Managing Tipping Point Dynamics in Complex Construction Projects

Complex construction projects are vulnerable to tipping points. Tipping points are conditions that, when crossed, cause system behaviors to radically change performance. Previous research identified tipping point dynamics as capable of explaining the failure of some nuclear power plant construction...

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Bibliographic Details
Published in:Journal of construction engineering and management 2008-06, Vol.134 (6), p.421-431
Main Authors: Taylor, Timothy R. B, Ford, David N
Format: Article
Language:English
Subjects:
Applied sciences
Buildings. Public works
Computation methods. Tables. Charts
Exact sciences and technology
Nuclear power plants (construction and construction safety)
Project management. Process of design
Structural analysis. Stresses
TECHNICAL PAPERS
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Summary:Complex construction projects are vulnerable to tipping points. Tipping points are conditions that, when crossed, cause system behaviors to radically change performance. Previous research identified tipping point dynamics as capable of explaining the failure of some nuclear power plant construction projects. These dynamics can also threaten the success of other large, complex construction projects. The current work uses a dynamic project model to test policies for managing tipping point dynamics. The Limerick Unit 2 nuclear power plant project is used to test model usefulness. Sensitivity analysis reveals the rework fraction, strength of subsystem interdependence, and sensitivity of the project to schedule pressure as potential high-leverage points for policy design. The model is used to test policies for managing tipping points that were used to complete the Limerick Unit 2 nuclear power plant after a tipping point threatened project completion. Implications for construction project design and management and research opportunities are discussed.
ISSN:0733-9364
1943-7862
DOI:10.1061/(ASCE)0733-9364(2008)134:6(421)