CC BY
20UDK 69.003:658.5
Borodin Ilia
master's degree, Yaroslavl State Technical University
Russian Federation, Yaroslavl
METHODOLOGICAL APPROACHES IN CONSTRUCTION PROJECT MANAGEMENT: A COMPARATIVE ANALYSIS OF AGILE AND WATERFALL METHODOLOGIES
Abstract: This article examines methodological approaches to managing construction and industrial projects, with a focus on comparing Agile and Waterfall. Their key characteristics, advantages, and limitations are analyzed. Special attention is given to the possibilities of applying hybrid approaches that combine the flexibility of Agile with the structured nature of Waterfall. The article evaluates how such combinations can enhance project implementation efficiency, particularly within complex Engineering, Procurement, and Construction (EPC) contracts. Practical examples of applying hybrid methodologies to adapt to changing conditions and minimize risks are provided.
Keywords: project management, Agile, Waterfall, hybrid approach, construction projects, EPC contracts, methodologies, structured processes.
INTRODUCTION
In the context of the high complexity and dynamism of modern construction and industrial projects, selecting the appropriate project management methodology becomes a key factor for success. Traditional models, such as Waterfall, have proven effective due to their strict sequence and structured processes. On the other hand, Agile offers flexibility and adaptability, which are particularly critical when working under conditions of uncertainty and changing requirements. However, each of these methodologies has its limitations, creating the need to explore new solutions for their integration.
Combining Agile and Waterfall allows for the effective utilization of the strengths of both approaches, adapting project management to real-world conditions. Specifically, EPC contracts (Engineering, Procurement, and Construction) require both the flexibility to manage changes and the strict sequencing needed to complete key project stages. The application of hybrid approaches enables the minimization of risks
and ensures project completion on time and within budget. The purpose of this study is to explore the possibilities and advantages of combining Agile and Waterfall methodologies in managing construction and industrial projects.
MAIN PART. FUNDAMENTALS OF AGILE AND WATERFALL METHODOLOGIES IN CONSTRUCTION AND INDUSTRIAL PROJECTS Managing construction and industrial projects requires the application of methodological approaches that ensure effective planning, execution, and control. Among the most commonly used and recognized approaches are the Waterfall and Agile methodologies, each with its own strengths, limitations, and areas of application.
Waterfall, also known as the «cascade» model, is a traditional project management approach based on the sequential execution of phases. All phases are strictly fixed, beginning with requirement analysis, design, execution, testing, and concluding with commissioning [1]. The most important aspect in the Waterfall methodology is its step-by-step framework since it involves completing one phase before moving into the next.
The advantages of the Waterfall model come out very clearly in construction and industrial projects where planning is required to be very comprehensive and predictive. In construction projects, the Waterfall model enables clear definition of project scope, resources required, and timelines. It suits EPC contracts because the model emphasizes detailed documentation and total planning. However, it becomes less suitable in scenarios of great uncertainty or when change is needed. The fixed phases and inability to revert to previous steps make the methodology inflexible, which can lead to delays or cost overruns when modifications are required.
Agile was initially developed for software development and represents an approach based on iterative task execution, frequent feedback, and adaptation to changes [2]. Within Agile, work is divided into small iterations (sprints), each of which concludes with the creation of a functional product or solution. In construction and industrial projects, Agile enables rapid adaptation to changing client requirements, faster response times to changes, and regular feedback from stakeholders.
Agile is particularly useful in situations where it is impossible to foresee all aspects of the project in advance, such as when constructing unique structures or implementing new technologies. The complexity of applying Agile in construction lies in the need to coordinate a wide range of stakeholders and the high costs associated with changes at later stages [3].
Agile is not limited to sprints alone. It encompasses various methodologies, such as Kanban, Scrum and Lean, which can be adapted to the needs of the construction sector. Kanban focuses on visualizing workflows using task boards, which helps track progress and avoid team overload. Scrum, in turn, can be useful for managing small teams within a larger construction project, where quick decision-making and regular plan updates are significant. At the same time, the authors of research studies identify various advantages and disadvantages of such methodologies (table 1).
Table 1. Advantages and drawbacks of Agile project management approaches [4, 5]
Agile project management approach Strengths Weaknesses
Scrum (Suits best for fast paced development projects) Achieve deliverables rapidly and efficiently. Complex projects are split into manageable sprints. In daily scrum sessions, each team member's unique commitment is evident. It is significantly simpler to adapt during sprints in response to feedback. Scrum causes scope creep since there is no set end date. Lack of intermediate layers makes it harder to divide up tasks and allocate duties. Mandatory need for experienced team members for this framework's success. Large teams find implementation of the Scrum framework difficult.
Kanban Ease of use and detection of potential bottlenecks where additional focus is needed. Adaptability and less expense and waste. Low overheads -simple output analysis. Lack of timing and inability to iterate. Unsuitable for environments with change. Cannot be used independently - used along with Just-In-Time method.
Lean Reduction in cost. Speed and overall effective efficiency. Productivity improvement and safety. Boost in quality, value-based flow, and eliminates waste. All team members must be committed and focused, which will require additional training. Results come gradually, and implementation is challenging. Cut corners - less than appropriate materials are being used. Time-consuming to plan everything ahead of time.
Waterfall and Agile are fundamentally opposing approaches; however, their application in construction and industrial sectors often depends on the specifics of the project. In the implementation of EPC contracts, Waterfall is well-suited for the design and procurement phases, where strict control and precision are required. Agile, on the other hand, can be effective during the construction phase, where unforeseen circumstances or changes in requirements often arise.
The choice of an appropriate project management methodology has a significant impact on the success of project implementation. Waterfall provides the necessary structure and control, which is particularly important for projects with fixed boundaries. Agile allows for quick responses to changes and offers greater flexibility. In construction and industrial projects, it is important to consider the specifics of tasks, constraints, and stakeholder expectations to select the most suitable approach or a combination of the two.
COMBINING AGILE AND WATERFALL IN ENHANCING FLEXIBILITY AND STRUCTURE IN PROJECT MANAGEMENT Managing construction and industrial projects requires strict structure and flexibility to adapt to changes. Combining Agile and Waterfall methodologies has emerged as a promising approach to achieve this balance [6].
The hybrid approach represents a combination of elements from both Agile and Waterfall to optimize project management. The core idea is to leverage the strengths of both methodologies. Waterfall provides the structure needed for detailed planning, control, and sequential execution of tasks. Agile introduces flexibility, enabling adaptation to changes, improved collaboration among project participants, and faster responses to client needs. In the construction and industrial sectors, the hybrid approach is particularly valuable when a project involves both well-defined phases, such as design, and phases with a high degree of uncertainty, such as the implementation of new technologies. According to a 2023 report [7], the use of hybrid approaches among global professionals across various industries continues to grow each year (fig. 1).
Figure 1. Survey on use of project management approaches among worldwide project
professionals, %
For the successful application of a hybrid approach, it is essential to understand which phases of a project require greater flexibility and which demand strict sequencing. One of the key principles lies in allocating the roles of the methodologies. Waterfall is effectively utilized for phases that demand high precision and predictability, such as design and material procurement, while Agile is applied to stages where changes are inevitable, such as construction or contractor interactions. Phase-based structuring is also critical: a project can be divided into major phases executed within the Waterfall framework, with each phase further broken down into smaller iterations following Agile principles. Regular feedback from key stakeholders helps adjust requirements and priorities, while iterative testing allows for the identification and resolution of issues at each stage.
The combined approach offers numerous advantages. It ensures a balance between long-term and short-term tasks, introduces flexibility to adapt swiftly to changes, and simultaneously maintains a high level of control over key project phases. However, challenges also exist. The primary challenge is the complexity of coordination. Successful implementation requires a high level of management to align the two distinct methodologies. Integrating Agile and Waterfall can be complicated
COLD SCIENCE №12/2024 ХОЛОДНАЯ НАУКА
due to the need for adaptation to an organization's existing culture and processes. This also increases the workload on project participants, as it requires them to possess knowledge and skills in both methodologies.
An example of the successful application of the hybrid approach can be seen in the construction of a multi-apartment residential complex [8]. Agile principles were employed during the design phase, enabling the team to make rapid adjustments to the design and incorporate client preferences. Subsequently, during the construction phase, the Waterfall method was applied to ensure the sequential execution of planned tasks. This combined approach provided flexibility in the initial stages and structure during implementation, leading to the successful completion of the project within the established timeline.
Another example is the company Epicon, which successfully executes EPC contracts, securing the timely and cost-effective delivery of projects [9]. The company's projects include the construction and modernization of industrial facilities such as warehouses, tanks, and manufacturing complexes, where a high-tech approach to design and the integration of complex engineering systems are required. The use of modular solutions and meticulous process management allows the company to effectively address technical challenges while adhering to set deadlines and budgets.
For the successful implementation of a hybrid approach, it is crucial to determine which project phases are best suited for each methodology. Waterfall should be applied to processes with fixed requirements, such as design, while Agile is valuable for more dynamic processes where changes are inevitable. Coordinators should be assigned within the project to oversee the integration of the two approaches. Teams must undergo training to enhance their qualifications and adapt to working within a hybrid system. Regular feedback between project participants and clients is also essential for achieving success.
Combining Agile and Waterfall in construction and industrial projects allows for a balance between flexibility and structure. The hybrid approach serves as a powerful tool for adapting to changing conditions and ensuring the successful execution of complex projects, particularly within EPC contracts. However, its successful
application depends on thorough preparation, competent management, and active collaboration among all participants in the process.
CONCLUSION
The comparison and combination of Agile and Waterfall methodologies in managing construction and industrial projects demonstrate that a hybrid approach enables an optimal balance between flexibility and structure. Agile provides adaptability and the ability to respond quickly to changes, while Waterfall offers a reliable framework for planning and executing key phases. The use of hybrid methods is particularly relevant in complex EPC contracts, which require both high predictability and the ability to make prompt adjustments. The implementation of a hybrid approach creates new opportunities to enhance efficiency and minimize risks; however, its success depends on the professionalism of the team, clear process management, and active collaboration among all project participants.
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