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High-performance teams achieve outcomes that exceed the expectations of the project and often demonstrate unique or innovative approaches within a final solution. The foundation of this high performance is the ability to focus on the success of the team over individual objectives. However, the recognition of this emphasis is based on the establishment of professional trust and strong communications between the team members. The social network model of construction introduced a dual-focused approach to enhancing these elements and creating high-performance project teams. The approach emphasizes balancing both a traditional project management emphasis on efficiency of communications with a focus on the social factors that move the project team from efficient to effective. In this paper, the model is extended to present the results of four studies of organizations that are full-service engineering companies that also provide construction oversight services. The paper presents the results of these studies in terms of the social network model and the achievement of high performance in the project teams. Analytical and graphical results are presented based on social network analysis techniques to provide a multiperspective analysis of the project teams. DOI: 10.1061/(ASCE)CO.1943-7862.0000161 CE Database subject headings: Organizations: Construction industry; Social factors; Knowledge-based systems. Author keywords: Knowledge management; Project communications; High-performance teams.

Engineering and construction projects are dependent on two fundamental elements: (1) the ability to plan and manage the technical components of the project such as the tasks and resources; and (2) the ability of the project participants to effectively develop into a high performance team. Historically, the industry has focused extensively on optimizing the project management processes associated with the former element. In this focus, organizations have emphasized the ability to develop the optimum plan, allocate resources efficiently, and utilize control functions to ensure that the project stays on schedule and within budget. Although this has been effective, this engineering focus has reached the point of diminishing results. Specifically, the engineering approach to project management has neglected to recognize the importance of the participants to the success of the overall project. Rather, the engineering approach has favored the development of an optimum plan as the path to effective project management. In this paper, the engineering-based approach to project success is reconfigured to reemphasize the need to develop high performing teams by recognizing the importance of the project network. This recognition is formalized in the social network model of construction that integrates classic project management concepts with social science variables to enhance the focus on knowledge sharing as the foundation for achieving high performance teams and project results. DOI: 10.1061/(ASCE)0733-9364(2008)134:10(804) CE Database subject headings: Social factors; Construction management; Communication.

Implementation of new ideas and new practices are essential for an organization to remain competitive in a changing business environment. The absence of these new ideas will eventually lead to stagnation, but the challenge to organizations remains how to overcome the many barriers that appear during an implementation process and successfully convert these ideas into sustainable practices. Within the capital facility industry, this challenge is amplified based on long-held industry practices, corporate culture, and a necessary focus on minimizing risk. However, even the capital facility industry is being forced to recognize the need to adapt to changing business conditions through the implementation of best practices. Specifically, organizations require an implementation plan that provides enough detail that all parties impacted by the process understand the process (roadmap) that is going to be followed during implementation. This paper introduces the development of the staircase implementation model and how it addresses the need for an implementation roadmap that is applicable to all implementation initiatives. The paper introduces the model components, the proposed application of the model, and the initial testing of the model that led to specific implementation considerations. This paper has significant relevance to industry as it gives a practical introduction to the important focus of implementing new practices. CE Database subject headings: Organizations; Best practice management; Change management; Business management.

The changes in the engineering-construction industry of the 21st century require organizations to take a more active role in developing knowledge management and learning organization initiatives. The need to both retain knowledge within the organization and focus on continuous human resource development throughout all levels of the organization is becoming a primary challenge throughout the industry. This paper addresses this challenge by focusing on the question of the link between knowledge management and learning organizations, and how to transform an organization from a focus on knowledge management to a focus on developing a learning culture. Based on a series of studies by the writers into the characteristics of both knowledge management and learning organizations, this paper outlines models of each of these concepts and introduces a bridge that details the level of knowledge management implementation that must be in place prior to an organization having the capacity to move to a learning focus. Additionally, the case studies conducted during the current study provide a basis for presenting potentially unsuccessful paths that may be selected by organizations during the implementation of a knowledge management to learning organization transition. DOI: 10.1061/(ASCE)0742-597X(2007)23:3(122) CE Database subject headings: Construction management; Information management; Organizations.

The transformation of organizations from production-oriented entities to proactive learning entities that continuously leverage the knowledge of the workforce is a primary objective of management researchers. This focus has significant relevance to the construction industry where production-related research has predominantly overshadowed organizational development research. As one effort to change this emphasis, the writers present a research effort designed to study current organization learning techniques and technologies fielded by organizations both inside and outside of the construction industry. Through a series of exploratory case studies, the writers developed a maturity model together with the Construction Industry Institute that provides construction organizations with a framework for developing a learning organization culture. The maturity model focuses on learning organization characteristics of leadership, processes and infrastructure, communication/collaboration, education, and culture at the organization, community, and individual levels. This paper introduces the results of that effort including a presentation of the learning organization maturity model, framework application, and the overall characteristics of a learning organization. DOI: 10.1061/(ASCE)0742-597X(2007)23:1 (27) CE Database subject headings: Education; Learning; Professional development; Construction industry.

The study documented in this paper builds upon the concept of multiple intelligences by examining the need for a greater concept of intelligence within the construction profession. Specifically, the paper documents the study of 130 construction executives for their emotional intelligence (EI) as measured by their emotional quotient. In this study, the writers analyze the relationship between EI and leadership behaviors, specifically examining the relationship between EI and transformational leadership behaviors. The paper outlines the strengths and weaknesses found in executives in relation to developing transformational leadership behaviors. Through the use of established testing procedures, the researchers identify five specific components of EI that are related to transformational leadership behavior at a convincing level of statistical significance. Of particular importance is the identification of interpersonal skills and empathy as key EI behaviors that need additional attention during the development of construction industry executives. The writers contend that these trails are its important as classical traits of intelligence and experience in developing the leaders of tomorrow's construction organizations. CE Database subject headings: Organizations: Professional development: Leadership: Construction industry.

The traditional civil engineering-based approach to construction engineering and management education focuses significant attention on core subjects such as scheduling, estimating, and contracts. This paper introduces an alternative approach to this education based on the concepts of project-based learning. Through the introduction of courses developed by the writers, the paper provides a foundation for changing current education approaches from a lecture-based format to a project-based format. In this format, students are challenged with open-ended problems requiring greater application of multiple engineering concepts as well as requiring interaction with outside experts from within the construction industry and related professions. An outline for a project-based learning course is presented with experiences and lessons learned from four implementations of the course. Student responses are presented to indicate the potential benefits of such an approach. This finding is further supported by the introduction of the Knowledge Landscape concept for construction education that emphasizes greater use of context, scope, and multiple intelligences in construction engineering education. DOI: 10.1061/(ASCE) 1052-3928(2006) 132:2(118) CE Database subject headings: Engineering education; Construction industry; Training; Project management; Landscaping.

Construction companies have always relied on their knowledge assets to provide services to clients, in recent years the terminology 'knowledge management' has been introduced. Knowledge management (KM) seeks to formalize the manner in which companies exploit their knowledge assets by harnessing organizational knowledge, promoting greater collaboration between groups with similar interests, capturing and using lessons learned on previous projects, etc. This paper investigates how major United States engineering design and construction firms are implementing knowledge management initiatives in order to identify best practice. It adopts a case study methodology to investigate companies' strategy and implementation, people aspects, and metrics for performance. The study finds that there is a clear distinction between the knowledge management activities undertaken by large engineering design firms and those of construction firms. There is also a much greater emphasis on knowledge sharing, which is just one component of knowledge management. Moreover, some companies have specific KM initiatives while others have activities that are part of their normal business processes. CE Database subject headings: Construction companies; Human factors; Information technology (IT); Knowledge-based systems; Construction management.

The history of construction engineering and management education closely follows the emergence of the construction industry as an economic force in the United States. The initial introduction of programs in the post-World War II era was followed by specialization and the introduction of graduate construction specialties in the early 1960s. However, the lack of qualified individuals was recognized as a factor in successfully developing the construction engineering management (CEM) focus as an academic discipline. Today, that concern continues as CEM programs in the United States find themselves under attack by academic colleagues for issues such as lack of qualified faculty candidates and lack of funding opportunities. This paper addresses the status of the construction academic community by examining the common history of the CEM faculty through a genealogical approach, the historical research record through an examination of the publication record, and the questions that face a community that has appeared to slip from its intellectual peak. CE Database subject headings: Construction industry; Engineering education; History; Research needs.

The successful initiation and execution of a virtual team is gaining increasing attention in the design and construction community. From opportunities to integrate international and multidisciplinary teams to the opportunity to leverage the best resources in an organization on a given project, virtual teams can transform the concept of project planning and execution. However, potential barriers exist in several areas to the successful implementation of virtual teams. The needs of increased management emphasis, social and cultural understanding, and emphasis on common goals are only a few of the nontechnical factors that can turn successful virtual teaming into virtual frustration. When combined with traditional technical challenges including compatibility of systems, security, and the selection of appropriate technologies, the line between leveraging virtual technologies for enhanced solutions and introducing additional complications into the project process is one that can be easily crossed. This paper presents the findings of research that addresses the opportunities and potential barriers to successful virtual teams in the engineering, procurement, and construction industry. Combining results from current research, industry practices, and early results from nonconstruction industries, the research findings provide an initial path to successful virtual team implementation. CE Database subject headings: Project management; Resource management; International factors; Construction industry.

At the beginning of the 21st century, there is a wider awareness that the civil engineering industry has become a global industry. The rapid increase in foreign ownership of firms in the United States along with the globalization of economic markets is reminding professionals that they must be aware of global events before they impact local operating conditions. In response to these developments, university programs must begin to broaden their focus to include subjects that address new economy realities. Specifically, the time to begin exposing students to management topics such as entrepreneurship, financial management, and global economics has arrived. If the civil engineering industry is going to evolve into a new economy business, it will require individuals who are as comfortable with the financial and technological components of the business as they are with design or construction fundamentals. DOI: 10.1061/(ASCE)1052-3928(2002)128:3(138) CE Database keywords: Engineering education; Management; Curricula; Professional development.

In today's engineering and construction industries, the concepts of company loyalty, traditional competitors, and employee development are changing at a pace that has not previously been encountered in postindustrial times. In response to these changing concepts, private and public organizations alike are increasing their emphasis on long-term or strategic planning. This paper introduces strategy planning, describes the expected results of strategic planning efforts in engineering and construction organizations, and provides a case study illustration of the process for the City of Los Angeles, Bureau of Engineering (a 1,000-person public sector architectural and engineering organization). The case study describes the seven steps used by the Bureau starting with building a strategic planning team to ending with evaluation of the implementation effort. Lessons learned from the case study are used to identify several recommendations for future planning efforts in the area of strategic planning.

Construction projects are achieved through a 'project format' where the focus of management is on the planning and control of resources. While this aspect of the construction industry receives significant focus, less attention is paid to the broader concerns of construction organizations, or enterprise management. This lack of focus is resulting in few construction professionals' acquiring the breadth of knowledge required to sufficiently address enterprise management issues. In response to this issue, a taxonomy of knowledge requirements for construction executives has been developed to serve as a map of knowledge areas for construction industry executives. Based on a study of internationally recognized journals, a content analysis methodology was used to gauge the current state of management topics. Based on this content analysis, the paper presents the eight focal areas of knowledge for construction executives and the accompanying emerging topics from management researchers.

The traditional philosophy of management in construction, both in academia and in industry, places great emphasis on the ability to plan and execute projects. In contrast, a similar emphasis on strategic management has received less attention in the construction industry. Although the pressures of project performance can often obscure the broader social, economic, and professional context in which strategic management is undertaken, it is these broad contextual areas that make strategic management an essential issue for construction organizations. Rapidly changing social and technological issues are creating a professional environment that will look very different in the coming decades from that experienced in today's organizations. This paper introduces a study of the current strategic management practices of construction organizations. This paper also introduces the concept of strategic management and the areas that organizations must address to compete in the global marketplace. A summary of an industry survey is documented together with the background research that prompted the investigation of these topics.

The introduction of new communication technologies such as the World Wide Web is creating unique opportunities for civil engineering educators to develop new classroom collaboration methods, where student teams can interact remotely in a virtual team environment. Whereas traditional project collaboration requires regularly scheduled face-to-face meetings, technologies such as the Web are introducing concepts such as asynchronous collaborations, remote videoconferencing, and centralized information centers. These remote forms of collaboration introduce a unique set of questions and issues into the civil engineering domain such as the efficiency of the technology and the appropriateness of the technology. This paper introduces one approach to examining these issues through the use of benchmarks developed specifically for analyzing remote collaboration within Web-based teams. This paper introduces and summarizes results from the first 4 years of a bench-marking study focusing on Web-based collaboration technologies within the civil engineering classroom.