Abstract
Collaborative work practices are getting more common in construction projects. Consequently, new project delivery models have emerged and new practices have also entered the world of traditional delivery models. The resultant collaborative construction projects provide a different working environment compared to the traditional construction delivery models. This different environment seems to require project managers with certain types of competencies, but there is currently very limited research-based knowledge concerning this subject. This study aims at identifying such competencies, which project managers of collaborative construction projects need to possess to succeed. For this purpose, a human behavioral approach was employed where project managers’ behavior in their everyday work was the main source for understanding their competencies. Accordingly, the survey strategy was utilized, where a self-evaluation questionnaire was sent to 33 project managers of collaborative construction projects, and a response rate of 73% was achieved. The findings present four groups of competencies within a matrix model, structured based on their contribution to project managers’ successful performance in collaborative construction projects and the degree to which they can develop those competencies. The developed model can provide a baseline for selecting project managers and for enhancing the performance of the current ones.
Highlights
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations.Delivery models of construction projects are subjects of continuous development and changes
This study aims at identifying such competencies, which project managers of collaborative construction projects need to possess to succeed
The findings of this study showed that the construction projects undertaken with collaborative delivery models outperformed those ones carried out with traditional delivery models
Summary
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations.Delivery models of construction projects are subjects of continuous development and changes. Some of them reflect past practices and traditions, but it is possible to recognize developments that can present valuable drivers for improving the performance of construction projects An example of such developments is shifting from traditional delivery models of construction projects (e.g., design-bid-build, design-build) toward relational contracting/lean project deliveries ( called collaborative project delivery models) [1,2]. Collaborative delivery models of construction projects comprise alliancing, partnering, integrated project delivery (IPD), relational contracting and relationship-based procurement [3,4] These collaborative delivery models of construction projects are usually characterized by fixed profit, guaranteed variable cost without a cap, profit based on project outcome and limited change orders [5,6]. The mentioned characteristics and elements direct collaboration and cooperation of the key parties, integrated within a single team, toward the good of the project
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