An effective team building process can bring significant, not simply marginal, improvements in project execution and results. Use of team building represents a “step change” in the way projects are managed and in the ultimate project performance. The purpose of this publication is to demonstrate how these statements are supported by research and case studies.
It is not uncommon during the design/construction process for an adversarial relationship to develop among the parties involved, usually the project owner, designer and contractor. Since this type of relationship is seldom constructive and frequently the cause of problems, CII formed the Project Team Building Task Force to examine how the adversarial relationship might be minimized.
Through a series of meetings, literature review, three mail surveys and personal interviews, the task force defined the research problem and conducted its research. This publication contains the major findings, conclusions and recommendations of the research.
The Team Building Process. This publication does not address “teams,” per se: it addresses the team building process. What is the team building process? It is a process that brings together a diverse group of individuals and seeks to resolve differences, remove roadblocks and proactively build and develop the group into an aligned, focused and motivated work team that strives for a common mission and for shared goals, objectives and priorities.
The reader will not find a “how-to-do-it” manual on team building here, but rather will learn about the results of its use on a wide variety of construction projects. While no effort has been made to prescribe the methods by which successful team building should be done, common elements were found, which include:
On most projects studied during the research, individuals that participated in the team building process were from three different organizations—the owner, designer and contractor. On the remaining projects, team members were from only two of these organizations. Occasionally, team members included other major stakeholders such as subcontractors and construction managers.
Major research findings:
Case Studies. Case studies of selected projects investigated by the task force are included in this publication as Appendix A. The case studies provide descriptive information on the actual use and results of the team building process.
Selected Sources for Information. Appendix B contains current references that may provide useful information on the philosophy and technology of the team building process.
Table of Contents:
A Key Point
Project Team Building Task Force
The Team Building Process
Extent of Adversarial Relationship
Causes of Adversarial Relationships
Cost Impact of Adversarial Relationships
Commercial Relationship and Team Building
Decision to Use the Team Building Process
The Team Building Process
Costs and Benefits of Using the Team Building Process
Characteristics of Effective Project Teams
Reactions to the Use of the Team Building Process
Appendix A: Case Studies
Appendix B: Suggested Sources for Information