Application of the maturity model for collaborative scheduling for construction projects

Purpose This paper introduces the weighting, analysis and validation method used in the development of the Maturity Model for Collaborative Scheduling (MMCS). The scoring and ranking process introduced by the MMCS fills a gap in the literature by supporting the selection of collaborative scheduling (CS) practices that yield more weight toward the achievement of higher maturity levels in the development and implementation of CS. The ranking process can then be used during pre/post project execution to track collaborative scheduling in practice against the model’s weighting and provide the project team with constructive feedback and actionable steps for reaching the next highest level of collaboration. Design/methodology/approach The MMCS, which focuses on five pillars (key areas of interest for CS) and related swim lanes (specific attributes), covers a broad range of areas in the construction industry and was coded into a survey. The relative weights of pillars and swim lanes were then established using the Delphi method with the group of subject matter experts (SMEs), analyzed using multi-objective decision analysis (MODA) and validated using 241 answers to a survey with questions drawn from the MMCS, including organizations across the industry in the United States. Findings The project scoring defines bounds for bronze, silver and gold levels of collaboration in scheduling. Project evaluations can then be used to identify areas for continuous improvement and enhanced collaboration. We offer recommendations and best practices for project improvement. Originality/value Two original contributions resulted from this work: (1) a method to elicit weights based on a combination of Delphi, MODA and survey methods was used to develop and validate a scale with three different maturity levels to support the use and continuous improvement of CS practices and (2) a validated model was used to assess the maturity level of CS in construction projects alongside specific recommendations to move upward in terms of maturity. In practice, project leaders can use this model to assess project performance, advance the project’s maturity and guide continuous improvement efforts for enhanced collaboration.