Team‐Building Process: Key to Better Project Results

Abstract

Significant improvements in project results—costs, quality, schedule completion, safety and improved working relationships—can result from the effective use of a team‐building process with interorganizational teams. The research reported here, conducted over a three‐year period by a Construction Industry Institute task force, used personal interviews and questionnaires to study 41 projects. The projects were geographically dispersed in the United States, included both public‐ and private‐sector projects and ranged in value from under $10,000,000 to over $300,000,000. All projects had used a team‐building process, in varying degrees. Interviewees were key members of interorganizational project teams. They reported only minor problems and costs associated with using a team building process to facilitate an interorganizational team. Major financial and other benefits for project results and future working relationships were reported. A hundred percent of the interviewees said they would use the team‐building process again. Implications for practice and needs for future research are reported in this paper.

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