Demystifying the dynamic link between project value and design team networks: A socio-technical lean management framework

ABSTRACT

Construction projects are complex networks of people with various backgrounds, perceptions, objectives, and dynamically changing project value expectations. Attaining common project objectives that satisfy all stakeholders’ value propositions requires collaboration whether formally or informally. Although the need for collaborative approaches on projects seems like an intuitive thought, the actual foundations and drivers needed to achieve effective implementation of a collaborative and value-based environment are usually plagued with hurdles. Moreover, previous research work and common industry practices remain mostly focused on the ‘product’ or technical end of the project while marginalizing the human-centric processes that can make or break the project. This research aims to help project managers attain higher value on projects through analyzing and managing the social context of project teams. Specifically, this research investigates the links between design team communications and project value performance as well as analyzing the evolving dynamics of value and network structures. Data analytics was used to reveal a potential correlation between the communication structures of project teams and value fulfilment on projects. Findings revealed that the inherent social dynamics and social network composition can reflect the team’s reported level of fulfilling value on projects. Such structures affect a team's ability to effectively exchange knowledge and coordinate design tasks. The research's contribution lies in introducing a sociotechnical approach for delivering value on projects through developing value-based social networks that help improve design communications and presenting a reproducible framework that enables teams to advance and align value propositions among different stakeholders.

KEYWORDS:

• Social network analysis
• value generation
• communication
• integrations
• team dynamics
• value delivery

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

This work was supported by Natural Sciences and Engineering Research Council of Canada [grant number RGPIN-2020-04420].