Barriers to integrating lean construction and integrated project delivery (IPD) on construction megaprojects towards the global integrated delivery (GID) in multinational organisations: lean IPD&GID transformative initiatives

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Martin Evans ◽  
Peter Farrell ◽  
Emad Elbeltagi ◽  
Helen Dion
Keyword(s):  
Qualitative Research ◽  
Lean Construction ◽  
Project Delivery ◽  
Mena Region ◽  
Integrated Project Delivery ◽  
Content Type ◽  
Integrated Delivery ◽  
Integrated Project ◽  
Global Connectivity ◽  
Global Initiatives

Purpose The architecture, engineering and construction (AEC) industry encounter substantial risks and challenges in its evolution towards sustainable development. International businesses, multinational AEC organisations, technical professionals, project and portfolio management organisations face global connectivity challenges between business units, especially during the outbreak of novel coronavirus pandemic, to manage construction megaprojects (CMPs). That raises the need to manage global connectivity as a main strategic goal of global organisations. This paper aims to investigate barriers to integrating lean construction (LC) practices and integrated project delivery (IPD) on CMPs towards the global integrated delivery (GID) transformative initiatives and develop future of work (FOW) global initiatives in contemporary multinational AEC organisations. Design/methodology/approach A two-stage quantitative and qualitative research approach is adopted. The qualitative research methodology consists of a literature review to appraise barriers to integrating LeanIPD&GID on CMPs. Barriers are arranged into six-factor clusters (FCs), with a conceptualisation of LeanIPD&GID, GID strategy placements and FOW global initiatives with multiple validations. This analysis also involved semi-structured interviews and focus group techniques. Stage two consisted of an empirical questionnaire survey that shaped the foundation of analysis and findings of 230 respondents from 23 countries with extensive cosmopolitan experience in the construction of megaprojects. The survey examined a set of 28 barriers to integrating LeanIPD&GID on CMPs resulting from a detailed analysis of extant literature after validation. Descriptive and inferential statistical tests were exploited for data analysis, percentage scoring analysis, principal component analysis (PCA) and eigenvalues were used to elaborate on clustered factors. Findings The research conceptualised LeanIPD&GID principles and proposed GID strategy placements for LeanIPD&GID transformative initiatives and FOW global initiatives. It concluded that the most significant barriers to integration of LeanIPD&GID on CMPs are “lack of mandatory building information modelling (BIM) and LC industry standards and regulations by governments”, “lack of involvement and support of governments”, “high costs of BIM software licenses”, “resistance of industry to change from traditional working practices” and “high initial investment in staff training costs of BIM”. PCA revealed the most significant FCs are “education and knowledge-related barriers”, “project objectives-related barriers” and “attitude-related barriers”. Awareness of BIM in the Middle East and North Africa (MENA) region is higher than LC and LC awareness is higher than IPD knowledge. Whilst BIM adoption in the MENA region is higher than LC; the second is still taking its first steps, whilst IPD has little implementation. LeanBIM is slightly integrated, whilst LeanIPD integration is almost not present. Originality/value The research findings, conclusion and recommendation and proposed GID strategy placements for LeanIPD&GID transformative initiatives to integrating LeanIPD&GID on CMPs. This will allow project key stakeholders to place emphasis on tackling LeanIPD&GID barriers identified in this research and commence GID strategies. The study has provided effective practical strategies for enhancing the integration of LeanIPD&GID transformative initiatives on CMPs.

Competency framework to integrate lean construction and integrated project delivery on construction megaprojects: towards a future of work global initiatives in multinational engineering organisations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Martin Evans ◽  
Peter Farrell ◽  
Emad Elbeltagi ◽  
Helen Dion
Keyword(s):  
Qualitative Research ◽  
Lean Construction ◽  
Competency Framework ◽  
Project Delivery ◽  
Research Approach ◽  
Integrated Project Delivery ◽  
Content Type ◽  
Future Of Work ◽  
Integrated Project ◽  
Global Initiatives

PurposeBuilt environment organisations face global challenges between business units, especially since the coronavirus pandemic (COVID-19) has profoundly disrupted the construction industry worldwide, including the management of construction megaprojects (CMPs). This research aims to develop a competency framework, for global integrated delivery (GID) transformative initiatives and future of work (FOW) global initiatives, to manage integration between lean construction (LC) practices and integrated project delivery (IPD) on CMPs in contemporary multinational engineering organisations.Design/methodology/approach“Mixed research methods” involves a two-stage quantitative and qualitative research approach. In the context of CMPs, stage one consisted of a qualitative research methodology comprising a literature review to examine competencies, COVID-19 impacts, responses and key drivers (KDs) to integrate LeanIPD&GID; stage one outcomes propose a conceptualisation of LeanIPD&GID, a competency framework and future of work (FOW) global initiatives. Stage two involved an empirical questionnaire survey for a set of 30 KDs arranged into five-factor clusters (FCs), 226 respondents from 23 countries with an extensive cosmopolitan experience; analysis adopted structural equation modelling (SEM), descriptive and inferential statistics, percentage scoring analysis, principal component analysis (PCA) and eigenvalues.FindingsIn the context of CMPs, stage one outcomes delivered a conceptualisation of LeanIPD&GID, a proposed competency framework and FOW global initiatives. Stage two concluded that the most significant KDs are “collaboration in design, construction works and engineering management,” “coordination and planning of construction work,” “senior organisational management support,” “boosting implementation of LC, and integrating project delivery” and “earlier and precise 3D visualisation of designs”. building information modelling (BIM) adoption in the MENA region is higher than LC; the second is still taking its first steps, while IPD has little implementation. LeanBIM is slightly integrated, while LeanIPD integration is almost not present.Originality/valueThe research findings, conceptualised LeanIPD&GID principles, a proposed competency framework and FOW global initiatives, provided future research streams and directions; the study has provided a competency framework and FOW global initiatives for effective practical strategies for enhancing integration of LeanIPD&GID transformative initiatives on CMPs and will allow project key stakeholders to place emphasis on boosting LeanIPD&GID KDs.

scholarly journals Integrated project delivery, an alternative to the usual form of construction work in Spain = Métodos colaborativos, un cambio para la construcción en España

2017 ◽  
Vol 1 (3) ◽  
pp. 30 ◽  
Author(s):  
Miguel Ángel Álvarez ◽  
Alfonso Bucero ◽  
Carlos J. Pampliega
Keyword(s):  
Lean Construction ◽  
Information Modeling ◽  
Project Delivery ◽  
Full Potential ◽  
Economic Sectors ◽  
Integrated Project Delivery ◽  
Essential Components ◽  
Building Information ◽  
Integrated Project ◽  
Managerial Level

The productivity of the construction sector in Spain is very low, as compared to other economic sectors, as with other countries in our environment. It takes us to a deep reflection on whether we are doing things right and what improvements can we introduce to increase production. These improvements must necessarily be technological and methodological, since there is a good training of the equipment both at the managerial level, as well as at the technical and in most of the labour levels, it is to exploit the full potential of new IT tools, especially Building Information Modelling (BIM) and the new methodologies that, from the industry, look for greater efficiency of the process and the elimination of all type of losses, like Lean Construction. A change of mentality, necessary to rethink the way of work in which we have been working for so many centuries, as the only possible paradigm, to replace confrontation as a way of producing construction through collaboration between all the agents involved in the work. We will speak in this article about Integrated Project Delivery (IPD), as one of the Lean methodologies that enable a profound improvement, we will see its definition, its essential components, and how it application can positively influence the construction process in Spain as it has already demonstrated in others.ResumenLa productividad del sector de la construcción en España es muy baja, tanto comparativamente con otros sectores económicos, como con la de otros países de nuestro entorno. Se hace necesaria una profunda reflexión sobre si estamos haciendo bien las cosas y qué mejoras podemos introducir para incrementar la producción. Estas mejoras han de ser necesariamente tecnológicas y metodológicas, ya que existe una buena capacitación de los equipos tanto a nivel directivo, como en la escala técnica y en muchos casos en la laboral, es decir, se trata de aprovechar todo el potencial de las nuevas herramientas informáticas, especialmente Building Information Modeling (BIM) y de las nuevas metodologías que, provenientes de la industria, buscan una mayor eficacia del proceso y la eliminación de todo tipo de pérdidas, como Lean Construction. Un cambio de mentalidad necesario, que pasa por replantearnos la forma de trabajo en la que llevamos tantos siglos empeñados, como único paradigma posible, sustituir el enfrentamiento, como forma de producir la construcción, por la colaboración entre todos los agentes intervinientes en la obra. Hablaremos en este artículo de los Métodos Colaborativos en construcción, que en inglés se han denominado Integrated Project Delivery (IPD), como una de las metodologías Lean que posibilitan una profunda mejora, veremos cuál es su definición, componentes esenciales, y cómo su aplicación puede incidir positivamente en el proceso constructivo de nuestro país al igual que ya lo ha demostrado en otros.

A framework for implementing integrated project delivery in architecture design firms in Egypt

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ayman Ahmed Ezzat Othman ◽  
Lamis Yasser Wagih Youssef
Keyword(s):  
Literature Review ◽  
Case Studies ◽  
Design Process ◽  
Project Delivery ◽  
Architecture Design ◽  
Survey Questionnaire ◽  
Integrated Project Delivery ◽  
Content Type ◽  
Integrated Project ◽  
Design Firms

Purpose This paper aims to develop a framework for implementing the integrated project delivery (IPD) approach during the design process in architecture design firms (ADFs) in Egypt. Design/methodology/approach A research methodology consists of literature review, case studies and survey questionnaire was designed to achieve the abovementioned aim. First, literature review was used to identify and categorise the challenges of implementing IPD during the design process. Second, four case studies were analysed to investigate the values delivered to the client or missed due to the use of IPD or traditional procurement approaches, respectively. Finally, a survey questionnaire was carried out with a representative sample of ADFs in Egypt to investigate their perception towards the challenges of IPD implementation in Egypt. Based on the results of the above, the research developed a framework to facilitate the implementation of IPD in ADFs in Egypt. Findings Through literature review, the research identified 30 challenges that hamper the implementation of IPD in ADFs. These challenges were categorised due to their nature into five groups, namely, integration, cooperation, commitment and trust challenges, knowledge, experience skills and decision-making challenges, cultural challenges, legal and contractual challenges and technical and financial challenges. Results of data analysis showed that “poor communication and spirit of collaboration between project stakeholders” was ranked the highest influential challenge as IPD is based on collaboration and trust between project participants. In addition, “lack of training and motivation in investing for using IPD” was ranked the lowest influential challenge due to the poor attention paid to training in the construction industry. Moreover, despite the benefits of IPD implementations in many countries worldwide, it is not implemented in the Egyptian context. This necessitated taking action towards developing a framework to facilitate IPD implementation in ADFs in Egypt. Research limitations/implications The research focussed on ADFs in Egypt. Practical implications Adopting the proposed framework developed through this research will help implementing IPD during the design process in ADFs. Originality/value The research identified, categorised and analysed the challenges that obstruct the implementation of IPD in ADFs. The research tackled a topic that received scant attention in construction literature in the Middle East generally and Egypt in particular. In addition, this paper presented a framework to facilitate the implementation of IPD during the design process, which represents a synthesis that is novel and creative in thought and adds value to the knowledge in a manner that has not previously occurred.

Barriers to the use of integrated project delivery (IPD): a quantified model for Malaysia

2019 ◽  
Vol 27 (1) ◽  
pp. 186-204 ◽  
Author(s):  
Serdar Durdyev ◽  
M. Reza Hosseini ◽  
Igor Martek ◽  
Syuhaida Ismail ◽  
Mehrdad Arashpour
Keyword(s):  
Structural Equation ◽  
Corporate Sustainability ◽  
The Body ◽  
Project Delivery ◽  
Research Approach ◽  
Integrated Project Delivery ◽  
Content Type ◽  
Body Of Knowledge ◽  
Integrated Project ◽  
European Corporate Sustainability Framework

Purpose The purpose of this paper is to quantify the barriers to the use of integrated project delivery (IPD), as assessed by 115 construction professionals in Malaysia. Design/methodology/approach Barriers recording highest citation amongst researchers worldwide were collated in the form of a conceptual model. This model was validated via a partial least squares structural equation modelling technique. Findings Findings advance the body of knowledge on IPD by providing original insights into the nature of key barriers, quantifying the relative importance of each barrier. Research limitations/implications Despite the above-mentioned contributions, and before drawing any conclusion, it is prudent to acknowledge limitations, particularly the chosen research approach in focusing on the Malaysian context. Therefore, caution must be exercised in direct application of findings to other contexts; research findings should be seen through the lens of moderatum generalisations (see Payne and Williams, 2005). Practical implications Apart from contributions to the body of knowledge, for the world of practice, conditions impacting a transition to IPD are discussed, with a recommendation for change management through a tested mechanism like the European Corporate Sustainability Framework. Originality/value Being the first empirical study undertaken to quantify the relationship among the identified barriers and IPD, the present study contributes to the field by addressing the gap in IPD research in Malaysia, as an exemplar of a developing country; it creates knowledge to inform further improvements in project performance through facilitating IPD use. The study also offers insight to construction stakeholders in other developing countries for tackling issues that hinder the adoption of an IPD approach, and it also points to major barriers such that resources for tackling barriers may be allocated properly.

scholarly journals Synergistic Effect of Integrated Project Delivery, Lean Construction, and Building Information Modeling on Project Performance Measures: A Quantitative and Qualitative Analysis

2019 ◽  
Vol 2019 ◽  
pp. 1-9 ◽  
Author(s):  
Phuong Nguyen ◽  
Reza Akhavian
Keyword(s):  
Performance Measures ◽  
Building Information Modeling ◽  
Lean Construction ◽  
Information Modeling ◽  
Project Delivery ◽  
Integrated Project Delivery ◽  
Cost Performance ◽  
Building Information ◽  
Integrated Project ◽  
Schedule Performance

In the recent years, owners and construction management companies have shown an increasingly more interest in adopting approaches that result in enhanced quality and less risks, conflicts, and wastes on their projects despite potentially higher initial cost. Implementing advanced technology trends and incorporating more integrated methods of delivering projects have proven to be highly value-adding and forward-thinking approaches. The objective of this research was to evaluate the effectiveness of and the synergy between three of such trending concepts in the construction industry, namely, integrated project delivery (IPD), lean principles, and building information modeling (BIM) in terms of cost and schedule performance measures. Data analysis was conducted on 72 vertical projects through interviews and study of the published articles, reports, and case studies. Qualitative analysis was performed through grounded theory while quantitative analysis was implemented using univariate and multivariate analysis of variance tests on schedule performance and cost performance. Results of the grounded theory analysis summarize six crucial characteristics required for an effective coordination between IPD, lean construction, and BIM. Statistical analysis on different combination of these three components revealed considerable effectiveness in terms of schedule performance while the effect on cost performance was not as much significant. This study contributes to the body of knowledge and practice in the field of construction by demonstrating the cost and schedule benefits realized through the use of IPD, lean construction, and BIM and identifying their collective conceptual advantages.

A real estate development model for Turkey: real estate certificates and integrated project delivery

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eymen Cagatay Bilge
Keyword(s):  
Real Estate ◽  
Delivery System ◽  
Development Process ◽  
Project Delivery ◽  
Real Estate Development ◽  
Integrated Project Delivery ◽  
Content Type ◽  
The Real Estate ◽  
Technological Developments ◽  
Integrated Project

PurposeTechnological developments are having an impact on the construction sector and are creating a paradigm shift in project delivery methods. Traditional project delivery systems are inadequate in current project development processes. A more integrated project delivery system and the establishment of contractual and financial structures are needed. The purpose of this study is to incorporate integrated project delivery and real estate certificate concepts and propose a model for real estate development.Design/methodology/approachAs a methodology, both integrated project delivery and real estate certificate concepts are reviewed individually, and a case to real estate certificate in Turkey is examined.FindingsA real estate certificate is a new method for financing the development process. The system covers the financial dimension of the integrated project delivery system. When these two concepts are combined, they provide an alternative to the real estate development process.Research limitations/implicationsThis study is a preliminary study and lays the foundation for future studies.Practical implicationsIn theory, both concepts have many advantages, in practice, it is essential to create the necessary legal basis for these advantages to be valid. As this process requires significant planning and contract management, the proposed model must be properly designed at the start of the project.Originality/valueThis study proposes a new model for real estate development by combining integrated project delivery and real estate certificate concepts.

Building information modelling, integrated project delivery and all that

2017 ◽  
Vol 17 (1) ◽  
pp. 45-49 ◽  
Author(s):  
Steve Rowlinson
Keyword(s):  
Information Exchange ◽  
Relevant Literature ◽  
Project Delivery ◽  
Integrated Project Delivery ◽  
Building Information Modelling ◽  
Content Type ◽  
Information Modelling ◽  
Building Information ◽  
Integrated Project ◽  
Successful Change

Purpose This paper aims to review the development of building information modelling (BIM) and integrated project delivery (IPD) in recent years and the process changes that BIM and IPD require. Design/methodology/approach A qualitative research methodology was applied which involved a comprehensive review of relevant literature leading to a better understanding of the history and development of BIM and IPD. A way forward is suggested for the future development of BIM and IPD. Findings The research revealed that the IPD approach is already ingrained within certain organisations and their supply chains. The issues of political will and business desire to change the existing procurement systems are examined. The need for fit with regional and national economic and cultural characteristics is a pre-requisite for successful change. Collaborative working, information exchange and trust only exist within the context of a trusted and reliable building information model that all can access, understand and manage. Originality/value This research pointed out that there is a need to overcome the institutional inertia that besets governments and their agencies and suggested that exemplar institutions and their projects are needed to lead the industry by integrating BIM into IPD through process change.

Project delivery systems for nZEB projects

Facilities ◽  
2016 ◽  
Vol 34 (1/2) ◽  
pp. 85-100 ◽  
Author(s):  
Mikko Kantola ◽  
Arto Saari
Keyword(s):  
Inductive Reasoning ◽  
Delivery Systems ◽  
Project Delivery ◽  
Integrated Project Delivery ◽  
Content Type ◽  
Construction Companies ◽  
Zero Energy Building ◽  
System A ◽  
Integrated Project ◽  
The Eu

Purpose – The paper aims to reveal the most functioning project delivery systems for nearly zero-energy building (nZEB) projects. The focus is set to reveal the qualities of the systems that support the nZEB goals and sustainability. Design/methodology/approach – Research method used in this paper is inductive reasoning. The reasoning is based on existing literature, and conclusions are drawn by combining pieces of that literature. Findings – The state-of-the-art heating, ventilation and air conditioning (HVAC) and insulation requirements of nZEB technology and the lack of experience in the industry regarding nZEB projects suggest that modern collaboration-based project delivery systems should be favoured. The authors found that the most suitable project delivery system for a standard nZEB project is the integrated project delivery (IPD), which binds the financial goals of the main parties together via a reimbursement solution: target pricing. The authors also found the construction management (CM) at-risk system a suitable solution, especially if it is modified by adding the tools utilised in the IPD approach, thereby making it an IPD lite system. Originality/value – The paper has value for the entire construction industry in Finland and European Union (EU). The owners and construction companies can use the findings in their development efforts towards nZEB construction. The EU 2020 nZEB degree makes all the findings concerning practicalities of nZEB projects valuable due to the lack of time and the lack of experience in the industry.

scholarly journals Revolutionising cost structure for integrated project delivery: a BIM-based solution

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Faris Elghaish ◽  
Sepehr Abrishami ◽  
M. Reza Hosseini ◽  
Soliman Abu-Samra
Keyword(s):  
At Risk ◽  
Monte Carlo Simulation ◽  
Monte Carlo ◽  
Cost Estimation ◽  
Real Life ◽  
Cost Structure ◽  
Project Delivery ◽  
Integrated Project Delivery ◽  
Content Type ◽  
Integrated Project

PurposeThe amalgamation of integrated project delivery (IPD) and building information modelling (BIM) is highly recommended for successful project delivery. However, IPD lacks an accurate cost estimation methodology at the “front-end” of projects, when little project information is available. This study aims to tackle this issue, through presenting analytical aspects, theoretical grounds and practical steps/procedures for integrating target value design (TVD), activity-based costing (ABC) and Monte Carlo simulation into the IPD cost structure, within a BIM-enabled platform.Design/methodology/approachA critical review was conducted to study the status of cost estimation within IPD, as well as exploring methods and tools that can enhance the cost estimation process for IPD. Thereafter, a framework is developed to present the proposed methodology of cost estimation for IPD throughout its entire stages. A case project is used to validate the practicality of the developed solution through comparing the profit-at-risk percentage for each party, using both traditional cost estimation and the proposed solution.FindingsAfter applying the proposed IPD's cost estimation framework, on a real-life case project, the findings demonstrated significant deviations in the profit-at-risk value for various work packages of the project (approximately 100% of the finishing package and 22% of openings package). By providing a precise allocation of overhead costs, the solution can be used in real-life projects to change the entire IPD cost structure and ensure a fair sharing of risk–rewards among the involved parties in IPD projects.Practical implicationsUsing the proposed methodology of cost estimation for IPD can enhance the relationship among IPD's core team members; all revealed financial deficiencies will be considered (i.e. compensation structure, profit pooling), hence enhancing the IPD performance.Originality/valueThis paper presents a comprehensive solution for integrating BIM and IPD in terms of cost estimation, offering three main contributions: (1) an innovate approach to utilise five-dimensional (5D) BIM capabilities with Monte Carlo simulation, hence providing reliable cost estimating during the conceptual TVD stage; (2) mathematical models that are developed through integrating ABC into the detailed 5D BIM to determine the three IPD's cost structure limbs; and (3) a novel mechanism of managing cost saving (rewards) through distinguishing between saved resources from organisation level, to daily task level, to increase trust among parties.

scholarly journals Zastosowanie sieciowej struktury organizacyjnej w zintegrowanej realizacji przedsięwzięcia budowlanego

2018 ◽  
Vol 27 (1) ◽  
pp. 82-90
Author(s):  
Roman Tracz ◽  
Marzena Lendo-Siwicka
Keyword(s):  
Organizational Structure ◽  
Network Structure ◽  
Construction Management ◽  
Negotiation Process ◽  
Project Delivery ◽  
Integrated Project Delivery ◽  
Minimum Number ◽  
Integrated Delivery ◽  
Integrated Project ◽  
Investment Process

The process of integrated project delivery in construction shifts towards analyzing and controlling of communications. The transition to the modern construction management methods is closely connected with network organizational structure. The network structure is a new model for intellectual and productive resources exchange, which allows the enterprises to minimize time and expenses. The risks that time and charges will increase grow as the number of participants in the investment process in the construction rises. In the integrated project delivery, the optimality of the decisions is mainly dependent on the effectiveness of the negotiation process, which in turn depends on the organizational structure. The article presents three main types of network organizational structure that can be applied during the integrated delivery of the project: focal, dynamic and multifocal. It provides the method of determining the minimum number of “substitute members” to manage the network in applying the multifocal type of network organizational structure. Provided that the number of participants in a project is less than five, the manager may work on his own or with one alternate. When the number of project participant’s increases, the number of “substitute members” to manage the network grows in accordance with the accepted condition.

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