Governing the project process: a conceptual framework

Abstract

There has been considerable development in a process approach in construction management research in recent years. However, such work begs the question of how those processes are governed. Processes, be they flows of information or materials, need to be channelled in the desired direction as they are handed from team to team. This paper aims to present a conceptual framework for understanding the governance of construction project processes, drawing on transaction cost economics. Earlier attempts to apply this theoretical framework in construction management research have been partial, in that they have focused on only one type of transaction, typically that between client and principal contractor. This paper aims to be comprehensive in covering all the different transactions throughout the project lifecycle within one conceptual framework, and thereby it is hoped that more incisive empirical research can be developed and executed.Project Processes Project Lifecycle Transaction Costs Project Coalition Project Governance,

An Exploration of the Interaction Between Bim Technology and the Business Process of a Construction Organization in Bim Implementation

“…Construction project process refers to "a series of activities of planning, realization and direction through which materials and equipment are assembled into a building" [25]. Such process of delivering a construction project from the project supplier to its client is a value generation process [26], which is the operational business process of a construction organization according to Davenport and Short's [20] classification and terminology of business process. The operational business process of a construction organization is main focus in this research.…”

A new governance approach for multi-firm projects: Lessons from Olkiluoto 3 and Flamanville 3 nuclear power plant projects

“…Furthermore, the organizational structure of a project with the use of contractors, the shaping of the project, the project's institutional framework and the capacity of self-regulation are essential features of governance (Miller & Lessard, 2001a, 2001bMiller, 2006). Winch (2001) has developed a conceptual framework for understanding project governance across the project life-cycle and argued that the greatest difference between traditional subcontracting and quasi-firms relates to transfer and sharing of risk between main contractor and subcontractors. Miller and Hobbs (2005) have presented a framework for understanding governance in large complex projects and emphasized the dynamic, even unexpected nature of governance in large complex projects.…”

“…Crawford et al (2008) have discussed how projects need to be governed from the perspective of their parent organization. Winch (2001) has discussed the governance of a project coalition involving multiple actors, focusing attention towards multiple transactions that occur throughout the project life cycle. Williams et al (2010) have discussed governance frameworks used in various public investment projects.…”

Looking back to see the future: building nuclear power plants in Europe

“…Furthermore, the organizational structure of a project with the use of contractors, the shaping of the project, the project's institutional framework and the capacity of self-regulation are essential features of governance (Miller and Lessard (2001a, 2001b), Miller (2006). Winch (2001) has developed a conceptual framework for understanding project governance across the project life cycle and argued that the greatest difference between traditional subcontracting and quasi-firms relates to transfer and sharing of risk between main contractor and subcontractors. Miller and Hobbs (2005) have presented a framework for understanding governance in large complex projects and emphasized the dynamic, even unexpected nature of governance in large complex projects.…”