A knowledge-based approach to managing project change in the construction phase within collaborative team settings

Senaratne, S

Abstract

Changes in construction projects are common and can lead to disruptive effects such
as project delays, cost overruns and quality deviations. The rework due to unplanned
changes can cost 10-15% of contract value. By managing these changes more
effectively, these disruptive effects can be minimised or avoided. Previous research
has approached this industry problem from an information-processing view with the
introduction of hard IT based solutions. In this knowledge age, this study argues that
effective change management can be brought about by understanding the significant
role of knowledge during change situations. In managing change, the construction
project team members bring their tacit and explicit knowledge into the problem
situation and it is this knowledge that is captured, converted and shared between the
parties during the change process.
With this knowledge-based perspective of managing project change, the research
problem is articulated for this study as follows: How does the construction project
team manage knowledge during unplanned change in the construction phase within
collaborative team settings? The research problem is investigated by a conceptual
model supported by hypotheses, which recognises and integrates process, group,
organisational and wider environmental characteristics within the change process.
The research methodology for this study adopted a phenomenological research
philosophy. Within this context, case studies were used to investigate the research
problem. The principal data collection technique used in the case studies was the
semi-structured interviews. Content analysis and cognitive mapping techniques were
used to analyse the primary data.
The case study findings reveal that different forms of knowledge are created and
shared between project team members during problem-solving activities of change
events. These knowledge flows are very much centred on tacit knowledge and
experience of project personnel. This social construction and use of knowledge in
change management challenges the prevailing codification knowledge management
solutions based on 'hard' IT approaches, which do not appreciate and accommodate
this social phenomenon. The study concludes by stressing the need to balance
codification knowledge management strategies with 'soft' personalisation strategies to stimulate and support appropriate social interaction between team members and,
thereby, enhance the creation, dissemination and shared understanding of tacit
project experience. It is through the balance of codification and personalisation
strategies that collaborative teams can successfully resolve and learn from change
events in the construction phase of projects.

Citation

Senaratne, S. A knowledge-based approach to managing project change in the construction phase within collaborative team settings. (Thesis). Salford : University of Salford

• Thesis Type: Thesis
• Deposit Date: Oct 3, 2012
• Award Date: Jan 1, 2005