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An increasing number of complex construction projects use fragmented organizations to deliver the design. The production of design in such fragmented project organizations requires tremendous coordination efforts to integrate the final product. This paper takes a temporal perspective on a number of challenges that occur on the project level as a consequence of fragmentation in engineering design. We present empirical findings from a fragmented fast-track railway engineering design project and conclude that temporal coordination is one of the key tools for design integration. By applying relevant theoretical concepts to the case study findings, we begin analyzing the outline of a model for temporally organizing fragmented engineering design. First, we confirm the previously reported notion of subjective sense of timing in organizations. We then identify two generic strategies for temporal coordination of design tasks: concurrent coordination and delayed coordination. Concurrent coordination is supported by the integrated design approach and increases complexity of the design process, whereas delayed coordination is supported by the sequential approach to design and decreases design complexity. We contribute to AEC research field with an exploration towards a more effective design scheduling theory. Furthermore, design managers can use the emerging qualitative framework as a help in creating design schedules. Finally, we call for additional temporal research in the area of construction project management and, more specifically, in construction design management. |
