The linear workflows used in the construction industry, such as the RIBA plan of work, have a history of starting when the previous phases end. The stages in these workflows are often distinct and sequential, and it might be difficult or expensive to go back after a stage is finished. Design reviews are required in this method, which is also known as the “Waterfall,” and they must be completed before moving on to the next level. 

Cross-phase iterations are a rare symptom of problems, and the majority of design specifications will be locked early to prevent rework. Additionally, common planning and scheduling methods for the construction industry, like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), lack the ability to represent feedback and iteration in projects because they only permit one-way progression. 

As a result, these processes have come under fire for being a linear paradigm that encourages a fragmented approach to project management, and the need for a more iterative procedure has increased.