2019 CSCE Annual Conference - Laval (Greater Montreal) Conference
Dr. O Moselhi, Concordia University
The only thing that does not change in the delivery of constructed facilities is the change itself. Traditional management of construction projects is rather a waterfall-like with a big up-front plan prepared by one department and pushed to the project teams for execution. The truth is that no matter how good that plan is, many unknowns present themselves during the execution which makes the introduction of changes necessary. This requires the project teams to have accurate information about the status of the project at all times and to be empowered to make timely decisions accordingly. In large complex projects, the delay in submitting the progress data to decision makers can lead to problems remaining unresolved related to important issues such as performance deviations and resource allocation. Agile project management has been successful in the software industry, especially when it comes to meeting deadlines and embracing change. This is mainly attributed to the continuous client involvement and the short feedback loops that facilitate early detection of performance deviations arising from unexpected issues. A key principle to be agile is visualizing the current work status physically or virtually by all the stakeholders. Research studies carried out addressing agile in construction were mostly based on either theoretical frameworks, findings from interviews, or application during the design phase only.
In this paper, a brief overview about agile project management is presented along with some examples for its application in the software and construction industries. The paper also introduces a framework to enable construction professionals to fully benefit from the applicable concepts of agile project management. This framework is composed of two automated modules: one for progress tracking employing automated data acquisition technologies and the second one is a web-based collaboration platform that facilitates data sharing and processing among project participants for updating, progress reporting and decision making. It generates visual dashboard type timely progress reports at strategic and tactical levels. The limitations and challenges of applying this framework are discussed and more areas are proposed for future work in this emerging research field.
Key Words: Change, Agile Management, Data Acquisition, Progress reporting, Collaboration.