The characteristics of and cornerstones for creating integrated teams

Aki Aapaoja · Maila Elina Herrala · Aki Pekuri · Harri Jouni Olavi Haapasalo

62 citations0/0 files storedInternational Journal of Managing Projects in Business

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Construction Project Management and Performance BIM and Construction Integration Value Engineering and Management

Abstract

Purpose Defective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities for organizations to achieve more than they could on their own. The purpose of this study is to analyze the level and challenges of team integration. In addition, study tries to recognize the cornerstones for creating integrated teams in construction projects. Design/methodology/approach This paper discusses the characteristics and level of team integration in a construction project, but the main purpose is to derive the cornerstones for creating integrated teams. Results are derived from the analysis of current literature and an empirical case study. Findings This paper describes the 12 characteristics of an integrated project team. In addition, the cornerstones for creating integrated teams were recognized as the early involvement and assessment of stakeholders, continuous communication and interaction, cultural change, and making the IPD process well known. Practical implications The construction industry is aware of the need to improve control over its delivery processes. In addition, the customers are aware of waste and have started to demand more value. Because IPD and team integration supports the controlling over delivery processes and enables the more efficient value creation, these are extensive issues in developing construction industry. Originality/value Team integration is an important part of value creation. Limited research attention has been directed at what the level of integration is compared with the characteristics of integration. This paper also advances team integration research by identifying the cornerstones for integration.

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References

1984Case Study Research: Design and Methods 2007Persuasion With Case Studies 1995Project management : a systems approach to planning, scheduling, and controlling 1998Product complexity, innovation and industrial organisation 2000The four roles of supply chain management in construction 2000Partnering in construction: a critical review of issues, problems and dilemmas 2005Evaluation of stakeholder influence in the implementation of construction projects 2000A survey of supply chain collaboration and management in the UK construction industry

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2013Early Stakeholder Involvement in the Project Definition Phase: Case Renovation 2015Key indicators influencing the management of team integration in construction projects 2019Routledge Handbook of Integrated Project Delivery 2018Measuring Key Communication Behaviors in Integrated Project Delivery Teams 2017Managing integration in infrastructure alliance projects 2020

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