The digital transformation of the construction industry has outpaced the evolution of traditional project management competency frameworks, leaving many Project Managers (PMs) underprepared to meet the demands of emerging technologies such as Digital Twins (DTs). This study develops and validates a Next-Gen Digital PM Competency List tailored to the Smart Built Environment (SBE) through a structured two-stage methodology. Stage 1 applied a three-phase process comprising (1) a Systematic Literature Review (SLR), (2) NVivo-based thematic analysis, and (3) Large Language Model (LLM)-driven synthesis. These phases identified, categorised, and defined 55 digital PM competencies, systematically organised into Skills, Knowledge, and Core Personality Traits. Stage 2 evaluates the practical relevance of these competencies by mapping them against six thematic functional requirements of DTs, including interoperability and integration, real-time data management, simulation and predictive modelling, cybersecurity and data governance, stakeholder collaboration, and scalability and lifecycle continuity. DTs were selected as an exemplar because they integrate multiple digital technologies, Building Information Modelling (BIM), Internet of Things (IoT), Artificial Intelligence (AI), and cloud computing, making them a representative test case for evaluating competency alignment in digital transformation. The mapping confirmed strong alignment in digital integration and collaboration while exposing gaps in cybersecurity readiness and lifecycle resilience. The resulting framework provides a validated reference for competency benchmarking, targeted training, and digital leadership development. By equipping PMs with the competencies to lead, manage, and support digitally enabled projects, this research contributes directly to advancing smart and sustainable construction practices in the digital built environment.

The integration of Digital Twins (DTs) in Lean Construction (LC) represents a transformative approach to enhance collaboration, efficiency, waste reduction, and decision-making in construction projects. This paper explores the potential of DTs across different levels of LC through a comparative analysis method, aiming to establish a robust implementation foundation for lean organisations. Firstly, at the philosophy level, DTs foster collaboration, transparency, and respect for people by providing real-time data and virtual representations. They enable value maximisation, waste minimisation, and continuous improvement through visualisation, simulation, and data-driven decision-making. Besides, continuous improvement through monitoring and feedback loop. Secondly, at the principles level, DTs align closely with key LC principles such as value maximisation, continuous improvement, waste elimination, pull planning, continuous flow, and fast switch-over. By optimising processes, enhancing monitoring capabilities, and facilitating collaboration, DTs contribute to efficient project delivery. Thirdly, at the methods level, DTs complement LC methods such as Error Proofing, Value Stream Mapping, Target Value Design, and Last Planner System by facilitating real-time collaboration, visualising workflows, engaging stakeholders early, and providing error prevention capabilities. Overall, the strategic integration of DTs and LC thinking leads to improved project efficiency and value delivery, fostering ongoing innovation and improvement in the construction sector.

In the automotive industry, autonomous vehicles (AVs) are an advanced innovation that has the potential to revolutionise the existing transportation system significantly. In addition, AVs provide benefits for society, the economy, and the environment. As far as Lean Construction (LC) is concerned, these features appear promising. LC's primary objective is to minimise the waste of resources, time, and effort. This study examines the potential contribution of AVs to LC through two exhaustive rounds of literature review. The research aims to establish the links between AVs and the overarching LC philosophy and principles. The first round of the literature review identified that AVs could reduce waste in three areas: inventory, transportation, and waiting time. Moreover, they can support solutions to environmental concerns. Additional literature reviews have identified five potential approaches for a new technology that can be applied to the construction industry to enhance the implementation of AVs. As well as the anticipated developments in each case are discussed accordingly. The practical implications of the findings are that AVs can reduce waste and cost, increase efficiency and productivity, and help create a more sustainable construction industry. According to the study, the construction industry should take a proactive approach to implementing AVs.

This study delineates the integration of Virtual Reality (VR) within Lean Construction, emphasising its application across the philosophy, principles, methods, and tools of Lean Construction. By conducting a systematic literature review, this research considers the utilisation of VR to enhance construction processes, specifically focusing on its role in mitigating waste, maximising value, continuous improvement, and respect for people. The investigation reveals VR's capacity to bridge the theoretical and practical aspects of Lean Construction, offering a novel perspective on its implementation. The results demonstrate VR's potential in advancing Lean Construction practices through its philosophy, principles, methods, and tools. Also, the utilisation of VR, particularly in SCRUM, Set Based Design and Visual Management, underlines a transformative potential for enhancing construction project efficiency and value. The paper concludes by highlighting the contributions of VR to Lean Construction, proposing actionable insights for practitioners and suggesting avenues for future research. This approach provides a comprehensive review for integrating VR in construction projects, aligning with Lean Construction for enhanced project outcomes.

Purpose: Digital transformation is reshaping project delivery in the construction sector, requiring Project Managers (PMs) to operate across increasingly complex technological, organisational, and sustainability-driven environments. Despite the growing importance of digital capabilities, there remains a lack of empirical evidence on the underlying structure of digital project management competencies in construction. This study aims to empirically validate the Next-Gen Digital PM Competency Framework for the construction sector. Design/methodology/approach: Building on a previously developed and validated list of 55 digital PM competencies, survey data were collected from experienced construction professionals and analysed using Exploratory Factor Analysis (EFA). Principal Axis Factoring (PAF) with Promax rotation was employed to examine the latent structure of the competency set. Findings: The results confirm a statistically robust seven-factor competency structure, supported by eigenvalue thresholds, scree plot interpretation, and thematic coherence. A total of 25 competencies were retained and grouped into seven latent constructs: Digital Execution and Optimisation; Human-Centred Digital Leadership; Lifecycle Risk and Compliance Knowledge; Digital Sustainability Intelligence; Digital Tools Proficiency and Automation; Digital Content and Data Management; and Digital Transformation Enablement Skills. Together, these factors capture the multidimensional nature of digital PM capability across technical, behavioural, and cognitive domains. Originality/value: This study provides one of the first empirically validated digital project management competency frameworks tailored to digitally transformed construction environments. The findings demonstrate that digital PM competency extends beyond technical proficiency to encompass leadership, governance-related capabilities (e.g. lifecycle risk and compliance), sustainability, and transformation-oriented capabilities. The resulting framework offers an empirically grounded foundation for competency assessment, workforce development, and targeted professional upskilling in digitally enabled construction environments, while establishing a statistically validated basis for future confirmatory analysis.