American Society of Civil Engineers


Conflict Management in Concurrent Engineering: A Case Study


by S. J. Meijers, (Master Student, at the University of Twente, Department of Construction Management and Engineering. E-mail: s.j.meijers@student.utwente.nl), T. Hartmann, (Department of Construction Management and Engineering at the University of Twente. E-mail: t.hartmann@ctw.utwente.nl), and G. P. M. R. Dewulf, (Department of Construction Management and Engineering at the University of Twente. E-mail: g.p.m.r.dewulf@ctw.utwente.nl)
Section: Organizational Leadership and Management, pp. 737-746, (doi:  http://dx.doi.org/10.1061/41109(373)74)

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Document type: Conference Proceeding Paper
Part of: Construction Research Congress 2010: Innovation for Reshaping Construction Practice
Abstract: Despite increasing industrial interest in Concurrent Design, little empirical research has been undertaken on design conflicts that occur during such concurrent engineering design efforts. To overcome this gap, this paper presents results from a case study we conducted at the Chinese office of a worldwide operating design consultancy firm. This paper presents the sources of conflicts that practitioners of this design office encountered during concurrent design activities on a number of historical and ongoing projects. The paper also presents a number of strategies to effectively detect and manage conflicts on concurrent engineering projects that we derived together with practitioners of the design consultancy company. These strategies include processes for effective change management, communication management, quality management, and risk management.


ASCE Subject Headings:
Conflict
Case studies
Risk management
Design