The purpose of this paper is to present a methodology for extracting innovation constraints from building projects through stakeholder management competencies and failure mode and effect analysis (FMEA).
The methodology was an iterative grounded theory process using case studies. A literature‐based concept model was generated which mapped project procurement stages against the innovation process. Constraints and stakeholder management strategies were extracted from 30 case studies using content analysis and mapped against the procurement stages. FMEA was used to evaluate the criticality of the constraints. For the purposes of this paper, a sample case study was detailed and referred to as the pilot study. The m\ethodology was applied to all the case studies and a schedule of constraints (SoC) extracted.
This paper evidenced that it is not project constraints which require management to sustain innovation but rather failures in stakeholder competency. This study established the benefits of FMEA as a risk assessment tool for construction innovation research and generated a database of innovation constraints which can be used as a benchmarking framework for future research.
Previous construction innovation research has focused on established project management techniques to manage innovation. This study identified that rather than a process‐driven approach, a stakeholder‐centred approach is required, where successful innovation delivery is incumbent on the right stakeholder competencies being in place at the appropriate stages of the procurement process. The benefit of this contribution is an established risk assessment methodology which can be used by project stakeholders when adopting innovation into construction projects.
Murphy, M., Heaney, G. and Perera, S. (2011), "A methodology for evaluating construction innovation constraints through project stakeholder competencies and FMEA", Construction Innovation, Vol. 11 No. 4, pp. 416-440. https://doi.org/10.1108/14714171111175891
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