Impact of Team Integration and Group Cohesion on Project Delivery Performance
Publication: Journal of Construction Engineering and Management
Volume 143, Issue 1
Abstract
The architecture, engineering, and construction (AEC) industry is often criticized for its fragmented approach to project delivery. Traditional procurement and contracting intentionally serves to isolate designers from contractors to provide checks and balances, but limits opportunities for collaboration. This research presents a structural modeling approach to studying the role of integration in the performance of building construction projects. A sample data set of 204 completed projects was collected to compare cost, schedule, and quality performance under different delivery methods. Integration of project teams was proposed and tested in the form of two latent constructs—team integration and group cohesion—that mediate the link between delivery methods and performance. More integrated teams interacted with more participants from all levels of the building construction process, from designers to specialty trade contractors. These interactions included design charrettes, joint goal setting, and multidisciplinary building information modeling (BIM) uses. The selected project delivery method had a significant effect on team integration. Delivery methods that involved the builder and specialty trade contractors before schematic design achieved higher levels of integration and were more equipped to control project schedule growth. Cohesive teams were characterized by better chemistry, goal commitment, and timeliness of communication. Project delivery methods that included cost transparency with open-book contracts and qualification-based selection of the builder resulted in more cohesive teams and a lower average project cost growth. Additionally, the owner’s perception of their turnover experience and building system quality was rated higher for cohesive teams. Understanding how delivery decisions influence the integration and development of their project teams will make building owners more aware of how those decisions ultimately affect the project’s performance.
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Acknowledgments
The authors extend appreciation to the primary research sponsor, the Charles Pankow Foundation. They also acknowledge a contribution from the Construction Industry Institute (CII), thoughtful feedback provided by the industry advisory board, and the efforts of research assistants at Penn State and University of Colorado Boulder: Behzad Esmaelli, Lars Anderson, Kayleigh Arendt, Bryan Doyle, Alexander Van Melle, Rachel Sommer, Shelby White, and Jared Zoller.
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Information & Authors
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Published In
Journal of Construction Engineering and Management
Volume 143 • Issue 1 • January 2017
Copyright
© 2016 American Society of Civil Engineers.
History
Received: Jan 21, 2016
Accepted: Jun 24, 2016
Published online: Aug 5, 2016
Published in print: Jan 1, 2017
Discussion open until: Jan 5, 2017
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