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Integrated Design-Build Management Thesis for the Industrial Doctor of Philosophy Degree of Engineering Integrated Design-Build Management - Studying Institutional Processes to Understand Project Coordination & Performance By Lea Urup MT Højgaard Søborg, Denmark 2016 & Division of Construction Management Department of Civil & Environmental Engineering Chalmers University of Technology Gothenburg, Sweden 2016 Title of project: Integrated Design & Build Management – Studying Institutional Processes to Understand Project Coordination & Performance By Lea Urup © Lea Urup, 2016 ISBN: 978-91-7597-900-7 Doktorsavhandlingar vid Chalmers tekniske högskola, Ny series nr 4581 ISSN 0346-718X MT Højgaard Knud Højgaards Vej 7 2860 Søborg Denmark Division of Construction Management Department of Civil & Environmental Engineering Chalmers University of Technology Sven Hultins Gata 8 412 96 Gothenburg Sweden Printed by: Chalmers Reproservice Gothenburg, Sweden 2016 2 Foreword This dissertation is submitted to the Division of Construction Management at the Department of Environmental & Civil Engineering at Chalmers Technical University, SE for the degree of doctor of philosophy. The research project was conducted as an industrial Ph.D. project from June 2013 until June 2016 in collaboration between the author, Chalmers University of Technology and MT Højgaard [MTH]. MTH is a construction & civil engineering company in Denmark with over 4000 employees and an annual turnover of around 7 billion DKr. MTH carries out a range of construction and civil engineering projects, including: commercial, residential, healthcare, bridges, roads, and off-shore wind turbine foundations. Principal supervisor: Christian Koch, Professor, Division of Construction Management at the Department of Environmental & Civil Engineering at Chalmers Technical University, Sweden. Co-advisor: Christian Thuesen, Associate Professor, DTU Management Engineering, Technical University of Denmark. Company supervisors: Ole Berard, Ph.D., Department Manager, MT Højgaard, Denmark & Peter Bo Olsen, Technical Director, MT Højgaard, Denmark. Host supervisor: Professor Martin Fischer, Civil & Environmental Engineering, Stanford University, US, hosted a research stay from January 2015 to June 2015. Søborg, June 2016 Lea Urup Ph.D. Student 3 Acknowledgements The research presented in this dissertation is the result of many efforts coming together over the last three years. In no particular order, I would like to especially thank: Erik Villads Hansen, Peter Bo Olsen, Martine Buser, Torben Biilmann, Christine Thorsen, Ole Berard, Rolf Büchmann-Slorup, Elena Raviola, Martin Fischer, Ray Levitt, Christian Thuesen, Christian Koch, interviewees willing to share their stories, project team members agreeing to be observed doing and discussing their daily work and touring the finished buildings with me, DPR Construction, Herrero Builders, Rob, Sophia & Isabel. 4 Glossary & Abbreviations ‘…is interpreted…’ – the author’s interpretation of a particular piece of empirical material. ‘…is perceived…’ – project team member’s perceptions of, for example, their work or a particular situation or phenomenon. ‘…this dissertation…’ – the volume of text presenting the Ph.D. research. ‘…this research project…’ – the research work carried out by the author during the Ph.D. study from June 2013 – June 2016. BIM – Building Information Modelling, digital modelling of geometry (3D), planning of construction process (4D), economy (5D) (Berard, 2012). IDBM - Integrated Design-Build Management (concept developed as part of this research project). Main design project – [in Danish: hovedprojekt] a design proposal, typically in the form of a BIM model, a set of drawings, and technical specifications, developed during the detailed design phase (Danske Ark, 2010). MTH - MT Højgaard. Preliminary design project – [in Danish: forprojekt] a preliminary design proposal developed during the basic design phase (Danske Ark, 2010). Project delivery method – a particular collaboration form supported by a legal framework to deliver a building, for example, design-build (Ashcraft, 2006). Project freeze – the practice of locking and no longer making changes to a particular part of a project, for example the structural design. Project phases – temporally bracketed periods of time around which the project is organised. Project phases typically include: project conception (where the idea of the project and early effort to establish a project team are made); early design (typically where a conceptual architectural design is developed); basic design (typically where engineering and architectural design is further developed); detailed design (typically where the contractor, architect and engineer collaborate to detail the project); building phase (where the contractor constructs the building); commissioning, hand-off and occupancy (where building systems are tested and regulated, the building is officially handed-off to, and occupied, by the client) (Danske Ark, 2010). Project team – the group of organizations collaborating over a period of time in order to purposefully develop a project together, typically, but not necessarily, including an owner, architect, engineer, contractor, sub-contractors, and suppliers. 5 Project team members – the individual organizations or individual representatives from each organization in the project team. Reflective – the ability to critically consider and take account of a particular phenomenon and the conditions for what one is doing (Alvesson, 2009). Reflexive – a particular methodological approach to conducting research. Self-perform sub-contractor [in Danish: egenproduktion] – the general contractor’s in-house concrete, carpentry and civil work sub-contractors. VDC – Virtual Design & Construction. A process method emphasizing the use of digital tools and digital collaboration to develop design and construction projects (Kunz & Fischer, 2012). 6 Abstract An increasing number of actors contributing with their skills to design-build projects increase the need for and complexity of coordination. The design-build project delivery method proposes to coordinate actors through collaborative interaction; however, even design-build projects result in poor coordination and building of relatively poor quality. Therefore, the purpose of this research is: to gain a deeper insight into how coordination is respectively enabled and constrained; to understand how coordination relates to project performance; and, to propose methodological elements for an integrated design-build management concept. An institutional work perspective explains how design-build projects are social phenomena characterised by structures, purposeful reflective interactions and political negotiation. Furthermore, coordination is interpreted as an institutional phenomenon and specifically coordination is defined as bringing together potentially social, temporal and spatially separated work elements. Coordination mechanisms include formal structures, relational interaction, and integrative institutional processes. Similarly, project performance is defined as a temporary negotiated order of multiple institutions. The research design consists of three literature studies combined with a double- qualitative empirical study of six design-build projects. The six projects are studied through a quadric-hermeneutic method enabling insight into the phenomenon of coordination. The analysis shows that during the design process peaceful co-existence, fragmentation and occasional integration occurred. During the detailed design phase a conflict between project quality and efficient construction arose. As a result, the design process dragged on, stalled and re-circuited and the project was not fully representative of all the institutions in the project. Nevertheless, due to a combination of structure, loose coupling and informal interaction the project team was able to begin and progress the build. Further, the analysis shows that a project’s constellation of institutions is reflected in the project’s performance. Following the analysis, an integrated design-build management concept proposes new meanings and formal structures for enabling integrating constellations of institutions to improve project coordination and performance. This research project concludes that project coordination is a process of mutating constellations of institutions where conflict, competition, blending, fragmentation and the lack of collective on-going institutional work are the primary constraints to project coordination. Similarly, integrating constellations of institutions and occasional fragmentation through temporary competition enable project coordination and increase project performance. Keywords: coordination; institutional work, design-build; and, project performance. 7 Table of contents Introduction 10 Theory 15 Institutional theory 15 Projects & project performance as constellations of institutions 26 Coordination 28 Summary 32 Method 34 Research design 34 Quadri-hermeneutics 35 Literature study 41 Empirical research 43 Developing an integrated design-build management concept 53 Trustworthiness & authenticity 55 Critique of method 59 State-of-the-art design-build projects 62 Part 1 62 Description, project 1 62 Meanings, norms and rules in project 1 67 The constellation of institutions in project 1 81 Interactions and efforts made towards coordinating project 1 96 Summary part 1 106 Part 2 109 Descriptions, projects 2-6 109 Institutions developed in projects 2-6 114 Constellations of institutions in project
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