International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056 Volume: 08 Issue: 10 | Oct 2021 www.irjet.net p-ISSN: 2395-0072 © 2021, IRJET | Impact Factor value: 7.529 | ISO 9001:2008 Certified Journal | Page 141 Evaluation of Integrated Teamworking Approach in Project Management: A Case Study of Heathrow Terminal 5 Project Uzor Onyia 1 , Obianuju Akuabia Anwara 2 , *Nzoputa Blessed Madueme 3 , Chigozie C. Akanno 4 1,2,3,4 Dept. of Civil Engineering, University of Nigeria, Nsukka, Enugu State, Nigeria ---------------------------------------------------------------------***---------------------------------------------------------------------- Abstract - This paper aims to evaluate the effectiveness of Integrated Team-working Approach (ITA) in the management of the Heathrow Terminal Five (T5) project. Attention was given to the management of risk, change, communication in the T5 project. The deployment of questionnaire with comment box enabled the collection of both quantitative and qualitative data with the objectives to (i) determine the level of ITA awareness in project management, (ii) determine if ITA can successfully deliver all types of projects, (iii) determine if ITA is dependent on contract type, and (iv) to assess the influence of ITA application on communication, risk and change management. Evidences from this study reveal the need for more awareness around ITA. It was also established that ITA application leads to successful delivery of any type of project especially, within the engineering and construction industry. Even though ITA does not depend on the type of project contract entered into, it is highly recommended that contractors with fixed-cost contract should recognize that ITA enables changes and should accommodate changes within their budgets. Furthermore, it was confirmed that ITA positively influence communication, risk and change management as a result of it open and collaborative features. Keywords—Integrated Teamworking Approach, Project Management, Heathrow Terminal 5, Communication, Risk Management, Change Management 1.INTRODUCTION Decisions have substantial effect on the timings, cost and outcome of the projects [1] . Team building is one of the important decisions with significant long time project outcomes. As put by Abosede et al. [2] , teamwork is the sine qua non (an essential condition) to the project success of construction and the entire built environment. A team is more than individuals working in a group as they are mutually responsible and accountable for their achievements or failures. Teams have complementary skills, common purpose and with all the members being mutually supportive in working together towards goals [3] . As posited by Chatterjee et al. [4] , construction projects involve many participants, such as the client, designers, consultants, contractors, subcontractors and vendors, who may bring with them risk of inexperience to the project. Hence, to achieve a common business objective, these parties should all be involved in the process, and share objectives, interests and ideas for improving performance by means of teamwork [3] . Thus, selecting suitable teams and working in an integrated way has been recognised as critical to the success of any construction project [5] . OGC [6] states that “client and suppliers working together as a team can enhance whole-life value while reducing total cost, improve quality, innovate and deliver a project far more effectively than in a traditional fragmented relationship that is often adversarial. Collaborative working should be a core requirement for each element of every project.’ The construction industry has been widely criticised for its fragmented approach to project delivery and its failure to form effective teams [7] . Increased specialisation and decentralisation have led to the fragmented project team culture in this industry [8] . Poor performance in the construction industry has been attributed to the continued use of these fragmented teams without proper integration of all the parties involved [9] . Noteworthy is that the nature of teams depends on the type of contracting approach adopted in the construction project [10] . Adopting a suitable contract sets the stage for a positive and productive working relationship between the contractor and the client. There are variations of contract but the two widely used for construction projects are: Fixed-price and Cost-plus contracts [11] . Both contract types differ in pricing approach and allocation of risk. In Fixed-Price contracts most risk associated with the project are transferred to the contractor. The contractor is expected to procure the project based on its estimates in terms of forecasted project cost taking into consideration its assessment of the project risk. In accurate estimates could lead to cost overrun which has to be absorbed by the contractor. In contrast, Cost-plus contract allocates the project risk to the client. The client absorbs all project cost and pays profit to the contractor based on agreed terms. Complex projects usually create problems for contractors in contract pricing and usually results in tension in the relationship between client and contractor. Moreover, these contracts coupled with traditional team approach result in segregated teams, short- term focus and poor performance levels [11] . However, these approaches based on fragmented teams have been described as unproductive because benefits of specialisation overwhelmed by the problems of co-ordinating inputs and integrating outputs [12] . As a result of all these drawbacks, the widespread need for appropriately integrated teams has been confirmed in many