3D Printing is an emerging manufacturing technology that is in a research and prototyping stage in the construction industry. This research presents a governance framework for construction projects in which large scale freeform 3D printing is applied, based on empirical data of 7 case studies. The observed governance in the case studies is a combination of existing governance models for construction projects, product design and innovation. Traditional project governance was found to be invalid for 3D printed objects. For these objects a product design approach is required. Based on the best practices and challenges observed in the case studies, governance structures were designed for two types of projects: construction projects in which 3D printed components are applied, and a building in which the majority is 3D printed. Both scenario's will be competitive with traditional practice for specific projects and/or components, and are expected to be introduced in the construction industry in the medium term future (2-5 years).

‘Agile1’ or ‘Agility’ currently is a popular expression within project management. Agile project management is a method to meet the ever-changing needs and requirements throughout a project. An agile approach requires small multi-disciplinary development teams, working iteratively and in close collaboration with the client. This project management approach is developed in the information technology (IT) industry in the 1990’s. Since then, agile gets more and more attention from different industries; the construction industry is no exception. More and more guidelines and tools appear in literature to manage projects in an agile manner. Yet, contractual guidelines suited for an agile approach in construction industry are currently missing. Ample research has been conducted on contracts for projects that use conventional project management, like the ‘waterfall approach’. But due to a different management style, agile project management may not be compatible with these existing construction contracts. This gap in knowledge resulted in the following research question. How to effectively enable agile project management through construction contracts? The scope of this research is the front-end development phase of construction projects between client – engineer, consultant or architect (hereafter referred to as supplier). The following activities were conducted to find an answer to the research question: literature review, exploratory interviews, development of an agile contract proposal, validation and synthesis of the findings.