Patterns of interaction in construction team meetings

Foley, J. P.; Macmillan, Sebastian

doi:10.1080/15710880412331289926

Cited by 21 publications

(18 citation statements)

References 15 publications

(15 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Traditionally, weekly site meeting is more of an opportunity for subcontractors to receive instructions rather than make input into the decisions. Foley and Macmillan (2005) found that during a team meeting the input from subcontractors is only 2%. It is no surprise therefore, as shown in Figure 1, the managers rarely allow subcontractors to make input during the decision-making process in the Gibraltar construction industry.…”

Section: Last Planner Thinking In the Gibraltar Construction Industrymentioning

confidence: 99%

Improving Construction Management Practice in the Gibraltar Construction Industry

Daniel¹,

Garcia²,

Marasini³

et al. 2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

View full text Add to dashboard Cite

Research has shown that 57% of activities in a construction project is non-value adding (waste) which contributes to the poor performance of the sector. While other countries of the world such the USA, UK, Brazil, Nigeria and Israel among others are seeking to understand this challenge and deploy innovative ways and modern techniques to improve it, limited studies have explored factors that contribute to non-value adding activities (NVA) in the Gibraltar construction industry. The current study aims to identify the factors that contribute to NVA on construction sites in Gibraltar and to present an outlook on how this could be minimised using Last Planner System(LPS).A combination of quantative and qualitative research approaches were used. Thirtyone questionnaire responses were analysed and seven semi-structured interviews were conducted. The investigation reveals that the development of unrealistic schedules, lack of adequate training, delayed approval process and work interruption due to the community are the key factors that contribute to NVA. The study found that the suggestions offered by construction professional for minimising NVA align with some LPS principles. The study concludes that some of the current practices, could serve as justification for the introduction of LPS in the construction sector of Gibraltar.

show abstract

Section: Last Planner Thinking In the Gibraltar Construction Industrymentioning

confidence: 99%

Improving Construction Management Practice in the Gibraltar Construction Industry

Daniel¹,

Garcia²,

Marasini³

et al. 2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

View full text Add to dashboard Cite

show abstract

“…There are different types of design meetings and the name of a meeting type, the project stage, the people present and chairing meetings are known to differ (Foley & Macmillan, 2005). Analyses of the patterns of interaction in meetings have reported on the more dominant parties speaking most in meetings at various project stages (Austin, Steele, Macmillan, Kirby, & Spence, 2001;Foley & Macmillan, 2005;Hugill, 2004) and the informal socio-emotional interaction that accompanies task-based communication in meeting settings (Gorse & Emmitt, 2009). On occasion events that have already happened on a project are recounted as stories at a meeting and a local project history unfolds as a project progresses (Lloyd, 2000).…”

Section: Routine Attention To Design Meetingsmentioning

confidence: 97%

Organising design in the wild: locating multidisciplinarity as a way of working

Luck

2014

Architectural Engineering and Design Management

View full text Add to dashboard Cite

The workplace ecology of a multidisciplinary design team is studied to better understand how design work is organised in the wild. Reported is an ethnographic account of the events and practices that were seen, in patterned and subtle ways, to organise the design work for a project. Design events and activities were distributed in nested contexts throughout the office setting. The design work was seen to be planned, self-organised and coordinated through a series of practical actions and events that occurred in different locations. There was no single, identifiable event, interaction or communicative medium in which the coordination of the design work occurred. From these insights, multidisciplinarity is proposed as a way of organising design work that cuts across some design interfaces. This way of procuring design services is contingent on the appointment of a design firm with multidisciplinary expertise, in an arrangement where the design work is undertaken collaboratively in a co-located setting with underpinning information systems. IntroductionAt a point in time when technologies that support distributed working are pervasive, being able to justify the space and places for co-located working is increasingly important. Design service organisations make strategic decisions: in the place of work for design teams, the configuration of workplace settings and the information systems that support collaborative work. These decisions are complex, multifaceted and are interwoven. These are design management 1 concerns that impact the ways that design services are delivered and essentially the competitive performance, sustainability and the survival of a firm (Emmitt, 1999(Emmitt, , 2007. It is a particular mode of design service delivery, multidisciplinary that is detailed in this article, to reveal some of the routine, yet significant practices in the workplace that organise the design activities for a multidisciplinary design team.Complex relationships exist between the organisational design of firms, the structure of the construction sector and the configuration of work in project-based organisations (Bresnen, 2005). Increasingly construction projects are configured as globally distributed design teams and there is a trend towards mega-scale international conglomerates of design service provider organisations (Emmitt, 2010, p. 18; Winch, 2008). This distributed way of working is possible given the multiple information systems that underpin e-business and commerce and the collaboration technologies, groupware and digital tools that support design work specifically. Given the potential for networked collaborative work, the procurement of design services has advantageously explored the outsourcing of design work internationally and the export of high-value design services to global markets (Tombesi, Dave, Gardiner, & Scriver, 2007). To competitively provide design services the local and global are linked. Decisions concerning the location in which design work is undertaken and then how it is organised and coordinated...

show abstract

“…Teams are defined as groups of people who have skills that are committed to a common purpose and who hold themselves mutually responsible for its achievement [47]. Ideally, teamwork is when a group of people work together in a way that is coordinated and mutually supportive to achieve goals.…”

Section: Team Building Skillmentioning

confidence: 99%

Review on Project Manager’s Leadership Skills in the Pre-Construction Phase of Sustainable Construction Projects

Zulkiffli

Latiffi

2019

MATEC Web Conf.

View full text Add to dashboard Cite

Project managers have played a vital role in sustainable construction projects by integrating the concept of sustainability into their practices. The role of project manager is important in all phases of sustainable construction projects but especially in the pre-construction phase when the greatest challenges that require their involvement occur. This requires project managers to have effective leadership skills to think a project through and remain focused on the end goal. Thus, the aim of this paper is to identify the project manager’s leadership skills in the pre-construction phase of sustainable construction projects. A key significant contribution of this paper is the literature review of journals and books on project manager’s leadership skills when engaged in sustainable construction projects. The overall intent is to highlight and identify the leadership skills of project managers in the pre-construction phase of sustainable construction projects so that the values and benefits of these skills can be adapted in current practices to successfully deliver such projects.

show abstract

Patterns of interaction in construction team meetings

Cited by 21 publications

References 15 publications

Improving Construction Management Practice in the Gibraltar Construction Industry

Improving Construction Management Practice in the Gibraltar Construction Industry

Organising design in the wild: locating multidisciplinarity as a way of working

Review on Project Manager’s Leadership Skills in the Pre-Construction Phase of Sustainable Construction Projects

Contact Info

Product

Resources

About