Project Management Institute

Case study

integrating the owner's and the contractor's project organization

Construction projects involving owners and contractors from different cultural backgrounds can easily fail to thrive because of the stakeholders' differing approaches to realizing projects. This article discusses an effort between a Middle Eastern developer and a European builder to develop a common project management methodology, one that consumed much energy and time to establish, one that integrated a variety of tools, one that enabled the team to successfully realize a construction project because they used Linear Responsibility Analysis. In doing so, it describes the nature--and the causes--of the effort to develop an integrated approach. It then outlines the six-phase integration process and details the key activities, questions, challenges, and processes that the stakeholders performed, resolved, confronted, and implemented as they developed each of the phases.
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