TY  - CONF
TI  - Agile-lean hybridisation in construction
C1  - Singapore, Singapore
C3  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
SP  - 1156
EP  - 1167
PY  - 2026
DO  - 10.24928/2026/0222
AU  - Ng, Pearl Li
AU  - Rahmani, Farshid
AU  - Le, Tiendung
AU  - Maqsood, Tayyab
AD  - PhD Candidate, School of Property, Construction and Project Management, Royal Melbourne Institute of Technology (RMIT), Melbourne, Australia, S3817516@student.rmit.edu.au, orcid.org/0000-0002-2172-9605
AD  - Lecturer, School of Property, Construction and Project Management, Royal Melbourne Institute of Technology (RMIT), Melbourne, Australia,  farshid.rahmani@rmit.edu.au, orcid.org/0000-0002-2312-807X
AD  - Associate Professor, School of Property, Construction and Project Management, Royal Melbourne Institute of Technology (RMIT), Melbourne, Australia, tiendung.le@rmit.edu.au, orcid.org/0000-0002-6048-8883
AD  - Associate Dean, School of Property, Construction and Project Management, Royal Melbourne Institute of Technology (RMIT), Melbourne, Australia, tayyab.maqsood@rmit.edu.au, orcid.org/0000-0001-7166-8110
ED  - Hamzeh, Farook
ED  - Poshdar, Mani
ED  - Garcia-Lopez,, Nelly P.
AB  - Persistent fragmentation and slow feedback at the design and construction phases undermine planning reliability and increase waste. While Lean Construction and Agile Ways of Working are often seen as complementary, empirical evidence explaining how Agile is hybridised in practice and how such hybrids reinforce Lean outcomes remains limited. This paper reports findings from a Straussian Grounded Theory study of 22 professionals across the Australian Architecture, Engineering, and Construction (AEC) sector. The authors identified five clusters of hybrid practices enacted across design and construction: short-cycle planning and coordination, visual management, iterative design with early validation, rapid issue escalation, and hybrid Agile–Lean teaming. The findings demonstrated how these practices contribute to Lean outcomes, including waste reduction, improved flow, planning reliability, and continuous improvement. Building on these findings, the authors propose an Agile-Lean Hybridisation Model that explains when and why particular practice patterns are effective across project phases and governance contexts, positioning Agile learning cycles at points of high uncertainty and low irreversibility while Lean practices maintain stable flow and reliable commitments. This study contributes a practice-level theory of hybridisation and a contextual selection framework for designing phase-appropriate Agile–Lean hybrids in construction.
KW  - Lean construction
KW  - agile
KW  - flow
KW  - waste reduction
KW  - planning reliability.
PB  - 
T2  - Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)
DA  - 2026/06/22
CY  - Singapore, Singapore
L1  - http://iglc.net/Papers/Details/2521/pdf
L2  - http://iglc.net/Papers/Details/2521
N1  - Export Date: 19 June 2026
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -