Integrating lean production and agile project management: a planning and control model for multi-project environments in construction

Abstract

The Last Planner System (LPS) and Scrum are established planning and control methods that have produced positive results in managing complex projects. They are based on two different but overlapping theoretical frameworks: Lean Production and Agile Project Management. However, there is a lack of academic studies on how to combine those methods and whether their theoretical underpinnings are compatible. Furthermore, previous studies about those methods have not addressed the context of multiple projects developed simultaneously, and the connections between project management from the perspective of client organisations and production management from the perspective of suppliers. This research work proposes a planning and control model for this context. Using Design Science Research (DSR), an empirical study was carried out at a department store company in Brazil. The practical contributions of this study are related to adapting and combining LPS and Scrum elements to the context investigated. The model includes innovative practices, such as integrated look-ahead planning meetings between the project and the production management levels and using Scrum practices to remove certain constraints. This study also sheds light on the commonalities and differences between LPS and Scrum based on how they support the application of important production principles in construction.