Current Status of Interface Management in Construction: Drivers and Effects of Systematic Interface Management

AbstractInterface management (IM) is an emerging construction management practice that industry finds necessary for megaprojects that have become more complex and global. Defined as the appropriate management of communications, relationships, and deliverables among stakeholders, effective IM is integral to project success. Yet, because it is an emerging discipline, IM implementation has varied widely across the industry. Furthermore, the effect of IM on project performance is still unclear. To address these gaps, the construction industry institute (CII) chartered a research team, to identify the current state of IM and to investigate the relationship between systematic IM and project performance. To accomplish this, the authors conducted structured interviews for 46 projects. The study results showed that IM practices are most often found in industrial projects, with dollar values of more than one billion. In addition, IM adoption is positively correlated with the project dollar value and number of inter...

[1]  B. Flyvbjerg.  What you Should Know about Megaprojects and Why: An Overview , 2014, 1409.0003.

[2]  Alistair G.F. Gibb,et al.  Interface Management within Construction: In Particular, Building Facade , 2003 .

[3]  Sungmin Yun,et al.  A quantitative approach for measuring managerial interfaces in the development of a capital project , 2012 .

[4]  Alison Davis-Blake,et al.  Managing Interdependence: The Effects of Outsourcing Structure on the Performance of Complex Projects , 2008, Decis. Sci..

[5]  Juliana Hsuan Mikkola,et al.  Modularity and Interface Management , 2001 .

[6]  David H.K. Chua,et al.  Use of a WBS Matrix to Improve Interface Management in Projects , 2006 .

[7]  Karl T. Ulrich,et al.  The role of product architecture in the manufacturing firm , 2011 .

[8]  Harvey Maylor,et al.  Project management. 3rd ed. , 2003 .

[9]  Paul Chinowsky,et al.  Project Network Interdependency Alignment: New Approach to Assessing Project Effectiveness , 2011 .

[10]  Pollaphat Nitithamyong,et al.  Web-based construction project management systems: how to make them successful? , 2004 .

[11]  William R. King,et al.  Project Management Handbook , 1983 .

[12]  Semra Comu,et al.  Dual Impact of Cultural and Linguistic Diversity on Project Network Performance , 2011 .

[13]  John E. Taylor,et al.  KNOWLEDGE SYSTEM CONFLICTS IN GLOBAL PROJECT NETWORKS , 2010 .

[14]  S. Tamer Cavusgil,et al.  Managing global megaprojects: Complexity and risk management , 2013 .

[15]  Yassir AbdelRazig,et al.  A Framework for Real-Time Construction Project Progress Tracking , 2006 .

[16]  Luis F. Alarcón,et al.  Improving the Design-Construction Interface , 1998 .

[17]  Andy K.D. Wong,et al.  Implementation of web- based construction project management system in China projects by Hong Kong developers , 2013 .

[18]  Koshy Varghese,et al.  A web-based system for design interface management of construction projects , 2010 .

[19]  Ludovic-Alexandre Vidal,et al.  Understanding project complexity: implications on project management , 2008, Kybernetes.

[20]  Allan G. Bluman.  Elementary Statistics: A Brief Version , 2018 .

[21]  B. Flyvbjerg,et al.  Should We Build More Large Dams? The Actual Costs of Hydropower Megaproject Development , 2014, 1409.0002.

[22]  Bhargav Dave,et al.  Collaborative knowledge management—A construction case study , 2009 .

[23]  Mahdi Safa,et al.  Interface Management Model for Mega Capital Projects , 2012 .

[24]  Yang Jun,et al.  Using XML to support information exchange in construction projects , 2004 .

[25]  Seung Heon Han,et al.  Predicting Profit Performance for Selecting Candidate International Construction Projects , 2007 .

[26]  Yu-Cheng Lin.  Developing Construction Network-Based Interface Management System , 2009 .

[27]  WeshahNesreen,et al.  Factor analysis of the interface management (IM) problems for construction projects in Alberta , 2013 .

[28]  Richard G. Lomax.  An Introduction to Statistical Concepts , 2007 .

[29]  J. Lyneis,et al.  The dynamics of project performance: benchmarking the drivers of cost and schedule overrun , 1999 .

[30]  Qian Chen.  An Object Model Framework for Interface Management in Building Information Models , 2007 .

[31]  Mauro Mancini,et al.  Improving Projects Performance With Lean Construction: State Of The Art, Applicability And Impacts , 2013 .

[32]  George Jergeas,et al.  Why Cost and Schedule Overruns on Mega Oil Sands Projects , 2010 .

[33]  Rong-Yau Huang,et al.  FACTOR ANALYSIS OF INTERFACE PROBLEMS AMONG CONSTRUCTION PARTIES —A CASE STUDY OF MRT , 2008 .

[34]  Richard Fellows,et al.  Managing organizational interfaces in engineering construction projects: addressing fragmentation and boundary issues across multiple interfaces , 2012 .

[35]  Abdul-Mohsen Al-Hammad.  Common Interface Problems among Various Construction Parties , 2000 .

[36]  Uri Nooteboom.  Interface Management Improves On-Time, On-Budget Delivery of Megaprojects , 2004 .

[37]  Eero Eloranta,et al.  Project management by early warnings , 2001 .

[38]  Daniel A. Wren,et al.  Interface and Interorganizational Coordination , 1967 .

[39]  Yu-Cheng Lin,et al.  Enhancing Construction Interface Management Using Multilevel Interface Matrix Approach , 2012 .

[40]  Peter W. G. Morris.  Managing Project Interfaces—Key Points for Project Success , 2008 .

[41]  Yu-Cheng Lin.  Construction network-based interface management system , 2013 .