Bridging Agile and Structural Engineering

A Conversation with Ala-Shawwa P.Eng.

In the world of structural engineering, where precision, safety, and long timelines often dominate, the idea of agility can seem counterintuitive yet, leaders like Ala Al-Shawwa, P.Eng., are proving otherwise. As Manager of Structural Engineering at AECOM, Ala has embraced Agility to lead multidisciplinary teams, enhance delivery excellence, and adapt to evolving project needs.

In this conversation, Ala shares how incorporating agile practices has improved project outcomes and team dynamics. He also opens up about the practical limitations of applying agility in a field governed by strict codes, heavy documentation, and stakeholder expectations. For engineers and project leaders navigating similar terrain, his insights offer both inspiration and caution.

1. Can you describe your role at AECOM and how your teams typically operate in delivering structural engineering projects?
   
   At AECOM, I lead the structural engineering teams across Alberta. My role focuses on technical leadership, project delivery, mentoring, and making sure our teams are aligned and supported. I have over 35 years of experience in this field, working across Jordan, the Gulf region, and Canada, with a strong focus on Alberta since 2007.
   
   Our projects range from buildings to transit facilities and water infrastructure. We usually work in multidisciplinary teams, and I make it a priority to ensure clear coordination, early collaboration, and practical solutions that meet both technical and client needs.
   
   I believe good leadership is about creating clarity and trust. I focus on helping my team grow, adapt, and deliver excellent work, while keeping communication open and consistent with our clients. That mindset has helped us navigate some of the most complex and rewarding projects in the region.
   
   
2. Agile is often associated with software development. How have you applied agile principles within your structural engineering and infrastructure projects?
   
   Agile thinking has been a part of my leadership well before it became a buzzword. While we may not use sprints in the traditional sense, principles like iterative progress, client collaboration, early deliverables, and team empowerment are embedded in how we approach fast-track or design-build projects. On many P3 and infrastructure projects, we break the scope into manageable packages, share progress quickly, and adjust based on feedback. This keeps momentum strong and reduces surprises.
   
   To our team, agility is about staying responsive, focusing on outcomes, and keeping the team and client aligned throughout the process. It is not about following a method, but about working in a way that is flexible, clear, and value driven.
   
   
3. Could you share a specific example where agile thinking helped your team navigate uncertainty or complexity?
   
   One example that stands out is the Calgary Stoney Transit Facility. It was a large P3 project with tight timelines and many moving parts. We could not wait for every detail to be finalized before moving forward, so we broke the design into early packages, held regular check-ins with the contractor, and adapted as site conditions changed.
   
   That agile approach helped us keep the schedule on track, respond quickly to challenges, and build strong trust with the client and partners. It made a complex project feel much more manageable.
   
   
4. How do you foster agility within multidisciplinary teams that may not be familiar with agile frameworks?
   
   We focus on applying agile principles in a way that fits our environment. That includes early collaboration, clear communication, and the ability to adjust as the project progresses.
   
   With multidisciplinary teams, I make sure we build alignment from the beginning. Everyone is involved early, roles are clear, and regular check-ins help keep the team moving forward. We use visual tools to track progress and encourage open conversations throughout the project.
   
   It is not about following a strict methodology. It is about creating a culture where people are engaged, flexible, and comfortable suggesting improvements as the work unfolds
   
   
5. What agile tools or rituals (e.g., stand-ups, retrospectives, kanban boards) have you successfully integrated, and how have they been received by your team?
   
   We have adopted elements that align with agile practices, tailored to our project needs. For example, we hold regular short team check-ins that serve a similar purpose to stand-ups. These meetings help us quickly align, flag issues, and adjust as needed.
   
   We also use visual tracking tools like Microsoft Planner to map out tasks and responsibilities, which gives everyone a clear picture of progress. While we do not formally call them agile rituals, these tools and habits help us stay flexible and focused. The team has responded well because they make our work more transparent and
   manageable.
   
   
6. What are the biggest benefits you’ve observed from introducing agile practices in your projects?
   
   Applying agile principles has made a real difference in how we deliver projects. We see faster alignment with clients, quicker decision-making, and fewer delays caused by miscommunication.
   
   Breaking down work into smaller packages and maintaining regular feedback loops allows us to catch issues early and adjust before they become major problems. It also builds stronger trust with clients since they are involved and informed throughout the process.
   
   Overall, the team stays more engaged, and the project stays more focused on what truly matters.
   
   
7. On the flip side, what are some of the challenges or limitations you’ve faced when trying to implement agile approaches in your industry?
   
   One of the biggest challenges is that structural engineering requires strict adherence to safety codes and regulatory standards. This makes it harder to apply some agile techniques in a flexible way, especially when formal signoffs and staged approvals are involved.
   
   Another limitation is the complexity of coordinating multiple disciplines on large infrastructure projects. When timelines are tight and deliverables are fixed, it takes careful planning to introduce any new ways of working.
   
   
8. How have you addressed resistance to change or mindset shifts, especially among senior professionals or stakeholders?
   
   We approach it by starting small and focusing on outcomes. Instead of changing processes all at once, we introduce agile practices that support existing workflows, like early coordination and frequent check-ins.
   
   The key is to show value. When senior team members or stakeholders see that these changes reduce rework, improve clarity, and help meet deadlines, they are more open to adopting new approaches. We also encourage open conversations and involve them early, so they feel part of the solution, not just on the receiving end of change.
   
   
9. As someone passionate about mentoring and strategic growth, how do you see agile leadership differing from traditional leadership in project environments?
   
   Agile leadership is more about listening, empowering, and adapting. Traditional leadership often focused on directing and controlling, but in today’s project environments, I see more value in creating clarity, building trust, and supporting the team to make decisions.
   
   As a leader, I try to guide rather than dictate. I create space for people to bring ideas forward, and I help clear obstacles so they can keep moving. This kind of leadership helps teams stay engaged and responsive, especially when things change quickly.
   
   
10. How does agility shape your decision-making and communication with clients and teams?
    
    Agility helps me focus on what matters most. I try to make decisions based on what brings the most value at the right time, not just what was planned at the beginning.
    
    With clients, I keep communication open and transparent, even when plans need to shift. With the team, I stay close to the work and encourage regular feedback. This keeps everyone aligned and gives us the flexibility to adjust without losing direction.
    
    
11. For project leaders in construction, infrastructure, engineering or other domains who are considering adopting agile practices, what advice would you offer to start the journey effectively?
    
    Start simple and focus on the mindset, not the method. You do not need to change everything at once. Begin by encouraging early collaboration, shorter feedback loops, and open communication.
    
    Find one or two practices that fit your team and project and build from there. Most importantly, create a culture where people feel comfortable raising concerns, suggesting changes, and learning together. That is where real agility begins.
    
    
12. What impact has PMI-SAC had on your career or professional journey, and how has it supported your growth as a project leader?
    
    PMI-SAC has played an important role in my growth as a project leader. It has given me a platform to connect with other professionals, share experiences, and stay current with best practices in project management.
    
    Being part of the community has helped me see leadership from different angles and apply new ideas in both engineering and management. It also reinforced the importance of continuous learning, mentoring, and contributing back to the profession.
    
    Through PMI-SAC, I have not only grown my knowledge but also expanded my network and strengthened my leadership presence within and beyond the industry.

Ala Al-Shawwa’s journey reminds us that agility is not confined to tech, it’s a mindset that can drive innovation, responsiveness, and resilience across any discipline. As structural engineers balance precision with adaptability, leaders like Ala show that with the right mindset, even the most rigid frameworks can become agile. His insights are a powerful call to project leaders everywhere: focus on value, stay flexible, and never stop evolving.