In large-scale construction projects, applying agile principles could be a game-changer. But how do you bring an agile approach to a €1,68 billion construction project that operates within a complex network of political guidelines, societal demands, and numerous contractors?

In our talk at the Global LeSS Conference 2024 in Madrid, we shared insights from the five phases of our Agile Construction Working Model, inspired by Large-Scale Scrum (LeSS). This post highlights the key takeaways from our journey, offering a glimpse into large-scale agile implementation in construction. The SuedOstLink is a crucial German infrastructure project designed to support the Energiewende by transporting wind power from the north to the south as nuclear power plants in the south are phased out. This 540-kilometer HVDC transmission line, managed by 50Hertz in the north and TenneT in the south, involves multiple stakeholders and high-voltage transmission line assets. The “Civil & Lines” project team oversees product design, production, logistics, and civil and installation work. In this complex environment, we adopted an agile approach inspired by LeSS to achieve project goals efficiently and adaptively.

“It was clear from the start that we could only succeed together, collaboratively, by using swarm intelligence.” Thorben Müller, Project Lead Civil & Lines
50 Hertz Transmission

This insight from Thorben set the tone for our approach to the SuedOstLink project. Faced with the complexities of this pioneer construction project, we knew that the traditional, rigid methods wouldn’t suffice. Instead, we had to embrace an agile mindset to navigate the intricate network of political guidelines, societal demands, and numerous contractors.

Our journey toward agility involved adopting a flexible, collaborative model inspired by Large-Scale Scrum (LeSS). In our keynote at the Global LeSS Conference, we shared the five phases of our Agile Construction Working Model and how it reshaped our project management approach. Here, we delve into the key elements of that journey, showcasing a rare example of large-scale agile implementation in construction.

Complexity and Scale of the Project

One of our biggest hurdles was managing a vast network of interdependent tasks, including permitting, tendering, and execution planning. Thorben captured this complexity when he said, “Construction projects of this magnitude are like a giant puzzle with moving pieces. We needed to ensure that every piece fit perfectly, even as the picture kept changing.” The parallelization of these interdependent activities required an agile mindset. We moved from traditional waterfall methods to a more flexible approach that could handle changes in requirements or unexpected roadblocks. By embracing agile methodologies, we created an environment where feedback and adjustments became part of the process rather than disruptions.

Tight Timeline for Establishing Collaboration

Adding to the complexity was the tight timeline. We had just 1.5 years to bring together all partners, finalize the product, and establish effective working relationships. The speed at which we had to build effective partnerships was unprecedented. Agile allowed us to rebuild those relationships quickly and break down the existing collaboration barriers.

The shift to agile principles facilitated quicker decision-making and fostered strong collaboration. Our teams learned to adapt to new information as it came in, ensuring that progress continued smoothly despite the project’s high-stress environment.

Nature of the Tasks

Engineering projects are inherently technical and require iterative adjustments based on emerging information. In practice, this meant starting certain tasks without having all the answers upfront and refining our approach as the project progressed. This iterative process was only possible because we adopted an agile framework that embraced the unknowns and uncertainties typical in such large-scale constructions. We didn’t have the luxury of planning everything perfectly from the start. Instead, we built the model in practice and adapted it based on our experiences and feedback.

By adopting agile principles, we managed to navigate the project’s scale, complexity, and tight timelines, leading to improved collaboration and transparency within the team. The transition to an agile working model wasn’t just a “big bend” for the project; it marked a fundamental shift in how construction projects can be managed to allow for greater adaptability and responsiveness.

The Birth of a Working Model

The transition to an agile construction working model didn’t happen overnight. It required a conscious shift in mindset, processes, and interactions. Inspired by Scrum and LeSS principles, we developed a five-phase model tailored to the construction industry’s unique challenges. This model not only helped us navigate the project’s complexity but also laid a foundation for increased collaboration, adaptability, and responsiveness.

We realized that for this to work, we had to build our model around values, roles, and workflows that fit our reality on the ground, not just a textbook example of agility. This meant breaking with the traditional silos within construction and fostering a new way of working where learning, communication, and continuous improvement became integral to every phase of the project.

1. Values: The Foundation of Agility

The journey began with defining the core values that would anchor our agile construction model. We adopted Scrum’s five core values—commitment, focus, openness, respect, and courage. It was crucial to establish a shared set of values because they became our guiding star through the inevitable complexities and uncertainties of the project. These values drove our daily interactions and decision-making, helping us navigate challenges and keep the teams aligned. They formed the groundwork for the rest of the model, as we could always agree at least on five values as a basis.

2. Roles: Introducing New Ways of Collaboration

Implementing agility required introducing roles that went beyond the traditional job titles in construction. We tailored roles like Product Owners and Scrum Masters to suit the construction context while introducing new roles like Scouts and Buddies to bridge gaps and promote cross-functional collaboration. These roles were designed to bring people together and break down the barriers typical in large-scale projects. The roles encouraged more fluid communication and the sharing of knowledge, critical for the project’s success.

3. Artifacts: Aligning Goals with Transparent Backlogs

Creating a unified Product Backlog was one of the most challenging but essential steps in our model. In addition to individual sprint backlogs, we aimed to define product increments that reflected the project’s evolving nature. Translation was a real challenge here, we had to find a way to make construction-specific tasks fit into the sprint cadence, aligning them with our common project goals. This process of defining and refining backlogs allowed us to make transparent what needed to be done, and it provided the flexibility to adapt as new information surfaced during the project’s various stages.

4. Events: The Heartbeat of the Project

We established key events, including Multiteam Sprint Plannings, Multiteam Refinements, and Sprint Reviews, to ensure clarity and ongoing feedback. Unlike traditional project meetings, these events involved stakeholders, management, and partners, allowing everyone to contribute to the project’s direction actively. “The sprint reviews were especially important. They brought an immense positive effect by making the progress and challenges visible, ensuring that everyone, including external partners, was involved and on the same page.

5. Workflows: Creating Flexibility Over Rigid Processes

Rather than imposing strict definitions, we focused on creating adaptable workflows. These were influenced by both LeSS principles and Scrum, emphasizing how teams and partners interact rather than merely following a set process. It was about individuals and interactions over processes and tools. This flexibility allowed us to adapt to the ever-changing nature of construction projects.

Through these five phases, our Agile Construction Working Model provided a structured yet flexible approach to handle the project’s complexities. It created an environment where collaboration thrived, feedback was valued, and adjustments were made in real time, setting the project up for success in an unpredictable landscape.

The challenges

On our agile journey, failure wasn’t a setback—it was a catalyst for growth. As Thorben put it, “Engineers are just keen to do things!” Rather than sticking to theoretical discussions, our teams were eager to develop prototypes, test their ideas, and learn from real-world feedback. This hands-on approach became central to our working model, even when faced with difficult feedback or repeated losses of sprint goals.

A core principle in engineering is the commitment to iterative learning and constant improvement. Initially, there was a temptation to plan everything perfectly. However, we soon realized that adapting and testing our model in practice was far more effective. By treating each sprint as an opportunity to experiment and refine our processes, we moved closer to a truly agile construction model.

This iterative approach not only shaped how we handled failure but also had a “pull effect” across the organization. As curiosity grew, other teams began joining our refinement and planning sessions to learn from our experience. To further support this learning culture, we introduced a weekly Agile Consultation Meeting, open to everyone. It quickly became a popular forum, fostering knowledge-sharing and helping teams across the project embrace agile principles. We learned several key lessons through this iterative journey:

• (1) Large-Scale Scrum is Scrum: Scaling Scrum across four teams and multiple external partners while keeping its core principles intact was a challenge. Practice sprints were crucial for understanding Scrum’s dynamics, and later the Continuous Learning Plan (CLP) provided a strong foundation.
• (3) Transparency: Building trust among teams and partners required transparency. Multiteam events allowed everyone to see the project’s real state, facilitating informed decision-making and reinforcing trust across the board.
• (9) Lean Thinking: Avoiding waste—whether in terms of resources or unnecessary meetings—was another challenge. Lean thinking helped us implement efficient events on the construction ground, focusing our efforts on what truly added value.

By adopting this mindset, we celebrated not just our successes but also our failures. This commitment to hands-on learning, transparency, and lean thinking allowed us to continuously adapt and refine our Agile Construction Working Model. It ultimately pulled the entire project closer to the essence of Large-Scale Scrum, creating a dynamic and responsive working environment.