Thomson, C S and Munns, A K (2010) Managing the implementation of component innovation within construction projects. In: Egbu, C (ed.) Proceedings of 26th Annual ARCOM Conference, 6-8 September 2010, Leeds, UK.
Abstract
Over the past decade the construction sector has increasingly recognized the potential damage that low innovation levels has had on the long-term future and sustainability of the industry. Traditionally a low priority; a lack of value or importance has been assigned culturally to innovation and despite recent improvements its levels still lag behind other sectors. The problem centres not in the obvious idea generation and problem solving capabilities demonstrated within construction, but instead in the persistent inability of organizations and projects to effectively manage the implementation of innovations. The research aims to address an emerging need to engage with the problem from the perspective of the construction project. Projects are dynamic, complex, short-term, and unique in form. Within this context, innovation has traditionally been perceived as representing additional project risk and is often for a variety of reasons removed over the lifecycle of a project. This research focuses on the need to understand the management requirements surrounding the implementation of component innovations (i.e. the implementation of novel elements within a construction project). Legislative and market demands have seen a range of innovative products emerge as construction projects are required to adopt a sustainable path in their design and construction methods. To respond to this agenda, project managers need to understand the requirements associated with managing the implementation of such innovations as a process across the lifecycle a project. Presented are the findings of a mapping exercise of the innovation process displayed during three case study housing projects where the key phases, activities, and decisions points were identified. Interviews were conducted with those involved in the delivery of the innovation within the project; and explored the context, identified influencing factors and the experience of integrating the components with the project across its different stages. A model is presented, with the importance of aligning the innovation process with the objectives of the project highlighted.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | innovation; project management; sustainability; case studies |
| Index terms: | design and construction, lifecycle, problem solving, mapping, construction project, project management, implementation, construction sector, case study, project manager, exercise, interview, influencing factor, housing project |
| Subjects: | production management, project management theory and practice, decision-making and reasoning, spatial and geospatial analysis, industry analysis, housing and residential development, health behaviours and lifestyles, data collection methods, risk assessment, profession, contractual arrangements, project delivery |
| Topics: | Urban Studies, Research Practice, Project Management, Health and Safety, Procurement, Risk Management, Roles and Professions |
| Descriptive scope: | 4 PCTE |
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