Construction Project Organising

Cover
Title Page
Contents
Preface
Editorial – Construction Project Organising: Towards a Theoretical and Practical Understanding
1 Introduction
2 Organisation
3 Project Organising
4 Non-Organising
5 Discussion
6 Concluding Remarks
References
Summary of Chapters: Overview
Part I The Cultural Landscape
Chapter 1 Construction Cultures: Sources, Signs, and Solutions of Toxicity
1.1 Introduction
1.2 Organisational Culture
1.3 Toxic Project Culture
1.4 Sources of Toxic Project Culture
1.5 Detoxing a Project Culture
1.6 Stimulating Reflection and Learning
1.7 Conclusions
References
Chapter 2 Organising Occupational Health, Safety, and Well-Being in Construction: Working to Rule or Working Towards Well-Being?
2.1 Introduction
2.2 Safety Management: A Tale of Two Paradigms
2.3 Working Towards Occupational Health and Well-Being in Construction
2.3.1 The Structuration of Occupational Health and Well-Being
2.4 Methods
2.5 Findings
2.5.1 Signification and Communication of OHW
2.5.1.1 Interpretations of OHW
2.5.1.2 The Meaning of OHW in Management
2.5.2 Domination and Responsibility of OHW
2.5.2.1 The Tensions Between Business Priorities and OHW
2.5.2.2 Imbalanced Power and Responsibility Between Management and Workers
2.5.3 Legitimation, Norms, and OHW
2.5.3.1 ‘Norms’ of Construction Project Business and Works
2.5.3.2 The Influence of ‘Norms’ on Trust and OHW
2.6 Discussion
2.7 Conclusion
References
Part II Wider Integration
Chapter 3 Systems Integration in Construction: An Open-Ended Challenge for Project Organising
3.1 Introduction
3.2 Challenges of Systems Integration in Construction Project Organising
3.2.1 Construction Projects as Interventions
3.2.2 Construction Projects as Evolving Phenomena
3.2.3 Construction Projects as Heterogeneous
3.3 From the Origins of Systems Integration to Its Application in Construction
3.3.1 Origins of Systems Integration
3.3.2 Systems Integration and Organisation Theory: Collaboration Through Coordination and Cooperation
3.3.3 Systems Integration and Construction
3.4 Systems Integration in Construction and Contexts of Use
3.5 Conclusions
References
Chapter 4 Organising Project Finance
4.1 Introduction
4.2 Economic and Finance Theory
4.2.1 The Basis of Project Value
4.2.2 Sources of Forecasting Error
4.2.3 Why Do Firms Exist?
4.2.4 Managers vs. Owners and the Basis of Firm Value
4.3 Agency Costs and Project Governance
4.3.1 Governance of Large Projects to Minimise Agency Costs
4.3.2 The Whole Life Contract Mechanism as a Means of Minimising Agency Costs
4.3.3 Long-Term vs. Short-Term Risk
4.3.4 Project Finance as a Solution to Project Governance
4.3.5 UK Public–Private Finance Initiative
4.4 Methodology
4.5 Case Study: Peterborough City Hospital (National Audit Office 2012, 2013)
4.5.1 Background
4.5.2 The New Hospital
4.5.3 Organisational and Governance Arrangements
4.5.4 Operational Performance
4.5.5 Client–SPV Relations
4.6 Discussion, Lessons, and Theoretical Challenges
4.7 Conclusions
References
Chapter 5 Organising for Digital Transformation: Ecosystems, Platforms, and Future States
5.1 Introduction
5.2 Modularity, Platforms, and Business Ecosystems
5.2.1 Modularity and Industry Change
5.2.2 Platform Thinking
5.2.3 Business Models
5.2.4 Complexity
5.2.5 Business Ecosystems
5.3 Organising for Digitalisation: New Entrants and Incumbent Firms
5.4 Future States
5.4.1 Future State Founding Principles
5.4.2 The Advantages of Using Future State Thinking in the Built Environment
5.4.3 Using Future States to Create a Business Ecosystem
5.5 Conclusion
References
Chapter 6 A Resilience Perspective on Governance for Construction Project Delivery
6.1 Introduction
6.2 Theoretical Background
6.2.1 Governance
6.2.2 Resilience in Different Research Areas
6.2.3 Resilience in Projects
6.2.4 Resilience and Flexibility
6.3 Reflections on Project Governance, Resilience, and Survival
6.4 Project Cases and Implications on Governance
6.4.1 Before Decision – Staying Alive Long Enough to Get Funding
6.4.1.1 Nord-Norge Line
6.4.2 After Decision – Staying Relevant and Delivery Through Execution
6.4.2.1 Venjar-Langset
6.4.2.2 Gardermoen Line
6.4.3 Non-Survival of Norwegian Railway Projects
6.4.3.1 High-Speed Railway
6.5 Discussion
6.5.1 Different Approaches to Resilience in Different Project Phases
6.5.2 Reflections on the Norwegian Railway Cases
6.6 Conclusions
References
Part III The Firm–Project Interface
Chapter 7 Organising Construction Firms
7.1 Introduction
7.2 What the Literature Says
7.2.1 Government and Industry Reports and Their Limitations for Performance Improvement
7.2.2 Systems of Systems, Systems Integration, and Loose Coupling
7.2.3 Transactional and Transformational Business Models
7.2.4 Organising and Reorganising the Construction Firm
7.3 Methodology and Methods
7.4 A Range of Findings and Analysis
7.5 Conclusions
References
Chapter 8 Aligning Construction Projects with Strategy
8.1 Introduction
8.2 PPM and Strategy
8.3 PPM and Strategy in Construction
8.4 Method
8.5 Findings Addressing the Question ‘How Do Construction Companies Align Projects with Strategy?’
8.5.1 The Nature of Strategic Resource Allocation Decisions in Construction
8.5.2 Strategy and Competitive Advantage
8.5.3 Multi-Project Management
8.5.4 How Is Portfolio Management Achieved in Construction Firms?
8.5.5 Portfolio Decision-Making – Whether and How to Bid
8.5.6 Flexibility and Responsiveness
8.5.7 Repeat Business and Resources
8.5.8 Challenges and Performance
8.6 Discussion
8.6.1 Strategy and Projects – A Two-Way Relationship
8.6.2 Internal and External Decisions Determine the Portfolio
8.6.3 Flexibility and Responsiveness
8.6.4 PPM in Practice in Construction
8.7 Conclusions and Recommendations
References
Chapter 9 Urban Development Project Ecologies – An Organisational Routines Perspective
9.1 Introduction
9.2 Urban Development as a Project Ecology
9.3 Project Ecologies and Its Temporary Organising
9.4 Organisational Routines in a Project Context
9.5 The Case of an Urban Development District
9.5.1 Case Background
9.5.2 A Note on Collecting and Analysing the Material
9.6 Illustrative Examples of Inter-Project Routines
9.6.1 The Procuring Together Routine
9.6.2 The Meeting Routine
9.7 Discussion
9.7.1 Project Ecologies Further the Understanding of Construction Project Contexts
9.7.2 Inter-Project Routines Influence on Urban Development Project Ecologies
9.7.3 The Client Role in Urban Development Project Ecologies
9.8 Concluding Thoughts and Further Development
References
Chapter 10 Reflective Practices and Learning in Construction Organisations via Professional Communities of Practice
10.1 Introduction
10.2 Reflective Practice
10.2.1 Reflective Practice in Construction Organisations
10.3 Communities of Practice as Boundary Spanners in Construction Firms
10.3.1 Reflective Practice in Communities of Practice
10.4 Methodology and Methods
10.5 Findings and Discussion
10.5.1 Professional Communities of Practice
10.5.2 Reflective Practice
10.6 Conclusions
References
Part IV Inside the Project
Chapter 11 The Use of Collaborative Space and Socialisation Tensions in Inter-Organisational Construction Projects
11.1 Introduction
11.2 Theoretical Background
11.2.1 The Origins of Co-Locational Spaces and Their Use in Construction Projects
11.2.2 The Use and Outcomes of Collaborative Spaces in Inter-Organisational Construction Projects
11.2.3 Socialisation in Inter-Organisational Projects
11.3 Methodology
11.4 Findings
11.4.1 The Spatial Design of the Physical Collaborative Space
11.4.2 Facilitation of Collaborative Working in the Collaborative Space
11.4.3 Emergent Boundaries Between Full- and Part-Time Members of the Collaborative Space
11.4.4 Development of a Shared Identity in the Collaborative Space
11.5 Discussion and Conclusions
11.5.1 Theoretical Contribution and Implications
11.5.2 Further Research
11.5.3 Managerial Implications
References
Chapter 12 On the Synchronisation of Activities During Construction Projects
12.1 Introduction
12.2 Synchronisation of Activities in Construction Projects
12.2.1 Task Interdependencies and Synchronisation
12.2.2 Synchronisation of Activities in Temporary Organising
12.3 Processes by Which Synchronisation Is Lost and Restored
12.4 Performance Implications of Desynchronisation
12.5 Factors Associated with Synchronisation in Construction Projects
12.6 Conclusion
References
Chapter 13 Organising Beyond the Hierarchy – A Network Management Perspective
13.1 Introduction
13.2 Social Network Analysis
13.3 The Case Study
13.3.1 Background
13.3.2 BSCU Project Formal Organisational Structure
13.4 Empirical Analysis
13.4.1 Clusters in BSCU Project Networks
13.4.2 Intra-Cluster Relationships and Decision-Making
13.5 Conclusion
References
Chapter 14 Procurement, Collaboration, and the Role of Dialogue
14.1 Introduction
14.2 Procurement and Collaborative Working Practices
14.3 Language and Dialogue in Organisations
14.4 Applying Chronotope to the Analysis of Dialogue
14.5 Implications for Collaborative Working Practices
14.6 Conclusion
References
Author Biographies
Index
EULA