Governing Collaborative Project Delivery as a Common-Pool Resource Scenario

When collaborative project delivery models such as integrated project delivery (IPD) combine project resources, share decision-making rights, and distribute risk-and-reward among participants, the project can be conceptualized as a common-pool resource scenario. Multiple project appropriators have contractual rights to withdraw units from the shared resource system (i.e., the project budget). This theorization suggests project managers avoid the tragedy of the project by crafting effective self-governance structures in the face of pluralism. Using IPD as an example, this article suggests these project governance structures reflect Ostrom’s design principles for the successful governance of long-enduring common-pool resource scenarios.

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Collaborative Project Delivery Models and the Role of Routines in Institutionalizing Partnering

Project Management Journal ◽

10.1177/8756972818820213 ◽

2019 ◽

Vol 50 (2) ◽

pp. 161-176 ◽

Cited By ~ 7

Author(s):

Lena E. Bygballe ◽

Anna Swärd

Keyword(s):

Project Performance ◽

Learning Processes ◽

Project Delivery ◽

Structural Interventions ◽

Top Down ◽

Collaborative Project ◽

Social Learning Processes ◽

Delivery Models ◽

Common Understanding

It is widely held that collaborative project delivery models, such as partnering, represent a key means of improving construction project performance. Institutionalizing these models in practice, however, is not straightforward. We suggest that the (in)ability to establish new routines may be one reason for the variance in partnering outcomes. Based on a study of a partnering project, we develop a model of how partnering is institutionalized through the establishment of routines, enabled through common understanding and truces between the partners’ interests. The model illustrates how such routines develop through a balance between top-down structural interventions and emergent social learning processes.

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Effektivität in Projektteams integrierter Projektabwicklungsmodelle mit Mehr- parteienverträgen gegenüber konventionellen und partnerschaftlichen Modellen/Effectiveness in project teams of integrated project delivery models with multi-party contracts compared to conventional and partnering models

Bauingenieur ◽

10.37544/0005-6650-2020-09-25 ◽

2020 ◽

Vol 95 (09) ◽

pp. 299-307

Author(s):

H. C. Jünger ◽

S. Scharpf

Keyword(s):

Project Teams ◽

Project Delivery ◽

Integrated Project Delivery ◽

Integrated Project ◽

Delivery Models

Zusammenfassung Im Zusammenhang mit der stetigen Kritik an Bauprojekten aufgrund von Defiziten bei der Einhaltung von Projektzielen finden die im internationalen Umfeld entwickelten und bei komplexen Projekten angewendeten integrierten Projektabwicklungsmodelle mit Mehrparteienverträgen auch in Deutschland zusehends Aufmerksamkeit. Wissenschaftlich noch unzureichend untersucht ist die Frage nach den Vorteilen dieser Modelle gegenüber den konventionellen und partnerschaftlichen Formen der Projektdurchführung – es stehen Zuwächse bei der Effektivität, der Prozessstabilität und der Wirtschaftlichkeit im Raum. Der vorliegende Beitrag greift diese Frage auf und untersucht, inwieweit sich integrierte Projektabwicklungsmodelle relativ zu konventionellen und partnerschaftlichen Abwicklungsmodellen auf die Effektivität der Arbeit von Projektteams auswirken können. Er analysiert hierzu wissenschaftliche Erkenntnisse aus der Organisationspsychologie zu arbeitsorganisatorischen und psychologischen Einflüssen und leitet Einschätzungen hinsichtlich der Erzielung von Effektivitätsgewinnen ab.

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Documenting the Interactive Effects of Project Manager and Team-Level Communication Behaviors in Integrated Project Delivery Teams

Project Management Journal ◽

10.1177/87569728211047296 ◽

2021 ◽

pp. 875697282110472

Author(s):

Brian Manata ◽

Vernon D. Miller ◽

Sinem Mollaoglu ◽

Angelo J. Garcia

Keyword(s):

Information Sharing ◽

Project Managers ◽

Project Manager ◽

Integrative Model ◽

Project Delivery ◽

Integrated Project Delivery ◽

Communication Behaviors ◽

Level Information ◽

Integrated Project ◽

The Impact

This study examines the influence of project managers’ communication behaviors in integrated project delivery (IPD) projects. This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision quality, process commitment, and project quality). Results indicate that team information sharing was perceived as beneficial, but the effects of project manager communication behaviors were inconsistent. Interaction analyses indicated that project managers’ communication behaviors hindered team functioning if teams were already engaging in adequate levels of information sharing. This manuscript contributes to the project management corpus by explicating an integrative model whereby project manager and team-level information-sharing behaviors are modeled simultaneously.

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A Review and Classification of Integrated Project Delivery Implementation Enablers

Journal of Construction in Developing Countries ◽

10.21315/jcdc2020.25.2.9 ◽

2020 ◽

Vol 25 (2) ◽

pp. 219-236

Author(s):

Zahra Kahvandi ◽

Ehsan Saghatforoush ◽

Ahad ZareRavasan ◽

Marina Lapa Viana

Keyword(s):

Construction Industry ◽

Construction Projects ◽

Implementation Strategies ◽

Business Environment ◽

Project Managers ◽

Project Delivery ◽

Integrated Project Delivery ◽

Integrated Project ◽

Delivery Approach

In the current competitive and complex business environment, innovation in the construction industry is vital. In this sense, integrated project delivery is an emerging delivery system for construction projects; however, implementing this system requires some enablers to enhance its implementation. Until now, no study has been conducted to identify what enablers can lead to proper integrated project delivery implementation. Therefore, this study aims to identify and to classify integrated project delivery implementation enablers. In this study, a comprehensive list of integrated project delivery implementation enablers has been developed using an in-depth literature review. Besides, integrated project delivery project managers, employers, consultants, contractors and engineers participated in a survey. The obtained results were analysed using exploratory factor analysis method. Thus, the study findings illustrated that organisational enablers are considered essential enablers, followed by environmental, contractual and technical enablers. The significance of this research is the identification and classification of integrated project delivery implementation enablers, which will provide valuable information to develop integrated project delivery implementation strategies. Additionally, the results of this study can be a proper roadmap to support developing countries to adopt the integrated project delivery approach for project developments.

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Moderated effect of value co-creation on project performance

International Journal of Managing Projects in Business ◽

10.1108/ijmpb-03-2017-0033 ◽

2018 ◽

Vol 11 (4) ◽

pp. 854-872 ◽

Cited By ~ 3

Author(s):

Boris Heredia Rojas ◽

Li Liu ◽

Duanfang Lu

Keyword(s):

Design Methodology ◽

Project Performance ◽

Project Managers ◽

Project Delivery ◽

Cross Sectional Survey ◽

Cross Sectional ◽

Content Type ◽

Creation Process ◽

Delivery Models ◽

Practical Implications

Purpose Value co-creation amongst project stakeholders is often necessary for situations where the expertises or resources required are beyond a single stakeholder. Certain project delivery models (PDMs) with strong emphasis on relationships and trust are especially suited to value co-creation approach by encouraging collaborations amongst stakeholders and innovations. However, anecdotal evidence suggests that value co-creation impacts positively on particular types of projects but not on others. The purpose of this paper is to investigate the effect of value co-creation on project performance (PP) and how the effect is moderated by requirements uncertainty (RU). Design/methodology/approach Based on the data from a cross-sectional survey of 120 Chilean construction project managers, the study validated a conceptual framework on the moderated effects of value co-creation process. Findings Value co-creation process underpinned through relational engagement, collaboration and innovativeness positively impacts on PP, and project’s RU moderates this relationship. Practical implications The findings empirically show that collaborative PDMs are best suited to projects where requirements are uncertain. Identifying the most suitable delivery model for a given context can reduce the project’s risk of failure and help maximise project value. When RU is low, the co-creating value is less critical to PP; whereas, when RU is high, choosing a collaborative PDM is fundamental to superior PP. Originality/value This study provides much-needed evidence on the effects of value co-creation process on PP. Additionally, it contributes to the literature by conceptualising and validating the moderated impact on PP by RU.

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Common Pool Resource Management: Assessing Water Resources Planning for Hydrologically Connected Surface and Groundwater Systems

Hydrology ◽

10.3390/hydrology8010051 ◽

2021 ◽

Vol 8 (1) ◽

pp. 51

Author(s):

Francisco Muñoz-Arriola ◽

Tarik Abdel-Monem ◽

Alessandro Amaranto

Keyword(s):

Water Resources ◽

Collective Action ◽

Large Scale ◽

Integrated Management ◽

Design Principles ◽

Water Levels ◽

High Plains ◽

Common Pool Resource ◽

Common Pool ◽

Connected Surface

Common pool resource (CPR) management has the potential to overcome the collective action dilemma, defined as the tendency for individual users to exploit natural resources and contribute to a tragedy of the commons. Design principles associated with effective CPR management help to ensure that arrangements work to the mutual benefit of water users. This study contributes to current research on CPR management by examining the process of implementing integrated management planning through the lens of CPR design principles. Integrated management plans facilitate the management of a complex common pool resource, ground and surface water resources having a hydrological connection. Water governance structures were evaluated through the use of participatory methods and observed records of interannual changes in rainfall, evapotranspiration, and ground water levels across the Northern High Plains. The findings, documented in statutes, field interviews and observed hydrologic variables, point to the potential for addressing large-scale collective action dilemmas, while building on the strengths of local control and participation. The feasibility of a “bottom up” system to foster groundwater resilience was evidenced by reductions in groundwater depths of 2 m in less than a decade.

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