White, D and Fortune, J (2012) Using systems thinking to evaluate a major project: The case of the Gateshead Millennium Bridge. Engineering, Construction and Architectural Management, 19(2), pp. 205-228. ISSN 0969-9988
Abstract
Purpose - The purpose of this paper is to set out the results of a study of a major landmark construction project and to use systems thinking to shed light on the organisation, management and performance of the project. Design/methodology/approach - The three main methods of gathering the data were a series of formal and informal interviews with representatives of Gateshead Metropolitan Borough Council and their main project partner Harbour and General, regular visits to the main construction site and the secondary site where the bridge was pre-fabricated and an extensive study of newspaper and magazine articles, Council minutes and memoranda and other relevant literature. The paper also employs a systems-based approach whereby the project is represented as a system and compared with an ideal model of a system that is capable of purposeful action without failure. Findings - This paper has shown that shown that, although many aspects of the management of this construction project such as its decision-making processes were very effective, the project was over budget and significantly late. Analysis using systems thinking has been able to reveal that the problems encountered during the construction were caused by unforeseen environmental influences and failure to appreciate the viewpoints of those directly and indirectly affected by the project. It is suggested that the lessons learned from investigating this project in real time can provide a valuable insight into understanding the challenges faced by similar projects. Originality/value - Unlike many reports of similar-sized projects, this case study uses data gathered throughout the life of a lengthy construction project. It uses these data to conduct an assessment of project performance and evaluate the way the project was managed. The method used to do this is transferable to a wide variety of design and engineering projects and is of value to academics and practitioners alike.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | case studies; construction management; project management; systems design; United Kingdom |
| Index terms: | project management, systems design, project partner, project performance, real time, newspaper, major project, decision-making process, case study, lessons learned, practitioner, methodology, construction project, United Kingdom, construction site, systems thinking, harbour, interview |
| Subjects: | data collection methods, design methods, practitioner, work location, strategic project management, analytical methods, research methods, Geography, production management, project management theory and practice, professional development, project controls, sociology, decision analysis, infrastructure and transport systems |
| Topics: | Information Management, Engineering Principles, Geographical Context, Project Management, Research Practice, Roles and Professions, Stakeholder Management, Risk Management, Design Practice, Site Management, Time Control |
| 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