Chapter 5 – Conclusion
5.4 Contribution and Managerial Implications
This study contributes to the understanding of managing DB projects in several
ways. First, it represents an integrated model of project’s technical system, consolidating various perspectives of technical uncertainty and complexity. Our results suggest multiple dynamic interactions in the project technical system, which is captured in the integrated exploratory model proposed. Secondly, our work shows an extension to Shenhar’s (1997, 2001) low- and medium-tech typology of technical uncertainty.
Shenhar observed that construction projects are characterised by early closure of design development phase. Design-build being a dynamic process requires the engineering team to be resident almost right through to the very last stages of the project lifecycle. Lastly, we believe that the survey questionnaire developed to assess the level of technical uncertainty and complexity is another contribution. Not only is the questionnaire tailored to Taiwan’s construction industry and context, the language and instrument reliability allows repeated use with minor modification.
The management of uncertainty and complexity in engineering projects require a delicate balance between technical and managerial challenges (Shenhar, 2001). This challenge is exacerbated by combining two very different natures of tasks into one single project. DB projects are expected to cope with heterogeneous environments that involve a multitude of engineering disciplines. Project managers must not only pay attention to factors that cause uncertainty and complexity in projects, but exercise control so as to steer the project to its predetermined targets. This study has two important implications for project managers.
First, the study has shown that technical uncertainty is best managed by processing information in an efficient manner to reduce the rippling impact of information deficiency. We find that unstructured (informal) communication is favoured under uncertainty and complexity. The dynamic, evolutionary and interactive nature of
DB projects requires continued adjustments of project participants and stakeholders.
Formal channels with structured information do not facilitate the resolution of uncertainty.
Hence project managers need to be aware of the importance of flexible means of processing information.
Second, unit grouping within the project organisation needs to consider the level of technical complexity, particularly the extent to which concurrency is to be exercised.
Nicolini, Holti and Smalley (2001) outlined the significance of interdependencies in clustering project tasks into smaller and more manageable projects. Our results demonstrate that too many functional subunits are not conducive to concurrency. Large organisation size also makes the information and integration processes more cumbersome. In practice, the extent to which project tasks must overlap in execution could not be foreseen, but rather acted upon as a response to changing project conditions. As the project tasks become more complex, rearrangement of unit grouping should be considered with a key point in maintaining agility.
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