Modern construction projects in Germany are governed by the linear HOAI „waterfall“ model, which increasingly struggles with volatile requirements. Agile transformation is vital for efficiency and competitiveness, yet implementation remains slow. This master’s thesis identifies barriers to agile transformation and develops practical recommenda-tions using qualitative interviews. The study identifies four primary barrier categories: 1. Organizational: Rigid hierarchies slow decision-making as information is esca-lated to detail-lacking levels. “Silo thinking” and the prototypical nature of pro-jects prevent long-term agile stabilization 2. Cultural: A “preserver culture” views change as a risk, and officially proclaimed “error culture” are rarely lived in practice 3. Technical: Obstacles arising from poor interoperability and “isolated solutions” rather than a lack of software. 4. Legal: HOAI’s strict phase model and procurement laws prioritizing the lowest bidder cement linear processes and discourage early integration. Findings suggest the industry is at a state where the pressure to change is recognized but blocked by traditional roles and legal frameworks. This thesis recommends step-by-step implementation via pilot projects serving as “germ cells”. Key strategies include redefining leadership into coaching roles with decentralized “playing fields” and adopting Integrated Project Delivery (IPA). Experts view IPA as the central “enabler” for cross-phase collaboration. Ultimately, agile transformation is a strategic “marathon” focused on human behaviour and process optimization.      «

Modern construction projects in Germany are governed by the linear HOAI „waterfall“ model, which increasingly struggles with volatile requirements. Agile transformation is vital for efficiency and competitiveness, yet implementation remains slow. This master’s thesis identifies barriers to agile transformation and develops practical recommenda-tions using qualitative interviews. The study identifies four primary barrier categories: 1. Organizational: Rigid hierarchies slow decision-making as i...     »