Systemic integration in construction project organisations

© 1997 Dr. Iain C. JenningsThis thesis established a framework to assist in revealing the complexity of the integration role and as a consequence of this, foster a broader view of integration strategies than that provided by conventional functionalist approaches. The framework, termed systemic integration analysis (SIA), comprises four viewpoints: system, cybernetic, synergy and error. While being a synthesis of theoretical arguments from systems thinking, organisational theory and the reality of project management in construction, it was proposed that through their joint consideration a practitioners' perception and intervention in an organisational problem could be represented. This approach was shown to be reflected in the views of eighteen project managers which confirmed the framework as a valid proposition. The development of systemic integration analysis followed a three step process. Firstly, the determinants of the integration role, termed the integration environment, were identified as the characteristics of buildings, the nature of the construction industry, project organisation characteristics, and integration management approaches. Secondly, the integration environment was interpreted using organisational theory and systems thinking. Termed the integration context, integration was established as a complex activity requiring an approach flexible as to the perception and ability to construct diverse integration strategies. Thirdly, recognising that the integration context is complex and exceeds the bounds of human rationality, systemic integration analysis was developed, proposed and examined as a framework for its interpretation. Propositions pertaining to the integration context and systemic integration were examined through eighteen semi-structured non-directional interviews with senior project managers in Melbourne, Australia. Employing a qualitative format, the features of systemic integration were indirectly examined, using findings from replicated data grounded in the interpretations and examples of the eighteen respondents' perceptions and experiences. Analysis showed that while a formal functionalist perception dominates integration literature, the investigations clearly and unanimously identified a scope and practice of integration management which incorporated multiple modes of perception i.e. a range of methodologies. This was complemented by the need to apply integration strategies that suited on methodological grounds the organisational problem. Seen as exhibiting a critical awareness in the development and implementation of integration strategies, these findings supported the systemic view of integration. Furthermore, the four features of systemic integration analysis, were shown to provide an extended and authentic interpretation of integration management. Sufficient evidence was established to warrant its further investigation and development as a framework for the support of integration management e.g. training, decision support, problem analysis, policy and strategy development