9th Annual Conference of the International Group for Lean Construction - Singapore, Singapore - 2001

The Effects of Design Coordination on Project Uncertainty

David Riley1 & Michael Horman2

1Associate Professor, Department of Architectural Engineering, Penn State University, 104 Eng. Unit A, University Park, PA, 16802. Ph: 814/863-2079 [email protected]
2Assistant Professor, Department of Architectural Engineering, Penn State University, 104 Eng. Unit A, University Park, PA, 16802. Ph: 814/863-2080 [email protected]

Abstract

Improved design coordination can minimize project uncertainty by decreasing disruption, and reducing waste in the construction processes. While the relationship between coordination and uncertainty is understood, there is little empirical evidence that quantifies the linkage. This paper explores the effects of design coordination on project uncertainty, and demonstrates that investments in design coordination can typically return savings to building projects by reducing field-generated change orders and disruptions. Evidence is provided to demonstrate the cost-benefit relationship between investment in coordination planning and the cost of field conflicts. The effects of project delivery systems on the coordination process are examined through a comparison of the coordination process on fourteen laboratory construction projects. Suggestions for characterizing coordination effort based on project type and delivery system are provided and recommendations are made for future research on the time and cost metrics of the coordination process.

Keywords

Design coordination, Variability, Work Flow

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Reference

Riley, D. & Horman, M. 2001. The Effects of Design Coordination on Project Uncertainty, 9th Annual Conference of the International Group for Lean Construction , -. doi.org/

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