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Knowledge Transfer – a Means to Manage the Interplay Between Changes and Time-usage in Construction Projects


Projects are one‐time activities that have a definite start and end. More
and more organizations are applying project as their work form. Even though having
this popularity, not all projects produce desired results. There are challenges
and there is room for improvement. This paper focuses on a challenge: delays /
unnecessary use of time. Most projects are open systems and they operate in an
open environment. Hence, changes occur often. This paper looks at the connection
between changes, knowledge transfer and time delays in projects. More precisely,
this paper looks at how changes can cause delays / unnecessary use of
time, if there is lack of knowledge transfer in the project. In this regard, the paper
presents a framework / model and discusses it by describing 4 instances / situations
in a case project. The discussion also suggests relevant means to deal effectively
with the interrelation between changes, unnecessary use of time and lack of knowledge transfer in projects. This paper is based on a study that is of qualitative
nature, and it focuses on the construction industry. A building construction
project was studied as a source of information, and interviews were conducted in
this regard. The interviews were semi‐structured interviews, and they were done
with various participants of the project; for instance, project manager, main contractor,
construction site manager and architect. The paper is connected to a research
project called "SpeedUp". This research project is funded by the Research
Council of Norway. SINTEF (a research institution) and several firms in the construction
industry in Norway participate in this project.


Academic chapter/article/Conference paper





  • SINTEF Community / Mobility and Economics
  • SINTEF Digital / Technology Management
  • Norwegian University of Science and Technology




Academic Conferences International (ACI)


Proceedings of the 15th European Conference on Knowledge Management






288 - 296

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