laboratory to the marketplace Human resource issues: teams Autonomous (self-managed) a group of people working togethre without a supervisor to plan, coordinate and evaluate Cross-functional work teams various diciplines are involved in project from the beginning concurrent engineering specialists work side by side and compare notes constantly to design cost-effective products with features customers want virtual teams groups of geographically or organizationally dispersed co- worker that are assembled using a combination of technologies to accomplish organizational strutures flatter organizational structures turbulent environments increased employee autonomy higher knowledge requirements increased globalization increased employee decision making Porter's competitive strategies: low cost strategy the ability of a comnpany or business unit to design, produce and market comparable product more efficiently that its
in the early 1990s. These two domains address the third, organization, which must be built on trust and collaboration, where all the parties involved are committed to the general project goals. IPD offers principles and techniques that embody these three domains/aspects comprehensively. Each domain is discussed below. 5.2.31 Project organization Conventional project delivery models fragment project delivery, and this leads to the inefficiencies and problems revealed in the second chapter. Organizationally, all IPD projects share at least one thing in common: construction managers and some key trade contractors are involved in the project with the owner and the designers beginning from the early stages of design, as shown in the next figure (Thomson, Darrington, Dunne and Lichtig 2009). 64 Figure 5.1 Comparison of IPD and the traditional approach, source AIA and AIA California Council
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