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The way in which construction projects are managed has not changed significantly in the last decades; however, stakeholders, materials, competition, and user requirements are continuously changing. This creates a gap between the current managerial view on how construction projects are conducted and how they could be managed to increase efficiency. The construction industry could use new frameworks for action in the project and product management, and learn from the experiences of other industries. With this background in mind, some construction companies are enhancing the performance of their project teams to improve their competitiveness and increase the added value to their clients and themselves. This paper investigates the implementation of a framework from the IT sector into the construction industry: Scrum. Conducting a case study, the implementation and application of Scrum was analysed through the evaluation of its different artifacts. This research covers the following questions: Can Scrum be implemented in the design phase of the construction industry? What adaptations are needed to use Scrum to improve the design phase of construction projects? How and where could Scrum, or parts of it, be used by the design and planning departments of construction companies? The results from this study show that Scrum has great potential in the design and planning departments of construction firms. From the analysis of the applications of Scrum in the case study, tangible benefits and weaknesses of the implementation, and its different artifacts, were identified. Finally, this paper gives recommendations about the use of Scrum in the design phase and proposes an outlook to implement Scrum in other phases of construction projects.
Streule et al. (Fri,) studied this question.