High Quality Project Management Institute (PMBOK)

1.1 Background of the Study

Projects, especially in the construction industry have become very dynamic and complex which has resulted stakeholder and team orientation become an emergent development (Turner, 1999; Winch and Bonke, 2002; Hoezen, 2012). Teamwork had been widely implemented to meet customer’s high expectation and to compete in modest global environment. Mohrmar et al. (1995) expounded team deployment is an essential element in an organization and a highly effective teams have proven in providing good working relationship with minimal team conflicts and increase the potential to achieve greater outcomes (Demkin, 2008). This consistent with Martinsuo and Ahola (2010) and, Schottle and Gehbauer (2012) literatures that effective project

The construction industry nowadays has sought to improve of its products and project delivery by introducing various improvement tools and techniques. Relational contracting are being introduced with various approaches such as partnering, alliancing, integrated project delivery, joint venturing, long term contracting, and other collaborative working arrangements (Lahdenperä, 2012). Besides, the effective project management methodology endorsed by Project Management Institute (PMI) via the renowned project management book of knowledge (PMBOK) has generated and certified millions of high quality project management professional worldwide in various industries. Both innovative contracting and best practices of project management are being developed with the aim to deliver project success ultimately. However, these innovative managements, tools and knowledges are meaningless without coordination, a vital managerial principle and activity, which provide the best cooperation among team members. Although coordination plays crucial functions throughout the building process especially during the design and construction stages, some failures in construction projects adopting coordination and team integration principles are still observed. Failure of team integration leads to planning problems, delays and disputes which would harm the overall project

Take for instance, the Malaysian government initiative in introducing and implementing a new and modern construction method namely Industrialized Building System (IBS), with aimed for a sustainability construction process, had been poorly implemented due to the poor integration and communication among stakeholders involved during the design stage (Nifa et al., 2012). In dealing with various parties, miscommunication and misconception are bound to happen, which contributes to adversarial relationships. Adversarial relationships are not only detrimental to the participating firms, but also will significantly affect the end product as well as the possibilities of innovation in a construction project (Abdul Nifa and Ahmed, 2010). Similarly, Malaysian housing construction project experience the same team integration and coordination problems which caused many projects being abandoned. Abandoned housing projects are one of the main problems facing in the Malaysian housing sector since 1980s (Haron et al., 2016). As of June 2015, 10,403 house buyers being affected from 15,206 abandoned housing units on 53 housing projects. Selangor, Perak and Johor states recorded the highest number of abandoned housing projects (Haron et al., 2016). The number of abandoned units recorded constitutes about 19% of total 81,434 housing units approved for construction to private developers during the