Walker, A (1980) A model for the design of project management structures for building clients. PhD thesis, Liverpool Polytechnic, UK.
Abstract
This research constructs and tests a model of the organisation of building projects for maximum benefit to clients. The model is developed from systems theory, independently of conventional organisational assumptions. It is based upon the premise that the process to be managed must be identified before organisational structures can be designed and it recognises the influence of environmental forces upon projects. The model proposes that the process of building provision consists of sub-systems created by decision points and identifies the interdependency and hence the differentiation within and between the subsystems. The major propositions of the model are that; a) there should be a match of differentiation and integrative effort, b) the operating and managing systems should be differentiated, c) the managing system itself should be undifferentiated and, d) the client and process of building provision should be integrated. The model was tested against three commercial buildings for private clients. Data is presented from interviews and other sources and is interpreted using Linear Responsibility Analysis, which was adapted and developed in this research. The testing method examines the overall compatibility of the model and the test projects, and also identifies the causes of deficiencies in the outcomes of the projects and whether they can be explained by divergence of the projects from the model. The model was found to be valid for the type of project used in the tests. It provides a theoretical framework against which the effectiveness of organisation structures for the management of building projects can be predicted and which can be used for the design of such structures. It is suggested that Linear Responsibility Analysis provides a useful tool for organisation analysis and design. Finally, implications of the results for the organisation of building projects in practice are discussed.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | differentiation; systems theory; commercial building; client; organisational structure; interview |
| Index terms: | testing, project management, effectiveness, interview, linear responsibility analysis, organizational structure, systems theory, differentiation, commercial building |
| Subjects: | sociology, project management theory and practice, performance management, theoretical framing, data analysis and analytics, professional practice, organization, construction type, data collection methods |
| Topics: | Engineering Principles, Research Practice, Project Management, Construction Technology, Quality Management, Organizational Design |
| Descriptive scope: | 5 PCTEA |
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