Introduction

In order to attain sustainability, green construction necessitates approaching structures from an environmental, social, and economic standpoint1. It is used starting at the design phase and continuing through the implementation, operation, and waste disposal stages2,3. Green projects currently face a number of risks and problems during implementation and operation4,5, such as project delays caused by unforeseen obstacles resulting from poor project management, project costs that exceed initial estimates, inadequate project financing, incomplete knowledge of the materials to be used, inadequate team selection ranging from the first project manager to the worker, and, finally, a lack of interest from some countries in the type of these significant projects6. Numerous studies conducted in China, Uzbekistan, and Singapore have clarified these issues; however, each study’s problem was addressed independently without addressing and projecting future problems7,8. This is where the AGILE methodology comes into play, as it can effectively predict and solve all problems through continuous improvement9. It is challenging to apply to these kinds of projects without the use of a tool like BIM, particularly the GBIM related to green projects, because it can accurately provide the information needed for the project, classify and organize it, present the issue in an understandable manner, and offer tools to address it. Here, we require a straightforward, well-structured, and dynamically updated conceptual framework that can classify and arrange BIM for data and information derived from green projects, thereby anticipating and comprehending all the issues that arise in green projects. This framework should be built on the Agile methodology and fundamentals.

The aim of this study is to provide a theoretical framework that can anticipate and address every problem that could emerge in the course of green initiatives. This will address every issue, streamline the management of these projects, and improve sustainability from the planning through to the execution phases. We will employ the SCRUM strategy, which is most suited for our research, together with the AGILE technique. This approach is effective in creating a framework that the GBIM system can utilize to produce indications that are useful for managing and resolving issues that crop up in green projects. Additionally, it will be updated often, which will aid in resolving any issues that may come up in the future. First, we will look at green projects and determine the most important success elements for them in this study. We will then examine the main hazards they face using data from earlier research projects carried out in different nations. Our aim is to gain a thorough understanding of the difficulties faced by green initiatives through this method, which will subsequently be converted into quantifiable indicators (30 in total). By utilizing the GBIM system and the AGILE framework’s SCRUM methodology, we will build a theoretical framework that is intended to successfully handle these difficulties. To confirm this, an electronic questionnaire will be administered, involving experts and scholars in the domain who will assess the markers.

Literature review

Introduction

Sustainable development has become a priority in numerous countries, driving the adoption of green projects that aim to reduce environmental impact and enhance energy efficiency8,9,10. Simultaneously, the use of Agile project management has risen across industries, valued for its adaptability and focus on collaborative work11. Green Building Information Modeling (GBIM) is a crucial technology in modern construction, streamlining the implementation of sustainability principles in project design and execution12. However, there is a notable lack of research that integrates all three elements—green projects, Agile management, and GBIM—into a cohesive framework. This literature review critically assesses current studies, highlights research gaps, and explores how the combination of these approaches could enhance the management and efficiency of green projects.

Green projects

Green projects focus on minimizing environmental impact through sustainable design, construction, and operation practices. They aim to reduce resource consumption and emissions while promoting the use of renewable energy, smart materials, and environmentally friendly techniques13,14.

Current challenges in green projects

Research has highlighted several challenges in green project implementation. For instance, studies like those focusing on green projects in Singapore and Uzbekistan have identified economic, administrative, and technical barriers6,7. Green projects often face cost overruns, time management issues, and knowledge gaps among project participants15,16. In particular, a lack of understanding of green building concepts by key stakeholders, including engineers and workers, poses a significant challenge16,17. Additionally, limitations in legal frameworks and interdepartmental cooperation have hindered green project scalability, especially in countries like Uzbekistan7,18.

Agile project management

Agile project management, originally developed for the software industry, emphasizes flexibility, collaboration, and iterative development19,20. It has been adapted for other fields, including construction, where it has shown promise in improving project management efficiency9,21,22. Agile follows a methodology that can be repeated multiple times until the task is completed successfully and the aim is achieved, beginning with defining requirements and continuing through the review process20,23, as illustrated in Fig. 1.

Fig. 1
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Illustrates the Agile methodology, starting from requirements until reaching the review, and it can be repeated many times by https://www.krasamo.com/agile-development-process/accessed in 04/03/2024.

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Current challenges in green projects

Agile methodologies, such as Scrum, have been applied to green construction projects to enhance flexibility and performance11,24. Scrum facilitates rapid iterations and continuous improvements, which are particularly beneficial in green projects where sustainability standards and technological advancements require frequent updates25. However, research indicates that the application of Agile in construction is still limited, with many studies calling for a deeper exploration of its benefits in project design and implementation21.

Workflow of scrum

Scrum is a flexible and lightweight framework that combines both iterative and incremental approaches, enabling continuous improvement in green projects while mitigating problems and risks through rapid development26,27. It allows teams to adapt to ongoing changes while maintaining a focus on performance, quality, and strong collaboration with clients and team members. Scrum follows an iterative process, beginning with planning and continuing through goal achievement, repeating the cycle until the process reaches its maximum potential for success28, as illustrated in Fig. 2.

Fig. 2
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Shows the Scrum model’s work cycle, starting from the plan until achieving the aim and then repeating it again by Srivastava, A., Bhardwaj, S., & Saraswat, S. (2017, May). SCRUM model for agile methodology. In 2017 International Conference on Computing, Communication and Automation (ICCCA) (pp. 864–869). IEEE.

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Agile methodologies in the construction

Agile methodologies, originally developed for software development, have been increasingly applied in the construction industry, particularly to address the complex and unpredictable nature of construction projects. The adaptability and iterative nature of Agile frameworks like Scrum offer valuable tools for managing construction projects where project requirements often evolve over time. Research demonstrates that the use of Agile practices in construction improves flexibility and communication among project stakeholders, facilitating real-time decision-making and adjustments based on feedback from clients and project teams29,30. Agile has shown to be particularly effective in reducing delays and cost overruns, as it allows for incremental project delivery and more accurate forecasting31,32.

In recent years, the integration of Agile methodologies with sustainability efforts in construction has become a significant area of research. Studies indicate that Agile frameworks, when combined with green building practices such as Green Building Information Modeling (GBIM), can significantly improve sustainability outcomes. The iterative feedback loops in Agile allow for continuous refinement of sustainability measures throughout the project lifecycle. For example, regular project reviews in Scrum enable teams to adjust plans for energy efficiency, waste reduction, and resource optimization29,33. This synergy between Agile and sustainable construction has been particularly noted in residential projects, where environmental regulations and consumer demand for sustainable buildings are on the rise33,34.

Despite these advantages, Agile application in construction is not without challenges. The traditional linear and hierarchical structure of construction management often conflicts with Agile decentralized and flexible approach30. A major barrier to Agile adoption in construction is the lack of familiarity among industry professionals. Additionally, large-scale construction projects may struggle to fully integrate Agile practices, particularly in the context of workflow automation and coordination across multiple teams31. However, as awareness of Agile benefits grows, there is a movement toward developing hybrid project management models that combine Agile principles with more traditional construction methodologies35.

Limitations of Agile in construction

Despite its potential, Agile methods face challenges in large-scale construction projects. the complexity of integrating Agile with traditional construction management systems, as well as issues related to workflow automation, have been highlighted in studies such as those conducted in Singapore and Washington D.C36. Additionally, Agile methods like Scrum are often underutilized due to a lack of research on their scalability across entire project lifecycles28.

Green Building Information Modeling (GBIM)

GBIM integrates sustainable principles with Building Information Modeling (BIM) technology, creating a powerful tool for designing and managing green projects37,38. BIM’s multidimensional modeling capabilities support various stages of the construction process, from conceptual design to lifecycle maintenance39,40.

GBIM in green projects

GBIM has been praised for its ability to enhance project efficiency and sustainability. Research has shown that GBIM can reduce energy consumption, improve resource management, and streamline the green certification process12,41. However, its application in construction remains limited, particularly in developing countries. Studies have pointed out challenges in integrating all green building aspects into BIM systems, with a lack of standardized strategies and methodologies for effective implementation42.

Dimensions of BIM

BIM technology is categorized into eight dimensions that cover the entire project lifecycle, from the concept stage through to maintenance, operations, and safety43. Among these dimensions, the sixth dimension stands out as the most significant because it represents the green approach, often referred to as GBIM44, as illustrated in Fig. 3. This classification was primarily used in the theoretical framework.

Fig. 3
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8 dimensions for BIM, each dimension has its function indicated, especially the sixth dimension and its function, the green architecture by https://www.virtualbuildingstudio.com/bim-dimensions-2d-3d-4d-5d-6d-7d-8d/ accessed in 17/05/2024.

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Research gap

Despite the advances in green projects, Agile management, and GBIM, there is a significant gap in the literature concerning their integration. Few studies have explored how these three elements could be combined to improve project outcomes. Most research focuses on these areas in isolation, limiting their potential impact on construction sustainability. This research aims to address this gap by developing a theoretical framework that combines Agile, green projects, and GBIM to enhance project management and execution.

Critical analysis of current studies

While existing research offers valuable insights into green project management, Agile methodologies, and GBIM, it also reveals significant limitations. Many studies are geographically limited, focusing on specific countries like Singapore or Uzbekistan, which reduces the generalizability of their findings6,7. Additionally, the adoption of Agile methodologies in construction has been slow due to a lack of research on its long-term scalability21. GBIM, though promising, faces challenges in implementation due to technical complexity and the absence of industry-wide standards12. The top 30 risks associated with green projects are summarized in the literature, as detailed in Table 1.

Furthermore, a key limitation across many studies is the lack of comprehensive strategies for integrating sustainability into construction management. While Agile and GBIM offer potential solutions, their application to green projects has been underexplored. This research proposes a novel approach that integrates these three elements, addressing the gaps in current literature and providing a robust framework for sustainable construction.

In conclusion, Table 2 in the research provides a comprehensive summary of all the studies discussed in the literature review. Each reference is summarized based on the key limitations, objectives, research gaps, and methodologies, along with a summary overview of each study.

Table 1 30 risks by author.
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Table 2 Comprehensive summary of literature review research by author.
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Material and method

This research was conducted on four axes: according to Fig. 4.

Fig. 4
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Illustration of the methodology consisting of 3 sections: inductive method, analytical method, and conductive method by author.

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  • The first axis: Initially, a review of the literature was done on green projects because the primary goal of the research is to identify a framework and methodology that can anticipate and solve any issue that arises while also being updated on a regular basis. Because of its advantages in a smooth technique based on total error prevention, anticipation, and continuous improvement, the Agile methodology was chosen. Secondly, a review of the literature was done regarding the Agile methodology. The best approach from the AGILE methods was selected: Scrum. Because it isn’t as complex as other software methodologies, Scrum is the closest method that can be used for green projects and contracting projects in general. Lastly, because BIM technology is thought to be a bridge between green projects and the AGILE approach, it was selected as a tool to apply and implement the Scrum methodology on green projects. Consequently, a literature assessment was done specifically for the GBIM because it was determined to be more appropriate for green initiatives.

  • The second axis: A Conceptual framework as in Fig. 6 is proposed based on the Scrum methodology, starting from planning through to review and achieving the final aim. This framework involves the development of a tool, the BIM tool, designed to organize and classify green projects into units ranging from 1D to 8D. The tool allows for input of all information related to green projects, categorized for all stakeholders, from government institutions to engineers and workers. This information includes potential problems and risks that both the stakeholders and the project may encounter. The inputs will drive the development process, with outputs derived according to the BIM tool’s principles, and key indicators will be extracted as a result of this process. The indicator was developed by connecting three elements, namely BIM from the dimensions-based classification and the Agile methodology, which is reflected in the workflow. Additionally, it incorporates inputs related to green projects, classified based on contributors to the process. For instance, in Fig. 5, indicator number (1) was generated by linking (1d), representing the initial studies, with the first input, the project manager, who is responsible for the feasibility studies conducted during the project’s preliminary phase.

Fig. 5
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The first indicator and explains its work cycle, through the plan and then the process by author.

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Fig. 6
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The Conceptual framework illustrates the relationship between the Agile processes represented in Scrum, GBIM, and green projects by dividing the work cycle into inputs, process, and outputs, and it can be repeated through Scrum by author.

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  • The third axis: The electronic questionnaire was designed to evaluate 30 indicators, as detailed in Table 4. These indicators were derived from the risks highlighted in the literature review, which identified a total of 30 risks gathered from an analysis of the challenges faced by green projects in various countries, as outlined in Table 5. The questionnaire consists of 30 primary questions, each corresponding to one of the indicators. The number 30 was selected based on the total outputs derived from all inputs, including all project-related data and information. This number may be adjusted in the future depending on the specific circumstances. These 30 indicators were used to create questions that evaluate their impact and possible application within the theoretical framework. The questionnaire began by collecting information such as name, email, specialization, and academic degree, along with a question identifying the key contributors in the design process. Following this, the 30 questions were categorized according to the project’s contributors, with all questions listed in appendix (1), as shown in supplementary Tables 1 and 2. Additionally, 140 experts in green technology, project management, and BIM technology, along with academics in these fields, were selected as participants, as indicated in Table 3. The participants were divided based on their representation in Egypt, calculated using Cochran’s sample size formula and the connectionist approach, as shown in Eq. (1)49:.

$$\text{n}=\frac{N{t}^{2}pq}{N{d}^{2}+{t}^{2}pq}\cdot^{49}$$
(1)

The variables used are as follows: n = sample size, N = population size, p = probability of success, t = confidence level value, q = probability of failure, and d = acceptable margin of error. We contacted accredited organizations and centers within the country to obtain approximate figures for the number of specialists. The data revealed that there are around 15,000 specialists in green projects, 4,000 specialists in BIM technology, and 300 specialists in Agile methodologies. Additionally, there are approximately 100 faculty members, including professors and assistant lecturers, bringing the total to 19,500 individuals. After applying these values to the equation, where N = 19,500, t = 1.95, p= 0.5, q = 0.5, and d = 0.07, the calculated result was 138, so 140 samples were selected for the questionnaire49.

$$\text{n}=\frac{19500{*1.95}^{2}*0.5*0.5}{19500{0.07}^{2}+{1.95}^{2}*0.5*0.5}=138=140\: \text{sample}$$
Table 3 Distribution of participants in the electronic questionnaire by author.
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Table 4 30 indicators by author.
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Table 5 Showing the creation of the 30 indicators from the 30 risks.
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  • The fourth axis: Statistical analysis was conducted to evaluate the relative significance of the electronic questionnaire results. The process started with calculating the mean (µ), standard deviation (σ), and coefficient of variance (CV) to gauge the homogeneity of the sample. Following this, the relative importance index (RII) was determined based on Likert scale classifications (k)50,51,52: “(EI) represents Extremely Important, (I) stands for Important, (A) for Average, (NI) for Not Important, and (ENI) for Extremely Not Important. Finally, the study assessed the level of importance, relative ranking, and percentage of global ranking for each of the 30 indicators using the following Eqs. (2, 3, 4).”53,54,55:

$$(\mu)=\text{n}1 +2\text{n}2 +3\text{n}3+4\text{n}4+ 5\text{n}5 / {\text{Total} \:\text{number} \:\text{of}\: \text{samples}}^{56}$$
(2)
$$(\text{CV})=(\alpha/\mu)* 100$$
(3)

Concerning the CV result, a value between 10 and 20 suggests that the sample was homogeneous and well-balanced. It’s important to note that a CV value56 below 10is regarded as an indication of an excellent sample, as outlined below57:

  • C V < 10: Excellent sample.

  • C V between 10 and 20: Very good.

  • C V between 20 and 30: Acceptable.

  • C V between 30 and 40: Low.

  • CV > 40: Unacceptable.

$$(\text{RII})=\text{n}_{1}+\text{2n}_{2}+\text{3n}_{3}+\text{4n}_{4}+\text{5n5/5}(\text{n}_{1}+\text{n}_{2}+\text{n3}+\text{n4}+\text{n5})^{56}$$
(4)

  • RII = 0.00-0.20: Importance Level (Low = L).

  • RII = 0.21–0.40: Importance Level (Medium Low = ML).

  • RII = 0.41–0.60: Importance Level (Medium = M).

  • RII = 0.61–0.80: Importance Level (Medium High = MH).

  • RII = 0.81-1.00: Importance Level (High = H)58,59,60.

The number of experts who assigned scores of ‘EI’ is (n5), ‘I’ is (n4), ‘A’ is (n3), ‘NI’ is (n2), and ‘ENI’ is (n). These experts were classified into four categories: those associated with BIM, represented by (B); those focused on agile methodologies, represented by (A); those involved in green architecture, represented by (G); and, lastly, academic experts, represented by (C). Based on the theoretical framework and the identified indicators, which are regarded as solutions to the challenges faced by green projects using BIM, these indicators were categorized into seven sections, as shown in Table 4. To gather expert opinions on the effectiveness of these indicators in addressing the issues of green projects, a baseline survey was conducted through an electronic questionnaire. The questionnaire consisted of 30 questions derived from the 30 indicators, and it was distributed to a sample of 70 experts. The complete results are presented in Table 7.

Result

Questionnaire analysis

The results are derived from an electronic questionnaire and expert evaluations addressing challenges in green projects. These findings are influenced by the integration of BIM technology and the Scrum framework within the Agile methodology. Statistical analysis was used to assess the electronic questionnaire, focusing on indicators related to stakeholders in green project challenges, and verified using the coefficient of variation (CV). The results indicated that group A was ranked as high (H), groups D and E as medium to high (M-H), groups B and F as medium (M), and group G as medium to low (M-L), as detailed in Tables 6 and 7.

Similarly, the overall indicators were ranked high (H) in the project manager category. Additionally, three indicators were ranked high (H) and one medium-high (M-H) under the contractor category. The indicators were also ranked high (H) for labor, designers, and consultants. For owners, five indicators were ranked high (H) and one medium-high (M-H). Lastly, the indicators for governmental institutions were ranked high (H). In conclusion, 28 indicators were ranked high (H) and two were ranked medium-high (M-H), as illustrated in Fig. 9.

Validation

The CV result of 13.592 indicates a strong and balanced outcome, as shown in Table 7. Additionally, the results from the electronic questionnaire were illustrated with a chart highlighting the predominant trends in the responses. This visualization is crucial, as it emphasizes the two most significant and influential directions in the answers, as shown in Fig. 7.

Result analysis

The findings are presented through tables and figures derived from the questionnaire data:

First, in Table 6:

Table 6 Indicators Model assessment by author.
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The indicators were categorized into seven groups based on the classification of project contributors. As a result, the calculated CV was 7.73, which is considered an excellent outcome. A relative ranking was then assigned to each group, allowing the importance level of each group to be determined.

Second, in Table 7:

Table 7 The statistical analysis of the electronic questionnaire result by author.
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Secondly, in Table 7, all the indicators were listed, their importance was assessed, and a relative ranking was assigned to each group of related indicators.

Third, Fig. 7:

Fig. 7
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Experts’ overall evaluation for the indicators by author.

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Presents a chart displaying the importance levels for all indicators, accompanied by a key for each corresponding importance rate.

Fourth, Fig. 8:

Fig. 8
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RII results by author.

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The graph illustrates the importance level, indicating that the RII values for all indicators range from 0.8 to 0.98. This suggests that the indicators fall between medium high importance and high importance.

Fifth, Fig. 9:

Fig. 9
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The importance level for the risk factors by author.

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The graph illustrates the significance of various groups of indicators associated with contributors to green projects, highlighting which group has the greatest influence on these initiatives.

Finally, the results of the study highlight the effective integration of Agile methodologies, particularly Scrum, and Green Building Information Modeling (GBIM) in managing green projects. The high ranking of indicators related to time control, cost efficiency, and flexibility underscores the importance of these tools in addressing the challenges of green projects, such as delays, cost overruns, and stakeholder coordination. The literature emphasizes similar findings, showing that Agile enhances project flexibility and responsiveness, while GBIM improves data management and decision-making. Despite these strengths, challenges such as knowledge gaps among project participants, especially contractors and laborers, remain, which could be addressed through targeted training and better use of GBIM to provide real-time project data.

For practice, the study suggests that improving stakeholder engagement, particularly among governmental institutions, owners, and consultants, is critical to the success of green projects. The integration of Agile and GBIM provides opportunities for continuous improvement, reducing project risks and improving sustainability outcomes. For future research, more exploration is needed on the scalability of Agile methodologies in large-scale green projects and the adoption of GBIM in developing countries. Additionally, fostering cross-disciplinary collaboration among stakeholders could enhance the effectiveness of these integrated approaches in managing green projects.

Analysis and discussion

According to the relative ranking, each indicator has ranking according to its own section, where the ranking is done according to the value of the RII, and thus the ranking is made starting from the first section, which is the project manager, which contains 6 indicators, as the flexibility in change is specific to the Agile methodology and is related to safety and quality control is ranked 1, and those related to the building’s life cycle are ranked 2, but those related to green projects are ranked 5, and also the feasibility studies related to green projects are ranked 3, and the indicator related to the cost of green projects is ranked 4, and finally the indicator related to time is ranked 6. As for the second section on the contractor, which contains 4 indicators, the indicator on project delivery time was ranked 1, while the part on continuous monitoring was ranked 2, and the two indicators on competencies and environmental quality were ranked 3 and 4. In the third section on labor, which contains only two indicators, the indicator on site safety is ranked 1, while the indicator on labor productivity is ranked 2. And the fourth section on designers, which contains 7 indicators, the three indicators on the time management system and environmentally friendly materials related to thermal and acoustic comfort and the life cycle building are ranked 1, the indicator for coordination is ranked 2, the part related to the time of submitting studies is ranked 3, the indicator for innovative designs is ranked 4, and finally the part related to continuous improvement is ranked 5. The section on owners, which contains 6 indicators, where the indicator on cooperation between the owner and work personnel is ranked 1, the indicator related to organizing financing is ranked 2, and also the indicator related to preventing hesitation in choosing is ranked 3, while the indicator related to flexible programs is ranked 4, the indicator related to continuous change is ranked 5, and finally the part related to knowing the high value of green projects is ranked 6.

Finally, the two sections are for consultants and government institutions. The section for consultants contains only two indicators. The indicator for the pricing process is ranked 1, while the indicator for the supervision process is ranked 2. The section for government institutions contains three indicators, where the two indicators for feasibility studies and knowing the value of green projects are ranked 1, while the indicator for developing laws and legislation is ranked 2.

The theoretical framework developed in this study offers significant practical benefits for project managers overseeing green projects. By integrating Agile methodologies, specifically Scrum, with GBIM (Green Building Information Modeling), project managers are equipped to better manage risks such as cost overruns, delays, and stakeholder coordination, which are common in sustainable construction. The iterative nature of Scrum allows for real-time adjustments and flexibility, which is essential in responding to the dynamic environmental and technical challenges of green projects. Additionally, the framework’s emphasis on continuous monitoring and feedback ensures that sustainability goals are maintained throughout the project lifecycle. For instance, the real-time data provided by GBIM enables project managers to optimize resource usage, improve energy efficiency, and reduce waste. This application not only enhances the project’s environmental performance but also improves overall project efficiency. The ability to anticipate and resolve issues early through Agile’s structured sprints aligns with the principles of sustainable project management, ensuring that green initiatives can be delivered on time and within budget, while adhering to environmental standards. Consequently, this framework enhances the project manager’s capability to deliver high-quality, sustainable outcomes, reinforcing the practical utility of the research findings in real-world green projects.

Theoretical framework

Using an electronic questionnaire and statistical analysis of the data, a theoretical framework was established. This framework offers insights and estimates that are applicable to green projects. By adhering to this framework, it becomes possible to foresee and address many of the challenges that green projects might encounter, as illustrated in Figs. 10 and 11.

Fig. 10
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Theoretical framework, showing the development of indicators through the process of linking between Agile, GBIM and green projects in the form of inputs, process and output’s part 1 by author.

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Fig. 11
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Theoretical framework, showing the development of indicators through the process of linking between Agile, GBIM and green projects in the form of inputs, process and outputs part 2 by author.

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Recommendations

This research proposes several recommendations: First, the theoretical framework can be transformed into a practical one, incorporating indicators that assess all aspects of green projects. After evaluation, proposals and solutions can be offered to address the challenges and risks faced by the project. Second, in relation to BIM technology and the Agile methodology, the framework can be adjusted to keep up with the rapid advancements in BIM and updates in Agile practices. Third, for future research building on our work, it is possible to integrate BIM technology with artificial intelligence, which is advancing rapidly and having a significant impact on green projects. Additionally, BIM technology could be linked with the Seven Sigma methodology to explore its effects on green projects. Furthermore, future research should explore the application of Agile methodologies and GBIM across different scales of green projects, such as large-scale infrastructure developments and small-scale sustainable buildings. For large-scale projects, research could investigate how Agile frameworks, like Scrum, can be scaled up to enhance coordination among diverse stakeholders and manage the complexity of environmental standards. Conversely, small-scale projects may benefit from Agile’s flexibility in rapid iterations and its ability to adapt to changing sustainability goals. Studies could also evaluate the long-term impacts of GBIM in maintaining energy efficiency and reducing lifecycle costs in different project sizes, providing clearer insights into optimizing these tools for varied project environments.

Conclusions

Given their environmental, economic, and social significance, green projects are crucial endeavors that warrant global attention. Expanding their implementation worldwide is essential. To achieve this, it is critical to address and mitigate the risks and challenges associated with green projects both before and during their implementation. This study suggests utilizing the Agile methodology, which offers significant advantages in reducing errors and promoting continuous improvement. The integration of Agile with BIM (Building Information Modeling) technology is proposed to tackle these challenges. An electronic questionnaire and expert evaluations were conducted to refine the conceptual framework, which merges Agile methodology with BIM technology to overcome obstacles in green project implementation.

The results show that most indicators were rated as either of high or medium importance, particularly those involving key stakeholders like project managers, consultants, designers, and government institutions. The indicator related to contractors was rated as medium importance, suggesting that the selected indicators carry substantial weight and maintain a stable position within the theoretical framework, given their significant influence on the ongoing improvement of green projects. Indicators associated with government institutions, project managers, consultants, and other decision-makers are especially crucial, as they impact green projects and help mitigate potential issues. After the analysis, these indicators were ranked, with the most important indicators identified first, and their impact on the outcomes was assessed.

The study found that the Agile methodology is effective in resolving issues by facilitating coordination to prevent conflicts between departments, ensuring continuous improvement, and maintaining ongoing monitoring to anticipate previously encountered risks. Moreover, Agile promotes enhanced collaboration among all project disciplines, including the owner, and ensures the careful selection and proper accreditation of employees. It is also proficient at integrating expertise and developing ongoing training plans for project implementation. A key principle of Agile is its flexibility in adapting to changes and staying current with innovations. This includes using BIM technology to classify problems by dimensions and ensure alignment with the technological approach to project implementation. BIM technology was instrumental in developing viable solutions.

The research recommends transforming the theoretical framework into a practical one ready for application in green projects by converting indicators into evaluation elements for these projects. Additionally, it suggests further development of the framework to keep pace with advancements in BIM technology.