Between 6% and 12% of construction cost overruns originate in the re-construction of poorly executed units detected once the unit has been completed [10; 11], and this is further aggravated by the general lack of motivation of the construction company crews and subcontractors [12]. An additional factor reinforces the problem of human error, and is the low adoption of technology in the sector, which continues depending on human people in both artisanal production and management, rather than on automated processes. This technological gap contributes to the inefficient performance and lack of transparency of the process, resulting in duplication or absence of information, and erroneous or questionable information [13]. Finally, there are some variables that affect project performance which exist in all construction projects due to their complex, uncertain and variable nature [14]. These causes, which are inherent to all construction projects, include delays in the delivery of material and equipment orders, design errors, changes in design, breakdowns and malfunctions of equipment and auxiliary resources, absences from work, greater environmental impact, more work-related injuries and other aspects that affect productivity ratios [15]. These changes in productivity ratios produce deviations from the initial project plan, and encourage improvised decision-making instead of meditated and controlled decisions. Finally, the literature also includes causes of political origin. In general, low levels of control during the contracting and construction of projects have been identified as an alarming issue for researchers and any interested agent in the sector, who claim a change in regulation to avoid reckless contracting, since according to the literature there is a correlation between these irresponsible bids and budgetary deviations during construction [16]. Specifically, in Spain, actions are being undertaken in both the public and private initiatives, such as the report by the Spanish Confederation of Business Organisations which proposes to improve the legal framework and contractual procedures for contracting construction companies. Actions have also been promoted from the public administration such as the publication of a new procurement law for the public sector which aims to provide greater transparency in public tendering processes and to define actions for greater control of the construction process. Furthermore, other measures have been introduced to digitize the construction process, following the European trend that has been establishing the use of Business Information Modelling (BIM) in recent years [17]. As a result of the foregoing, a rethinking of the practices and procedures used until now is necessarily needed, being unavoidable the definition of new guide lines of action for greater efficiency in construction projects (Figure 1). Figure 1: Example of problems detected in the previous phase of a construction project. For all the above reasons, this paper focuses on the incorporation of actions that allow the improvement of performance during the construction phase, minimizing deviations from what was planned. In accordance with the above, the following sections examine the application of the most relevant current trends on the sector in order to improve performance during the construction process. Currently, the most studied approaches in the area are the Building Information Modelling (hereinafter BIM) and the Lean Construction paradigm. The tools associated with BIM represent the emerging technology that allows construction projects to be managed centrally throughout their life cycle, from the definition of the preliminary project to the end of its useful life, concentrating all the project information in a digital information model accessible to all participants [18]. Another growing paradigm within the construction industry is the Lean Construction philosophy.