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Dainty, A R J and Moore, D R (2000) The performance of integrated D&B project teams in unexpected change event management. In: Akintoye, A (Ed.), Proceedings 16th Annual ARCOM Conference, 6-8 September 2000, Glasgow, UK. Association of Researchers in Construction Management, Vol. 1, 281–9.

  • Type: Conference Proceedings
  • Keywords: construction team efficiency; design and build; change management; work group conflict; communication flow
  • ISBN/ISSN: 0 9534161 4 3
  • URL: http://www.arcom.ac.uk/-docs/proceedings/ar2000-281-289_Dainty_and_Moore.pdf
  • Abstract:
    Increasing emphasis on the meeting of client needs and improvement of project performance within the UK construction industry is a factor in the escalating use of integrated 'design and build' (D&B) construction project teams. Such an approach significantly departs from traditional approaches wherein design and construction functions are separated within distinct organisations. D&B system advocates argue that such integration of design and construction results in a seamless procurement process, along with improved team relationships, and a product delivered more efficiently. This paper presents research that explored the operational efficiency of integrated D&B project teams within the context of one UK national D&B contractor. The approach taken was to determine the perspectives of project team members on how effectively the team as a whole responded to unexpected change events occurring during a D&B project. Despite the benefits of integration, the research suggests that cultural and professional interfaces remained which both impair team performance and also undermine structural change management protocols. The result is a team operating in effect as work-groups in a similar way as would be expected under a traditionally procured contract. The construction team were largely excluded from the process of change management. A methodology for exploring these discontinuities further, and for addressing intra-work-group conflicts, is proposed.