Purpose: According to Boverket errors and defects in the construction sector cost society SEK 100 billion per year. Most of the problems that occurs can be avoided through a well accomplished design phase. The challenge is that the design phase is limited in time and costs. It is also challenging because a lot of different actors are involved. There is potential for improvement regarding project management and communication in the design phase. Therefore, the aim of this study is to examine how the design phase of construction projects operates and how it is experienced by those involved. Thereafter give suggestions on how project management and communication can be improved. Method: To answer the study's questions, qualitative methods have been applied. A literature study has been conducted to create a knowledge base on the subject. Subsequently, data were collected through semi-structured interviews, document studies and observations. Findings: In each design process of the company, there is a design project manager who is responsible for directing and leading the design project group. Communication takes place mainly via meetings, email, and telephone. Regular design meetings are held in the form of VP meetings. The defects that exist in the communication in the design phase are late information, lack of information transfer between the stages in the design phase and uncompleted job descriptions. New groups where the actors do not know each other also make communication difficult. Agile methods that can be implemented in the design phase, with advantage, are self-organized teams, meetings every day, co-location, and short stages. Implications: The design phase is mainly performed as a traditional project with elements of agile methods. Several agile methods should be implemented and those already applied should be developed. Communication is important for the success of the design process but is also what is causing problems. In addition to the methods presented in the findings, the authors have suggested the following improvement proposals: visualization in the form of Kanban boards, well described order specifications, planning with room for change, involving all actors in the design phase, continuous experience meetings, creating a communication plan and setting requirements for actors' competence. Limitations: Although the study has examined projects at a specific company, the results are useful for several construction companies since the design process is similar throughout the industry. Solely the design phase is studied, and the result is therefore not applicable in the remaining parts of the construction process.Keywords: Agile, project management, design process, leadership, communication and construction projects.