International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056 Volume: 06 Issue: 03 | Mar 2019 www.irjet.net p-ISSN: 2395-0072 © 2019, IRJET | Impact Factor value: 7.211 | ISO 9001:2008 Certified Journal | Page 5128 AGILE MANAGEMENT IN CONSTRUCTION INDUSTRY Sijo K Sojan 1 , Anchu Ajayakumar 2 1 PG Scholar, Department of Civil Engineering, EASA College of Engineering and Technology, Coimbatore, India. 2 Assistant Professor, Department of Civil Engineering, EASA College of Engineering and Technology, Coimbatore, India. ---------------------------------------------------------------------***---------------------------------------------------------------------- Abstract - Project management in the information systems industry has had a bad report of turning in value and has consequently seized upon the current evolutional of agile assignment management. What is meant by agile project management, from whence it originated and whether it has further applicability are not widely understood. The development industry also has a much less than ideal mission administration document and may gain from the adoption of agile mission management. An extended literature review has established that agile project management does indeed offer significant improvements and that the construction industry might also potentially benefit. In order to unravel to an agile theory, the underlying rationales for agile have been explored, leading to the identification of further promising research. Key Words: Project Management, Agile Project Management, Traditional Project Management, Construction Project Management, Research on Management 1. INTRODUCTION The increasing strain to deliver high-quality products in a dynamic and hastily altering international market pressured specialists to enhance APM methodologies. Although traditional project methodologies are regarded as the source of formality in project management and have been in use for a long time and their success in certain industries is highlighted by various scholars for complex projects, especially information technology (IT) and software projects, traditional methods can be relatively ineffective as requirements are intangible and volatile. The use of TPM in these sorts of initiatives has led to various troubles and failures, due to its rigid nature and the adoption of strict linear strategies for planning, executing, and controlling. APM has emerged as a highly iterative and incremental process in which project teams and stakeholders actively collaborate to understand the domain, identify what needs to be built, and prioritize functionality. Agile has been increasingly more adopted and used in initiatives characterised through uncertainty and unpredictability. More than 80% of world companies and massive public-sector initiatives apply APM. As APM has been initiated and influenced by agile software-engineering practices and methods, no clear definition of its processes and methodology has emerged, as all definition shave been influenced by specific software engineering and IT practices and terms. This paper compares TPM and APM methodologies in terms of PMBOK project-management process groups and knowledge areas and management as defined in the disciplines related to communication, risk, change management, and leadership styles. This comparison allows practitioners to identify when it is suitable to use each method, and identify the strengths and limitations of each method. A challenge is the organisation of human beings and sources to acquire a described goal and purpose. According to the Project Management Institute (PMI), undertaking management includes applying knowledge, skills, tools, and techniques to project activities to meet or exceed a project’s stakeholder wishes and expectations. An organization’s shipping of business results is realized via the success of projects; hence, venture management is the method and procedure thru which corporations comprehend their goals and success. Furthermore, leading organizations have realized the importance of assignment administration and embraced mission administration as a device to control fees and enhance initiatives and employer results. Executives realized that embracing project-management strategies and strategies reduces risks, cuts cost, and improves the success price with the aid of turning in what customers desire (PMI). Applying project management methods is crucial to ensuring project success and delivery. Avoiding project failure is no longer a handy task, and now not being in a position to determine what is a failed mission makes it even harder. What makes challenge success harder to obtain and evaluate is that the same challenge can be seen by means of special people as a whole failure, partial failure, or even a success (PMI). 2. METHODOLOGY 2.1 General Agility is defined as the ability to act proactively in a dynamic, arbitrary, and constantly changing environment and organizational agility is an organization’s ability to be adaptable to changing conditions without being forced to change. APM is a combo of TPM concepts and flexible, lightweight, collaborative, adaptable to customary change, but exceptionally disciplined practices. APM principles and techniques have been rather influenced through the standards of agile software development methods. Agile development methods such as