Decision making in choosing a network organizational structure in integrated construction projects

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1. Introduction Carrying out construction projects in modern conditions is connected with a number of difficulties. Some of them are related to solving problems of resource and time planning [1, 2].... During an implementation of a construction project, the attention is focused on a resource organization and monitoring the implementation of tasks, any deviations from the plan and on corrective influence that can be taken. Other difficulties arise from an increase in the complexity of construction projects and a growth in the number of participants. From the very beginning of a project implementation (project development, pre-draft phase) the entire planning (design) is carried out by a team that involves not only an architect and a structural engineer, but also consultants in areas of construction management, MEP engineering, energy technology, building physics, acoustics, facade construction and, depending on the type of project, other specialists [3]. As a result, inadequate assimilation between design and construction phases affects project results. At the same time, social aspects such as communication and interdisciplinary interactions have become key success factors in implementing construction projects [4]. A large number of project participants forces to optimize a cooperation between them. Communication problems lead to segmentation of the construction process into phases, many changes and additional rework costs. This in turn, results in an increase in project duration and overall costs. Design and construction should move towards better coordination between project participants and more collaborative approaches [5]. In conditions of limited resources and time, successful project management often depends on the effectiveness of communication between members of a project team [6]. In the past, most communications in projects were through meetings, phone calls or written correspondence. Modern information technologies have fundamentally changed the methods and means of communication between project team members. Information Technology (IT) and Information Communication Technology (ICT) have been developing rapidly to cater for the rising complexity of diverse projects [7, 8]. The widespread introduction of Building Information Modeling (BIM) can be a breakthrough innovation that will revolutionize the construction industry. In addition to the benefits of improved planning and early recognition of errors and collisions, BIM can also significantly improve the quality of project management in general, and the level of communication in particular. Information integration is one of the main types of integration and is the foundation of an information management system. Recent advances made in the field of ICT greatly facilitate informational integration, which is extremely limited in capability and is not functional beside organizational 196 R. TRACH, M. POOSKI, P. HRYTSIUK structure. The transition to modern management methods in construction is very closely connected to network organizational structures [9]. The article aims at analyzing three potentially possible network organizational structures and the choice of the optimal one in an integrated project delivery. The criterion of optimality represents the maximum effectiveness of using information links between project participants. 2. Literature review Information integration and the prospects for using information modeling in construction are the subject of many studies [10, 11, 12]. For instance, Hlaoittinun et al. [13] studied the development of a new team building method, which was based on competency modelling in the field of project management. Meanwhile, Deng and Zhou [14] reviewed project stakeholder network mapped based on stakeholder theory and features of construction projects in China. Another research analyzed information and communication technologies that provide construction firms with new opportunities for enhancing communication, collaboration and information management processes [15]. The concept of a collaborative teamwork came to change conventional way that projects are managed in order to reach more competitive industries. It is also necessary to highlight the recently popular area of interaction in construction - Integrated Project Delivery (IPD). Important features of the IPD are: early involvement of key stakeholders, common development and implementation of the project goal, one contract that unites key participants, cooperation in decision making, common responsibility of key participants, and finally, common participation in risks and profits. This approach relies on the collaboration of a multidisciplinary management team whose members make decisions together, based on a coherent perception of the project and a diverse view of problems [16]. Research on the possibilities of using networks in construction is diverse. One of first articles was devoted to communication problems between the main participants in the project implementation (client, project managers, architect and contractor) [17]. Pryke defined construction project as a network of organizations bounded by flows of information exchange and communicational networks of relationships [18] Madani et al. used network analysis to study intelligent buildings to find the most effective technologies and new innovative opportunities [19].[ The work by Abbsaian-Hosseini et al. studied the relation between degree centrality and performance in the implementation of joint works construction brigades [20]. Many authors have lately used Social Network Analysis (SNA) to analyze construction projects networks. Chinowski and Songer analyzed the networks existing in construction projects and noticed [Show More]

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