Toward a Unified Theory of Project Governance
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1 Toward a Unified Theory of Project Governance Economic, Sociological, Psychological and Technical Elements Raymond E. Levitt Kumagai Professor of Engineering Director, Collaboratory for Research on Global Projects International Workshop on Integrated Design & Delivery Solutions (IDDS) April
2 What is Governance? the process of governing a country or organization (includes transparency, accountability, access ) What do we mean when we talk about project governance?
3 Unified Theory of Project Governance: OUTLINE Governance of Projects Economic View of Project Governance Organizational View of Project Governance Technological Enablers of Project Governance Toward more fully aligned project governance Integrated Project Delivery PPP Procurement
4 Unified Theory of Project Governance: OUTLINE Governance of Projects Economic View of Project Governance oinnovation challenges overy high transaction costs Organizational View of Project Governance Technological Enablers of Project Governance Toward more fully aligned project governance Integrated Project Delivery PPP Procurement
5 Innovating in a Fragmented Supply Chain Supply Chain Fragmentation: Y2E2 Bldg.
6 Modular vs. Integral Innovations Modular Innovations: Innovate individual module within a single swim lane More energy efficient window assembly New, more water efficient bathroom/toilet fixture Integral Innovations: Affect the way that modules in multiple swim lane are integrated Intelligent BMS that monitors indoor and outdoor temperatures and humidity, uses sophisticated software and firmware to activate the chiller, boilers, fans, window actuators, etc.
7 The Nature of the Construction Industry Construction is a mature fragmented, modularized industry Its project supply chain is fragmented vertically
8 Broken Agency Over the Project Lifecycle Because of vertical fragmentation (across the value chain), different parties incur the investment costs vs. receive the benefits over the lifecycle of a typical constructed facility This deters all investments in life cycle sustainability
9 The Nature of the Construction Industry The supply chain is also fragmented Horizontally and Longitudinally Mechanical Electrical Plumbing Mechanical Electrical Plumbing Horizontal
10 Instability of the Project Team Horizontal + Longitudinal fragmentation deter integral innovation Severe horizontal fragmentation of the construction supply chain is found in all market economies In coordinated market economies* like Japan or Finland, firms tend to stay together from project to project In liberal market economies* like the US, where teams are most often assembled by competitive bidding, supply chain partners keep changing from project to project So longitudinal fragmentation is more pronounced in liberal market economies, slowing the diffusion of integral innovations * Peter A. Hall and David Soskice (2001). Varieties of Capitalism: The Institutional Foundations of Comparative Advantage, Oxford University Press.
11 Synchronized Swimming is difficult in the US! Implementations of Modular vs. Integral Innovations in LEED Certified buildings Ave Implementation 40% 17% Modular Integral Sheffer, D. and Levitt, R. (2012) "Fragmentation inhibits innovation: Overcoming professional and trade lock in" CRGP Working Paper #0069.
12 but integration of the supply chain helps Average Implementation Rate Implementations of Modular vs. Integral Innovations 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 47% 44% 26% 18% No Integration Medium Integration High Integration 10% Modular Integral Innovation Type Sheffer, D. and Levitt, R. (2012) "Fragmentation inhibits innovation: Overcoming professional and trade lock in." CRGP Working Paper #0069
13 Unified Theory of Project Governance: OUTLINE Governance of Projects Economic View of Project Governance oinnovation challenges overy high transaction costs Organizational View of Project Governance Technological Enablers of Project Governance Toward more fully aligned project governance Integrated Project Delivery PPP Procurement
14 Economic View of Governance: GoverningTransactions in Markets vs. Hierarchies Production Costs Transaction Costs Total Costs (H-M) Prefer Market PC= PCH - PCM Customization TC= TCH - TCM Customization Prefer Hierarchy (PC + TC) Customization
15 Govern Projects in Markets Construction is highly customized, so transaction costs favor governance by hierarchy but severe demand fluctuations even more strongly favor production by specialized, local firms i.e., governance by market. So we govern many kinds of construction projects primarily via markets, even thought this causes very high transaction costs!
16 Unified Theory of Project Governance: OUTLINE Political Governance of Construction Sector Governance of Projects Economic View of Project Governance Organizational View of Project Governance oprojects as Virtual Hierarchies Technological Enablers of Project Governance Toward more fully aligned project governance Integrated Project Delivery PPP Procurement
17 Recreate Hierarchy through Contracts Where high transaction costs suggest that projects should be governed as hierarchies but projects are governed in markets for production cost reasons, contracts evolve over time to include clauses that re create virtual hierarchies So a construction project is governed as a virtual hierarchy comprised of firms in a market! Stinchcombe, A. L Organizing information outside the firm: Contracts as hierarchical documents. in A. L. Stinchcombe (Ed.), Information and Organizations: Berkeley: University of California Press.
18 Organizational view of Project Governance Humans are not just homi economici Incentives and legal mechanisms clearly do affect behavior But so do Institutions What is appropriate behavior for someone with my role and identity in this situation?
19 Organizational view of Project Governance: Sociological and Psychological Elements An exciting vision and mission clarifies purpose, engages employees shared identity and infuses meaning into work A strong organizational culture, reinforced by authentic leadership, sanctions deviant behaviors socially Long term co location facilitates social exchange among employees to develop mutual trust Symbols (e.g., logos, taglines) and investments in branding enhance employees sense of shared identity and purpose
20 Project Governance Recap So the governance of a construction project lies somewhere between: Administer a long lived set of multi party transactions in a fragmented supply chain and Manage a relatively short lived virtual hierarchy
21 Institutional Theory: Unifies Market and Hierarchical Governance Three Pillars of Institutions: Legal/Regulatory (laws, regulations, contracts, courts, justice systems) Normative (group norms, social conventions) Cognitive (systems of meaning, beliefs, values, identity) * Scott, W. Richard (2008). Institutions and Organizations, 3rd Edition, Sage Publicatons.
22 Unified Theory of Project Governance: OUTLINE Political Governance of Construction Sector Governance of Projects Economic View of Project Governance Organizational View of Project Governance Technological Enablers of Project Governance obim Enables Serious Play Toward more fully aligned project governance Integrated Project Delivery PPP Procurement
23 Use of Shared BIM Models Enables Serious Play * Credible simulation models whose inputs and outputs can be visualized facilitate difficult conversations among interdependent parties This lifts groups out of the ground effect of conflict and competition, to enable serious play Michael Schrage (2000). Serious Play: How the World's Best Companies Simulate to Innovate, Harvard Business Press.
24 Recap of Unified Project Governance A Construction Project is a Combination of: A long lived, complex, uncertain, multi party transaction A short lived, unstable virtual hierarchy GOVERNANCE PRINCIPLES Long lived, complex, uncertain, multi party transaction Align incentives through IPD like contracts Reconfigure supply chain to invest sustainably and innovate Short lived, unstable virtual hierarchy Align sociological ( normative ) elements Align psychological ( cognitive ) elements Leverage appropriate technologies
25 Unified Theory of Project Governance: OUTLINE Political Governance of Construction Sector Governance of Projects Economic View of Project Governance Organizational View of Project Governance Technological Enablers of Project Governance Toward more fully aligned project governance Integrated Project Delivery PPP Procurement
26 Examples of Aligned Project Governance Heathrow Terminal Five Children s Bellevue Hospital, Seattle Confederation Bridge, PEI, Canada
27 Firms with Strategically Integrated Supply Chains: Incent sustainable investments & encourage innovation Integrate Vertically Arbitrage broken agency Integrate Horizontally Enable supply chain learning
28 Toward Fully Aligned Governance IPD Full IPD multi party contracts with: Legal/Regulatory governance aligned Normative governance aligned Cognitive governance aligned Supply chain virtually integrated Technological enablement of collaboration
29 Toward Fully Aligned Governance PPP/ESCO PPP Infrastructure delivery concession or ESCO energy solution for which: Effective strategic communication with public Concessionaire s contract aligns with long term societal needs Design Build Operate delivery process used Ownership structure provides appropriate performance incentives, while guarding against self dealing
30 Partially Aligned Governance Promises of repeat business (the TCE solution) that are not sustainable with high demand fluctuation Cost plus fee reimbursable contracts, without realigning normative and cognitive institutions of team members Partnering workshops and handshake agreements to align normative and cognitive institutions, overlaid on a conventional design bid build delivery with lump sum or fixed unit price contract Broken agency from vertical fragmentation that undercuts investments in sustainability at all stages of the lifecycle, e.g., triple net commercial real estate leases that pass energy costs onto tenants
31 Comments and Questions
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