project management. However, contrary to the adoption of new ways of managing construction projects, the UK construction industry majorly adopts the traditional methodologies in managing construction projects.

In a bid to dissuade the industry’s proclivity towards the use of the TPM methodologies for the management of construction projects, the UK government has introduced several initiatives and publications to promote reforms in the construction industry. Notwithstanding, due to the apprehensiveness for change from the practitioners of the TPM methodology, coupled with several barriers, e.g., the rigid organisational structure, shortage of skills/experience in the use of AgPM, the adoption of the AgPM methodology has remained underutilised, whilst construction projects have continued to underperform. Therefore, this research aims to integrate the strengths of the TPM and AgPM methodologies in a framework (TRAGILE) in order to allow for the realisation of the benefits of the AgPM methodology and also to improve the performance of UK construction projects.

To accomplish the aim of this research, a mixed research approach comprising of qualitative and quantitative methods was chosen for data collection from the participants selected through purposeful sampling method to gather information. Opinion-based questionnaire surveys (open-ended) was conducted at the first phase of the study based on the findings gathered from literature review covering areas including: the UK construction industry, available management methodology used within the UK construction industry and the perceptions of construction practitioners on the use of agile project management methodology. To enable further expansion of key findings from the first phase, questionnaires were sent to a sample of 200 participants within the UK construction industry.

Findings from this study reveals that the practitioners within the UK construction industry are aware of the availability of the AgPM methodology that can be integrated to improve the performance of construction projects. Also, there seems to be a readiness from the UK construction practitioners to embrace the potential benefits of the AgPM methodology in managing construction projects. However, due to the barriers associated with the adoption of new management methodologies, the adoption of the AgPM methodology has remained stunted, whilst construction projects have continued to underperform. A framework for the integration of the TPM and AgPM methodologies (TRAGILE) was developed based on ideas and analogies from nuclear physics (i.e., fission and fusion) for the management of UK construction projects in a more flexible and effective and efficient manner. The framework is validated by practising industry professionals and academia and is identified as a comprehensive guide for the integration of the strengths of the TPM and AgPM methodologies for the management of UK construction projects.