
© Florian Spring
Working like yesterday or planning for tomorrow?
Our approach to architecture is to design projects dynamically and flexibly. Rather than continuing to conform to outdated structures we've long outgrown, we embrace agile teamwork. This approach fits us perfectly: it gives us the breathing room we need—and, more importantly, the freedom to make bold, self-critical creative decisions throughout the process.
In our integral planning workshop, everyone involved in the project sits at the same table, including the client. Agile project management replaces rigid plans with simple rules and project sprints. We have now perfected this way of working even further: The team really does sit together in one room throughout the entire planning process - the BIG ROOM.

An Athletic Approach
You might think that architects are born endurance athletes. A large project can span years or even decades, with unforeseen challenges requiring extra rounds. This often demands long-term stamina. But what if, instead of setting one major, fixed goal from the start, we plan multiple quick sprints? This allows us to measure and evaluate results continuously. Breaking the big picture into short cycles, as opposed to sticking to a fixed path, gives us the flexibility to adapt to new demands or conditions.
Agile planning, effective collaboration
"In 2020, as part of our internal transition to BIM, we began rethinking our processes," explains Lukas Kral, Head of Process Management at Dietrich Untertrifaller. "We realized that simply upgrading our equipment wasn't enough—we needed to find new ways to work effectively and purposefully with our partners, from clients to consultants to contractors. Like a sports team all pushing in the same direction."
As a Scrum Master, Kral is very familiar with this agile approach: "Scrum comes from rugby, specifically from the concept of the scrum, where players from both teams work closely together to regain possession of the ball. This emphasizes collective effort over individual action, and that principle also applies to Scrum project management."
The Scrum Master’s role is to foster communication and collaboration within the team, remove obstacles, and support colleagues in adapting dynamically to challenges—"without dictating how tasks should be completed—much like in rugby, where players adjust their strategies as the game unfolds."
The BIG Room as the Playing Field
"After realizing that traditional methods, like the hierarchy principle to project management, were increasingly holding us back, we set out to find a more agile, flexible way to collaborate at a shared table," Kral explains, describing the implementation of the BIG Room in process management. "This understanding of transparent, communicative working methods developed organically within our team. At Dietrich Untertrifaller, we handle all of our projects – whether it's a single-family home, a sports hall, or an urban development – internally following this principle."

© Florian Spring
This means having a dedicated process management team that defines the rules and looks for innovative solutions. "Our job is also to make processes visible and to prevent potential issues from affecting the participants. We are only involved in the projects structurally, not content-wise."
A major next step is applying these established, tested processes to external structures. "The concept itself isn’t new; it’s traditionally applied during the construction phase on-site," Kral adds, "we’ve simply translated it into the planning phase."
The inspiration for the BIG Room came from the common practice of working in project studios at universities. Clients and project partners, like in the case of Kuku 23, have not only embraced this approach but are increasingly demanding it in tenders. A recent example is the planning for Viertel vor Feldkirch, which is being handled with 100% agile approach as a pilot project by Dietrich Untertrifaller.
Teamwork, not Shadowboxing
Danijela Müller-Stojanović, project manager and architect, is part of the process management team at Dietrich Untertrifaller and is responsible for overseeing the Viertel vor Feldkirch project: "We've been working and planning on-site for a year now, and we notice significant differences compared to traditional project execution. Since we’re all in the same room, it’s easy to coordinate quickly with minimal effort."
What’s special about the BIG Room is that not only architects but also clients, consultants, and contractors are in the same physical space on-site. "Of course, we have to consider how complex a project is, but integral planning is central to all our endeavors, and we can draw on various project management methods."

© Florian Spring
At Dietrich Untertrifaller, we view this type of interdisciplinary teamwork as an opportunity to inspire our project partners to embrace this approach. Even though integral and agile working is still new for many consultants and technical specialists, they increasingly see opportunities for their own structures, as tools like BIM are already widely used. Still, we continue to refine our structures, asking questions like: Is agile working suitable for everyone? How can we maintain a connection to the internal team when working with changing teams at different locations? And, what if no one shows up?
Jacqueline Horn, an architect overseeing the revitalization of the European Patent Office in Munich for Dietrich Untertrifaller, moved her office from the Munich studio to the BIG Room directly inside the existing building: "The client specifically requested this type of integral teamwork and is also present on-site. I appreciate the flat hierarchies and direct, uncomplicated communication with consultants. When everyone participates, a real team can form, and you can contribute to workshops and reviews. However, I do wish all participants were consistently on-site."
Recognising wishes and needs
Although the BIG Room concept is still in an experimental phase, we sense an emerging spirit of innovation that is gradually engaging all participants. Our big advantage: we are not bound by rigid systems and can change the game plan or tactics at any time while keeping the goal in sight.
Danijela Müller-Stojanović shares a similar view: "Thanks to our integral approach, we can achieve better quality in our projects, reduce changes, and be more efficient in our work. Because clients are always accessible, we can better understand their needs and wishes and filter out the most relevant information."
Lukas Kral also sees a clear trend toward implementing the BIG Room concept or simply handling projects differently than in the past: "Integral teamwork and physical presence, especially in projects that require a lot of discussion, lead to a more harmonious overall structure. If we succeed in taking our integral processes from the internal to the external world and everyone contributes to the project’s success, we operate on a completely different level. We become a winning team."
Text: Linda Pezzei, November 2024
Co-operation: Danijela Müller-Stojanović, Jacqueline Horn, Lukas Kral