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A project managed by a multi disciplinary practice: a systems based case study.

Walker, A. and Hughes, W. ORCID: (1987) A project managed by a multi disciplinary practice: a systems based case study. Construction Management and Economics, 5 (2). pp. 123-140. ISSN 0144-6193

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To link to this item DOI: 10.1080/01446198700000012


The technique of linear responsibility analysis is used for a retrospective case study of a private industrial development consisting of an engineering factory and offices. A multi-disciplinary professional practice was used to manage and design the project. The organizational structure adopted on the project is analysed using concepts from systems theory which are included in Walker's theoretical model of the structure of building project organizations (Walker, 1981). This model proposes that the process of buildings provision can be viewed as systems and sub-systems which are differentiated form each other at decision points. Further to this, the sub-systematic analysis of the relationship between the contributors gives a quantitative assessment of the efficiency of the organizational structure used. There was a high level of satisfaction with the completed project and this is reflected by the way in which the organization structure corresponded to the model's proposition. However, the project was subject to string environmental forces which the project organization was not capable of entirely overcoming.

Item Type:Article
Divisions:Science > School of the Built Environment > Organisation, People and Technology group
ID Code:4250
Uncontrolled Keywords:case study; linear responsibility analysis; private sector; project management; systems theory; organization
Publisher:Taylor & Francis

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