AGILE AND HYBRID APPROACHES TO PROJECT MANAGEMENT FOR CONSTRUCTION PERFORMANCE IN THE UNITED KINGDOM

Abstract

Cost and time overruns are common problems in construction projects. Agile project management uses flexible planning, regular feedback, and teamwork to help project teams respond to changes. However, construction projects also require proper budgeting, scheduling, safety measures, and contract management. This study evaluates Agile and hybrid approaches to project management and construction performance in the United Kingdom. It reviews findings from the supplied dissertation and compares them with published construction research. The dissertation reports that 45% of respondents considered Agile successful or very successful in reducing project overruns. Respondents also gave Agile higher average ratings than traditional approaches for flexibility (4.2 vs. 2.8), cost control (3.9 vs. 3.1), time management (4.0 vs. 3.0), stakeholder communication (4.3 vs. 3.2), and work quality (4.1 vs. 3.4). However, these results reflect respondents’ opinions, and the available material does not provide the sample size or verified project cost and duration records. Other studies provide evidence about the factors affecting Agile implementation. Kineber et al. (2024) analysed responses from 109 Nigerian construction professionals, while Elseknidy et al. (2024) identified economic factors as an important barrier to Agile adoption. Zamil and Alhusban (2025) reviewed 104 scholarly articles and highlighted the importance of flexible planning, collaboration, and responsiveness. However, the available evidence does not establish a specific reduction in construction costs or delays through Agile methods. This study therefore recommends a hybrid approach that combines Agile practices with formal budgeting, scheduling, safety, and contract controls. Further research in the United Kingdom should compare project managers’ opinions with actual project cost and schedule data.