To cope with the current problems in the construction industry, project managers and scholars seek new methods to turn the tide. Many scholars blame traditional management approaches for cost overruns and delays occurring in current projects. To find solutions, project managers introduce tools from various sectors that have coped with similar problems before, such as the IT and manufacturing sectors. Scheduling has been found to be a main reason for delays and cost overruns. Traditionally, scheduling is done before projects start. Predictions are made for durations, costs and required resources. Project managers impose schedules on subcontractors and apply pressure to prevent delays or cost overruns. This method is characterized by a reactive approach to problems. Short-cyclic scheduling is more appropriate for complex projects than traditional scheduling. Short-cyclic scheduling tools allow operational personnel to schedule their own tasks. This gives them the flexibility to detect problems quickly and act proactively. Besides, recent knowledge from the work floor is applied directly to the schedule. Furthermore, A benefit of short-cyclic scheduling is the possibility to proactively cope with changing top-down requirements and circumstances. Most short-cyclic scheduling tools originate from the IT and manufacturing sectors. However, construction projects during the realization phase differ from IT and manufacturing projects. Which raises the question if construction projects during the realization phase are appropriate for short-cyclic scheduling. Scholars have investigated implementations of such tools but have not clearly formulated criteria for short-cyclic scheduling in ongoing projects. To find these criteria the following research question is formulated: What determines the appropriateness for short-cyclic scheduling of construction projects in the realization phase? The determination of a project’s appropriateness started with a literature study on short-cyclic implementation in construction projects. The literature study resulted in theoretical conditions for appropriate short-cyclic implementation. The theoretical conditions were used as a framework to observe scheduling sessions and to interview project members in two construction projects. The theoretical conditions were a means to structurally investigate problems and success factors in the two projects. The case studies resulted in a list of critical project factors for appropriateness, depicted in Figure 1. These critical factors can be considered the tipping point for a project’s appropriateness. If a project does not possess these factors it is unrealistic to expect a successful short-cyclic implementation.