Global Dimension of Robust Project Network Design |
| |
Authors: | Kenny Wong Hakan Unsal John E Taylor Raymond E Levitt |
| |
Affiliation: | 1Graduate Student, Dept. of Civil Engineering and Engineering Mechanics, Columbia Univ., 618 S.W. Mudd Building, 500 West 120th St., New York, NY 10027. E-mail: kw2275@columbia.edu 2Graduate Student, Dept. of Civil Engineering and Engineering Mechanics, Columbia Univ., 618 S.W. Mudd Building, 500 West 120th St., New York, NY 10027. E-mail: hiu2001@columbia.edu 3Assistant Professor, Dept. of Civil Engineering and Engineering Mechanics, Columbia Univ., 618 S.W. Mudd Building, 500 West 120th St., New York, NY 10027 (corresponding author). E-mail: taylor@civil.columbia.edu 4Professor, Dept. of Civil and Environmental Engineering; and Director, Collaboratory for Research on Global Projects, Stanford Univ., Yang & Yamazaki Environment and Energy Building, 473 Via Ortega (Room 241), Stanford, CA 94305. E-mail: ray.levitt@stanford.edu
|
| |
Abstract: | Managing the increased complexity, emerging uncertainties, and diversity of cultures on global projects is creating significant challenges for architecture, engineering, and construction firms. In global projects, differences in “institutions”—including language, beliefs, values, group norms, work practices, professional roles, industry organizations, and legal frameworks—among team members from different national backgrounds can lead to misunderstanding and conflicts that cause delays, increase costs, and reduce quality. Previous research has examined risk factors associated with international project execution. However, little research to date has explored whether reconfiguring project networks might mitigate such risks. Project organizational simulation tools have been combined with “robust design” experimental techniques to design robust project networks that can perform reliably in uncertain conditions. This paper extends project network design research to examine whether robust designs for given project networks differ between “domestic” and “global” projects, given differing organizational uncertainties. The results demonstrate that robust project network designs may differ for global project networks. This finding has significant implications for the design of project networks in an industry where firm participation in global project networks is increasing, both domestically and abroad. |
| |
Keywords: | Organizations Project management Design Simulation Uncertainty principles Construction industry |
|
|