Abstract
It has long been believed that improving project integration directly improves project performance. There has been a lack of quantitative research to directly support or negate this belief. This paper presents a method for approximating project integration, and demonstrates the impact of improved interaction on project performance. An earlier work developed a method for measuring an individual project's "degree of interaction" (DOI). Degree of interaction scores are calculated and compared for 38 projects, divided into traditional and alternative project approaches. The alternative projects have significantly higher average DOI scores than do traditional projects, indicating that they provide better opportunities for interaction. Project performance of alternative projects is better than that of traditional projects. The following four indicators of project performance are measured: cost growth, schedule growth, number of contract modifications, and modifications due to design deficiencies. The impact of improved interaction on objective performance measures is validated by studying 209 completed projects.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 411-418 |
| Number of pages | 8 |
| Journal | Journal of Construction Engineering and Management |
| Volume | 123 |
| Issue number | 4 |
| DOIs | |
| State | Published - Dec 1997 |
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ASJC Scopus subject areas
- Civil and Structural Engineering
- Building and Construction
- Industrial relations
- Strategy and Management
Cite this
Impact of management approach on project interaction and performance. / Pocock, James B.; Liu, Liang Y; Kim, Michael Kyong-il.
In: Journal of Construction Engineering and Management, Vol. 123, No. 4, 12.1997, p. 411-418.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Impact of management approach on project interaction and performance
AU - Pocock, James B.
AU - Liu, Liang Y
AU - Kim, Michael Kyong-il
PY - 1997/12
Y1 - 1997/12
N2 - It has long been believed that improving project integration directly improves project performance. There has been a lack of quantitative research to directly support or negate this belief. This paper presents a method for approximating project integration, and demonstrates the impact of improved interaction on project performance. An earlier work developed a method for measuring an individual project's "degree of interaction" (DOI). Degree of interaction scores are calculated and compared for 38 projects, divided into traditional and alternative project approaches. The alternative projects have significantly higher average DOI scores than do traditional projects, indicating that they provide better opportunities for interaction. Project performance of alternative projects is better than that of traditional projects. The following four indicators of project performance are measured: cost growth, schedule growth, number of contract modifications, and modifications due to design deficiencies. The impact of improved interaction on objective performance measures is validated by studying 209 completed projects.
AB - It has long been believed that improving project integration directly improves project performance. There has been a lack of quantitative research to directly support or negate this belief. This paper presents a method for approximating project integration, and demonstrates the impact of improved interaction on project performance. An earlier work developed a method for measuring an individual project's "degree of interaction" (DOI). Degree of interaction scores are calculated and compared for 38 projects, divided into traditional and alternative project approaches. The alternative projects have significantly higher average DOI scores than do traditional projects, indicating that they provide better opportunities for interaction. Project performance of alternative projects is better than that of traditional projects. The following four indicators of project performance are measured: cost growth, schedule growth, number of contract modifications, and modifications due to design deficiencies. The impact of improved interaction on objective performance measures is validated by studying 209 completed projects.
UR - http://www.scopus.com/inward/record.url?scp=0005474505&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=0005474505&partnerID=8YFLogxK
U2 - 10.1061/(ASCE)0733-9364(1997)123:4(411)
DO - 10.1061/(ASCE)0733-9364(1997)123:4(411)
M3 - Article
AN - SCOPUS:0005474505
VL - 123
SP - 411
EP - 418
JO - Journal of Construction Engineering and Management - ASCE
JF - Journal of Construction Engineering and Management - ASCE
SN - 0733-9364
IS - 4
ER -