We address the understanding of coordination in construction by applying a theoretically informed case study approach. The main theoretical resource is coordination theory based on dependence structures between resources and activities. Empirical data from different typical construction projects are applied. The critical path method is not an adequate answer to the coordination of reciprocal interdependency in construction work, and our empirical observations confirm that in such cases planning and production are two different worlds rather than integrated activities. We offer theoretical arguments for coordination through mutual adjustment in construction production. The Last Planner System can potentially extend the benefit of planning and enable better control of the fine-grained make-ready process for production, but its shortcomings in the time-frame between Last Planner meetings have required additional practical coordination effort, which up to now has been based on the language action perspective.
Coordination theory, interdependence, production planning, Last Planner System