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The process of integrated project delivery in construction shifts towards analyzing and controlling of communications. The transition to the modern construction management methods is closely connected with network organizational structure. The network structure is a new model for intellectual and productive resources exchange, which allows the enterprises to minimize time and expenses. The risks that time and charges will increase grow as the number of participants in the investment process in the construction rises. In the integrated project delivery, the optimality of the decisions is mainly dependent on the effectiveness of the negotiation process, which in turn depends on the organizational structure. The article presents three main types of network organizational structure that can be applied during the integrated delivery of the project: focal, dynamic and multifocal. It provides the method of determining the minimum number of “substitute members” to manage the network in applying the multifocal type of network organizational structure. Provided that the number of participants in a project is less than five, the manager may work on his own or with one alternate. When the number of project participant’s increases, the number of “substitute members” to manage the network grows in accordance with the accepted condition.

Zastosowanie sieciowej struktury organizacyjnej w zintegrowanej realizacji przedsięwzięcia budowlanego