Effective Construction Project Delivery: Improving Communication Performance in Non-Traditional Procurement Systems

193 Pages·2020·3.103 MB·English

by  Titus Ebenezer Kwofie, Clinton Aigbavboa, Wellington Thwala

Titus Ebenezer Kwofie
Clinton Aigbavboa
Wellington Thwala
Effective
Construction
Project
Delivery
Improving Communication Performance
in Non-Traditional Procurement Systems
Effective Construction Project Delivery
fi
Titus Ebenezer Kwo e Clinton Aigbavboa
(cid:129) (cid:129)
Wellington Thwala
Effective Construction
Project Delivery
Improving Communication Performance
in Non-Traditional Procurement Systems
123
Titus Ebenezer Kwofie Clinton Aigbavboa
Department ofConstruction Management Department ofConstruction Management
andQuantity Surveying andQuantity Surveying
University of Johannesburg University of Johannesburg
Johannesburg, SouthAfrica Johannesburg, SouthAfrica
Department ofArchitecture
KwameNkrumah University of Science
andTechnology
Kumasi, Ghana
Wellington Thwala
Department ofConstruction Management
andQuantity Surveying
University of Johannesburg
Johannesburg, SouthAfrica
ISBN978-3-030-49373-8 ISBN978-3-030-49374-5 (eBook)
https://doi.org/10.1007/978-3-030-49374-5
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Preface
Construction project delivery process is information intensive and the imperative
for effective communication is critical to improving effective project delivery and
outcome across various procurement typologies. The construction project teams
rely on various forms of communication which must suit the context, procurement
modelanduniquerole-specifictaskfunctions.Thecontext,procurementmodeland
role-specific task function often pose enormous challenges to effective communi-
cation, thereby affecting project delivery. Additionally, there is also lack of
understandingofspecificcommunication styleandformsthatcanoptimizeproject
team interactions and information sharing across various procurement typologies.
Currently,muchoftheliteratureoverlyfocusesontraditionalprocurementsystems.
Non-traditional procurement typologies are seemingly characterized by unique
attributes and features that limit the application of existing knowledge. Likewise,
the urgent necessity of the construction industry towards a more collaborative
working, integrated and cooperation among project teams in project delivery and
rapid increase in the adoption of non-traditional procurement systems makes it
imperative for a more theoretical and practical insight into improving communi-
cation in non-traditional procurement systems.
Effectivenessofteamcommunicationforthedesignanddeliveryofconstruction
projectsisbecomingincreasinglyimportantinnon-traditionalprocurementsdueto
the growing technical and organizational complexity of construction projects.
Construction project teams are generally multi-disciplinary in nature from organi-
zationsexhibitingdifferentorganizationalcultures.Theyalsoexhibitdifferentlevels
of understanding, opinions, skills and rates of adoption of the available communi-
cationstylesandtoolsaswellaspreferencesforspecificmeansofcommunication.
This situation heightens the uncertainties to expected communication performance
across various procurement typologies. Effectiveness of project delivery process is
influencedbytwokeyaspectsofcommunicationwhicharethecommunicationacts
(technical and social based) of team members, their preferences for using specific
communication media, access to easy to use tools, the competences of team to
v
vi Preface
facilitate,stimulateandmotivateeffectivecommunicationandunderstandingofthe
requirements and performance of communication in a given context and specific
procurement system.
There is current imperative to improve communication in non-traditional procure-
mentaswellasimpactofclientcharacteristicsonperformanceinordertooptimizethe
benefits of non-traditional procurement typologies in construction project delivery.
However,whilethelaterhaswitnessedextensiveattentionbywayofresearch,lessis
known about improving communication performance in non-traditional procurement
typologies. Though generally literature abounds on communication problems and
challenges, communication performance and measures have primarily focused on
traditional procurement systems. These do not attend to the task and social-based
interaction and information sharing in non-traditional procurement typologies.
Likewise, the obvious well-acknowledged complexities and dynamism of the
project-based structure and professional and organizational culture of the construction
industry do obliterate the effectiveness of existing central tenets of effective commu-
nicationpracticeaswellasitswholesaleapplicabilitytoprocurementmodelsofunique
attributes. The questions can communication be improved by adopting existing
knowledgewhichareprimedforconventionalprocurementmodels?Youranswerand
minewillcertainly be no.Inorder toengendereffective communicationoutcomeson
non-traditionalprocurement,thereistheneedtodevelopandadoptapproachesthatare
specific to it context and fit its characteristics. Hence, this book comes at a prime
moment in the urge to generate understanding and knowledge that is suitable for
effective communication in non-traditional procurement topologies. Indeed from evi-
dence gathered from both theoretical and practical perspective, there is compelling
evidence to affirm that non-traditional procurement typologies indeed experience
communication problems and challenges that are unique compared to those experi-
encedinconventionalprocurementsystems.Asalreadyestablishedinextantliterature,
most emerging management practices and procurement arrangements have failed to
engender effective communication practices, interactions and information sharing that
respondtotheknownstructuralandculturalconditionstypicalofthesectorespecially
in non-traditional procurements. The need to generate knowledge and understanding
can engender effective communication performance in non-traditional procurement
typologies in compelling and critical to optimize its benefits.
In response, this book consisting four parts has the first offering an under-
standing of the value of communication to construction project delivery espousing
the theoretical and conceptual position. Effective communication is deemed as a
keytenetofdeliverysuccessbygaininginsightintothekeycomponentofeffective
communication, information sharing and task and social-based interactions in
non-traditionalprocurementtypologies.Inthesecondandthirdparts,anattemptis
made to offer an in-depth understanding of the unique attributes of non-traditional
procurement typologies and their implication for effective communication perfor-
mance.Thisoffersafoundationaclearapproachtoconceptualizingandmeasuring
communication performance in non-traditional procurement typologies in part
three. Given the current emerging attributes of the industry today with increasing
era of digitalization, virtuality and behavioural uncertainties, gaining a practical
Preface vii
knowledge on the way forward in communicating in this era is significant. This
book recognizes the fact that, given that there is no bestspoke no single commu-
nicationparadigmandstrategiesthatfitallpurposesandcontextbutratheranurge
for project team to adapt and operationalize strategies that suit the context and the
givenattributeoftheprocurementandmanagementsystemsadoptedfortheproject
delivery. It is expected that by such approach, there can be high certainty of
improved communication, interactions and information sharing that can engender
the needed project delivery effectiveness.
Johannesburg, South Africa Titus Ebenezer Kwofie
April 2020 Clinton Aigbavboa
Wellington Thwala
AcknowledgementsWeexpressourappreciationandbefittinglyacknowledgeallthosewhomade
significant contribution to this book from vision to fruition. Special mention must be made to
students oftheDepartmentofConstruction Management andQuantitySurveying, Universityof
Johannesburg, South Africa, for helping in the data collection and organization. We are also
eternallygratefultotheHeadofDepartment,ConstructionManagementandQuantitySurveying,
UniversityofJohannesburg,SouthAfrica,andthePostgraduateSchool(PGS).
Contents
Part I The Value of Communication: Theoretical Concepts
and Context Nature of Communication
1 General Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.2 Context and Value of Communication in Non-traditional
Procurement and Way Forward . . . . . . . . . . . . . . . . . . . . . . . . 4
1.3 Understanding the Human and Technical (Digital) Aspects
of Communication in Construction. . . . . . . . . . . . . . . . . . . . . . 7
1.4 The Objective and Focus of This Book . . . . . . . . . . . . . . . . . . 8
1.5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2 Understanding Communication in Construction Project
Delivery. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.2 Theoretical Concepts in Communication . . . . . . . . . . . . . . . . . 14
2.3 Communication as a Vital Tool in Construction Project
Delivery. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2.4 Critical Elements in Construction Communication Process . . . . 16
2.5 Dynamics of Construction Communication. . . . . . . . . . . . . . . . 19
2.6 The Context as a Key Factor in Construction
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
2.7 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
ix
x Contents
Part II Understanding the Context of Non-Traditional Procurement
Systems
3 The Case of Non-traditional Procurement Systems and
Communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
3.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
3.2 Understanding Non-traditional Procurement . . . . . . . . . . . . . . . 30
3.3 Key Attributes and Nature of Communication
in Non-traditional Procurement . . . . . . . . . . . . . . . . . . . . . . . . 32
3.4 Challenges and Barriers in Non-traditional Procurement . . . . . . 33
3.5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
4 Procurement Systems: Underscoring Their Particularities . . . . . . . 39
4.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
4.2 Typologies of Procurement Systems in Construction. . . . . . . . . 40
4.3 Understanding the Inherent Attributes of Construction
Procurement Typologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
4.4 Implications of These Attributes on Communication
Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
4.5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
5 Non-traditional Procurement Systems. . . . . . . . . . . . . . . . . . . . . . . 47
5.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
5.2 Understanding Non-traditional Procurement . . . . . . . . . . . . . . . 48
5.3 Types of Non-traditional Procurements. . . . . . . . . . . . . . . . . . . 49
5.4 Partnering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
5.5 Project Alliancing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
5.6 Integrated Project Delivery (IPD). . . . . . . . . . . . . . . . . . . . . . . 53
5.7 Joint Ventures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
5.8 Strategic Alliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
5.9 Coalition in Construction Supply Chain . . . . . . . . . . . . . . . . . . 56
5.10 Relational Contracting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
5.11 Critical Factors in Non-traditional Procurement Systems . . . . . . 58
5.12 Construction Business Environment. . . . . . . . . . . . . . . . . . . . . 58
5.13 Incidence of Cultural Diversity and Variabilities. . . . . . . . . . . . 59
5.14 Governance Systems in Construction Project Delivery . . . . . . . 60
5.15 Human Behaviours in Project Delivery . . . . . . . . . . . . . . . . . . 62
5.16 Information and Communication Technology (ICT)
Effects in Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
5.17 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Contents xi
6 Nature of Barriers in Construction Communication
Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
6.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
6.2 Understanding the Concept of Communication Process
and Communication Performance. . . . . . . . . . . . . . . . . . . . . . . 74
6.3 Environment of Construction Project Communication . . . . . . . . 75
6.4 Profile and Typologies of Barriers in Construction
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
6.5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
7 Understanding Communication Effectiveness . . . . . . . . . . . . . . . . . 83
7.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
7.2 The Measure of Communication Performance
in Construction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
7.3 Assessment of Communication Performance
in Non-traditional Procurement . . . . . . . . . . . . . . . . . . . . . . . . 86
7.3.1 Accuracy in the Communication Among
the Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
7.3.2 Timeliness and Procedure in the Delivery
of the Communication Information . . . . . . . . . . . . . . . 92
7.3.3 Performance in Relation to Distortions
in the Communication . . . . . . . . . . . . . . . . . . . . . . . . 93
7.3.4 Level of Barriers Experienced in the Team
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
7.3.5 Completeness in the Communication. . . . . . . . . . . . . . 94
7.3.6 Understanding of the Communication . . . . . . . . . . . . . 94
7.3.7 Gate Keeping as a Communication Challenge . . . . . . . 95
7.4 Performance of Communication Medium in Non-traditional
Procurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
7.5 Performance Related to Information and Documents
in Non-traditional Procurement . . . . . . . . . . . . . . . . . . . . . . . . 99
7.6 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
8 Critical Factors for Managing Non-traditional Procurement
Communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
8.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
8.2 Factors Influencing Communication Performance
in Non-traditional Procurement . . . . . . . . . . . . . . . . . . . . . . . . 106
8.2.1 Technical Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
8.2.2 Social/Human Management Factors. . . . . . . . . . . . . . . 108
8.3 Nature of Influence of the Factors to Communication
Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110