Learning Organizations in Construction

The transformation of organizations from production-oriented entities to proactive learning entities that continuously leverage the knowledge of the workforce is a primary objective of management researchers. This focus has significant relevance to the construction industry where production-related research has predominantly overshadowed organizational development research. As one effort to change this emphasis, the writers present a research effort designed to study current organization learning techniques and technologies fielded by organizations both inside and outside of the construction industry. Through a series of exploratory case studies, the writers developed a maturity model together with the Construction Industry Institute that provides construction organizations with a framework for developing a learning organization culture. The maturity model focuses on learning organization characteristics of leadership, processes and infrastructure, communication/collaboration, education, and culture at the organization, community, and individual levels. This paper introduces the results of that effort including a presentation of the learning organization maturity model, framework application, and the overall characteristics of a learning organization.     

Staircase Model for New Practice Implementation

Implementation of new ideas and new practices are essential for an organization to remain competitive in a changing business environment. The absence of these new ideas will eventually lead to stagnation, but the challenge to organizations remains how to overcome the many barriers that appear during an implementation process and successfully convert these ideas into sustainable practices. Within the capital facility industry, this challenge is amplified based on long-held industry practices, corporate culture, and a necessary focus on minimizing risk. However, even the capital facility industry is being forced to recognize the need to adapt to changing business conditions through the implementation of best practices. Specifically, organizations require an implementation plan that provides enough detail that all parties impacted by the process understand the process (roadmap) that is going to be followed during implementation. This paper introduces the development of the staircase implementation model and how it addresses the need for an implementation roadmap that is applicable to all implementation initiatives. The paper introduces the model components, the proposed application of the model, and the initial testing of the model that led to specific implementation considerations. This paper has significant relevance to industry as it gives a practical introduction to the important focus of implementing new practices.     

Project Management in the Chinese Construction Industry: Six-Case Study

Originating from the West, project management was introduced into China after the country’s economic reforms in the 1980’s and has since spread quickly throughout the whole country, particularly in the construction industry. However, despite the wide adoption of project management practices by construction organizations and the growing recognition of the importance of project management as an enabler of organizational success, empirical studies on project management in the context of the Chinese construction industry have been inadequate. This paper presents the results of an empirical study of six Chinese construction organizations in order to come to a more comprehensive and sophisticated understanding of project management practices in the Chinese construction industry. The findings revealed: (1) a good appreciation of the role of projects and project management and satisfaction with current project management practices; (2) 11 key aspects of project management implementation; (3) 12 resultant value and benefits; and (4) five aspects of the main challenges facing the organizations. Meanwhile, variations in project management practices and the resultant organizational value were identified, first between the three owner- and the three contractor-case study organizations, then between the two construction contractor organizations and the one design contractor organization.     

Building Learning Organizations in Engineering Cultures: Case Study

The ability of organizations to learn is critical for success. Implementing organizational learning in engineering cultures can be difficult due to a focus on technology instead of people and imbalances among cultures within an organization. A project to transform a medium-sized engineering organization into a learning organization is reported, and the degree, nature, and causes of its success are evaluated. An implementation team developed skills in five disciplines of a learning organization. However the underlying organizational learning concepts were not embraced by the organization at large or incorporated into regular operations. Success was constrained by the organization's ability to share and utilize the knowledge acquired by the implementation team to generate organizationwide commitment to organizational learning. The dominance of the engineering culture and the lack of organizational learning infrastructures and development process experimentation suggest that organizations with a balance among cultures may be more likely to succeed than those dominated by a single culture.     

Collaboration Environments for Construction: Implementation Case Studies

Although emerging technologies offer the construction industry many opportunities for computer supported collaboration environments, the companies adopting these technologies usually fail in achieving the full benefits from their implementations. The reason for this is found to be focusing too much on the technical factors and ignoring or underestimating the factors related to change, implementation, human and organizational factors, and the roles of the management and end users. Each new information technology (IT) implementation involves some change for the organization and the employees, and is therefore a source of resistance and confusion unless special attention is paid to managing this change. This paper aims to review the related theoretical concepts and previous work on success factors for collaboration environment implementations and failure reasons for IT, and to present the current approaches adopted by construction organizations implementing collaboration environments. In order to achieve these aims, the results of an extensive literature review on general causes of failure in IT implementations are presented, and the key areas to focus on during IT design and implementation are highlighted and explained. The results of exploratory case studies are summarized to show the current IT implementation and collaborative working approaches in the United Kingdom construction industry and interpreted using a systems thinking approach. The paper then concludes with some insights into how construction organizations can improve the implementation of collaboration systems.     

Prototype System for Knowledge Problem Definition

Attitudes to knowledge management (KM) have changed considerably as organizations are now realizing its benefits. Implementation, however, has been facing serious difficulties attributed either to not being able to anticipate the barriers when planning KM strategies or to using inappropriate methods and tools for implementation. These difficulties are more critical in construction due to the fragmented nature of the industry. This paper suggests that proper definition of a KM problem at the early stages of developing the KM initiatives will result in better control over the KM barriers. A methodology for identifying KM problems within a business context is then introduced. The methodology is encapsulated into a prototype software system, which facilitates its deployment in organizations and provides online help facilities. The methodology, development, operation, and evaluation of the prototype are described. The paper concludes that the prototype offers considerable potential for delivering a clarified KM problem and a distilled set of issues for an organization to address. This represents a significant first step in any KM initiative.     

The NHS as a learning organization: aspirations beyond the rainbow?

AIM: It is the intention of this paper to review the issues and challenges organizations face when aspiring to embrace and enact the tenets of a learning organization; and in particular the perceived impact on management strategy, structure and leadership styles. The paper is predicated on the premise that learning and knowledge act as vital strategic resources, crucial not only to organizations in terms of competitive advantage but to ethical enterprise per se. BACKGROUND: Modern life is characterized by change, against the backdrop of this continual turmoil, organizational learning has emerged as a dominant theme within contemporary management theory, with many commentators increasingly locating the capacity of an aspiring organization to accommodate the ethos of organizational learning, as the vital component in ensuring enduring efficiency, innovation and competitiveness. However, the utility of such learning needs to be scrutinized and evaluated in terms of service need and expectation. ORIGINS OF INFORMATION: The paper will expand upon wider theoretical debates extant within the literature, by considering the concept and utility of the learning organization with specific reference to management reform extant within the British National Health Service (NHS). DATA ANALYSIS: During the course of the review the various the theoretical positions contributing to the notion of the learning organization will be analysed, the practical ramifications of which will be examined in the context of reflective practice, clinical supervision and the wider cultural background of nursing and the NHS. CONCLUSIONS: The paper concludes that the NHS needs to reorientate management perspectives to focus attention more acutely on systems which are deliberately designed to facilitate shared learning, to unravel the ambiguities of organizational life, to affirm management belief in the nursing contribution and to achieve an as yet unrealized potential in terms of patient care and advanced nursing practice.     

Organizing Large Projects: How Managers Decide

Now tools will help managers design organization structures for large engineering and construction projects. An improved understanding of how managers decide in structuring project organizations is necessary to develop these tools and to assist managers in the systematic design of organizations tailored to meet project goals under unique situations. This paper reports a portion of results from research conducted to determine current practices in project organization design. The conclusion that adaptation dominates this process leads to several implications for industry professionals and researchers wishing to improve project performance. Recognizing the role of adaptation in current practices of organizational structuring will allow managers to avoid inertia and systematically design organizations. Researchers can assist by expanding variables in organization theory to better capture project situation and structure and by developing new tools to assist in systematic organization design.     

Prenatal exclusion of Ehlers-Danlos syndrome type VI by mutational analysis

Knowledge management provides a means for sharing data, lessons learned, and accumulated knowledge throughout an organization or within an entire industry. Gone are the days of hoarding knowledge to ensure job security; today's workers and managers must work together to find new and innovative ways to use what they know and optimize how that knowledge is accessed. Knowledge management's new approach to shared intellectual resources has implications for workers and managers in all fields and promises to redraw the management landscape. But are healthcare organizations setting the stage for reengineering themselves all over again?     

Construction Business Competitiveness and Global Benchmarking

The focus of this paper is on developing “quality” and sustainable construction businesses capable of riding market shifts and growing both nationally and internationally. Knowledge of current management tools and techniques will no doubt prove useful in the quest for transforming a nonperforming business. However, no long lasting effect can be expected unless attention is paid to the fundamental principles and practices that govern organizational behavior, including the views an organization has of its customers, competitors, and itself. Commercial performance of organizations has increasingly become not only dependent on resource efficiency, but also on retooling and aggressive new business development initiatives as well as reduction in base production and operational costs. The human factors and mental models that people have within any given organization profoundly affect the success or failure of that organization. In this paper a critical review of the current concepts and techniques influencing construction organizations is offered with a focus on people and organizational improvements. A set of critical success factors is then distilled, followed by a systematic process of applying the same to achieve success.     

浅谈学习型组织中的知识管理

创建学习型组织和培育学习型人才，其本质都在于实施有效的知识管理。发现、搜集、过滤并呈现对企业有用的知识．其中的知识库有企业的基本信息、组织结构信息和服务信息等，知识库中的知识必须是开放型的且要随时更新。知识管理中的组织学习包括显性知识、隐性知识及过程的学习。通过建立能为公开组织学习和交流提供完好设施的网络、有利于组织成员进行合作和参与知识共享等方式构建知识管理体系。     

Determination of Key Performance Indicators with Enterprise Resource Planning Systems in Engineering Construction Firms

The study focuses on developing a unified approach to define information specificities for key performance indicators (KPIs). Borrowing from the time-system theory, the paper defines different types of KPI and identifies that a KPI has two dimensions—knowledge specificity and time specificity. Different approaches are presented to analyze knowledge and time sensitivities. This paper addresses a key question related to enterprise resource planning (ERP) systems applications in the engineering construction industry: what are the areas of business processes within the engineering construction industry where ERP cannot be used to collect KPIs related to business processes? The writers review empirical and specialized processes within the construction industry to identify business processes not covered by existing ERP systems. A survey focused on qualitative aspects of ERP systems implementation in engineering construction firms was conducted among ERP-enablers in the construction industry and provided a basis for the presented case study. Data collected are from major engineering and construction firms in the United States and therefore the results are relevant for researchers and industry practitioners concerned with application of enterprise management systems in the respective firms.     

Concept Relation Extraction from Construction Documents Using Natural Language Processing

The objective of this research is to present an innovative technique for managing the knowledge contained in construction contract documents to facilitate quick access and efficient use of such knowledge for project management and contract administration tasks. Knowledge Management has become the focus of a lot of scientific research during the second half of the 20th century as researchers discovered the importance of the knowledge resource to business organizations. Despite early expectations of improved document management techniques, document management systems used in the construction industry have failed to deliver the anticipated performance. Recent research attempts to utilize analysis of the contents of documents to improve document categorization and retrieval functions. It is hypothesized that natural language processing can be effectively used to perform document text analysis. The proposed system, technique for concept relation identification using shallow parsing (CRISP), utilizes a shallow parser to extract semantic knowledge from construction contract documents which can be used to improve electronic document management functions such as document categorization and retrieval. When compared with human evaluators, CRISP achieved almost 80% of the average kappa score attained by the evaluators, and approximately 90% of their F-measure score.     

Project Management Process Maturity (PM)2 Model

This paper presents the project management process maturity (PM)2 model that determines and positions an organization’s relative project management level with other organizations. The comprehensive model follows a systematic approach to establish an organization’s current project management level. Each maturity level consists of major project management characteristics, factors, and processes. The model evolves from functionally driven organizational practices to project driven organization that incorporates continuous project learning. The (PM)2 model provides an orderly, disciplined process to achieve higher levels of project management maturity.     

Scorecard Approach to Benchmarking Organizational Safety Culture in Construction

This paper promotes adopting the balanced scorecard tool to benchmark organizational safety culture in construction. It argues that this tool has the potential to provide a medium to translate the organization’s safety policy into a clear set of goals across four perspectives: management, operational, customer, and learning. These goals are then further translated into a system of performance measures that could effectively communicate a powerful strategic focus on safety to the entire organization. Four perspectives have been developed to represent all stakeholders, thereby ensuring that a holistic view of safety is used for strategic reflection and implementation. The paper argues that by selecting and evaluating the appropriate measures, in each perspective, requirements can be identified, and actions to the identified goals can be aligned and facilitated. The proposed balanced scorecard approach should therefore enable construction organizations to pursue incremental safety performance improvements. Work-in-progress is briefly reported to give insight into the potential applicability of this approach.     

Taxonomy of Knowledge Requirements for Construction Executives

Construction projects are achieved through a “project format” where the focus of management is on the planning and control of resources. While this aspect of the construction industry receives significant focus, less attention is paid to the broader concerns of construction organizations, or enterprise management. This lack of focus is resulting in few construction professionals' acquiring the breadth of knowledge required to sufficiently address enterprise management issues. In response to this issue, a taxonomy of knowledge requirements for construction executives has been developed to serve as a map of knowledge areas for construction industry executives. Based on a study of internationally recognized journals, a content analysis methodology was used to gauge the current state of management topics. Based on this content analysis, the paper presents the eight focal areas of knowledge for construction executives and the accompanying emerging topics from management researchers.     

What Is Preproject Planning, Anyway?

The importance of preproject planning in the capital facility delivery process and its potential impact on project success has long been recognized by industry practitioners. Nevertheless, the preproject planning process varies significantly throughout the construction industry from one organization to another, and from one business sector to another. This paper will summarize lessons learned from five research projects conducted during the past 14?years regarding the preproject planning process. These research projects were based on data from more than 200 capital projects, representing approximately 8.7 billion U.S. dollars; input from more than 500 industry practitioners; and reviews of the project planning processes used by more than 100 organizations. The positive relationship between thorough preproject planning and enhanced project performance is demonstrated. Findings are presented, including key requirements, processes, and scope definition elements that comprise thorough preproject planning. Similarities and differences in the scope definition of building and industrial projects are outlined. Conclusions of the research effort and recommendations to industry practitioners are provided.     

Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms

This research focuses on contracting firms within the construction sector. It characterizes and evaluates the composition of organizational culture using four culture types (clan, adhocracy, market, and hierarchy), the strategic approach for knowledge flow, and the success of knowledge management (KM) systems at different hierarchical levels of contracting organizations (project and parent organization level). Responses from managers of local or overseas contracting firms operating in Hong Kong were collected using a carefully constructed questionnaire survey that was distributed through electronic mail. The organizational value is analyzed in terms of the four cultural models. Clan culture is found to be the most popular at both project and organization levels, which means that the culture of contracting firms very much depends on honest communication, respect for people, trust, and cohesive relationships. On the other hand, hierarchy culture, which focuses on stability and continuity, and analysis and control, seems to be the least favored at both levels. Another significant finding was that the two main KM strategies for knowledge flow, codification and personalization, were employed at both project and organization levels in equal proportion. This indicates that successful KM efforts at both enterprise levels utilize a hybrid and balanced approach for their knowledge flow, and that they complement each other. The findings also revealed that knowledge management system success factors emphasize the support of the management level. The results show that KM is critical and beneficial as indicated by 64% at the project and 74% at the organization level. The expectation is higher for organizations as they are the organizational memories in which experiences of past projects are archived and connected. Understanding these factors and the relationships among them has been demonstrated to be critical in order to increase the chances of success or to help with making decisions when applying KM.     

Identification of Effective Management Practices and Technologies for Lessons Learned Programs in the Construction Industry

Organizations in the construction industry cannot afford to make repetitive mistakes on major projects. Conversely, there are great benefits to repeating positive experiences from past projects. This need for institutional memory is amplified by the reality that in the course of normal turnover and retirement, people with years of experience leave their organizations. An effective lessons learned program is a critical element in the management of institutional knowledge; it will facilitate the continuous improvement of processes and procedures and provide a direct advantage in an even more competitive industry. This paper describes a research study that aimed to identify effective management practices and technologies for lessons learned programs in the construction industry. Data from 70 organizations that participated in this study are presented. Research found that even though more lessons learned programs are being initiated, the potential for savings and improvement has not been fully met. The study has also identified seven crucial characteristics of a successful program and verified that most organizations are stronger in some categories and weaker in others. The key to an effective program is to address all seven areas and guidance is provided for those wishing to implement lessons learned programs.