Lean product development and agile project management in the construction industry. Issue 2 (8th January 2020)

• Record Type: Journal Article
• Authors: Albuquerque, Felipe; Torres, Alvair Silveira; Berssaneti, Fernando Tobal
• Is Part Of: Revista de gestão. Volume 27:Issue 2(2020)
• Page Start: 135
• Page End: 151
• Publication Date: 2020-01-08
• Subjects: Construction industry -- Design management -- Agile project management -- Lean product development; Management -- Periodicals; Industrial management -- Periodicals; Business -- Periodicals; 658
• DOI: 10.1108/REGE-01-2019-0021
• Languages: English
• ISSNs: 1809-2276

Abstract

Abstract : Purpose: In recent years, innovative methodologies of product development such as lean product development (LPD) and agile project management (APM) have emerged. Even though previous research studies focused on these subjects, only few of them were focused on traditional industries, as civil construction. The purpose of this paper is to cover a part of this gap by estimating the potential of the application of these two new approaches (LPD and APM) in the construction industry, more specifically on the design stage. Design/methodology/approach: For this, a case study has been conducted in order to understand if some of LPD and APM tools and practices had already been used, and also to evaluate the potential application of these new methodologies. Three Brazilian companies have been evaluated, all of them were exclusive executors of the design stage and presented distinct characteristics (size, structure, business model, etc.). Findings: The results show that there is currently little adherence to LPD and APM practices within the companies studied. In terms of potential application of these new methodologies, the study has identified evidence regarding technical similarities between the reported cases and others mentioned in literature. However, the interviewees' reception of these concepts was mostly pessimistic, showing considerable resistance to changes in the current process. Originality/value: According to the analysis, the study identified that the main challenge/hampering to the implementation of these tools in the cases studied herein are the functional organizational structures, the customer–supplier relationships and the internal cultural resistance to change.