Technology clusters

Another view of managing complex and technologically-driven environments is to bring together all contributors to the development of the components at the systems level and ensure that the value chain remains unbroken from start to finish (Gray, 1996). The object is to merge together the work group with the support function into an integrated task group called a technology cluster.

‘A cluster develops its own expertise, expresses a strong customer orientation, pushes decision making towards the point of action, shares information broadly and accepts accountability for results’ (Mills, 1991).

The design and construction processes involve the combination of many components.

Each component must be developed in a variety of ways depending on the nature of the component, from the simple manufacture of standard components, via tailored standard components, to specially developed components. The site teams can do little to effect the efficiency of this system as it is entirely controlled by the design and information production system.

6.3.1 Nature of technology clusters

The technology cluster, by focusing on the specifics of the technology within the manufacturing process, enables constant evaluation of every aspect of the process to ensure that the overall aims are not compromised by the desire to optimize a component.

The aims of technology clusters are as follows.

䊉 Group all contributors together, preferably in one location.

䊉 Elicit solutions to technical, quality and efficiency criteria to support innovative design solutions.

䊉 Create a fully integrated systems-level solution.

䊉 Focus upon completion of the system as an integrated unit.

䊉 Preservation of the value chain throughout the supply chain.

6.3.2 Example of a technology cluster

This is illustrated in a typical technologically-complex area of a building, such as the substructure, by the pattern of involvement shown in Figure 17.

The central process of developing the design for the substructure starts with the brief and involves the client and the designers. The concept and scheme design is developed together with the engineers to create the shapes, sizes and profiles. The engineers develop the engineering design in conjunction with the architect. They specify sub-components based upon this analysis. The specialist contractors undertake the specialist design in conjunction with the engineers to produce the detailing, e.g. reinforcement bar layouts.

There may be a need for subcontractors to be involved and these are co-ordinated by the specialist contractors. To preserve the value chain, this whole complex group must operate within a focused, vertically-integrated management framework that supports the development of the technology. In practice, this chain is compressed with everyone making simultaneous contributions. The efficiency gains are made in two ways. First, by bringing the highest level of skill and capability to bear on the solution of the problem within a framework that challenges them to deliver against clear, project targets. Second, by doing this in an organizational framework that reduces communication lines to instantaneous face-to-face interaction.

Fig. 17. A technology cluster.

6.3.3 Team building and location

A technology cluster is a multi-functional team. All the characteristics of good team building must be available and used. All components of the team must be present from the start. This requires an honest and open evaluation of the required knowledge and potential sources to be made at the start. A radical rethinking of the purchasing of the contributions is required, particularly the specialist contractors. They must be involved as early as possible if their capabilities are to be maximized, and ways must be found to achieve this.

Teams need to be adjacent to production; technology clusters require close physical presence to work. In spite of the potentials of integrated IT there are, as yet, few examples of it working at this level so there is little choice but to put teams together in a location best suited to making project-focused decisions.

6.3.4 Skills

The people who are involved in a technology cluster need to be multi-skilled, with mastery of an area of special competence. The UK does not have enough organizations where professional knowledge is so exalted. A technology cluster requires that only people with exceptional levels of skill are involved. They must be given a freedom to work, so their work must not be over-planned. However, management expertise, both for the management of the group and the management of its contribution to the project, is always an integral part of the group. All members of the group must be able to transmit their knowledge to other people and organizations in the group. This requires good communication skills and an ability to contribute freely to the group.

6.3.5 Integration of technology clusters

A construction project requires several technology clusters, each working on separate systems within the project. Figure 18 shows that, while each technology cluster works independently, there is a need to integrate them. The purpose of this integration is two-fold. The first is to achieve the design and technological integrity of the whole project’s design requirements. This is achieved by linking the architect and engineering roles between each technology cluster. The second is to maintain the subvalue-chains within a whole value-chain. This is provided by a management structure that embraces all aspects of the delivery of the project within one entity.

How is this different from a conventional approach to managing a project? It assumes a product focus to the sub-management structure. The product focus is to support and achieve innovative design solutions to satisfy the client’s needs. Each cluster brings together all of the design and production skills in an intensely focused way. Focused communication by

Brief Concept

Total management structure to preserve value chains

Fig. 18. Multiple technology clusters in a complete project.

physically adjacent people and groups of people speeds up the whole process. Furthermore, the management structure is very flat thus aiding decision-making.