Adoption of Agile Methodologies and Lean Construction in Civil Construction: Challenges, Opportunities, and Recommendations.

Fabio Alves Costa dos Anjos; Ricardo Antônio Câmara da Silva

DOI: 10.22167/2675-6528-202602882

Article derived from a Final Course Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

The construction industry faces historical challenges of low productivity, high waste rates, and difficulties in managing deadlines and costs. In this scenario, the study aimed to analyze the application of practices associated with Lean Construction, understood as an approach aligned with the principles of agile methodologies, in construction management. It sought to identify challenges, opportunities, and recommendations for its implementation. The research was characterized as applied, exploratory and descriptive in nature, with a mixed approach, combining quantitative and qualitative methods. A case study was conducted on a construction project, where structured Likert scale questionnaires, semi-structured interviews, and document analysis were used for data collection. The results indicated that the integrated adoption of Lean Construction practices and agile methodologies contributed to improvements in work organization, team communication, and problem anticipation, promoting greater operational efficiency. However, difficulties were identified related to cultural resistance, the need for team training, and the adaptation of practices to the sector’s reality. The interviews deepened the understanding of these aspects, highlighting the role of leadership in consolidating the practices. It was concluded that the integration between Lean Construction and agile methodologies has significant potential to improve construction management, provided it is accompanied by cultural changes and training strategies.

Keywords: Civil Construction; Construction Management; Lean Construction; Continuous Improvement; Agile methodologies.

1. Introduction

Civil construction represents one of the global economic pillars, driving job creation and urban development. However, this sector faces persistent historical challenges, characterized by low productivity, high waste rates, and difficulties in managing deadlines and costs. In Brazil, recent studies indicate that material losses in construction works can reach up to 30% of the total used, resulting in significant additional costs and rework.

In this scenario, Lean Construction emerges as a promising approach to optimize processes and mitigate losses, aiming for greater efficiency and predictability. The concept originated from the adaptation of Lean Manufacturing principles, developed by Toyota, with a primary focus on eliminating waste and continuously creating value for the customer (Womack; Jones, 1996). Applied to civil construction, Lean seeks to make the production process leaner and more efficient, reducing losses of time, materials, and rework. Koskela (1992) describes Lean Construction as a new production philosophy, based on continuous flow, constant improvement, and integration between the design and execution phases. Practices such as the Last Planner System, proposed by Ballard and Howell (2003), reinforce collaborative planning and team commitment to realistic goals.

In parallel, agile methodologies, which originated in software engineering with the publication of the Agile Manifesto (Beck et al., 2001), have expanded their application to various other sectors, including civil construction (Tezel; Aziz, 2017). Although they have distinct origins, both Lean Construction and agile methodologies share fundamental principles, such as focus on value, teamwork, rapid adaptation to change, and the pursuit of continuous improvement. This convergence allows both approaches to be understood as complementary, seeking to optimize complex processes, reduce waste, and increase team responsiveness in the face of uncertainty.

The integration between Lean Construction practices and agile methodologies presents itself, therefore, as an opportunity to modernize construction management, promoting more collaborative, flexible, and results-oriented environments. Despite the observed advances and the growing interest in the literature, the combined application of these approaches in civil construction still constitutes a developing field (Tezel; Aziz, 2017; Silva; Lima; Torres, 2021). There is a gap in understanding how these methodologies can be effectively combined to improve construction management, making processes more efficient and aligned with market demands.

In this context, the present research is justified by its dual relevance. In the practical field, it seeks to offer applicable recommendations to construction leaders and managers, assisting in overcoming barriers and exploring facilitators for the implementation of these approaches. In the academic field, the study aims to expand the literature on the integrated application of agile methodologies and Lean Construction in civil construction, contributing to the transfer of knowledge from Software Engineering to other productive sectors, as discussed in project management and agile methodologies courses. Thus, the study intends to support companies and managers in their pursuit of greater competitiveness and sustainability, while simultaneously strengthening the available theoretical basis on the subject. Given the above, the general objective of this study is to analyze the application of practices associated with Lean Construction and agile methodologies in the management of civil construction works, identifying the main challenges and opportunities involved in this process.

2. Material and Methods

This research was characterized as applied, seeking to generate knowledge with practical applicability in the civil construction sector and contribute to the solution of real problems experienced by construction professionals. According to Gil (2022), applied research aims to produce results focused on the immediate use of its findings. The product of the study consisted of a proposal for practical recommendations, which justifies this methodological framework.

Regarding the objectives, the study presented an exploratory and descriptive character. It was exploratory for seeking to understand a phenomenon still little studied in the context of civil construction and descriptive for recording and interpreting characteristics of this process in a real environment (Vergara, 2009; Gil, 2022). The adopted approach was mixed, combining qualitative and quantitative techniques to interpret participants’ perceptions and experiences and consolidate the obtained data.

The design adopted was the single case study, considered appropriate for in-depth analysis of a contemporary phenomenon within its real context (Yin, 2015). The choice of a single case study was justified by the similarity of the works carried out by the company in relation to size, construction stages, team composition, and management processes, allowing the analysis of a single work to represent the company’s organizational and operational context.

The study was conducted at a civil construction site located in the city of São Paulo, SP. The unit of analysis was the construction site itself, considering its particularities in management, processes, and teams. The research participants included twelve professionals directly involved in the execution and management of the work, such as engineers, members of the engineering team, site managers, and administrative professionals.

For data collection, three instruments were used: structured questionnaires, semi-structured interviews, and documentary research (Gil, 2022). Primary data were obtained through the application of structured questionnaires with a five-point Likert scale, developed by the researcher himself, containing closed and open questions to capture perceptions and experiences related to the application of Lean Construction and agile methodologies. The complete instrument is found in Appendix A.

The semi-structured interviews were designed and conducted by the researcher himself, based on his professional experience in the construction industry, an approach supported by the literature (Flick, 2009). Three individual, in-person interviews were conducted with participants selected from the questionnaire respondents, considering their availability and representation of different roles on the construction site. The interviews lasted an average of twenty to thirty minutes, with audio recorded and subsequently transcribed for analysis. The script used is found in Appendix B.

Secondary data were obtained through documentary research, from the analysis of internal documents related to the construction management. Schedules, control spreadsheets, and activity monitoring records were included. These documents were used to complement and contextualize the information obtained from primary data, covering the period from November 2025 to January 2026.

The analysis of internal documents aimed to evaluate the efficiency of planning, the impact of scope changes on costs, and operational efficiency. To this end, construction schedules were analyzed to verify planned versus actual timelines, delays, and rescheduling; commercial proposals and contractual scope were analyzed to identify scope changes and cost impact; and construction monitoring records were observed to identify rework and interruptions.

The use of the analyzed documents was previously authorized by the company, with a guarantee of exclusive use for academic purposes and preservation of information confidentiality. Qualitative data were analyzed using the content analysis technique, as proposed by Bardin (2011), enabling the identification of relevant thematic categories. Quantitative data were processed using descriptive statistics, allowing for organization and consolidation.

All procedures were conducted with the participants’ consent, ensuring confidentiality and anonymity of information, in accordance with the principles of the General Data Protection Law (Law nº 13.709/2018). The data obtained were used exclusively for academic purposes, preserving the identity of the respondents and the organizational context analyzed.

3. Results and Discussion

This section details the results obtained through the application of data collection instruments, as outlined in the methodology. Structured questionnaires with a Likert scale, applied to twelve professionals, semi-structured interviews conducted with three participants, and documentary analysis of records and construction management tools were used. The integration of these different sources allowed for a comprehensive understanding of the application of Lean Construction practices and agile methodologies on a construction site, revealing patterns, predominant perceptions, and the interrelationships between the analyzed factors, contributing to the objective of identifying challenges and opportunities.

Respondent characterization

The research involved the participation of twelve professionals who work in various roles on the construction site, including engineers, site managers, team leaders, safety technicians, and members of the engineering team. The analysis of the respondents’ profiles revealed that the majority, ten out of the twelve participants (83.3%), had up to five years of experience in the civil construction sector. However, the presence of two participants (16.7%) with more than ten years of experience provided a valuable diversity of perspectives for data analysis.

Regarding educational attainment, an equitable distribution was observed, with 33.3% of respondents in each of the categories: high school, technical education, and complete higher education. As for the age group, the predominance was of younger professionals, with 50.0% of participants between 18 and 25 years old, followed by 33.3% in the 25 to 35 years age group. This profile suggests the existence of a team in the professional development phase, which may favor openness to the adoption of new management methodologies and practices, especially when combined with the experience of older professionals.

Previous experience with Lean Construction and Agile methodologies

The collected data indicated that a significant portion of respondents were already familiar with the approaches investigated. Eight out of twelve participants (66.7%) reported having had prior contact with Lean Construction practices before their application in the studied construction site. Additionally, seven out of twelve participants (58.3%) stated they had previous experience with Agile methodologies. This prior contact occurred in different contexts, such as other construction sites, courses, training, and experiences in other sectors.

This prior experience suggests that part of the team already had a basic understanding of concepts related to continuous improvement, work organization, and adaptability to change. Familiarity with these principles tends to facilitate the understanding and acceptance of the practices adopted in the context of the work, contributing to a smoother implementation process and potentially reducing initial resistance that might arise in teams without any prior contact with such approaches.

Administration and leadership support

The respondents’ perception regarding the support from upper management was predominantly positive. Nine out of twelve participants (75.00%) assigned scores equal to or greater than four on a five-point Likert scale, indicating a strong recognition of managerial support. This finding was corroborated by the semi-structured interviews, in which participants emphasized the crucial role of leadership in team engagement and in the effective implementation of practices in the daily work.

Complementarily, eight out of twelve participants (66.7%) assessed that direct leadership support significantly contributes to the adoption of Lean Construction practices and agile methodologies. The initiative for implementing these approaches, according to the data, mainly stemmed from the incentive of immediate supervision, although initiatives from top management and, to a lesser extent, individual actions were also identified. Document analysis, in turn, showed that this support is manifested in the use of planning and control practices, reinforcing the presence of clear organizational direction for the implementation of these methodologies.

Adoption of agile methodologies and support tools

The questionnaire results revealed that five out of twelve respondents (41.7%) indicated the use of agile methodologies, in addition to Lean Construction, in the analyzed project. Among the practices mentioned, the use of Kanban and approaches inspired by Extreme Programming (XP) stood out, although applied in a way adapted to the specific reality of civil construction. This adaptation reflects the inherent flexibility of agile methodologies, which allow adjustments to meet the particularities of each project (Beck et al., 2001).

Regarding support tools, eight out of twelve participants (66.7%) indicated the use of instruments for activity management and work monitoring. Among the tools mentioned, visual management boards, spreadsheets, and specific digital tools stand out. The interviews complemented these findings, indicating that such practices and tools are mainly employed for task organization, schedule monitoring, and improving communication among teams, being frequently adapted to the operational needs of the construction site.

Document analysis reinforced the presence of these planning and control instruments, showing that, even in the absence of complete formalization of agile methodologies, their principles are applied in practice. In general, the results suggest that the adoption of agile methodologies occurs partially and adapted, with greater emphasis on the use of specific tools and practices than on the full implementation of theoretical models. This pragmatic approach allows the team to incorporate the benefits of the methodologies without the rigidity of a complete implementation.

Difficulties identified in implementation

The implementation of Lean Construction practices and agile methodologies in the analyzed construction site was not without challenges. The questionnaire data indicated that the main difficulties are related to cultural factors, the predominance of traditional processes, and the need for technical training. The team’s cultural resistance was the most recurrent difficulty, mentioned by seven out of the twelve respondents (58.3%). This finding underscores the complexity of altering ingrained habits and mindsets in the sector.

Next, the traditional processes of civil construction and the lack of technical training were cited by four respondents each (33.3%). The semi-structured interviews reinforced these points, with two of the three participants reporting difficulties related to changing habits and adapting to new ways of working. The interviewees associated these difficulties with the predominance of consolidated practices in the sector, which naturally imposes barriers to the adoption of new management approaches.

Document analysis complemented this perception by highlighting the need for frequent adjustments and reprogrammations throughout the execution of the work. This may be associated with the difficulty of adapting to new practices and maintaining traditional routines, resulting in deviations that require corrections. This finding is in line with the literature, which points to organizational culture as one of the main barriers to the implementation of Lean Construction in civil construction (Tezel; Aziz, 2017; Silva; Lima; Torres, 2021).

The identified challenges are not limited solely to the application of tools, but primarily encompass cultural and organizational aspects. Overcoming these difficulties, therefore, depends not only on the adoption of new practices but also on the implementation of effective change management strategies, continuous team training, and strengthening an organizational culture that values innovation and continuous improvement. Lack of training, for example, can generate insecurity and resistance, while the predominance of traditional processes hinders the experimentation of new approaches.

Document analysis

The documentary analysis, carried out from the internal records of the work during the execution period, provided important evidence about the performance of planning, cost management, and activity execution. The evaluation of the schedules indicated a positive performance in relation to the initial planning, with an approximate advancement of 8% compared to the base schedule. This result suggests good adherence between planning and execution, indicating greater efficiency in monitoring and controlling activities.

Regarding material management, no service interruptions due to lack of inputs were identified during the analyzed period. This finding points to the effectiveness of logistical planning and supply control, contributing to the continuity of activities and the reduction of operational losses, one of the pillars of Lean Construction. The absence of interruptions due to operational failures demonstrates the effectiveness of the practices adopted in the supply chain.

Regarding costs, the analysis of contractual and financial documents revealed a negative deviation concentrated in the foundation stage, corresponding to approximately 1.2% of the total project budget, resulting from inconsistencies in the initial budget. However, the project maintained a positive overall financial performance, with a result of approximately 0.5% above forecast, associated with waste mitigation actions and stricter control over material usage. This indicates that, despite a specific deviation, the overall management was efficient.

The analysis of the monitoring records also indicated consistent operational performance, with indications of reduced rework and greater organization of activities, reflecting in a more efficient execution. This scenario contributed to the work presenting a superior performance in relation to the schedule, standing out positively among the company’s projects. Finally, the evaluation of quality indicators pointed to satisfactory results in the monthly measurements, with compliance in relation to the established standards.

Additionally, positive team performance was observed, evidenced by internal recognitions, such as promotions and salary adjustments. This aspect suggests a relationship between more structured management practices and the development of human capital in the construction environment, indicating that the appreciation of employees is a reflection of the achieved efficiency. The documentary analysis, therefore, corroborates the perception of operational and financial improvements resulting from the application of the methodologies.

Perceived results

The questionnaire data indicate that nine out of twelve respondents (75.0%) perceived significant improvements after the adoption of the analyzed practices. These improvements were related to work organization, communication between teams, and adaptability to unforeseen events. In the context of the construction project, it was observed that, in addition to the application of Lean Construction practices, principles of agile methodologies were incorporated, especially regarding adaptation to changes, continuous communication between teams, and frequent monitoring of activities.

These aspects are aligned with the principles of the Agile Manifesto, which emphasize collaboration, information transparency, and responsiveness to change as central elements for process improvement (Beck et al., 2001). Furthermore, they are in line with the agile management approach proposed by Highsmith (2004), which highlights adaptability, focus on results, and team member interaction as essential factors for project success. The work, in an adapted manner, incorporated foundations from both approaches.

This result was reinforced by the semi-structured interviews, in which participants highlighted gains in information transparency, alignment of activities, and anticipation of problems. These aspects are directly related to the improvement of operational efficiency in the construction environment, demonstrating that the integration of methodologies contributed to a more cohesive and proactive workflow. The ability to anticipate problems, for example, minimizes interruptions and rework, optimizing resource utilization.

Documentary analysis corroborates these findings by evidencing improvements in the work’s performance, such as an advancement of approximately 8% compared to the base schedule, the absence of stoppages due to lack of materials, and the maintenance of a positive financial result. These indicators confirm greater efficiency in planning and execution of activities, validating the professionals’ perceptions. The combination of approaches, therefore, generated tangible and measurable results, positively impacting the project.

These results are aligned with the literature, which points out that the application of Lean Construction principles, associated with collaborative and adaptive practices, contributes to improvements in communication, predictability, and project performance (Koskela, 1992; Ballard; Howell, 2003). Studies on Agile methodologies also indicate that information transparency, continuous monitoring, and rapid adaptation to changes are determining factors for increasing the efficiency and quality of processes (Beck et al., 2001). The integration between Lean Construction practices and Agile methodologies, in the analyzed context, can contribute to the construction of a more structured, collaborative, and continuous improvement-oriented work environment.

In summary, the research revealed that the integrated application of Lean Construction practices and agile methodologies in construction management promoted significant improvements in work organization, communication, and adaptability. Although cultural challenges and the need for training persist, leadership support and the teams’ prior experience acted as facilitators. Documentary results, such as schedule advancement and cost control, corroborate the positive perceptions of professionals, indicating that the combined approach is a promising path to enhance operational efficiency and project management in civil construction.

4. Conclusion

The study sought to analyze the application of practices associated with Lean Construction and agile methodologies in civil construction project management, identifying the main challenges and opportunities involved in this process. It was verified that the integrated adoption of these approaches promoted significant improvements in work organization, communication between teams, and problem anticipation capacity. Document analysis corroborated these perceptions, showing an advancement of approximately 8% in the schedule, the absence of work stoppages due to lack of materials, and positive financial performance, even in the face of a punctual deviation in foundations. These results indicate greater operational efficiency and more rigorous control in the execution of activities. The main practical contribution of this study lies in the proposal of recommendations for leaders and managers, aiming to support the implementation of these methodologies in similar contexts, with a focus on continuous training and leadership engagement.

However, it was identified that the implementation of these practices was not without challenges, mainly related to the team’s cultural resistance and the predominance of traditional processes in the sector. The need for technical training also emerged as a critical factor for the effectiveness of the application. On the other hand, the support of senior management and the active role of leadership proved to be essential facilitators for the adoption and consolidation of the methodologies. As limitations, the study was conducted over a reduced period of data collection and in a single project, with a limited number of interviews, which restricts the generalization of the findings. It is suggested for future studies to expand the sample to include multiple projects and project typologies, conduct longitudinal studies to monitor long-term effects, and deepen the investigation into the cultural and organizational factors that influence the adoption of these methodologies.

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Article originating from the Final Course Work of the Specialization in Software Engineering of the MBA USP/Esalq

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