Integrated Organizational Structure in Construction

Integrated Organizational construction in bendFor some, throw away trouble is still defined as a collection of planning, a configuration of control rewrites and motley other ratiocinations. even so this paper argues that the inwrought elements of Project Management in the face assiduity is based on organisational issues, which include the way hatful atomic number 18 eliminated and organized passim the vagabond mathematical subprogram. The tuberosity is or else important due to the f cause that although the utilization of1 expert assessment tools and techniques atomic number 18 sophisticated, these methods are eradicated with an unorganized mental synthesis amid mixed forkies thriving to earn misguided numbers. Technological training techniques and tools should enhance the oersight a plainly after the appropriate objectives and organisational issues are in rear end. assumeThe aim of the paper is to inform unhomogeneous parties in the construction p atience of the importance of an integrate organizational grammatical construction.IntroductionThe characteristics of an rough-and-ready construe police squad are examined in this paper, followed by recommendations as to how an architect screwing overhaul and keep his admit direction squad. Some of the essential elements are a culture of flexibility, shared pleases, mutual support and a unity in break up (Murray and Langford, two hundred4 193). The loss leader, specific exclusively toldy, is being examined and the requirements of being a good estimate counsel leader are stipulated and the main influences are also discussed. The continuous maven of urgency is seen as the main drive behind the realisation of the construction and solicitude processes. The prevalent mindset in the management squad should be star of a learning spirit and it must consist over the capacity to be able to adapt and permute as requirements and goals change over age.MethodManagement and OrganizationIt is important to empathise the condition Management and Organization prior to any discussion. Various authors offer a dictionary interpretation of the term, further Cleland King (198315) probably offer this in the most useful manner. Cleland and Kings operational definition of management identifies the criteria of organized activities, objectives, relationships among resources, operative through others and final examinationitys. Cleland King (198317) further body politics that organization in essence consists of the variant elements used to define management. It can be utter that these two scathe are inter get in touched concepts that should drive and support sever each(prenominal)y other through the compute management process. baby-walker (20074) states that in order to hold on a undefeated construction process, organizations should be observed as the normal of interrelationships, authority and righteousness that is established surrounded by the or iginal police squad up, and all the contributors to achieve the main objective knob satisfaction. It is important to n genius that the management aspect is the dynamic shock absorber that evolves in successful organization.Defining Project Management in ConstructionIn the strengthened environment this definition is well known end-to-end the a priori field which isthe planning, coordination and control of a flip from conception to shutting on behalf of a customer requiring the identification of the clients objectives in terms of utility, function, note, prison term and cost, and the establishment of relationships between resources, integrating, monitor and controlling the contributors to the couch and their output, and evaluating and selecting bowdlerizenatives in following of a clients satisfaction with the get wind effect. ibid (20075)It is evident that the term resources mentioned above, is a general term used to accentuate on equipment, funds, materials but mos t significantly the relationship between tribe. Many contemporary definitions are non determinate on these principles, where the come out management process is referenced without the organization of race to achieve the final objectives.It is important to implement theory with practice and to realize that these disciplines should support severally other. Walker (20075) mentions that since these interrelationships puddle been devised there has not been a significant change indoors the practice. Authors lots formulate unused concepts and theoretical stances at bottom the theoretical field, but this is of no use without it being discernable or enforceable.In the context of the previously stated definition, it is necessary to understand the management process as a cognitive approach of various fields and not to be narrow minded in evaluating the bode of intersection in terms of time, cost and client satisfaction. Although these elements play an important part in the proc ess it is the relationships built at bottom the construction squad that would hold back future day jump out employment.It is interesting that Munns Bjeirmi (199645) argue that there is a distinction between pop the question management, on the one hand, and the count on on the other. They state that the success within a estimate should be seen in the spacious run, where the performance of the make, over a period of time, should determine the success of a project. They blame project autobuss for having perfectly term time and cost objectives, rather than focussing on the stakeholders2 removes. Separating these terms takes a narrow approach towards project management in general, knowing that client satisfaction should form the elementary objective for any management process, along with the various aspects mentioned above.Projects, Firms and ClientsThere are two types of management schemas within the industry the way in which a project is managed and the management of a sure within itself. Walker (20078) illustrates in fig. 1 the various parties involved within the matrix management structure. However this is an idea countic structure because the various projects would seldom be dealt with by the selfsame(prenominal) architect, general contractor and the variety of sub-contractors due to competitive tendering. But as an architectural practitioner one should understand the importance of the profession in the management structure. Due to the inconsistency within the management structure it is effortful to establish an effective growing relationship between the participants. The problem ordinarily occurs when various firms should form a relationship on a employs and individual direct but do not want to bodge time or money without the originalty of on the job(p) unitedly in the future. Walker (20078) further states that relational detection initiatives make considered these weaknesses and have foregone further to warn clients with multiple projects, but according to statistics the larger grammatical constituent of projects are still managed in the traditional way.Construction management, whether relational or traditional, are thus accomplished by a variety of firms that alter from one project to the other. It is important to understand that these companies are independent firms that should manage their relationships within the firm. A healthy project necessitates a well balances firm prior to the well managed relationship between companies. Each company (firm) has certain objectives to consider maintaining a well managed practice much(prenominal) asEnhancing productivenessImproving servicesKeeping existing clients andAttracting future clientsWalker (20079) states that professional practices claim to be less driven by earnings than the contracting and sub-contracting firms. But none the less, bouts between the needs of individual companies and the needs of projects give still arise. i.e. what does an architectural practice do when the3resources are limited and they should chose between the urgent completion of an existing project or undertaking a sassy project, knowing that the other project would be affected?The objectives of the client are closely related to those of the project management objectives and the diametric firms involved. These are directly associated with the project and will beFunctional satisfaction aesthetically pleasingCompletion within the allocated timeCompletion within depart out andApproved qualityThe question arises Who is responsible to insure that these objectives are met? In traditional construction projects architects would be obliged to go these requirements. But who should knead these appointment situations within the project management period? And if the architects are ask to solve these issues, would it be resolved to attain the project to the extent to meet the clients initial requirements?It is ideal to have an individual responsible to overcome the se various conflicts at an early stage, preventing unhealthy relationships between companies. These individuals or project managers should sort of be trained by the clients organization itself, and this in play establishes a close relationship between the client and the project squad, where the project manager should be seen as the middle-man. However this is not al shipway achievable and clients do not have the expertise or time to control their projects or train a project manager.The Variety of ClientsClients differ in various ways. It is important to note that there are a variety of objectives the client aim to satisfy. Contrast, in general, can be drawn between clients, the universe and private sector, and multi-national and foreign clients whose objectives differ from home market objectives. The construction industry and the professions involved have to be flexible and skilled at these indifferences to maintain client satisfaction as an outcome. Walker (200711) explains how these practices should adapt their objectives according to the clients quite a little and deal directly with the client to understand how the clients organizations operate.Contribution of Organization StructureHinings (2003) recalls the organizational structure as the heart of organizational theory. He states that structure is vital, because according to history, it has always formed the centre of the teaching of organizational theory and continues to be important to new and existing structural forms and lands as a primary element to the thinking of managers. However, the organizational structure can alone exist if various other factors are in place to resign a practice to perform adequately.According to Walker (200712), for the successful carrying out of construction project management, there are a few factors and elements to be consideredBehaviourTechniques and Technology finis makingOrganizational StructureWalker (200713) illustrates these factors in Fig 2. It is noticeab le how closely these factors are related to each other but although these factors form the heart of the effectiveness of the organization process, one should keep in mind that orthogonal practice could affect the process. And if so, the project manager should compromise to keep the process in equilibrium. Walker does not deal with the external factors, but in many scenarios these are unanticipated influences i.e. political or frugalalal changes.BehaviourLoose more(prenominal) (1994) finds that the variety of skills demand within the parties involved to execute a project leads to a subjective deal of the final product. These individual visions of a company, affect the effectiveness of the product and the need for an objective stance is required to envision the final product in a conclusive way. (Fig 3 Dave Taylor)Techniques and TechnologyThese are tools used by individuals to accomplish the product throughout the construction process. Scott (1992) suggests that there are 3 dif ferent dimensions of technologies Complexity, uncertainty and interdependence. Technological complexity leads to uncertainty, especially structural uncertainty, and so affecting interdependency where more skills and an effective co-ordination system are required.Decision MakingThere are numerous specialists involved throughout the decision making process of a building. This illustrates the dynamics and complexity involved throughout the management process within the built environment. By stating this, it could be said that the decision processes are firmly connected within the organization structure that underpin the way people relate to each other and the effective workmanship between these parties.Organization StructureThe organization structure should advice the decision making process and the use of technology and techniques as discussed above. It is a system that integrates these various factors to achieve a balanced relationship between the different companies involved. Walke r (200715) mentions that this organizational structure is the responsibility of the managing executive and in turn achieving his/her final objective client satisfaction.The Learning Spirits of the Project groupArchitects prefer the initial phase of the ontogenesis process, where the introduction and the concept turn outment takes place, engineers on the other hand prefers the hands-on teaching of the project, during construction, the actual implementation of the plans (Murray Langford, 2004 201). The most important part of the learning process, however, is the reflection part, where evaluation takes place and all involved can learn from mistakes and wrong doings during the process. The architect, as project manager, can bear on the reflection process and thus break the learning experiences of the professional team. Constructive discussions, between the team members, of project development should be encouraged by the project manager this frequently leads to groundbreaking so lutions to solve problems, adding to the learning experience. Feed back to all members of the team can scarcely realise the project as well as prospected future projects.Communication and collaboration that leads to continuous experiments and the improvement and increase of the members problem understand skills, identifies a learning organization. The acquired knowledge obtained through this process is not only documented and stored for future use, but those involved will also attain in the long run, as the new acquired skills and knowledge can be applied on any other projects, conduct to more integrate and well developed management systems. Many of the solutions found during this learning process may still need adjustment this implies that continuous control and monitoring must take place. Revans (1971264) advocates action research as an excellent method by which team members can develop their technical and personal skills. stock-still though the aesthetics of a building and the initiationers personal design send off gives the building its identity, some modern buildings nowadays acts merely as a shell to the functional dynamic implemented by a process engineer. Efficient design in terms of layout and cost is crucial. Close teamwork is essential in these buildings, it is also important to basically understand the discipline of all parties involved, this allows for better dialogue.Assembling a new team every time a new project starts is inefficient and wastes a lot of money. grey-haired knowledge, accumulated over a long period of time, can provided time and money if the relationships between the team members are established and nonaged indifferences or misunderstandings have been dealt with in the past. The reoccurrence of similar design problems are not common and this leads to standardized, tried and tested solutions for problems already been dealt with before. The conflict in interest is also much less, should a team already be established, as no one has some amour to prove. Often when a new team is working together a power struggle exists between some members of the team, who wants to enforce their power and influence on other members of the team.It is thus beneficial to all involved to create a learning organization out of the project team. Excitement and innovation is more likely to happen if the team members have confidence in each others competence and integrity. The most important link in this process is the team leader who should continuously encourage yeasty thinking and constructive criticism as well as accept effective learning through problem solving experiences throughout the project.Implementing shell Valuedoubting doubting Thomas Thomas (2005170) describe the importance of the integrated team and the understanding of the value criteria the whole team will be judged upon final evaluation. By accomplishing an integrated team they should align their objectives insuring they are pulling in the same directio n rather than working against each other. (Fig4)In order to deliver a project at the lowest cost (tender price) contractors often carry out the work to maintain utmost profit, thus leading to the evaluation criteria to be stricter. This in turn affects team work, and the relationships of various parties are at stake. It is vital to achieve value and quality of work from the initial stage eliminating certain factors that would affect the building project i.e. rework that contributes to the deprivation of crucial time. The principles of best value can be described as,the best combination of whole life costs and benefits to meet the customers requirements. This approach enables sustainability and quality to be taken into account whole life costs allows factors such as fuel efficiency and replacement cycles to be taken into account, as well as complaisant example benefits to local people, good work force, management, community sanctuary, diversity and fairness. Successful procura nce strategies are likely to be based on whole life cost considerations that include accompanying revenue implications and not simply the lowest tender price. (ODPM, 2003).Thomas Thomas (2005173) further discuss the advantages and disadvantages of an integrated and non-integrated team. If an integrated team is established, would they disintegrate for the purpose of being more productive on a individual level?Fig. 5 (173) illustrates a diagram of these communication strategies both these illustrations offer their own benefits in terms of time, cost and quality. But the disintegration of a team often leads toReworkConstant EvaluationLack of Trust overlap ProjectsNo drive for Quality ImprovementOrganizations becomes selfish focussed on their own goals and objectivesMultiple Systems of Communication as Illustrated in Fig. 4Eagan (1998) writes that one should rethink construction, due to the fact that the clients are unremarkably dissatisfied with the outcome of the final product. To obtain the clients initial objectives it is necessary to work as an integrated team, where various team members work together without eliminating each others efforts.The Integrated squadDue to organizations that contract into their own cultural and technical silos, an integrated team cannot be established. It is required that the various practices and companies need to develop a feature intellect, skills and synergy of the project to deliver the appropriate quality of workmanship to benefit the process and the partner involved in the project.In Egans book, Accelerating Change, Eagan (200285) advises a toolkit to achieve an integrated team. These guidelines should be referred to throughout the management process. He defines these conditions asA singular team, that is focussed on a common set of goals and objectives, delivering benefit for all concernedA team so seamless, that it appears to operate is if it were a company in its own rightA team with no apparent boundaries, in which all the members have the same opportunity to contribute and all the skills and capabilities on offer can be utilized to maximum effect.Any team is only as strong as its weakest link, and in the construction industry, a weak link can also have a negative effect on the other supporting systems. With a well organized program, these links decrease offering a more stable system as a whole. This cognitive approach enhances the relationships built during the process and a bond of trust is obtained. The management of these projects are a learning process on a big subdue, but organizational skills acquired between the various organizations could be re-implemented on a smaller scale i.e. the individuals within these smaller companies. Thomas Thomas (200563) illustrate the basic structure of an integrated team and a traditional chain. It is important to note, from these illustrations, that an integrated team will require understanding and loading from the various practices and organizations to function as a system. (Fig 11)TrustTrust is elusive and could not be rated or quantified on a hierarchical basis, but it is of cardinal importance between team members to insure a healthy relationship. Because trust is based on a personal, emotional stance, it is difficult to measure these feelings, but Thomas Thomas (200566) defines it as,TRUST = POSSITIVE EXPERIENCES RISKAccording to this measurement, as trust increases team members would act more honestly and the upcoming problems could be dealt with as a team and in turn the risks would be managed in an effective manner. Trust is a fragile emotion that could be lost in a short period of time, but this is where communication within the team is of the essence. Where one troupe feels that they experience dishonesty or discomfort, it is necessary to confront one some other before the relationships is ruined.Maintaining the TeamThe leader of the building projects most important character is building and maintaining an effect ive project organization. The teamthink approach must be stimulate and a balance between convergent and divergent thinking (and the communication thereof) should be managed by the project leader. Teamthink is where all the individual members spend time on finding the best possible solutions to various problems through the flare of other solutions. During this process all views and opinions are granted a fair chance, but is then evaluated to determine the best solution (Murray Langford, 2004 205).The team usually develops in four stages forming, storming, norming and performing. Forming is when the team is first established and everyone is being introduced to each other. Storming has to do with early disagreement, which is inevitable when different people need to work together for the first time. Norming refers to the stage where the team has established effective ways of working together to achieve the best possible results. Performing is the point where the team starts producing effective and efficient solutions to the proposed problems and has developed into a mature, well mental process group. Most teams, unfortunately does not have the luxury of naturally under spillage this process, but the variations of effectiveness of a team will follow a pattern as suggested by Moore (2002)A well prepared project may have the capacity to deal with or require different project management leaders at the different phases of the project. This, however, is not very often the case, because projects often relay on the communication and relationships between the team members. By starting over, both in terms of new people and new positions, in term of hierarchy, the process is delayed and this may cause conflict in the management process.When managing a project, or even just a meeting, the management happens in two levels a) the leader must manage the content, in terms of decisions made and the detailing of where, when, how and why and b) the leader is responsible for the social aspects, such as the individuals egos and transforming arguments into solutions. It is thus the leaders role to control all the involved individuals in order to benefit the overall project.PartneringIf partners have worked together before it is easier to form successful partnerships. The main objective of partnering is to optimize project performance, this includes completing on time and within budget, with a reasonable profit margin to all involved and obviously the aim is to produce within an acceptable, agreed quality with zero accidents (Murray Langford, 2004 199). It is important that the partners, as leaders of the project remain loyal and on one side of the table, as conflict between partners, on top level, will cause the entire project to deminish.When the team members have been identified, it is important to gather the team in a neutral venue where the main outcomes and objectives of the project can be discussed. This improves team spirit and open up communication. This workshop setup usually fosters commitment to the success of the project. The architect should remember that there is no such thing as a optimum design and therefore the design process should continue and all suggestions accepted and tried. The main objective of such a workshop is to encourage cooperation between the team members.A summary of best practice methodsHigh performance teams must be selected and chosen, it is not something that happens by chance.A good team leader leads decisively yet piano with a firm focus on the clients requirementsEffective teams are self-motivated, people orientated, supportive and flexible environments are createdRoles, responsibilities, procedures and communication channels should be intelligibly definedThe value of contributing small groups should be recognised and the leader should not force his power onto every situationAll members of the team should be treated as equal partnersThe project should be seen as a learning opportunity to all, w ith feedback and reflection sessionsThe team must be developed and maintained by the project leader, this must continue throughout the whole project.ConclusionThis theoretical paper has tried to illustrate what should be done in order to create a successful project team. It should be noted that all the mentioned methods and techniques have made sense in the past and may only be applicable to some situations. The project leader has the responsibility to read every situation and then fight appropriately to every individual event. It should, however, be noted that generally, virtual teams (as a result of the technical explosion) are not as successful as teams that meet face-to-face on a regular basis. Most people prefer personal interaction in an encouraging and constructive environment. illustration study Cape townsfolk International Convention Centre project (CTICC)BackgroundIn 1999 the Western Cape Provincial Government, the Cape metropolitan Council, the City of Cape Town and Bus iness Cape joined forces to develop a truly world-class convention centre on a 6.1-hectare site on Cape Towns northern foreshore. To this end, they formed the Cape Town International Convention Centre Company (Pty) Ltd (CONVENCO). CONVENCO was thus tasked to develop an international standard, multi-purpose conference, convention and array centre ) which, hitherto, was a missing piece of tourism and business root word in the Western Cape.Project descriptionCTICC is a world-class undertaking, providing 25,000 m2 of space featuring high levels of quality, and exceptional interior and exterior design elements. The project comprises the development of a multi-purpose conference, convention and exhibition centre. It is a three-storey building including numerous facilities, such as an integrated deluxe hotel, dedicated column-free exhibition space, and extensive banqueting and conference facilities. Such an ambitious project required meticulous design of auditoriums, ballrooms, meeting suites, breakout blocks and exhibition halls. CTICC aims to provide a landmark feature at the city/waterfront gateway, and has an impressive domed external appearance with numerous glazed concourses and incorporating internal landscaped areas.Project team for the construction phase of the CTKCThe two main appointments were the project manager and the design architect. Foreshore Architects was named as the joint venture responsible for developing the total design concept, this is an association of various architectural practices includingRevel Fox and Partners (architects and planners)Van der Merwe Miszewski ArchitectsLucien le Grange Architects and Urban PlannersStauch Vorster ArchitectsMagqwaka Associates, Architects.Procurement management strategyBefore examining the role of the sub-contractor management in the successful completion of CTICC, it is essential to understand the socio-political situation within post-apartheid South Africa. CTICC was built in South Africas Cape metrop olis at a time when the country and its construction industry are going through significant restructuring (Dept. of Public Works White Paper, 1999). Top of the list of the South African Governments Reconstruction and Development Programme (RDP) is provision of infrastructure designed to bring relief to people in the form of jobs and economic business development. Expansion of business, the government contends, would increase potential for investment for small, forte and emerging contractors (particularly those representing affirmative business enterprises ABEs and previously disadvantaged individuals PDls). PDls are a key aspect of this situation since they were often long-term unemployed and/or unskilled workers from the townships selected as a means to expand economic action mechanism without particular reference to the skills of the individuals. On-the-job training therefore became an inherent subdivision of the development of all ABEs employed on the CTICC.Essentially, the RD P policy framework requires that the development of the construction industry must respond to the broad social and economic imperatives of the country. These include sustainable employment creation, affirmative action, active promotion of small, sensitive and emerging enterprises (SMEEs). The vision is for a construction industry policy and strategy that advertises stability, fosters economic growth and international competitiveness. Furthermore, that the policy should create sustainable employment, which should at the same time address historic imbalances in employment opportunity as it generates new capacity for economic development. In this regard government is willing to promote appropriate and innovative public-private sector partnerships, which build on the strengths of respective sectors to promote investment in the delivery of infrastructure.Management of sub-contractors at the CTKC projectThe procurement of sub-contractors was in line with the targeted procurement policy . Up to well over 200 sub-contractors participated in the project. To ensure equity, targeted contract procurement goals were established. To ensure that the choice, performance, workmanship, health and safety issues, sub-contractor design, manufacturing and installation were all properly managed and co-ordinated, a targeted procurement strategy, support and management system was put in place.Time, cost and quality performance of sub-contractors instruction execution was achieved through strict work breakdown, which ensured that each sub-contractor only performed their part of the pie but while working as a co