33rd Annual Conference of the International Group for Lean Construction (IGLC 33) - Osaka and Kyoto, Japan - 2025

https://doi.org/10.24928/2025/0276

PDCA for Team Performance Management in Lean-IPD

Puyan Zadeh1, Fatima Alsakka2, Devarsh Bhonde3 & Sheryl Staub-French4

1Research Associate, Department of Civil Engineering, Faculty of Applied Science, University of British Columbia, Vancouver, British Columbia, Canada, [email protected], orcid.org/0000-0002-3824-4946
2Adjunct Professor, Department of Civil Engineering, Faculty of Applied Science, University of British Columbia, Vancouver, British Columbia, Canada, [email protected], orcid.org/0000-0003-1777-1875
3Postdoctoral Fellow, Department of Civil Engineering, Faculty of Applied Science, University of British Columbia, Vancouver, British Columbia, Canada, [email protected], orcid.org/0000-0003-2159-5763
4Professor, Department of Civil Engineering, Faculty of Applied Science, University of British Columbia, Vancouver, British Columbia, Canada, [email protected], orcid.org/0000-0001-8328-9169

Abstract

Team performance is critical to the success of Integrated Project Delivery (IPD) projects, yet existing IPD contracts and guidelines offer limited direction on monitoring and managing it. While Lean Construction tools can support collaboration and project delivery, their effectiveness is not guaranteed without a structured implementation approach. This study explores the team performance management approach used during the Detailed Design phase of a Lean-IPD case project through the lens of the Plan-Do-Check-Act (PDCA) cycle, a suitable framework for structuring team performance management practices around continuous improvement. Drawing on the case study results, the research highlights the consequences of insufficient integration between performance monitoring (Check phase) and responsive adjustments (Act phase), where the bi-weekly Percent Plan Complete (PPC) for design tasks fell to just 23%. The results also emphasize the need to monitor broader dimensions of team performance, such as coordination, communication, and collaboration, rather than relying solely on workflow metrics like PPC, in order to support a more holistic understanding of team dynamics. The findings underscore the importance of having a systematic approach to team performance management and offer insights to guide the development of a structured PDCA-based framework for team performance management in Lean-IPD environments.

Keywords

Integrated Project Delivery, Lean construction, team performance, PDCA.

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Reference in APA 7th edition format:

Zadeh, P., Alsakka, F., Bhonde, D. & Staub-French, S.. (2025). PDCA for Team Performance Management in Lean-IPD. In Seppänen, O., Koskela, L., & Murata , K. (Eds.), Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33) (pp. 246–257). https://doi.org/10.24928/2025/0276

Shortened reference for use in IGLC papers:

Zadeh, P., Alsakka, F., Bhonde, D. & Staub-French, S.. (2025). PDCA for Team Performance Management in Lean-IPD. IGLC33. https://doi.org/10.24928/2025/0276

 

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