INFLUENCE OF COLLABORATIVE BEHAVIOR ON CLAIM NEGOTIATION

2018 ◽  
Vol 5 (1) ◽  
Author(s):  
Rita Awwad ◽  
Stephanie Atallah ◽  
Carol Menassa
Keyword(s):  
Dispute Resolution ◽  
Construction Projects ◽  
Opinion Dynamics ◽  
Negotiation Process ◽  
Project Delivery ◽  
Integrated Project Delivery ◽  
Agent Based ◽  
Construction Disputes ◽  
Collaborative Behavior ◽  
Integrated Project

The high cost incurred by the resolution of conflicts is largely affected by the existing adversarial nature of the construction industry along with the use of non-efficient dispute resolution methods in construction projects. This paper studies opinion dynamics in the negotiation of construction disputes while trying to understand the behavior and extremism of each contractual party. The developed model uses an agent-based approach to show how each agent’s attitude can influence the negotiation process when solving a dispute. It can also be used to highlight the importance of alternative dispute resolution (ADR) methods and the use of a mediator in helping parties initiate negotiation and decrease the number of negotiation cycles needed to converge. The results showed that negotiation is not only affected by the attitude and character of the agents involved but it is also influenced by the delivery method of the project and the level of intensity of each agent. It was found that when the project is delivered through an Integrated Project Delivery (IPD) method, parties are more flexible and cooperative and will reach agreement within few negotiation cycles.

Early Stages in the Institutionalization of Integrated Project Delivery

2019 ◽  
Vol 50 (2) ◽  
pp. 128-143 ◽  
Author(s):  
Daniel M. Hall ◽  
W. Richard Scott
Keyword(s):  
Construction Projects ◽  
Early Stage ◽  
Project Delivery ◽  
Integrated Project Delivery ◽  
Project Organization ◽  
Multistage Model ◽  
Early Stages ◽  
Infrastructure Project ◽  
Integrated Project ◽  
Institutional Entrepreneur

Integrated project delivery (IPD), an emerging form of project organization for North American construction projects, offers a compelling case study to understand how new innovative infrastructure project delivery models can emerge and institutionalize. This article frames the early stages of IPD through the actions of an institutional entrepreneur—Sutter Health—working to construct a new arrangement for the delivery of its large healthcare projects. The resulting account uses Suchman’s (1995) multistage model of institutionalization to understand the early-stage actors, processes, conditions, and actions present for creation of an innovative delivery model within a fragmented, project-based industry context.

scholarly journals Analysis of the Benefits of Implementation of IPD for Construction Project Stakeholders

2020 ◽  
Vol 6 (8) ◽  
pp. 1609-1621 ◽  
Author(s):  
Mahdi Alinezhad ◽  
Ehsan Saghatforoush ◽  
Zahra Kahvandi ◽  
Christopher Preece
Keyword(s):  
Construction Projects ◽  
Pattern Analysis ◽  
Descriptive Analysis ◽  
Construction Project ◽  
Developed Countries ◽  
Project Delivery ◽  
Integrated Project Delivery ◽  
New Methods ◽  
Integrated Project ◽  
Implementation Stage

The greatest challenges for construction infrastructure projects are those related to increasing problems of managing the time and cost in project implementation. For many years, new methods have been used to reduce the problems to do with separation of design from the implementation stage. An important point is that all projects tend to require integration; however, it has been observed that construction projects usually enjoy the benefits and capacities of updated methods and technologies later than other industries. One of these approaches, which have been growing in developed countries for some time, is using the Integrated Project Delivery (IPD) approach. Using such an approach has various benefits, but also would seem to pose significant challenges. To-date, it and has not still achieved success in terms of legal recognition and wider implementation. The aim of this study is to extract the benefits of the implementation of the IPD approach using an in-depth literature review. Then descriptive analysis is applied to identify the benefits of IPD. The benefits of applying this approach for key construction project stakeholders are classified using pattern analysis. This study has offered a framework in order to present available generic and specific benefits to each project stakeholder, and it provides the required motivation for project owners to use and implement it in their future projects. Moreover, they should understand the important factors that lead to IPD adoption. They can use this information to develop a contractual framework to make it more effective.

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.

Restructuration of architectural practice in integrated project delivery (IPD): two case studies

2019 ◽  
Vol 26 (1) ◽  
pp. 104-117 ◽  
Author(s):  
Hamid Abdirad ◽  
Carrie S. Dossick
Keyword(s):  
The Body ◽  
Project Delivery ◽  
Design Development ◽  
Structured Interviews ◽  
Integrated Project Delivery ◽  
Content Type ◽  
Architectural Practice ◽  
Collaborative Behavior ◽  
Integrated Project ◽  
Project Participants

Purpose The purpose of this paper is to clarify that while integrated project delivery (IPD) methods can be momenta for restructuring architectural practice, they do not predetermine specific patterns of restructuration for the roles, responsibilities and services of architects. Design/methodology/approach This paper is based on a multiple case study design; two IPD projects were theoretically sampled and studied. The data collection methods included semi-structured interviews and observations. An inductive data analysis approach was applied to frame the phenomena, conduct cross-case comparisons and develop propositions. Findings While IPD implementations set expectations for new structures for practices, it is the project participants’ situated decisions that lead to the restructuration of some dimensions of architectural practice. The dimensions in this study included team formation, design leadership and collaboration and architectural services. IPD project participants locally changed and redefined conventional roles, responsibilities and project artifacts (e.g. drawings and models) that concerned design development and coordination. Practical implications IPD context, by itself, does not predetermine a fixed pattern of change in establishing designers’ roles, responsibilities and services because restructuration is highly negotiated amongst the IPD parties and can lead to different responses to this contractual setting. Contracts set expectations for collaborative behavior, but the fulfillment of these expectations is situated and emerging as project participants negotiate to develop practices. Originality/value While IPD research and guidelines aim to provide recipes for IPD implementation, this study contributes to the body of knowledge by clarifying that IPD is a context in which unprecedented ways of practice restructuration could emerge.

scholarly journals Feasibility of implementing IPD approach for infrastructure projects in developing countries

2021 ◽  
Vol 26 ◽  
pp. 902-921 ◽  
Author(s):  
Manas Khanna ◽  
Faris Faris Elghaish ◽  
Stephen McIlwaine ◽  
Tara Tara Brooks
Keyword(s):  
Developing Countries ◽  
Construction Projects ◽  
Resistance To Change ◽  
The Body ◽  
Project Delivery ◽  
Infrastructure Projects ◽  
Integrated Project Delivery ◽  
Information And Communication ◽  
Integrated Project ◽  
Alternative Project Delivery

Alternative project delivery approaches have been proposed to overcome the inefficiencies of conventional delivery methods such as design-bid-build. Integrated Project Delivery (IPD) has recently emerged as a feasible substitute to traditional project delivery approaches. Despite widespread awareness of the benefits of IPD in integration with information and communication technology (ICT) to enhance the delivery of construction projects, IPD implementation has so far been sluggish in developing countries such as India. The feasibility of implementing IPD approach and applying its principles is investigated in this study. It assesses the maturity of delivery techniques, and the potential benefits and limitations of using IPD for infrastructure projects in developing countries, using India as a case study. This study has been carried out using an in-depth investigation of the literature in combination with a qualitative method involving interviews with ten highly experienced BIM professionals from the Indian AEC sector. The findings of this study have revealed that adopting integrated project delivery while leveraging the BIM process in conjunction with ICT has the potential to effectively deliver mega infrastructure projects in developing countries. The resistance to change, lack of experience and skills, and lack of awareness among project owners are recognized as the primary obstacles to IPD adoption. The main benefits for practice following adoption could include enhanced project delivery, more effective coordination among stakeholders, and greater transparency with cost and time savings through all stages of the project. It is recommended that the regulatory bodies establish governing standards and frameworks, amend regulations to accept IPD concepts, and upskill the workforce through training and knowledge transfer for its successful adoption. One novel aspect of this study may be recognized since most previous research has focused on limitations, benefits, and adoption frameworks for IPD whereas there has been no definitive study on the practicality of IPD combined with BIM and the use of ICT for successful infrastructure project delivery in developing countries. This study contributes to the body of knowledge by serving as an exemplary paper for future studies on the adoption of BIM and ICT approaches such as cloud computing, blockchain, IoT, and mixed realities to deliver projects with integrated project delivery. Furthermore, it provides a deeper understanding of the future of this delivery approach in developing nations.

scholarly journals Delay Causes and Emerging Digital Tools: A Novel Model of Delay Analysis, Including Integrated Project Delivery and PMBOK

Buildings ◽  
2019 ◽  
Vol 9 (9) ◽  
pp. 191 ◽  
Author(s):  
Samad M. E. Sepasgozar ◽  
Reyhaneh Karimi ◽  
Sara Shirowzhan ◽  
Mohammad Mojtahedi ◽  
Sabbar Ebrahimzadeh ◽  
...  
Keyword(s):  
Project Management ◽  
United Arab Emirates ◽  
Construction Projects ◽  
Digital Tools ◽  
Project Delivery ◽  
Delay Analysis ◽  
Project Schedule ◽  
Integrated Project Delivery ◽  
Schedule Delay ◽  
Integrated Project

Delay is one of the main challenges of construction projects, and there is still much to overcome in order to reach near zero delay in all construction projects. This project aims to conduct a systematic critical review including a bibliography analysis on delay literature in construction. The main questions consider what has been learnt from a decade investigating delay causes and effects in the construction literature and what factors have been missed in the literature. This paper also presents a new and challenging question regarding how digital tools and associated technologies may prevent any delay in construction projects, which can change the research direction from delay investigations to identifying prevention factors. The paper identifies the delay dataset, including 493 papers investigating delay in construction, and establishes a specific dataset of papers focusing on delay effects and causes (DEC), including 94 selected papers covering different factors examined in over 29 countries such as Iran, India, Turkey, Bangladesh, Saudi Arabia, the United Arab Emirates (UAE), Cambodia, Oman, Malaysia, Taiwan, China, Vietnam, the US, the UK, and Egypt. In addition, the paper identifies 30 critical factors with the frequency of occurrences over three times in the DEC dataset and computes their medians of ranking. This paper also discusses digital tools and methods that can be used for delay analysis and preventions, including MS Project, Oracle Primavera P6, and Open Plan by Deltek. The paper discusses the project schedule delay analysis from project management methodology perspectives. It also discusses the current method’s limitations and future directions, which are based on the identification of the deficiency areas. In total, four overlooked factors are identified and suggested, including faulty data analysis, unmatched structure of the research questionnaires with new knowledge and standards [e.g., Project Management Body of Knowledge (PMBOK)], overlooked effects of digital technologies [e.g., Digital twin, Navisworks, Building Information Model (BIM), Geographic Information System (GIS), and Integrated Project Delivery (IPD)], and ignored job-site technologies. In addition, the paper presents the DEC model for future studies, including four main key factors. These factors are resources (e.g., project budgets, labour, material, equipment, and digital tool), project context, stakeholders performance (e.g., owner/client, consultant/designer, contractor, vendor/supplier), and external factors (e.g., ground condition, site location, regulation, natural disaster), which may significantly affect delay prevention and should be concurrently considered in the future delay investigations, since they may be required for designing an effective mitigation strategy when these proof points are identified. This would significantly help to utilise digital systems to prevent time overruns in different construction contexts.

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