Shokri, S; Ahn, S; Lee, S; Haas, C T and Haas, R C G (2016) Current status of interface management in construction: Drivers and effects of systematic interface management. Journal of Construction Engineering and Management, 142(2): 04015070, ISSN 0733-9364
Abstract
Interface management (IM) is an emerging construction management practice that industry finds necessary for megaprojects that have become more complex and global. Defined as the appropriate management of communications, relationships, and deliverables among stakeholders, effective IM is integral to project success. Yet, because it is an emerging discipline, IM implementation has varied widely across the industry. Furthermore, the effect of IM on project performance is still unclear. To address these gaps, the construction industry institute (CII) chartered a research team, to identify the current state of IM and to investigate the relationship between systematic IM and project performance. To accomplish this, the authors conducted structured interviews for 46 projects. The study results showed that IM practices are most often found in industrial projects, with dollar values of more than one billion. In addition, IM adoption is positively correlated with the project dollar value and number of interface stakeholders. In terms of performance, projects with systematic IM tend to have lower mean and less dispersed cost growth, compared with projects without systematic IM. These results contribute to an understanding of the potential benefits of IM and its appropriate application as it further develops and is used in practice.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | current state; interface management; megaproject; project performance; project planning and design |
| Index terms: | project planning, megaproject, management practice, interface management, interview, implementation, project performance, Construction Industry Institute, project success |
| Subjects: | strategic project management, contractual arrangements, control systems, business, data collection methods, research organizations, project management theory and practice, management |
| Topics: | Business Strategy, Research Practice, Project Management, Procurement |
| Descriptive scope: | 3 PCE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here