Real-World Validation of a Construction Lifecycle Optimization Framework Integrating Lean Construction, BIM, and Emerging Technologies in Saudi Arabia

Abstract

This study presents the partial real-world validation of a previously developed framework that integrates Lean Construction principles, Building Information Modeling (BIM), and Emerging Technologies to optimize construction management. While the original framework was validated through expert consensus using the Delphi Method, this research applies it in the context of Saudi Arabia to test its feasibility during the design phase. A case-based approach was adopted involving a confidential mega-scale project. Key Performance Indicators (KPIs) were used to assess impact, including cost and time efficiency, productivity, waste reduction, quality, safety, stakeholder satisfaction, and process automation. Our results revealed a 25% improvement in cost efficiency, a 40% acceleration in design delivery, a 25% increase in productivity, 70% process optimization and automation, 100% elimination of non-value-adding activities, and a 20% enhancement in design quality. Stakeholders reported high levels of satisfaction, citing transparency, real-time collaboration, and enhanced decision-making as major benefits. These findings confirm the framework’s potential for transforming project delivery through integrated digital and Lean strategies.

1. Introduction

The construction industry is an important sector globally as it produces a wide range of buildings and civil infrastructure, enhancing the economic, health, and social aspects of humanity [1]. It is also one of the sectors that provides the most job opportunities to both skilled and unskilled laborers. The Kingdom of Saudi Arabia (KSA) boasts the largest economy in the Middle East and the eighteenth largest in the world, with a GDP of approximately USD 1108.15 billion in 2022 [2]. The Saudi construction industry is also the largest in the Middle East, presently encompassing approximately 167,000 contracting firms and providing employment for more than four million individuals, according to Hamad Al-Hammad, who serves as the Chairman of the Contractors’ Committee within the Saudi Chambers’ Union [3]. This economic growth and development are due to a myriad of new projects, including ambitious initiatives like the Line project and Tragouna, both situated in Neom, Saudi Arabia, which have been developed with more projects currently under construction [4]. By the end of 2022, there were more than 4700 active projects with a combined estimated value of USD 852.3 billion [5]. These projects are part of Saudi Arabia’s Vision 2030, a strategic blueprint for the nation’s future development, with the value of the construction industry projected to rise from USD 65.58 billion in 2023 to USD 75.12 billion in 2028 at a Compound Annual Growth Rate (CAGR) of 2.75 percent. The Saudi Arabian construction sector is now estimated to be worth USD 64 billion and is anticipated to expand at a Compound Annual Growth Rate (CAGR) of 5.8% from 2019 to 2028 [6]. Large-scale projects like the Line project and Tragouna, in addition to developments like the Red Sea project, Qiddiya, and Amaala, are anticipated to significantly boost the nation’s construction industry. Therefore, the construction industry is a major contributor to the country’s economy, accounting for over 6% of GDP and employing over 1 million people. However, despite its potential, the construction industry in Saudi Arabia faces several challenges, including low productivity, cost overruns, and issues related to quality.

To address these challenges and capitalize on the opportunities, the construction industry in Saudi Arabia is exploring innovative approaches [7]. One such approach is the integration of Lean Construction, Building Information Modeling (BIM), and Emerging Technologies. Lean Construction is a philosophy and set of tools that focus on eliminating waste from the construction process, which can be particularly beneficial for ambitious projects like the Line and Tragouna. Waste, in this context, includes elements that do not add value to the project, such as waiting, defects, and overproduction. These principles can be applied throughout all phases of the construction process, optimizing planning, design, construction, and commissioning. BIM, as applied in projects like the Line [8], is a digital representation of a physical asset, facilitating visualization, analysis, and simulation of the construction process [9,10]. This digital approach can identify and eliminate potential issues before construction begins, improving communication and collaboration between stakeholders [11,12]. Emerging Technologies, including methods such as big data [13], AI [14], and machine learning [15], are being explored to further enhance efficiency, reduce costs, and improve overall quality in projects [16,17]. The Line project and Tragouna, being integral parts of the Neom development [18], represent examples of the challenging projects to be developed in the KSA that could benefit from innovative construction methodologies, such as BIM, Lean Construction, and Emerging Technologies [19]. While these methodologies show promise, their integrated application remains underexplored, particularly in the Saudi context. The existing literature highlights the benefits of Lean Construction, BIM, and Emerging Technologies independently, but there is a significant gap in real-world validation of their combined implementation, especially within Saudi Arabia’s unique socio-cultural, economic, and operational environment. This gap is critical, as the complexity of mega-scale projects in the KSA demands robust, context-specific frameworks to ensure practical applicability and scalability.

This study aims to address this gap by partially validating a previously developed framework that integrates Lean Construction, BIM, and Emerging Technologies [20], through a real-world application in a confidential mega-scale project in Saudi Arabia, focusing on the Design phase. The specific objectives are as follows: (1) to assess the framework’s feasibility and effectiveness in improving key performance indicators (KPIs) such as cost efficiency, time efficiency, productivity, waste reduction, quality and safety, stakeholder satisfaction, and process automation; (2) to evaluate its adaptability to the Saudi construction context; and (3) to provide insights into the industry’s readiness for adopting integrated Lean Construction–BIM–Emerging Technology approaches. By applying the framework in a technologically advanced project environment, this research seeks to demonstrate its practical value, identify contextual challenges, and contribute to the advancement of construction management practices in Saudi Arabia and beyond, aligning with Vision 2030’s goals for sustainable and efficient development.

2. Materials and Methods

The research adopts a case study methodology focused on a prospective mega-scale construction project. The overarching framework guiding this study is the Design Science Research Methodology (DSRM), previously established and adopted in earlier phases of the research [20], with the current study concentrating on the final stage, demonstration and evaluation, as illustrated in Figure 1.

As shown in Figure 1, the final stage (4) of the DSRM process involves assessing the integrated framework in a real-world setting through a case study conducted in Saudi Arabia. This assessment was structured around three key activities: (1) adapting the framework to the specific project environment, (2) tracking predefined Key Performance Indicators (KPIs) by comparing baseline data (pre-2020) with post-implementation performance (2020–2023), and (3) conducting a systematic evaluation of the observed outcomes. A detailed description of this implementation process is provided in Section 4.2: Framework Implementation.

Data collection and analysis were conducted in collaboration with the project’s Director, utilizing a structured set of Key Performance Indicators (KPIs) previously defined in earlier phases of the research. A structured interview was held, during which the Director presented comprehensive project insights via a formal presentation. This approach ensured access to accurate historical and operational data necessary for evaluating the framework’s effectiveness.

This evaluation aims to assess the practical applicability of the integrated framework by measuring improvements across these multidimensional performance indicators.

3. Lean Construction and BIM in the Context of Saudi Arabia

The implementation of Lean Construction practices in Saudi Arabia faces a range of challenges, many of which stem from the specific characteristics of the local construction industry. As identified by [21], key impediments include entrenched conventional management practices, cultural resistance to change, a shortage of skilled professionals, and difficulties in integrating new technologies. These barriers underscore the necessity of developing tailored frameworks that account for the Saudi context to facilitate the effective adoption of Lean Construction strategies.

In addition to these systemic challenges, the construction sector in Saudi Arabia is frequently affected by cost and time overruns, quality deficiencies, inefficient project management, and suboptimal value delivery to clients [22]. These issues further support the need for context-specific frameworks that address the socio-cultural, economic, and operational dimensions unique to the Kingdom. Such frameworks are essential to ensure the effective deployment and long-term sustainability of Lean practices within the local industry. Nonetheless, the potential benefits of Lean Construction in Saudi Arabia are considerable. By minimizing waste, enhancing coordination, and improving overall project efficiency, Lean methodologies can significantly contribute to better project outcomes, risk mitigation, and increased stakeholder satisfaction [23]. Overcoming contextual challenges through strategically designed frameworks may enable the successful adoption of Lean Construction and facilitate the transformation toward a more productive and sustainable construction industry in Saudi Arabia. Continued research, stakeholder collaboration, and institutional support are critical to achieving these outcomes. Similarly, the adoption of Building Information Modelling (BIM) in the Saudi construction industry presents both opportunities and obstacles. Empirical case studies [24,25,26,27] highlight several advantages of BIM implementation, such as improved interdisciplinary coordination, reduced errors, and enhanced visualization. However, barriers remain, particularly regarding the need to re-engineer existing processes, resistance to change, and the limited availability of trained personnel. These findings indicate a pressing need for targeted awareness campaigns, capacity-building initiatives, and policy support to accelerate BIM adoption across the Architecture, Engineering, and Construction (AEC) industry in the Kingdom. Despite extensive studies on BIM [24,26] and Lean Construction [21] in Saudi Arabia, integrated frameworks combining Lean Construction, BIM, and Emerging Technologies remain under-researched. For instance, while [19,28] highlight the potential synergies of such integration in other regions, no studies to date have systematically validated this approach within the Saudi construction sector, as noted by [29]. This gap limits the industry’s ability to fully leverage the efficiency gains of digital transformation aligned with Vision 2030 goals.

International studies suggest that the combined implementation of BIM and Lean Construction can generate synergistic benefits [28]. BIM contributes to improved visualization, data management, and sustainability planning, while Lean principles emphasize waste reduction, collaboration, and timely project execution. Together, these approaches align with Saudi Arabia’s Vision 2030 objectives, particularly in promoting sustainable and efficient construction practices [30]. Integrating BIM, Lean methodologies, and Emerging Technologies [31] may address key sectoral challenges, such as productivity, safety, reliability, and quality, ultimately embracing innovation and operational excellence within the Saudi construction industry.

Although significant attention has been paid to the individual benefits of BIM and Lean Construction, there remains a notable lack of empirical studies exploring their combined application in the Saudi context, along with Emerging Technologies. For example, the study by [22] emphasizes Lean Construction’s potential for waste reduction, and [32] highlights BIM’s coordination benefits; however, both address these methodologies in isolation, without assessing their integration. In contrast, international studies such as [33,34] report significant gains, such as up to 30% time savings, when Lean Construction and BIM are applied together. Yet these findings are rooted in Western contexts and may not translate effectively to the specific socio-cultural and operational conditions of Saudi Arabia. Furthermore, while BIM excels in data-driven coordination and Lean Construction excels in process optimization, both approaches face similar adoption challenges in the Kingdom, including skill shortages and resistance to digital workflows [21,26]. Critically, their isolated treatment in the literature limits understanding of their synergistic potential, particularly for mega-scale, multi-stakeholder projects under Vision 2030. Therefore, synthesizing these findings, there is a pressing need for the real-world validation of integrated Lean Construction–BIM–Emerging Technology frameworks that are tailored to Saudi Arabia’s construction landscape.

4. Case Study Application

4.1. Project Background

The selected project, while confidential, is notable for its ongoing application of BIM, Lean Construction principles, and a range of Emerging Technologies. The validation of the proposed framework was conducted within this technologically advanced environment, allowing for the assessment of integration strategies, process optimization, and the measurement of additional value generated by the framework.

The company involved in this case study had been applying Lean Construction, BIM, and Emerging Technologies since 2020. When this research collaboration commenced, the objective was to systematize and align these ongoing practices within the proposed optimization framework, thereby offering a cohesive structure and defined performance metrics to guide implementation. The process of adapting and contextualizing the framework took approximately one month. The performance results presented in this study reflect the outcomes monitored during the period from 2020 to 2023, as the company progressively advanced in its integration of Lean Construction, BIM, and Emerging Technologies. These results are benchmarked against a baseline established from project historical data prior to 2020, providing a comparative basis to evaluate the framework’s added value based on the KPIs.

A summary of the key features of the project is presented in

Table 1. Key Operational and Organizational Features of the Case Study Project.

Feature	Description
Type	Mega-scale public infrastructure project
Scope	Partial implementation focusing on the design phase of the project lifecycle. Details of the design phase in [20].
Multidisciplinary Teams	Professionals from multidisciplinary firms, including architecture, civil engineering, structural, MEP teams, BIM coordination, sustainability experts, and digital consultants.
Complex Logistics	The project site is located in a high-density urban area with continuous pedestrian movement, requiring strict phasing, limited work windows, and real-time coordination across spatial constraints. Design delivery had to accommodate construction adjacent to sacred zones and integrate with heritage-sensitive structures.
High Stakeholder Requirements	Involvement of governmental stakeholders, consultants, and end users with demanding reporting and coordination needs, requiring frequent approvals and design reviews.
Stringent Performance Targets	Aggressive design timeline, zero-rework tolerance, and integration of digital design deliverables for fast-tracking construction.

Confidentiality Note: Specific project details and the project name are withheld in accordance with stakeholder confidentiality agreements.

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4.1.1. Key Performance Indicators

To evaluate the real-world applicability and effectiveness of the proposed integrated framework, a set of predefined Key Performance Indicators (KPIs) was employed. These KPIs were previously established in the earlier stages of this research and refined in collaboration with project stakeholders to ensure contextual relevance. The indicators serve as measurable benchmarks to assess improvements across critical project dimensions during the design phase. The selected KPIs are categorized as follows:

• Cost Efficiency and Savings: Assessed through the percentage deviation from the planned budget.
• Time Efficiency and Delivery: Measured by adherence to master and phase schedules, as well as delay reduction compared to baseline benchmarks.
• Productivity and Resource Utilization: Includes labor output per unit time, machine utilization rates, and material consumption variance.
• Waste Reduction: Focused on the elimination of non-value-adding activities and process inefficiencies.
• Quality and Safety: Evaluated based on defect rates, incident occurrences, and compliance with design and safety standards.
• Stakeholder Satisfaction and Collaboration: Measured through improved coordination, reduced rework, and stakeholder feedback during and after implementation.
• Process Optimization and Automation: Captures the number of tasks automated, use of real-time monitoring tools, and frequency of digital data sharing across teams.

These KPIs form the basis for performance assessment and are systematically tracked to determine the added value of the framework during the implementation process.

The baseline values for each KPI were established using project records from the pre-2020 period, including defect logs, time reports, and resource utilization data. Percentage improvements were calculated by comparing these baseline values to post-implementation results collected between 2020 and 2023.

4.2. Framework Implementation

The implementation of the proposed framework in the selected case study was centered on the design phase, building upon the methodology and sequential steps previously established in [20]. The application involved close collaboration with project stakeholders, including the client, project directors, design managers, BIM coordinators, and engineering consultants, to ensure the effectiveness of the integration. It has detailed descriptions of the framework’s design phase, including the integration of Lean Construction tools, BIM, and Emerging Technologies. The framework was adapted and contextualized over the course of about one month. Within this timeframe, outcomes such as time efficiency improvements, stakeholder satisfaction, and productivity gains were directly observed and validated through project documentation, real-time dashboards, and interviews with stakeholders during the time from 2020 to 2023. Outcomes such as full lifecycle waste elimination or downstream safety enhancements are considered inferred, based on the system’s performance, stakeholder feedback, and established correlations in prior literature.

The methodological improvement achieved through the framework in the design phase is visually depicted in Figure 2. This diagram captures the sequential stages of the framework’s adaptation, customization, and execution within the case study, highlighting the transition from baseline workflows to the optimized process.

As illustrated in Figure 2, the key activities during implementation included the following:

• Initial Assessment: Review of existing design processes and identification of integration opportunities.
• Customization: Adapting the framework’s tools and methods to align with project-specific requirements and existing workflows.
• Execution: Deploying the framework iteratively, with continuous monitoring of the predefined Key Performance Indicators (KPIs).
• Evaluation: Comparison of current performance (monitored between 2020 and 2023) with pre-2020 baseline KPIs was conducted to assess the structured framework’s added value.

5. Results

The structured application of the integrated Lean Construction–BIM–Emerging Technology framework during the design phase yielded marked improvements across all evaluated performance indicators. The reported performance percentages were calculated by comparing project data collected between 2020 and 2023 against baseline values from the pre-2020 period, using the predefined KPIs introduced in Section 4.1.1. These values were validated through project documentation, digital dashboards, and stakeholder interviews.

As shown in Figure 3, overall project efficiency increased substantially: cost efficiency improved by approximately 25% (indicating significant cost savings), and time efficiency (design delivery speed) improved by around 40%. These gains suggest that the new framework dramatically reduced rework and delays by enabling issues to be identified and resolved early. This aligns with prior findings that BIM-based Lean processes can detect design errors and clashes up-front, thereby “minimizing design time by nearly 50%” and avoiding costly late changes [35]. Lean Construction’s focus on eliminating waste and BIM’s enhancement of team information exchange worked in tandem to streamline the design workflow [36]. The 25% cost improvement is especially noteworthy, as it exceeds some earlier case reports (e.g., 11% cost growth avoidance via BIM-led processes) [35], indicating the robust effectiveness of the integrated approach in this project’s context. Likewise, the 40% schedule acceleration reflects a level of time efficiency approaching the upper bounds reported for BIM-driven process optimization.

In tandem with cost and schedule gains, productivity and resource utilization improved by roughly 25%, and process waste was virtually eliminated (100% waste reduction) in the design workflow. In practice, this meant that non-value-adding activities were removed or automated, allowing the project team to accomplish more with the same resources. The framework achieved an estimated 70% process optimization rate by introducing automation and real-time data integration. The values, such as 100% waste reduction and 70% process optimization, represent the final achievable performance based on systematic implementation and process automation. Figure 3 summarizes the results of the KPI improvements.

Figure 3 illustrates the quantitative outcomes of the improved methodology, showing the performance gains compared to the pre-2020 baseline. Together, Figure 2 and Figure 3 provide a clear demonstration of both the procedural enhancements and their tangible impact on project KPIs.

The company had been employing Lean Construction, BIM, and Emerging Technologies since 2020. The framework helped formalize and consolidate these practices, enabling complete digitalization and automation of design-phase processes by the time of implementation. Waste reduction was measured by tracking the elimination of rework, redundant documentation, manual reporting, and non-value-adding activities. The baseline used for comparison was drawn from historical data of the company before 2020, including defect logs, time reports, and manual input frequencies.

One notable outcome was the elimination of routine presentations and static progress reports. Stakeholders no longer needed separate documents or slide decks for updates, as the information was instantly available through the integrated digital system. Similarly, the number of coordination meetings was significantly reduced since many clarifications could be handled via the shared model and live dashboard, which served as a single source of truth. These improvements reflect core Lean principles of removing unnecessary steps and reducing waiting and over-processing waste [37,38].

Quality and safety performance also improved post-implementation, with quality metrics rising about 20% compared to the pre-framework phase. Although the project is still in its design stage, several indicators point to higher quality outcomes; design reviews found fewer errors and omissions, and there was a marked reduction in last-minute changes or rework. By leveraging BIM’s clash detection and coordination features, the team resolved issues in the virtual model that would have otherwise surfaced during construction, thereby improving the right-first-time quality of design deliverables. This corresponds with earlier findings that BIM can detect errors, omissions, and clashes before construction to reduce waste and rework [39]. In this study, the improved quality is evident not only in the design documents but also in downstream readiness. For instance, the design was so well-coordinated that it required no design-related change orders in later stages, an outcome that contrasts sharply with the pre-framework process, which saw frequent revisions.

6. Discussion

The integration of Lean Construction, BIM, and Emerging Technologies led to the transformation of the design phase into a Lean state with zero waste, a rare but highly desirable outcome in practice. This was facilitated by automating tasks that traditionally consumed designers’ time without adding value. For example, instead of preparing separate weekly reports, the team relied on the live BIM model and dashboard for status checks, thereby freeing up time for value-adding design activities. These process changes directly contributed to the measured productivity increase and demonstrate how technology can amplify Lean practices [40]. Similar cases have documented that combining Lean methods with BIM and digital tools yields superior efficiency outcomes beyond what either could achieve alone [41], reinforcing the significance of the observed 70% process optimization.

By linking Building Information Modeling with Emerging Technologies (such as CDE and automated dashboards), the framework ensured accurate, source-based information flow at all times. Continuous information flow was enabled through design data updated in real time and instantly visible to all participants, allowing the team to adjust and refine the design with minimal delay. This supports prior studies showing that implementing BIM early fosters uninterrupted information sharing, enabling faster decision-making and more effective team coordination [42]. The observed process improvements and efficiency gains were further enabled by the strategic adoption of Emerging Technologies. These tools facilitated real-time monitoring, enhanced data-driven decision-making, and supported secure and transparent information management throughout the design phase.

Perhaps most significantly, the framework transformed stakeholder collaboration and satisfaction. The introduction of a centralized, transparent working environment had an immediate positive effect on stakeholders’ engagement. In post-implementation interviews conducted between 2020 and 2023, team members and clients consistently described the integrated system as very effective and a unique system. They emphasized the advantages of the platform’s live dashboard, which provided real-time, hourly monitoring of design progress and performance metrics.

One stakeholder noted that having on-demand access to the latest information made the process transparent, alleviating the uncertainty that often plagues large projects. Another remarked that the ability to drill down into the model data at any hour kept everyone on the same page, vastly improving trust among participants. Stakeholder engagement was achieved through early involvement in the design phase, access to real-time dashboards, and the incorporation of interactive tools like VR/AR for design visualization.

Regular touchpoints and on-demand model navigation capabilities empowered stakeholders to contribute meaningfully to design decisions. The transparency and immediacy of the information flow increased their sense of ownership and reduced ambiguity, fostering higher trust and alignment. Such feedback indicates that the framework fostered a culture of openness and accountability. With all parties able to see updates or changes instantaneously, there were fewer misconceptions and more proactive discussions.

Moreover, giving the client and other stakeholders continuous access to project information effectively brought them into the design process. By leveraging the BIM model early on [43,44], the client contributed to design discussions, retrieving up-to-date information to accelerate feedback and decision-making. Stakeholders reported feeling far more involved and heard during design development than in the pre-framework approach.

This interactive, transparent process led to high stakeholder satisfaction; many expressed that they were comfortable with the project’s direction and trusted the information they were seeing. In fact, the collaborative atmosphere reduced the need for formal meetings, but paradoxically improved alignment. Decisions that previously would have required lengthy meetings were now resolved through the shared platform with brief check-ins.

Despite the clear improvements observed, there are important limitations to this study and implementation that must be acknowledged. First, the duration of the study was relatively short and confined to the design phase, which restricts the ability to evaluate the framework’s impact over the project’s full lifecycle. The reported gains in cost, time, and quality were measured during design development and immediate outcomes; however, long-term effects remain unassessed.

A longer monitoring period is needed to determine if the initial improvements persist, amplify, or possibly taper off over time. The short timeframe also means that certain benefits or challenges might not have fully materialized. For example, whether the 100% waste reduction is sustainable in practice or if any new inefficiencies emerge in later phases is unknown. This case-study-based snapshot, while indicative of positive trends, inherently limits the confidence with which we can generalize the results.

Second, the successful implementation of the integrated framework required essential training and a cultural shift, which presents a practical limitation. The project team underwent intensive training sessions to learn about the new systems and to adapt to an integrated way of working. This upfront training was necessary to realize the benefits but demanded time and resource investment that might be a barrier to other projects.

In this case, there was some initial resistance to technology adoption among team members. A few practitioners were hesitant to trust the new digital processes over familiar traditional methods. This kind of resistance to changing well-established work techniques is a well-documented challenge in construction innovation [29]. Fortunately, in this project, the resistance was relatively minor and was gradually overcome as users became more comfortable with the tools and saw quick wins.

Strong leadership support and incremental rollout of features helped ease the transition; nonetheless, the change management aspect is a notable limitation. Training activities included structured onboarding workshops, BIM, Lean Construction tools, and Emerging Technologies tutorials, and incremental feature deployment to reduce user resistance [45]. While the organization had prior exposure to Lean Construction, BIM, and Emerging Technologies tools, the transition to a fully integrated digital framework necessitated mindset changes and coordination shifts [46].

Initial resistance was observed, particularly around replacing manual reporting processes with automated dashboards. This was mitigated through leadership support, hands-on demonstrations, and early wins that illustrated the system’s advantages. The framework’s efficacy is contingent on users embracing it, which may not happen as quickly in all cases.

Finally, external generalizability is limited by the unique project conditions. This study focused on a confidential mega-scale infrastructure project with ample resources and top management backing for innovation. Not all projects might be able to invest in such an integrated system or achieve similar percentage improvements.

Additionally, some of the improvements, like the elimination of all wasteful activities, might be partly attributed to the exceptional commitment of the project team and consultants involved. Broader studies involving multiple projects and longer-term data would be valuable to validate that the observed improvements hold true across different settings and are not singular to this case.

In summary, while the short-term results are very promising, the limitations of study duration, required training and change management, and context specificity should be kept in mind. These factors temper the findings and point to the need for further research to fully ascertain the integrated framework’s impact and address any longer-term issues that could not be captured in this initial evaluation. Nonetheless, acknowledging these limitations provides important lessons. It highlights the necessity of proper training and stakeholder buy-in when implementing advanced construction management systems, and it underscores that even highly effective frameworks need to be tested across varied scenarios to establish their general effectiveness.

7. Conclusions

This research provides a partial real-world validation of an integrated construction lifecycle optimization framework that synthesizes Lean Construction, Building Information Modeling (BIM), and Emerging Technologies within the context of the Saudi Arabian construction sector. By focusing on the design phase of a confidential mega-scale project, the study demonstrates the framework’s effectiveness in significantly improving across all measured KPIs, including 25% cost efficiency gains, 40% time efficiency and delivery improvements, 25% enhancement in productivity and resource utilization, complete elimination of non-value-adding activities 100% waste reduction, and a 20% enhancement in design quality. These results validate the synergistic potential of merging Lean principles with digital transformation, where BIM’s coordination capabilities amplify Lean Construction’s waste reduction goals, while Emerging Technologies enable automation, real-time data transparency, and proactive decision-making.

Compared to the existing literature, the observed gains in this study exceed several reported benchmarks. For example, previous BIM-led implementations typically reported cost reductions of around 10–15% and time improvements between 15–30%, whereas this study demonstrated 25% and 40% improvements, respectively. Similarly, the complete elimination of design-phase waste and 70% process optimization surpass the values typically observed in integrated Lean Construction–BIM workflows. These comparisons reinforce the reliability and effectiveness of the proposed framework in achieving performance improvements beyond conventional expectations, particularly in complex mega-scale projects.

The adoption of Emerging Technologies enabled real-time, data-driven decision-making, seamless information flow, and enhanced collaboration among multidisciplinary teams. The results highlight that the framework not only delivered substantial quantitative gains, such as improved cost and time efficiency, and near-complete elimination of process waste, but also fostered a collaborative, transparent, and adaptive project environment. These improvements were progressively achieved between 2020 and 2023 as part of the company’s digital transformation journey, and the framework served to structure, consolidate, and validate these advances through systematic implementation and performance benchmarking. Despite these positive outcomes, several limitations must be acknowledged, including the restricted duration and focus on the design phase, the need for comprehensive training and organizational adaptation, and the unique context of a resource-abundant mega-project, all of which may affect the generalizability of the findings. The observed benefits were achieved through substantial upfront investments in training and change management, indicating that the framework’s success depends heavily on organizational commitment and digital maturity. While the Saudi construction industry’s readiness for such integrated approaches appears promising, persistent challenges, such as skills shortages and cultural resistance to new workflows, must be addressed. These factors underscore the importance of further longitudinal research to assess the framework’s impact throughout the entire construction lifecycle and in a wider range of project environments.

The framework’s success is attributed to several enabling conditions: the organization’s digital readiness, top management support, access to resources, and a culture of innovation. While these factors may not be universally present, the principles of integration, performance monitoring, and stakeholder engagement can be adapted to other projects and regions with appropriate customization. For broader applicability, organizations should invest in digital literacy, phased adoption strategies, and ensure cross-functional collaboration from early stages.

In conclusion, the findings affirm the potential of integrating Lean Construction, BIM, and Emerging Technologies to drive transformative improvements in construction management within Saudi Arabia. The evidence generated in this pilot implementation provides a compelling foundation for broader application and ongoing refinement of the framework. Future research should extend these insights by evaluating long-term impacts, exploring strategies to address implementation challenges, and validating the framework across diverse projects and organizations. Such efforts will further support the Saudi construction industry’s progress toward operational excellence, sustainability, and alignment with national development objectives.