Che Khairil Izam Che Ibrahim

Key indicators influencing the management of team integration in construction projects

Purpose – The purpose of this paper is to validate a list of key indicators (KIs) of team integration identified from construction management literature, identify the most significant KIs and provide suggestions on how to influence team integration, based on the opinion of an established construction peer group in New Zealand. Design/methodology/approach – A literature review was conducted to identify and consolidate a set of KIs of team integration. Subsequently, a set of questions was designed to gain insight and opinion in terms of the significance and ranking of the identified indicators, as well as suggestions on how to influence the integration practice. Findings – Analysis of the survey results showed that all relevant indicators have a strong influence towards determining the success of team integration in construction projects. The top-ranked indicators that contribute towards successful team integration are all relationship orientated as follows; single team focus on goals and objectives, trust ...

Development of an assessment tool for team integration in alliance projects

Purpose – The purpose of this paper is to report on a doctoral thesis that developed an Alliance Team Integration Performance Index (ATIPI), an assessment tool for measuring team integration performance in alliance projects. It provides a summary of the thesis findings, shares the candidate’s doctoral journey and discusses both the thesis “with publication” format and the doctoral programme at the University of Auckland. Design/methodology/approach – This study employed a qualitative and quantitative research methodology (mixed methods research). Research methods applied as reported in this thesis include the Delphi questionnaire survey, interviews and empirical questionnaire surveys with the alliance experts involved in road infrastructure projects. Findings – Results from the thesis indicate that the ATIPI is characterized by three elements: first, the most significant Key Indicators (KIs), signifying their dominant influence; second, the suitable quantitative measures for each of the KIs, to promote ob...

A Fuzzy Approach to Developing Scales for Performance Levels of Alliance Team Integration Assessment

AbstractUnderstanding the level of team integration in alliance projects, and how it changes over time, is key to maintaining consistently high levels of integration, and therefore performance, in highly complex projects. In response to the need to integrate teams, the Alliance Team Integration Performance Index (ATIPI), which combines seven weighted key indicators (KIs) and a set of corresponding quantitative measures (QMs) for measuring the team integration in alliance projects, was developed as part of previous research. However, the subjectivity inherent in assessing such performance requires the establishment of well-defined performance scales to ensure consistency and reliability when assessing performance. In order to address this gap in the body of knowledge, 17 recognized experts in the field of project alliancing participated in a questionnaire survey to help develop the performance scales. A systematic procedure based on fuzzy set theory, namely, the modified horizontal approach, was then appli...

Validation of a team integration assessment tool in road infrastructure alliance projects

Continuous and consistent integration practice within alliance teams is the key to breakthrough outcomes in alliance projects. However, there are currently no systematic approaches for measuring the integration practice in alliance projects. This paper presents the Alliance Team Integration Performance Index (ATIPI), developed to measure the current state of the team integration performance. With the aid of a panel of alliance experts, the key indicators (KIs), the quantitative measures (QMs) and the range of performance levels are identified for inclusion in the ATIPI. The ATIPI is then developed in a spreadsheet format, thereby providing a systematic way of measuring the performance. Whether the ATIPI is valid, and performs its intended function for use by industry, relies on the process of validation with the alliance practitioners. Consequently, 13 alliance practitioners participated in an interview to validate the ATIPI based on six validation aspects. The findings indicate that the ATIPI is a simple and user-friendly assessment tool that enables alliance teams to self-diagnose the their team integration performance over time. In addition, based on the lessons learned from the experts’ interview feedback, further work could enhance the utilization of the tool to manage different project alliance teams consistently and objectively.

Application of a team integration performance index in road infrastructure alliance projects

Purpose – The purpose of this paper is to explore the applicability of the Alliance Team Integration Performance Index (ATIPI) model as an assessment tool to measure the performance of team integration in alliance road infrastructure projects in New Zealand. Design/methodology/approach – This study takes a case study approach, using a qualitative research method. Three road infrastructure projects under project alliance from the New Zealand Transport Agency (NZTA) were selected as the cases. Data were collected through the interviews with a representative from the alliance management team from each case. Project records and documentation were also used to assist and support the actual data from the interviews. Findings – The findings indicated that the ATIPI is performing as expected and found to be both practical and applicable to measure the team integration performance in light of real life case studies of alliance road infrastructure projects. Across the three case studies, there is evidence that high...

Factors influencing Malaysian construction firms in venturing into international market

A tremendous demand of development worldwide has gained interest of Malaysian construction firms to venture into international construction domain. Identifying and analyzing major determinants of the firms internal and external factors are crucial in order to ease the complexity in global market expansion. This paper identifies the relative importance of the strengths, weaknesses, opportunities and threats (SWOTs) related to the internationalization of Malaysian contractors. Responses were received from thirty one (31) Class A and Grade 7 Malaysian construction firms registered with CIDB Malaysia in 2010. The findings reveal that “good track record”, “specialist expertise” and “international network” were the most influential strength factors for the firms to effectively compete in international market. However, “shortage of financial resources” as well as “material and labor resources” contributed to the weaknesses in exploring international market. The study also reveals that “opening up new market”, “technological advancement” and “beneficiary international agreements” offered huge opportunities in overseas market. Nevertheless, factors such as “bribery in the host country”, “increase of interest rate” and “lack of awareness” were perceived as the threats due to difficulties in dealing with moral problems, financial risks and unfamiliar environment within the host country. Finally, this study is of relevance to Malaysian construction firms as it systematically highlights the internal and external factors those may affect their performance in international market. These findings may assist them to make necessary preparatory works by enhancing the strengths, reducing the weaknesses, seizing the opportunities and facing the threats in international market, as these elements are consistently changing.

Developing a temporary multi-organization integration performance index for delivering construction projects in Malaysia

Abstract The importance of measuring the integration practices in temporary multiorganizations (TMOs) has been emphasized in the construction literature. In order to address this gap, five rounds of Delphi questionnaire survey have been conducted with 24 construction experts in Malaysia, in order to identify the most significant key determinants (KDs) of TMO integration practice. The results reveal that the top five weighted KDs to evaluate TMO integration practice were: (1) commitment from top management; (2) team leadership; (3) focusing on goals and objectives; (4) effective communication; (5) trust and respect. A conceptual TMO integration performance index was then developed based on the identified KDs and their relative weightings. This study found that in order for TMO integration practice to be successful, more attention should be placed on the behavioural construct of the TMOs. It is expected that the index would allow improved conceptualization and measurement of TMO integration practice, which is in line with the long-term national policy on construction reform through collaborative initiatives. This study expands the current frontiers of objective assessment for TMO integration and strengthening construction professionals’ understanding on measuring organizational integration. In addition, the methodology adopted could be replicated in other countries to produce similar indices for international comparison.

Innovation in alliancing for improved delivery of road infrastructure projects

Purpose The purpose of this paper is to explore innovation in alliance contracting in the New Zealand construction industry in terms of features (i.e. development process, risk/reward framework and leadership structure) that could influence successful project outcomes. Design/methodology/approach This study employed a qualitative research methodology. Three alliancing projects have been identified as the cases. By using interviews with the project’s owner and non-owner participants and related project documentation, the relevant features in the three examined cases were identified and compared. Findings The findings revealed differences in the reasoning why a particular alliance approach was implemented, how the alliance selection process was conducted and what kind of leadership structure was adopted. Interestingly, a number of unique and innovative practices to alliancing were also highlighted, notably the innovative agreements, innovative governance structure and innovative functional teams that influence the synergistically creative solutions to suit the clients’ needs. Practical implications The innovative practices identified in this study have brought the alliancing concept to a new level of practice in the industry. The findings provide a basis and a platform for discussion, both nationally and internationally, to gain greater understanding in managing different alliance contracting towards breakthrough outcomes. Originality/value This study extends the alliancing procurement literature, in particular, but also provides significant insights into innovative advancements to the collaborative procurement approaches.

Development of entry location, entry timing and entry mode decision model for construction firms in international markets

The international market expansion process involves a combination of many strategic entry decisions. Most previous studies have dealt with entry location, entry timing and entry mode (ELETEM) decisions in an isolated way by considering one dimension or a combination of dimensions in particular. Although there have been various models relating to international market entry decisions, there is currently no model that attempts to integrate the factors linking the ELETEM decisions for construction firms. The purpose is to determine a linkage between the ELETEM decisions by incorporating the factors that are mutually inclusive and have significant influence on these decisions. Forty-five (45) Malaysian contractors undertaking projects in international markets responded to the survey. The findings suggested that the mutually inclusive and significant factors (MISFs) influencing the ELETEM decisions were: the firm’s ability to assess market signals and opportunities, the firm’s resources and the firm’s experience in similar works. It was observed that the firms had adopted long-term strategies, repositioned their knowledge from research and development activities and readapted their resources and experience in their global operations. The findings led to the development of the ELETEM decision model to guide interested firms in making better decisions for their future international ventures.