Abstract
The mechanisms required for the transfer of both implicit and explicit information between the client organization and the temporary multi-organization are crucial in the programming process of construction projects. However, the identification and transfer of needs within the conception phase from the client (and eventually the users) towards the project team are rarely direct and easy. (Nadler et al., 1992) The evaluation of the project outcome (“as built”) against the initial project proposal, allows for a better understanding of both the project process and the influence of informal communications in translating client/user needs. This research project, comprised of three phases, focuses on the specificities of the formal and informal channels of authority developed by project actors, particularly organizational units, internal teams, pressures groups, and project facilitators. It also studies their influence on the organizational structure and project performance (Baiden, Price, & Dainty, 2006), notably in relation with the transfer of design intentions and requirements through the project process. More precisely, we compare the intentions proposed – program specifics – in the early phase of the project – planning and design – against the final project outcome – the results. Finally, the ensuing transformations made to the project, seen through their evolution in time, provides the basis for a model that identifies both the planned and structured linear process of decision making and the informal – and unanticipated – decisions made in response to unexpected changes on the project and/or its environment. Construction project organizational structures have been modeled and represented by a new set of typologies. These also represent the informal inter-organizational communication channels. Preliminary mapping of intra-organizational communications as well as representation of the dynamic internal structure behavior further provides and insight into the transfer processes of needs and knowledge between organizational units and project teams. It also relates their effects on the organization.
Citation
de Blois, M. (2010) The Challenges of Information Transfer Between the Client Organization and the Temporary Multi-Organization (TMO), in Durling, D., Bousbaci, R., Chen, L, Gauthier, P., Poldma, T., Roworth-Stokes, S. and Stolterman, E (eds.), Design and Complexity - DRS International Conference 2010, 7-9 July, Montreal, Canada. https://dl.designresearchsociety.org/drs-conference-papers/drs2010/researchpapers/29
The Challenges of Information Transfer Between the Client Organization and the Temporary Multi-Organization (TMO)
The mechanisms required for the transfer of both implicit and explicit information between the client organization and the temporary multi-organization are crucial in the programming process of construction projects. However, the identification and transfer of needs within the conception phase from the client (and eventually the users) towards the project team are rarely direct and easy. (Nadler et al., 1992) The evaluation of the project outcome (“as built”) against the initial project proposal, allows for a better understanding of both the project process and the influence of informal communications in translating client/user needs. This research project, comprised of three phases, focuses on the specificities of the formal and informal channels of authority developed by project actors, particularly organizational units, internal teams, pressures groups, and project facilitators. It also studies their influence on the organizational structure and project performance (Baiden, Price, & Dainty, 2006), notably in relation with the transfer of design intentions and requirements through the project process. More precisely, we compare the intentions proposed – program specifics – in the early phase of the project – planning and design – against the final project outcome – the results. Finally, the ensuing transformations made to the project, seen through their evolution in time, provides the basis for a model that identifies both the planned and structured linear process of decision making and the informal – and unanticipated – decisions made in response to unexpected changes on the project and/or its environment. Construction project organizational structures have been modeled and represented by a new set of typologies. These also represent the informal inter-organizational communication channels. Preliminary mapping of intra-organizational communications as well as representation of the dynamic internal structure behavior further provides and insight into the transfer processes of needs and knowledge between organizational units and project teams. It also relates their effects on the organization.