IGLC.net
EXPORT DATE: 1 June 2025

@CONFERENCE{Zadeh2025,
author={Zadeh, Puyan and Alsakka, Fatima and Bhonde, Devarsh and Staub-French, Sheryl },
editor={Seppänen, Olli  and Koskela, Lauri  and Murata , Koichi  },
title={PDCA for Team Performance Management in Lean-IPD}, 
journal={Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)}, 
booktitle={Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)}, 
year={2025},
pages={246-257},
url={http://www.iglc.net/papers/details/2421},
doi={10.24928/2025/0276},
affiliation={Research Associate, Department of Civil Engineering, Faculty of Applied Science, University of British Columbia, Vancouver, British Columbia, Canada, puyan.zadeh@ubc.ca, orcid.org/0000-0002-3824-4946 ; Adjunct Professor, Department of Civil Engineering, Faculty of Applied Science, University of British Columbia, Vancouver, British Columbia, Canada, fatima.alsakka@ubc.ca, orcid.org/0000-0003-1777-1875 ; Postdoctoral Fellow, Department of Civil Engineering, Faculty of Applied Science, University of British Columbia, Vancouver, British Columbia, Canada, devarsh.bhonde@ubc.ca, orcid.org/0000-0003-2159-5763 ; Professor, Department of Civil Engineering, Faculty of Applied Science, University of British Columbia, Vancouver, British Columbia, Canada, ssf@civil.ubc.ca, 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. },
author_keywords={Integrated Project Delivery, Lean construction, team performance, PDCA. },
address={Osaka and Kyoto, Japan },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}