Developing a Project Delivery System for Construction Project – A Case Study | Zendy

Petro Pöyhönen | Zendy; Matti Sivunen | Zendy; JuhoKusti Kajander | Zendy

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Developing a Project Delivery System for Construction Project – A Case Study

Author(s) -

Petro Pöyhönen,

Matti Sivunen,

JuhoKusti Kajander

Publication year - 2017

Publication title -

procedia engineering

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 0.32

H-Index - 74

ISSN - 1877-7058

DOI - 10.1016/j.proeng.2017.07.233

Subject(s) - integrated project delivery , project management triangle , project management , project planning , schedule , project charter , project team , extreme project management , pre construction services , process management , work breakdown structure , process (computing) , engineering management , project stakeholder , opm3 , earned value management , project portfolio management , construction management , project risk management , basis of estimate , engineering , systems engineering , computer science , civil engineering , operating system

The project delivery system for a construction project is often selected according to project management team's previous experience. This might lead to a vicious circle where the same problems, such as cost and schedule overruns, are faced in successive projects. According to authors’ experience, there is a lack of understanding on how the project delivery system is developed in a project to manage the recurring problems. The aim of this study is to describe how a project delivery system was developed in a real-life construction project utilizing the Innovation Management System for Construction Sector Companies. The research design of the study is based on descriptive embedded single case study. The main finding of the study is that strategy, market input, development process and competences and resources are essential functions when developing a project delivery system for a construction project. Especially market input and technology scouting are needed to steer the strategical goal setting and to select the most suitable project management methods for the project. All the project parties found that the developed system provided additional value for the project and genuine novelties were found.

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