Contributions of existing practices to pursuing value in construction projects

This research was motivated by the identification of a practical problem with theoretical
relevance. Empirical observation of a large infrastructure programme pointed out
managerial difficulties to achieve the expected outcomes of that construction project. The
observed problem is related to the challenge of collectively defining and pursuing a
project’s value proposition throughout its entire implementation. In order to better
understand the nature of this problem and search for potential solutions, this research
focused on evaluating the contributions of existing practices to solve the problem in hand.
For that, a design science research methodology was adopted and with emphasis on the
evaluative aspect of such method. Two existing practices were evaluated: the BeReal
model, being developed and tested in healthcare infrastructure projects in the UK; and the
Lean Project Delivery System (LPDS), being developed and tested in different
construction projects in the US. While the BeReal model was specifically designed to
support project teams to collectively define and pursue outcomes throughout project
implementation, the LPDS brings critical elements for establishing the desired conditions
that allow teams to collectively pursue value. The findings of this research indicate that it
is necessary to combine the different underlying rationale of the analysed approaches to
improve value generation in the construction industry: engagement of key players in a
value definition and value pursuit effort; the establishment of favorable conditions for
them to work together and the formulation and specification of goals, which are aligned
with business strategy and reviewed and refined by key players.