Cross-Functional Project Teams in Construction: A Case Study

Open Access
- Author:
- Laurent, Jean Emile
- Graduate Program:
- Architectural Engineering
- Degree:
- Master of Science
- Document Type:
- Master Thesis
- Date of Defense:
- March 20, 2017
- Committee Members:
- Robert M. Leicht, Thesis Advisor/Co-Advisor
David Riley, Committee Member
John R. Bechtel, Committee Member - Keywords:
- Integrated Project Delivery
IPD
Lean
Cross-functional teams
cross-functional project teams
cluster
case study
interviews - Abstract:
- For many years traditional project delivery systems have been utilized in the construction industry, but new delivery systems such as Integrated Project Delivery (IPD) are being developed to answer the need for more integrated approaches. Studies have been conducted to assess the impact of project delivery methods on project performance, but few focus on the effect of team composition and organization. However, many factors influence the need for evolving cross-functional project teams (CFPTs) as project needs change and the addition of new participants to the project. This research presents IPD experts’ interviews and a case study of an IPD project delivered at the Pennsylvania State University for a mixed-use laboratory, office and classroom building. The objective is to demonstrate the composition and evolution of the CFPTs organization, from the beginning of the design through early construction. The discussion focuses on the changes in structure and alignment as they relate to project objectives at key stages of the project, shifting engagement of the team members and disciplines within the CFPTs, and the internal and external factors that influence the process. This study finds that the CFPTs should be created at the very early stages of the design in conjunction with a Target Value Design (TVD) approach. The CFPTs and TVD should focus on the main building systems. While the number of CFPTs vary with the project complexity, scope, and scale, overall number should be in the range of four to 10. The personnel for each CFPT should be targeted around four to six people, with some variance based on the objectives and tasks they undertake, and leadership that brings both cross disciplinary knowledge to communicate with other CFPTs as well as strong facilitation skills. Furthermore team performance, thus far, has been assessed primarily by the CFPTs’ capacity to meet commitments. Finally, the CFPT organization combined with the IPD contract structure allows using the team flexibility to leverage the full potential of individuals to best suit the project needs as the project evolves, with little administrative burden as a barrier to getting the best team.