Planning for strategic change in the project delivery strategy

dc.contributor.advisorO'Connor, James Thomasen
dc.contributor.advisorGibson, G. Edward (George Edward), 1958-en
dc.creatorMigliaccio, Giovanni C. (Giovanni Ciro), 1968-en
dc.date.accessioned2008-08-28T23:43:45Zen
dc.date.available2008-08-28T23:43:45Zen
dc.date.issued2007en
dc.description.abstractFor organizations such as state departments of transportation, other public agencies, or private companies, adopting a new approach to procure services for delivery of construction projects requires significant organizational changes; modifications to both their work processes and existing organizational structures may be needed. These adjustments, encompassing many different aspects of the organization's interests, must occur for the change initiative to be successfully put into practice. In this research, the adoption of integrated project delivery methods within the transportation project sector is investigated to better understand the dynamics of this change. In the context of this study, an Owner's project delivery strategy is defined as the set of project delivery methods that are adopted for delivering capital projects. This dissertation presents findings from a study of Public Owner organizations that have implemented the designbuild method for delivering highway projects. Using as a case study the new $1.3 billion SH-130 tolled expressway project in Central Texas, the author analyzed project documentation and conducted many interviews with individuals affiliated with owner, legal, engineering consultants, and contractors. Findings suggest that project representatives institutionalize practices and routines connected to the new approach by adapting to new challenges, rather than "overwriting" previously existing practices. Similarly, the institutionalization of innovative approaches to project delivery happens concurrently with a deinstitutionalization of the previous approaches. Building upon these findings, a conceptual framework is presented for helping Owner organizations implement change in their project delivery strategy. The proposed conceptual framework is based upon both existing published literature and interviews with managers involved in implementing a strategic change in project delivery strategy. This framework was further refined by making a comparative study of four transportation projects in the United States. In addition, a detailed implementation framework was validated and further developed through a Delphi study with representatives from several organizations whose major responsibilities and experiences include the management of change in procurement approach. Findings from these studies, including application to the construction industry and other industries are presented.en
dc.description.departmentCivil, Architectural, and Environmental Engineeringen
dc.format.mediumelectronicen
dc.identifier.oclc175247655en
dc.identifier.urihttp://hdl.handle.net/2152/3370en
dc.language.isoengen
dc.rightsCopyright © is held by the author. Presentation of this material on the Libraries' web site by University Libraries, The University of Texas at Austin was made possible under a limited license grant from the author who has retained all copyrights in the works.en
dc.subject.lcshProject managementen
dc.subject.lcshRoads--Texas--Design and construction--Planning--Case studiesen
dc.subject.lcshRoads--Texas--Design and construction--Management--Case studiesen
dc.subject.lcshRoads--Design and construction--Planningen
dc.subject.lcshRoads--Design and construction--Managementen
dc.subject.lcshProduction schedulingen
dc.subject.lcshEngineering--Managementen
dc.titlePlanning for strategic change in the project delivery strategyen
dc.type.genreThesisen
thesis.degree.departmentCivil, Architectural, and Environmental Engineeringen
thesis.degree.disciplineCivil Engineeringen
thesis.degree.grantorThe University of Texas at Austinen
thesis.degree.levelDoctoralen
thesis.degree.nameDoctor of Philosophyen
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