Impact of Team Integration and Group Cohesion on Project Delivery Performance

Franz, Bryan; Leicht, Robert; Molenaar, Keith R.; Messner, John

doi:10.1061/(asce)co.1943-7862.0001219

Cited by 137 publications

(93 citation statements)

References 29 publications

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“…For example, the contract type (Moore and Dainty 2001), or the quality of the project participants as well as their BIM maturity (Kassem and Succar 2017). The contract defining the project delivery impacts the team integration and group cohesion (Franz et al 2016). For example, with a design-build delivery, all actors join the project during the design phase, changing their relationships.…”

Section: The Notion Of Flow and The Importance Of Information Flowmentioning

confidence: 99%

A lean approach to optimize BIM information flow using value stream mapping

Michaud

Forgues

Carignan

et al. 2019

ITcon

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Building Information Modelling (BIM) was introduced in the Architecture, Engineering and Construction (AEC) industry as a shared information platform that aims to improve productivity through better collaboration. The assumption is that a virtual integration of information among project stakeholders would reduce the issues around the fragmented nature of the processes that still prevail in the construction field. This paper aims to highlight the sources of waste in the information flows between an architecture firm, a Mechanical, Electrical and Plumbing (MEP) engineering firm, a general contractor (GC) and a MEP subcontractor (SC) in a BIM project – an aspect of waste little covered in the Lean literature. The focus is on the MEP process from early design to the final product. This research contributes to the identification of the main barriers to information flow, including the conflicts and waste sources that emerge from using BIM, as well as to the identification of emerging successes. Moreover, the findings offer practical implications by providing a visual of the patterns emerging from the use of BIM. Finally, by providing potential waste reduction strategies such as Value Stream Mapping (VSM) this work allows construction actors to identify and reduce sources of waste in their processes.

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Section: The Notion Of Flow and The Importance Of Information Flowmentioning

confidence: 99%

A lean approach to optimize BIM information flow using value stream mapping

Michaud

Forgues

Carignan

et al. 2019

ITcon

View full text Add to dashboard Cite

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“…Design management of international hydropower EPC project starts from reviewing conceptual design for contractor-designer alliance to win EPC contracts [15]. Alliance can help contractors and designers to adequately consider the concerns of each other, and then appropriately decide the depth and responsibility of design in EPC contracts [19,55]. Nevertheless, EPC contracts will leave many uncertainties owing to some clients' requirements and needs being unable to be elaborated at the beginning of project implementation [56].…”

Section: Design Managementmentioning

confidence: 99%

Improving Design Performance by Alliance between Contractors and Designers in International Hydropower EPC Projects from the Perspective of Chinese Construction Companies

et al. 2018

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Extant literature lacks a systematic framework addressing the mechanisms of the alliance functional process and its impacts on management activities together with performance in delivering Engineering-procurement-construction (EPC) projects. This study quantitatively investigates the cause-effect relationships among these themes by building and validating a conceptual model of contractor-designer alliance in international hydropower EPC projects. With the support of data collected from an industry survey, the results reveal the key design problems, application of contractor-designer alliance, design management level and performance, which form a sound basis for design management emphasis in EPC activities, e.g., sufficiently considering sustainability of hydropower projects by incorporating environmental, social, and economic factors into designs. The path analysis indicates that the contractor-designer alliance can not only improve design performance by enhancing design management, but also directly promote design performance. This research has significant contributions to the body of knowledge by building interdisciplinary linkages between the areas of alliance, design management, and performance, theoretically demonstrating the mechanism of how interfirm cooperation functions to achieve superior design outcomes of hydropower EPC projects. Understanding these causal relationships will be crucial for contractors and designers to optimally allocate their complementary resources for seeking better design solutions in dealing with both technical issues and sustainability factors.

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“…Asmar et al 2013found significantly lower RFI processing times and fewer resubmittals on Integrated Project Delivery (IPD) and "IPD-ish" projects, when compared to Design-Bid-Build (DBB) and Construction Manager at Risk (CMR). Most recently, Franz et al (2017) demonstrate that timely communication is reflective of the cohesiveness of the team and is a significant contributor to cost and quality outcomes. Communication was improved when the primary contractor and select specialty trades were involved early in the design process.…”

Section: Role Of Project Delivery Systemsmentioning

confidence: 99%

Framework for Assessing Resilience in the Communication Networks of AEC Teams

Franz¹,

Leicht²,

Maslak³

2018

EPOJ

Self Cite

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Architecture, engineering and construction (AEC) teams experience frequent changes in membership when delivering a project. While some of these changes are planned (e.g. phased involvement, role reassignment), others are unexpected (e.g. career change, sudden downsizing). Poorly planned or unexpected changes in membership can bring communication to a standstill and impair a team’s ability to deliver a successful project. By examining literature from civil engineering, as well as recent studies on network and team science, we propose a conceptual framework that places the formation, disruption and recovery cycle of communication networks in the context of a construction project. The purpose of this framework is to gain a better understanding of resilient communication networks at the project-level. To demonstrate the potential of this framework, email data was collected from the construction manager on an in-progress project that experienced an unexpected departure of their onsite project engineer. A week-byweek content and network analysis was performed for a period of one month to examine the impact of this change in team membership. The results suggest that the disruption in their communication network, measured as between a 40 to 50% loss in density, average degree and centralization following the departure of the Project Engineer, closely resembled the pattern of loss and recovery illustrated by the resilience triangle. Through discussion, the implications of these results at the project- and firm-level impacts are explored. Specifically, the framework demonstrated potential in forecasting vulnerability in a communication network by examining structural properties, such as high betweenness centrality relative to other members. However, we further that additional studies are needed to fully understand the dynamics and long-term benefits of more resilient communication networks, particularly as they relate to demographics and skillset of team members and the role of integrated delivery methods in promoting more robust networks.

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Impact of Team Integration and Group Cohesion on Project Delivery Performance

Cited by 137 publications

References 29 publications

A lean approach to optimize BIM information flow using value stream mapping

A lean approach to optimize BIM information flow using value stream mapping

Improving Design Performance by Alliance between Contractors and Designers in International Hydropower EPC Projects from the Perspective of Chinese Construction Companies

Framework for Assessing Resilience in the Communication Networks of AEC Teams

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