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dc.contributor.authorTucker, Raymond Roberten_US
dc.date.accessioned2016-03-17T06:00:14Z
dc.date.available2016-03-17T06:00:14Z
dc.date.issued2014-09-12en_US
dc.identifier.othervt_gsexam:3375en_US
dc.identifier.urihttp://hdl.handle.net/10919/64933
dc.description.abstractThe successful delivery of large complex infrastructure projects continues to challenge the civil engineering profession, with a predominance of projects delivered late and over budget. Many researchers have investigated methods and means of improving the less-than-satisfactory record of the execution of these projects. One recent research direction suggests that improvements in project delivery may not be realized until the project setting is understood from the as-lived perspective of the participants. Following this direction, the research described in this dissertation explores the personal and interpersonal dynamics operating within projects, treating them as complex social processes. The social dimensions explored in this study involve team leaders and staff engineers in a matriced organization handling a large urban design-build infrastructure project. The interactions among the participants within and across units and levels had both positive and negative impacts. The data for this exploratory case study comes from semi-structured interviews and online surveys collected at three points over eleven months when the project was in the design phase. Interviews were conducted with a limited number of individuals; the survey was collected from the larger engineering organization. From the interview data, issues which impacted project delivery were identified as the relationship with supervision, the availability of information, an understanding of the larger project context, and the response to project constraints. The survey data was used primarily to understand the social dimensions affecting two engineering disciplines, one that performed well and one that performed poorly. Issues that aligned with the performance differences included frequency of contact with supervision, the ability to make decisions, and effective use of time available to complete design tasks. Data from the two modes of investigation demonstrated strong triangulation. Recommendations for both academia and industry are provided.en_US
dc.format.mediumETDen_US
dc.publisherVirginia Techen_US
dc.rightsThis Item is protected by copyright and/or related rights. Some uses of this Item may be deemed fair and permitted by law even without permission from the rights holder(s), or the rights holder(s) may have licensed the work for use under certain conditions. For other uses you need to obtain permission from the rights holder(s).en_US
dc.subjectProject Managementen_US
dc.subjectTeamingen_US
dc.subjectInterpersonal Dynamicsen_US
dc.subjectProject Performanceen_US
dc.subjectProject Social Issuesen_US
dc.titleInfluence of Individual Perceptions on Engineering Team Performance within Design Build Infrastructure Projectsen_US
dc.typeDissertationen_US
dc.contributor.departmentCivil and Environmental Engineeringen_US
dc.description.degreePh. D.en_US
thesis.degree.namePh. D.en_US
thesis.degree.leveldoctoralen_US
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen_US
thesis.degree.disciplineCivil Engineeringen_US
dc.contributor.committeechairGarvin, Michael J.en_US
dc.contributor.committeechairParetti, Marie C.en_US
dc.contributor.committeememberTalvitie, Antti Petrien_US
dc.contributor.committeememberFlintsch, Gerardo W.en_US


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