TY  - CONF
TI  - PDCA for Team Performance Management in Lean-IPD
C1  - Osaka and Kyoto, Japan
C3  - Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)
SP  - 246
EP  - 257
PY  - 2025
DO  - 10.24928/2025/0276
AU  - Zadeh, Puyan
AU  - Alsakka, Fatima
AU  - Bhonde, Devarsh
AU  - Staub-French, Sheryl
AD  - 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
AD  - 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
AD  - 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
AD  - 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
ED  - Seppänen, Olli 
ED  - Koskela, Lauri 
ED  - Murata , Koichi 
AB  - 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.
KW  - Integrated Project Delivery
KW  - Lean construction
KW  - team performance
KW  - PDCA.
PB  - 
T2  - Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)
DA  - 2025/06/02
CY  - Osaka and Kyoto, Japan
L1  - http://iglc.net/Papers/Details/2421/pdf
L2  - http://iglc.net/Papers/Details/2421
N1  - Export Date: 01 June 2025
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -