Organizing for Project Success

Developing a project should be viewed as managing a complex decision-making process, rather than merely preparing a series of products. This requires focusing on the commercial contract between parties and the roles of people within work groups. These working groups are teams that work together to accomplish more than they would if they worked separately. The use of teams is central to the construction project approach because a team is where the decision-making process begins.

Research indicates that the “baseball” concept is the traditional approach to teams in the construction industry, but the “football” concept is a better fit for the construction process. Instead of having each party act separately to determine the success of the group, the project should be driven by planning and include diverse relationships throughout the project organization. Key teams include:

• Investment Management Team
• Project Management Team
• Contractor Management Teams
• Work Managers
• Work Manager Teams

Development of a project, from concept to reality, is actually a reduction of the uncertainty process. At every stage of the project, the team is striving to clarify exactly what is to be done and how to do it.

The trend toward early involvement of all concerned parties during construction is beneficial; it assembles the people who know best how to do something with the people who determine what they want. This can be seen in the development of partnering relationships and the recent emphasis on constructability. Difficulty can arise, however, when people who are accustomed to functioning where direction is unambiguous and change is perceived as an enemy, meet people who consider change as beneficial while refining the project plan. Conflict is likely if the owner uses a contract based on a highly certain view of the project, while the contractor views the project definition as unstable.

Refer to SP12-2 for an in-depth description of project uncertainty and success factors.

Many different forms of organizations can be successful; such organizations share a unique set of coordinating tools and mechanisms that allow the group of individuals to act in a cohesive, focused direction toward satisfying a single purpose. Coordinating tools and mechanisms include:

• A comprehensive objective-setting process
• The design basis
• A project strategy
• Work planning
• Information systems

Refer to SP12-2 for an in-depth description of these tools and mechanisms.

The culture of construction projects has unique qualities that form the backdrop, determine the needs and requirements for people to perform, and deliver high performance projects. Several major cultural factors that significantly influence the form and substance of the human organization on projects have been identified. These can be summarized as factors responding to high degrees of risks, often conflicting priorities, goals and rewards, and always uncertainty. The uncertainty factor is a central issue that separates construction requirements from other organizations. A construction project also includes the complex issues associated with several autonomous organizations, each having its own structure and procedures. Human factors must be designed to operate effectively within these variables. Adaptability, resilience, flexibility, guidelines rather than manuals, matrix structures, teams, openness, and leadership are requirements of success.

Refer to SP12-2 for an in-depth description of:

• Project Culture 
• Code of Team Conduct 
• Key Team Member Selection 
• Team Development 

SP12-2, Organizing for Project Success

This publication addresses methods, guidelines and considerations necessary for successful project organization, key member roles and selection and effective teamwork. The key theme to successful project organization is the selection of properly skilled people.

This material suggests key tools and mechanisms that include:

• A comprehensive objective-setting process
• The design basis
• A project strategy
• Work planning
• Information systems
• Key team member selection
• Team development