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Mohamed Salleh, Rozana, Nur Emma Mustaffa, Nafisah Abdul Rahiman, Hamizah Liyana Tajul Ariffin et Norazam Othman. « THE PROPENSITY OF BUILDING INFORMATION MODELLING AND INTEGRATED PROJECT DELIVERY IN BUILDING CONSTRUCTION PROJECT ». International Journal of Built Environment and Sustainability 6, no 1-2 (1 avril 2019) : 83–90. http://dx.doi.org/10.11113/ijbes.v6.n1-2.386.
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The Building Information Modelling (BIM) implementation is to create a centralised knowledge sharing resource that contains all the necessary design and operational information about the project. BIM is a collaborative approach and integrated project delivery to design and delivery embraced by various construction teams in the construction projects. In the context of the most suitable project delivery to be used, with regards to the use of BIM, the Integrated Project Delivery (IPD) approach is highlighted as the best method which correlates building procurement of the design-to-construction business process through literature review analysis. IPD is developed as project delivery system that integrates people in effective collaborative approach between the key players in the project. IPD is going to be particularly beneficial for BIM because the contracts relation between the contractor, designers, consultants, constructors, sub-contractors and suppliers were binded and expressly determined at earlier stage. This relationship between these two subjects will helped the project team to achieve the project goals in terms of timely schedule, life cycle costs, quality and sustainability in construction project. Therefore, this study investigates on the propensity of the best methodology of project delivery system which can correlate with procurement adoption for projects adapt BIM concept. This is a descriptive study and the method used is based on review of the literature in relation to BIM and IPD. The analysis revealed that propensity of adopting IPD project delivery and the adoption of BIM are based on these factors: improve the communication, closer collaboration; liability and legal relationships are specifically determined, the best quality outcome; and lastly with reductions in design and construction period, it provides a cost effectiveness and a saving in overall construction period.
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Andary, Elie Georges, Caesar Abi Shdid, Arindam Chowdhury et Irtishad Ahmad. « Integrated project delivery implementation framework for water and wastewater treatment plant projects ». Engineering, Construction and Architectural Management 27, no 3 (1 novembre 2019) : 609–33. http://dx.doi.org/10.1108/ecam-02-2019-0075.
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Purpose The public nature of water and wastewater construction capital projects has rendered design-bid-build (DBB) as the delivery method of choice for such projects over the past years. Shortcomings inherent to DBB have had a negative effect on the key performance indicators (KPIs) of these projects. Numerous studies have been published about the benefits offered by integrated project delivery (IPD) in improving the delivery of DBB projects. Links correlating IPD principles to improvements in KPIs of DBB construction projects have not been established scientifically, thus leaving owners with no guidance on which IPD principle(s) to implement in order to improve a particular project KPI. The paper aims to discuss this issue. Design/methodology/approach Actual data were collected from 43 water and wastewater construction projects – including two control projects with full implementation of selective IPD principles – and used to compute major projects KPIs. Regression analysis and a focus group are then utilized to determine the effect of each implemented IPD principle on various project KPIs. Findings Implementation of open communication was found to have a significant effect on reducing project cost overrun, and the co-location of teams significantly reduced the time to respond to RFIs. Collaborative decision making significantly reduced the cost of field rework. Other IPD principles showed less-significant effects on project KPIs and were concluded to be ineffective at improving the projects’ performance. Practical implications An implementation framework is developed that can guide utility owners on which IPD principle(s) to implement in order to improve specific project KPIs. Originality/value This study demonstrates that not all IPD principles will result in performance improvement of a project. A selective and cost-effective implementation of certain IPD principle will have to be based on the nature of the project and the particular KPIs targeted for improvement.
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Mesa, Harrison A., Keith R. Molenaar et Luis F. Alarcón. « Modeling Supply Chain Integration in an Integrated Project Delivery System ». Sustainability 12, no 12 (23 juin 2020) : 5092. http://dx.doi.org/10.3390/su12125092.
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The supply chain relationship is an essential factor in the performance of Integrated Project Delivery (IPD). The IPD system encourages the early involvement of key participants in the design stage. Consequently, this early involvement requires a new configuration of the supply chain relationship in the IPD system. However, there is a lack of knowledge in understanding the performance of the supply chain relationship in the IPD system. To fill this gap, we applied a simulation model, Virtual Design Team (VDT), to explore the dynamics of the supply chain integration in terms of project organization and project delivery process in design. This study presents a conceptual and qualitative analysis of the VDT model applied in two IPD projects. The results explored different behaviors of integration at inter-organizational and project levels throughout project organization, contractual and technological mechanisms of coordination. The project organization characteristics influence the performance of the construction supply chain.
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Kantola, Mikko, et Arto Saari. « Project delivery systems for nZEB projects ». Facilities 34, no 1/2 (1 février 2016) : 85–100. http://dx.doi.org/10.1108/f-03-2014-0025.
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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.
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Khanna, Manas, Faris Faris Elghaish, Stephen McIlwaine et Tara Tara Brooks. « Feasibility of implementing IPD approach for infrastructure projects in developing countries ». Journal of Information Technology in Construction 26 (4 novembre 2021) : 902–21. http://dx.doi.org/10.36680/j.itcon.2021.048.
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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.
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Abdirad, Hamid, et Carrie S. Dossick. « Restructuration of architectural practice in integrated project delivery (IPD) : two case studies ». Engineering, Construction and Architectural Management 26, no 1 (18 février 2019) : 104–17. http://dx.doi.org/10.1108/ecam-05-2018-0196.
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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.
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Hamzeh, Farook, Farid Rached, Youssef Hraoui, Antoine Joseph Karam, Zeina Malaeb, Mounir El Asmar et Yara Abbas. « Integrated project delivery as an enabler for collaboration : a Middle East perspective ». Built Environment Project and Asset Management 9, no 3 (15 juillet 2019) : 334–47. http://dx.doi.org/10.1108/bepam-05-2018-0084.
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Purpose This study investigates the extent to which the popular forms of contract adopted in the Middle East (ME) address collaboration. The purpose of this paper is to assess how collaboration features weaved into the construct of integrated project delivery (IPD) may impact projects in the ME. In this context, the study identifies features in IPD and existing delivery methods that may enable or inhibit collaboration and evaluates their impact on project success from the perspective of various contract managers in the ME. Design/methodology/approach The study employs structured face-to-face interviews with 41 construction industry practitioners in top contract management positions in the ME to evaluate the significance of collaboration features in IPD. Data collected from the structured interviews/surveys were analyzed using statistical tools in R and Excel. Findings Results reveal that while experts recognize the collaboration benefits which IPD features may contribute to a project, the current contractual environment of the industry does not optimally encompass these features. The current status of project delivery does not favor IPD implementation nor does it enable its collaborative features. Originality/value This study contributes to the growing international body of knowledge addressing the application of collaborative contracts in construction projects, and it is innovative in evaluating collaboration features within IPD and exiting project deliveries in the ME.
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Paolillo, William, Branka V. Olson et Edward Straub. « People Centered Innovation : Enabling Lean Integrated Project Delivery and Disrupting the Construction Industry for a More Sustainable Future ». Journal of Construction Engineering 2016 (11 mai 2016) : 1–7. http://dx.doi.org/10.1155/2016/3704289.
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People-centered innovation is a paradigm shift in the construction industry. It is derived from the supposition that people not methods, schedules, or budgets deliver projects. Our data suggest that a multilevel, multidisciplinary project team through shared vision, values, and a common vernacular defines, designs, and delivers more successful projects than traditional methods. These projects meet the needs of shareholders, the community, stakeholders, and the planet. We employ the concepts of emotional intelligence and agency theory to explain an integrated project delivery (IPD) construction project using lean tactics that not only delivered, but also exceeded expectations resulting in a six-month schedule acceleration and $60M savings over the original estimated cost of the project calculated assuming traditional project delivery methods. The safety rating for this project was 50% better than the national average and the expected improvement in operating margin for the new building is 33% greater. This paper introduces the notion of people-centered innovation to an industry that has struggled to adapt and show positive results over recent decades. Our case study describes the significance of people-centered innovation in construction project delivery. We discuss the implications for the construction industry going forward.
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Yang, Yun Hui. « Green Building Implementation through Integrated Project Delivery System ». Advanced Materials Research 1065-1069 (décembre 2014) : 2177–81. http://dx.doi.org/10.4028/www.scientific.net/amr.1065-1069.2177.
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The building industry is undergoing a substantial transition period. There are three significant trends that are driving these changes in the industry. These trends are building information modeling (BIM), sustainable design and construction (green), and integrated project delivery system (IPD). They are not only re-shaping the building industry, but also reshaping the construction management and career education. This paper presents the advantages and challenges of green building implementation through integrated project delivery system (IPD). Which was refined based on literature reviews, requests for information from professionals and members of the industry advisory group.
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Rowlinson, Steve. « Building information modelling, integrated project delivery and all that ». Construction Innovation 17, no 1 (3 janvier 2017) : 45–49. http://dx.doi.org/10.1108/ci-05-2016-0025.
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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.
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Serginson, Michael, George Mokhtar et Graham Kelly. « A Theoretical Comparison of Traditional and Integrated Project Delivery Design Processes on International BIM Competitions ». International Journal of 3-D Information Modeling 2, no 4 (octobre 2013) : 52–64. http://dx.doi.org/10.4018/ij3dim.2013100105.
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The Architectural Engineering and Construction (AEC) industry experiences higher rates of iteration, material wastage and poor cost management in comparison to other design industries. In an attempt to address such inefficiencies and control project budgets, various Governments are insisting that Building Information Modelling (BIM) is used by the appointed design teams on high value public buildings. Such legislation has been introduced in order to encourage a standardised level of collaborative working throughout the design process by enhancing interoperability of project information between design and construction professionals. In this paper, the MacLeamy Curve, a theoretical graphical representation of how integrated project delivery (IPD) processes improve efficiencies and allow for the reduction of costs by resolving issues during the earlier stages of the project, as well as other associated benefits are tested on both traditional and IPD design processes within two 48 hour international openBIM competition projects: Build London Live; and Build Qatar Live. The projects are compared by analysing the planned project programme against the reality, measured through recorded project exchanges, using a graphical representation. The findings of this paper suggest several recommendations, including: a collaborative design process appears to reduce iteration and results in a more comprehensive conceptual design at an early stage in comparison to a traditional process; more information and documentation is produced; and the overall programme is exceeded. Such findings suggest improved time, cost and design quality control.
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Whang, Seoung-Wook, Kenneth Sungho Park et Sangyong Kim. « Critical success factors for implementing integrated construction project delivery ». Engineering, Construction and Architectural Management 26, no 10 (18 novembre 2019) : 2432–46. http://dx.doi.org/10.1108/ecam-02-2019-0073.
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Purpose The purpose of this paper is to identify the critical success factors (CSFs) to implement integrated project delivery (IPD) systems in the Korean construction industry. Design/methodology/approach This study categorized potential CSFs and analyzed them using factor analysis and multiple regression analysis to choose the best ones based on responses from Korean construction experts. Findings In total, 29 potential factors were selected and categorized into 7 CSFs using factor analysis. Originality/value The outcomes of the study are useful as a reference for applying the IPD system in different developing countries and mid-sized construction industries.
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R, Jaya Surya, et M. Kranti Kumar. « Barriers for Adoption of Integrated Project Delivery in Indian Construction Industry ». International Journal of Management and Humanities 8, no 7 (30 mars 2022) : 8–13. http://dx.doi.org/10.35940/ijmh.g1454.038722.
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The ever-changing nature of a construction project demands a management system that actively strives to minimize or eliminate the changes and updates from the start of a project. The approach to collaborate the primary participants of a project notably the client, designer, and builder is still lacking in the traditional construction processes. The use of an Integrated Project Delivery (IPD) process, rather than a traditional approach, provides an appropriate platform for the free flow of information between the stakeholders and to share the risk among all the stakeholders involved in the project. The early involvement and evaluation of the design and program of a project is an important advantage of the IPD process. This paper aims to study the concepts of IPD and the barriers to adopt the IPD in the Indian construction industry. Through literature review, data about the IPD, barriers for the adoption of IPD, and its comparison with other traditional project delivery processes is collected. The current practices and barriers in India are known from various stakeholders through a questionnaire survey. Data analysis is done using the data collected from the literature review and the questionnaire survey. This study highlights the issues in the implementation of IPD in the Indian construction industry. This study concluded that a cultural & behavioural shift is required in the Indian construction industry and also government should make a strong policy push for the successful implementation of IPD in India.
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Wang, Shiping, Wenming Liu, Guoping Peng et Nuowei Zhang. « Application of BIM with IPD in Design for a Construction Project ». Journal of Architectural Research and Development 5, no 6 (30 novembre 2021) : 1–8. http://dx.doi.org/10.26689/jard.v5i6.2660.
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Integrated Project Delivery (IPD) is a new delivery system that fosters integration of combining design and construction in a collaborative team environment. Building Information Modeling (BIM) is a smart technological tool that make significant advancements in coordinating the planning and construction processes. IPD process with BIM technology allows all building data to maintain in a communicating platform that make all participants share data. In reality, some technical and process obstacles exist, that are hampering full implementation of IPD with BIM in the project. The paper introduced the application of IPD with BIM on the design in a project. The results showed the impact of BIM implementation on IPD mode which can result in improved productivity, better coordination, reduced energy consumption, clash and rework of construction.
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Jobidon, Gabriel, Pierre Lemieux et Robert Beauregard. « Comparison of Quebec’s Project Delivery Methods : Relational Contract Law and Differences in Contractual Language ». Laws 8, no 2 (3 avril 2019) : 9. http://dx.doi.org/10.3390/laws8020009.
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The province of Quebec, Canada, seeks to implement relational alternate project delivery methods to achieve sustainability and energy efficiency in public construction. However, the relational differences between the formal written parts of different delivery methods have yet to be analyzed and understood, as is the case with the relational aspects of contracts and the achievement of sustainable and energy-efficient infrastructure. Using a hermeneutic interpretation of Macneil’s relational contract norms and grounded theory, 26 contracts involving Quebec’s largest public client of vertical infrastructure and representing three different types of project delivery methods (design–bid–build (DBB), design–Build (DB), and construction manager–general contractor/integrated project delivery (CMGC/IPD)) were analyzed using NVivo. It was found that CMGC/IPD is the most relational project delivery method available to Quebec’s public clients, namely because of the public client’s active involvement in the realization process, the increasing complexity of roles, the multitude of common management structures, and the internalization of sustainability measures and conflict resolution. Furthermore, Quebec’s CMGC/IPD was found to be an IPD-ish delivery method, lacking the early involvement of the construction manager and the risk/reward sharing mechanisms necessary to achieve pure IPD status. The findings and theoretical considerations discussed here will help policymakers, contract drafters, and public clients interested in implementing relational contracting practices in public construction projects.
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Hall, Daniel M., et Marcella M. Bonanomi. « Governing Collaborative Project Delivery as a Common-Pool Resource Scenario ». Project Management Journal 52, no 3 (18 janvier 2021) : 250–63. http://dx.doi.org/10.1177/8756972820982442.
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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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Nanda, Upali, Zofia K. Rybkowski, Sipra Pati et Adeleh Nejati. « A Value Analysis of Lean Processes in Target Value Design and Integrated Project Delivery ». HERD : Health Environments Research & ; Design Journal 10, no 3 (5 octobre 2016) : 99–115. http://dx.doi.org/10.1177/1937586716670148.
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Objective: To investigate what key stakeholders consider to be the advantages and the opportunities for improvement in using lean thinking and tools in the integrated project delivery (IPD) process. Method: A detailed literature review was followed by case study of a Lean-IPD project. Interviews with members of the project leadership team, focus groups with the integrated team as well as the design team, and an online survey of all stakeholders were conducted. Analysis: Statistical analysis and thematic content analysis were used to analyze the data, followed by a plus–delta analysis. Results: (1) Learning is a large, implicit benefit of Lean-IPD that is not currently captured by any success metric; (2) the cardboard mock-up was the most successful lean strategy; (3) although a collaborative project, the level of influence of different stakeholder groups was perceived to be different by different stakeholders; (4) overall, Lean-IPD was rated as better than traditional design–bid–build methods; and (5) opportunities for improvement reported were increase in accurate cost estimating, more efficient use of time, perception of imbalance of control/influence, and need for facilitation (which represents different points of view). Conclusion: While lean tools and an IPD method are preferred to traditional design–bid–build methods, the perception of different stakeholders varies and more work needs to be done to allow a truly shared decision-making model. Learning was identified as one of the biggest advantages.
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Jones, Barry. « Integrated Project Delivery (IPD) for Maximizing Design and Construction Considerations Regarding Sustainability ». Procedia Engineering 95 (2014) : 528–38. http://dx.doi.org/10.1016/j.proeng.2014.12.214.
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Alqahtani, Fahad K., Abdulaziz Alsanad, Ahmed Alsadan, Mohamed Sherif et Ahmed Gouda Mohamed. « Scrutinizing the Adoption of Integrated Project Delivery in the Kingdom of Saudi Arabia Construction Sector ». Buildings 12, no 12 (6 décembre 2022) : 2144. http://dx.doi.org/10.3390/buildings12122144.
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The Integrated Project Delivery (IPD) approach has been acquiring applause worldwide attributable to its certified and attested outcomes in efficiently sharing threats and costs confronting the construction project. Regardless of its popularity and rationality, no substantial studies have been conducted into the Kingdom of Saudi Arabia’s (KSA) construction. Hence, the novelty of this paper is probing the Saudi Arabia government tender process and procurement regulation for IPD theme deployment, reliant on a thorough literature assessment to bestow construction parties with the barriers of incorporating the IPD paradigm in KSA. The research objectives are attained via a questionnaire survey steered toward (1) pondering respondents’ cognizance of IPD eventuality and deployment in the KSA’s construction sector, (2) stipulating the survey’s participants’ preparedness for IPD implementation in KSA’s construction market, (3) specifying the project phase in which the contractor should be entangled as part of the IPD method, and (4) scrutinizing the respondents’ knowledge to classify the anticipated barriers to IPD from the global market in KSA. Findings unearth that the KSA construction sector still entails being more conscientious and adequate, pointing out the difficulties triggered by a dearth of awareness, apprehension, and pragmatic implementation. Further, respondents showed impartiality towards construction project stakeholders’ prescience and exuberance, the existing government procurement and tendering laws, and revolutionary technological infrastructure and competency for IPD implementations in the KSA construction industry. Additionally, the contractor should be implicated and embroiled in the construction project from the early design phase. Addedly, the hurdles to deploying IPD in KSA are ranked as follows: technological, knowledge, financial, legal, and cultural barriers.
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Liu, Mei. « Investigation of the Impact of BIM&IPD on Change Orders Using Bayesian Network Method ». Applied Mechanics and Materials 397-400 (septembre 2013) : 2064–68. http://dx.doi.org/10.4028/www.scientific.net/amm.397-400.2064.
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Change orders present one of the largest sources of cost growth on building construction projects and have negative impact on productivity, labor efficiency and building environment. Building Information Modeling (BIM) is proved a high technology that greatly benefits both design and construction, greatly promoting the design visualization and construction 4-D modeling. Driven by BIM, Integrated Project Delivery (IPD) emphasizes communication in the collaborative process by avoiding adversarial or counter-productive professional relationships to reduce waste and rework. If BIM&IPD can be properly applied in project, quite a lot change orders can be avoided and then project cost will be reduced. This paper investigates the impact of BIM&IPD on construction change orders using Bayesian Network method. Bayesian Network is a graphic model representing cause and effect relationship between change orders and BIM&IPD. In this paper, evidence reasoning and probabilistic inference analyses are conducted to indicate the causes in light of the results and forecast the results according to causes. From the analysis, Bayesian Network is proved a good tool for construction managers to make decisions.
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Elghaish, Faris, et Sepehr Abrishami. « Developing a framework to revolutionise the 4D BIM process : IPD-based solution ». Construction Innovation 20, no 3 (5 mars 2020) : 401–20. http://dx.doi.org/10.1108/ci-11-2019-0127.
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Purpose The integration of building information modelling (BIM) and integrated project delivery (IPD) is highly recommended for better project delivery. Although there is a methodology for this integration, the BIM requires some improvements to foster the adoption of IPD. The purpose of this paper is to present an innovative way to support 4D BIM automation/optimisation within the IPD approach. Similar to structural and architectural design libraries, this research proposes a planning library to enable automating the formulation of schedule, as well as embedding the multi-objective optimisation into the 4D BIM. Design/methodology/approach The literature review was used to highlight the existing attempts to support the automation process for 4D BIM and the multi-objective schedule optimisation for construction projects. A case study was done to validate the developed framework and measure its applicability. Findings The results show that there is a cost-saving of 22.86 per cent because of using the proposed automated multi-objective optimisation. The case study shows the significance of integrating activity-based costing into 4D BIM to configure the hierarchy level of overhead activities with the IPD approach; therefore, the maximum level of contribution in managing the IPD project is 33.33 per cent by the trade package level and the minimum contribution is around 8.33 per cent by the project level. Originality/value This research presents a new philosophy to develop the 4D BIM model – planning and scheduling – a BIM library of the project activities is developed to enable the automation of the creation of the project schedule with respect to the 3D BIM design sequence. The optimisation of the project duration is considered to be automated within the creation process by using the proposed genetic algorithm model.
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Alinezhad, Mahdi, Ehsan Saghatforoush, Zahra Kahvandi et Christopher Preece. « Analysis of the Benefits of Implementation of IPD for Construction Project Stakeholders ». Civil Engineering Journal 6, no 8 (1 août 2020) : 1609–21. http://dx.doi.org/10.28991/cej-2020-03091570.
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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.
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Durdyev, Serdar, M. Reza Hosseini, Igor Martek, Syuhaida Ismail et Mehrdad Arashpour. « Barriers to the use of integrated project delivery (IPD) : a quantified model for Malaysia ». Engineering, Construction and Architectural Management 27, no 1 (22 juillet 2019) : 186–204. http://dx.doi.org/10.1108/ecam-12-2018-0535.
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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.
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Mei, Tingting, Qiankun Wang, Yaping Xiao et Mi Yang. « Rent-seeking behavior of BIM- and IPD-based construction project in China ». Engineering, Construction and Architectural Management 24, no 3 (15 mai 2017) : 514–36. http://dx.doi.org/10.1108/ecam-11-2015-0178.
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Purpose The purpose of this paper is to study the rent-seeking behavior of stakeholders in construction projects and to provide a reference for further studies on collaboration in China, which could thus improve the collaborative management in construction and reduce the waste of resources. Design/methodology/approach In this paper, the authors discuss and analyze the current situation of rent-seeking behavior in infrastructure construction projects, integrated project delivery (IPD), and the application of a building information model (BIM) in China. The authors analyze the collusive behavior between the supervision department and the contractor via the rent-seeking model on the basis of the game theory and present that BIM and IPD have a positive impact on rent-seeking activities of construction projects. The key factors influencing the rent-seeking activities from the perspective of the owner are studied via a questionnaire survey. Findings The research status of IPD in China includes the application of IPD, IPD collaborative management and the combination of lean construction (LC), IPD and BIM. The enthusiasm of the adoption of BIM and IPD is higher for design institute, construction units, research institutions and universities. The findings indicate that the owner appears to have a significant influence on stakeholders in construction projects, such as supervising efficiency, rewards and punishment. Therefore, the results also demonstrate that the construction project based on BIM and IPD can effectively avoid the rent-seeking activities of the participants. Research limitations/implications The findings are primarily based on questionnaire data originated from Central China; hence there are some limitations that are worth noting. Practical implications First, it provides compelling data evidence for the adoption of BIM and IPD in China. Second, it paves a solid foundation for the behavior of stakeholders in construction projects based on BIM and IPD. Originality/value In this paper, a game model of contractor, supervisor and owner is established, and a preliminary attempt is made to introduce BIM and IPD into the model for the behavioral research of participants.
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Hao, Ziqi, Wensheng Zhang et Yunche Zhao. « Integrated BIM and VR to implement IPD mode in transportation infrastructure projects : System design and case application ». PLOS ONE 16, no 11 (11 novembre 2021) : e0259046. http://dx.doi.org/10.1371/journal.pone.0259046.
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The complex design of transportation infrastructure hinders communication between different roles in the project, which makes it difficult to promote the Integrated Project Delivery (IPD) mode. This paper discusses a design simulation and communication system based on Building Information Modeling and Virtual Reality for transportation infrastructure (DSC-BV-TI system), integrated with BIM, with VR developed by using a game engine. Based on an analysis of the user’s demand, the system introduces a three-dimensional BIM model of traffic infrastructure in an immersive VR environment and realizes the simulation design, weather simulation, virtual driving, sight distance calculation, visual simulation and other functions of traffic infrastructure project by using the system’s safety assessment and scheme decision. The system is applied to the design of the Jinjiazhuang Extra-Long Tunnel project of the Yan-Chong Expressway in Hebei Province, which was built for the 2022 Winter Olympics. The results show that, using the DSC-BV-TI system, the designer has completed a display of the overall scheme: the user can use the steering wheel to drive a vehicle; use the head-mounted display to play the picture; realize the simulation and interaction in a variety of simulated weather conditions and environments; and use IPD mode to communicate and make decisions on the design scheme of the traffic infrastructure, tunnel speed limit and other aspects that play a key role. The DSC-BV-TI system has 8 advantages and 4 disadvantages identified through a questionnaire survey, the advantages including high fidelity, high efficiency and low cost. At the same time, according to the research results, three suggestions to help improve the system are discussed. DSC-BV-TI system as a communication bridge between the design team and other stakeholders reduces the communication gap and promotes the implementation of the IPD mode in transportation infrastructure projects.
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Ruschel, Regina Coeli, et Ariovaldo Denis Granja. « PARC #5 Editorial ». PARC Pesquisa em Arquitetura e Construção 1, no 5 (1 novembre 2010) : 1. http://dx.doi.org/10.20396/parc.v1i5.8634492.
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Um novo tipo de abordagem está surgindo em Arquitetura, Engenharia e Construção (AEC) e está mudando a forma como os edifícios são definidos, projetados e executados, alterando os papéis e as relações entre agentes dentro da construção civil. Esta nova abordagem é chamada de prática integrada, Integrated Project Delivery (IPD) ou Integrated Design and Solutions Delivery (IDDS), e gera desafios para um mercado em constante mutação com novas oportunidades.
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MacDonald, Jennifer, et Julie Mills. « An IPD approach to construction education ». Construction Economics and Building 13, no 2 (20 juin 2013) : 93–103. http://dx.doi.org/10.5130/ajceb.v13i2.3324.
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The construction industry worldwide is moving towards more collaborative working practices, such as integrated project delivery (IPD). The era of the Master Builder has passed; modern construction projects are too complex for one person to understand all aspects. New specialist disciplines are emerging, with experts engaged at earlier stages of the design process. However, this collaborative approach is not reflected in the current education of architecture, engineering, and construction (AEC) professionals. Students of the separate disciplines are generally educated in isolation from the others. On graduation, they are then expected to be able to work in integrated teams without prior training in multidisciplinary teamwork. This contributes to the poor levels of trust and inadequate information sharing that plague the industry and prevents it from fully embracing the productivity savings that BIM (building information modelling) and IPD promise. Academics of the AEC disciplines also work in isolation, and the same courses are developed from scratch every time a new academic arrives at an institution. This paper proposes an integrated approach to the teaching of AEC subjects, including a framework to assist academics in adapting their existing curricula, and reports on some initial trials carried out in three Australian Universities.
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Menches, Cindy L., et Juan Chen. « Facilitating team decision-making through reimbursable contracting strategies1This paper is one of a selection of papers in this Special Issue on Construction Engineering and Management. » Canadian Journal of Civil Engineering 39, no 9 (septembre 2012) : 1043–52. http://dx.doi.org/10.1139/l2012-052.
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Efforts to break down decision-making silos in the architecture, engineering, and construction (AEC) industry have resulted in the evolution of integrated project delivery (IPD). IPD brings together participants to make decisions early in the project cycle. But, anecdotal evidence indicates that IPD is not being implemented as effectively as envisioned. One potential barrier to implementation is the multi-party risk and reward agreement that is a hallmark of IPD. Many owners may be statutorily prohibited from entering into such a risk-sharing contractual arrangement, and countless other organizations “remain skeptical of its practicality.” However, recent case study research established an important link between reimbursable contracting strategies and greater collaboration and information-sharing among parties. The researchers found that more traditional contracting approaches, when combined with a cost reimbursable compensation structure, achieved positive outcomes by properly allocating risk, fostering teamwork, and bringing together diverse experts to address challenging design problems, thus providing a viable alternative to shared risk and reward approaches.
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Hubbard, B., et L. Debs. « Development of an Introductory Course in Design Phase Management for Constructors ». IOP Conference Series : Earth and Environmental Science 1101, no 3 (1 novembre 2022) : 032030. http://dx.doi.org/10.1088/1755-1315/1101/3/032030.
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Abstract Collaborative construction delivery methods such as Design-Build (DB), Integrated Project Delivery (IPD), and Construction Management at Risk (CMR) have a need for a person that manages the design phase of a project made up of many different stakeholders. A course was recently developed for a construction-based Design and Construction Integration (DCI) program that focuses on the unique role of managing the construction project during the design phase. The course covers a number of issues including: 1) effectively building and managing a team that is made up of owners, architects, engineers, contractors, and sub-contractors that have diverse educational and experiential backgrounds, 2) building team expertise by bringing in key subcontractors and specialty designers under various contract methods, 3) risk management of the different types of delivery methods are explored along with the legal issues associated with the delivery methods, and finally 4) managing the design phase costs and how stakeholders are compensated during the design phase to ensure a quality designed project that will be on budget and has a feasible construction schedule. The course introduces many of these topics with the underlying concepts of lean design and construction best practices. This paper details the development of the course, class activities associated with the course, and lessons learned from implementing the course in a DCI program.
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Assaf, Mohamed, Mohamed Hussein, Sherif Abdelkhalek et Tarek Zayed. « A Multi-Criteria Decision-Making Model for Selecting the Best Project Delivery Systems for Offsite Construction Projects ». Buildings 13, no 2 (20 février 2023) : 571. http://dx.doi.org/10.3390/buildings13020571.
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Off-site construction (OSC) is an innovative construction method that transfers most of the site-based work to a more controlled environment. Construction waste minimization, speedy schedules, higher sustainability, and better quality are some of the perceived benefits of OSC. Therefore, significant research attention has been given to OSC. However, minimal research attention has been given to procurement management in OSC, which could impact its pace of adoption. Existing studies on the procurement methods of OSC projects have overlooked several criteria related to OSC that impact the selection of the appropriate procurement methods (i.e., design-build, construction management, etc.). In addition, the literature lacks decision-making tools to assist OSC practitioners in selecting the appropriate procurement method. In this regard, this study contributes to the body of knowledge by (1) identifying the criteria that impact the selection of OSC procurement methods; (2) developing a multi-criteria decision-making (MCDM) model to select the appropriate OSC procurement methods. The developed MCDM model uses a hybrid approach of analytic network process (ANP) and evidential reasoning (ER). The ANP, which considers the interdependencies among the collected OSC procurement criteria, is used to calculate the relative importance weights through questionnaire surveys. The ER method evaluates various OSC procurement methods in accordance with the criteria importance weights. The results indicate that project quality, cost control, and funding arrangement are the prominent selection factors. On the other hand, the model reveals that the integrated project delivery (IPD) and construction management (CM) methods have the highest utility scores. The MCDM model has been validated by comparing the results with similar studies. The present study could assist OSC practitioners in selecting the appropriate procurement method for OSC projects.
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Almutairi, Saud, Jacob Kashiwagi, Dean Kashiwagi et Kenneth Sullivan. « Factors Causing Construction Litigation in Saudi Arabia ». Journal for the Advancement of Performance Information and Value 7, no 1 (15 mai 2020) : 58. http://dx.doi.org/10.37265/japiv.v7i1.54.
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The problem of litigation and disputes in the construction sector is a major impediment to a country’s development goals. The purpose of this paper is to investigate the problem of high legal costs and long delays that arise due to litigation involving project owners, designers, contractors and other construction parties worldwide and in Saudi Arabia, as well as give recommendation according to the outcomes of this research. The causes of litigious behavior in Saudi Arabia and around the world were identified and documented; also the differences in litigation of the Saudi Arabian construction industry as compared to other countries were identified. Preliminary investigations revealed that there is some level of similarity in the nature of the causes. Thus, these causes were grouped into three main categories, which are expectation factors, communications factors and documentation factors. Further research based on existing literature showed that the practices used to minimize litigation in the construction industry were investigated. The following delivery processes were researched: Design-Build (DB) Delivery Method, Alliance Contracting, Construction Manager at Risk (CMAR), Best Value Model (BVM), Integrated Project Delivery (IPD), Public-Private Partnerships (PPP) and the Best Value Performance Information Procurement System (BV PIPS). Many of these delivery methods were found to have issues, which means the methods by observation do not seem to be the ideal solution to minimize litigation in the construction industry. The only delivery method found to have no litigation issues was the BV PIPS approach.
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Lucarelli, M., E. Laurini, M. Rotilio et P. De Berardinis. « BEP & ; MAPPING PROCESS FOR THE RESTORATION BUILDING SITE ». ISPRS - International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences XLII-2/W11 (4 mai 2019) : 747–52. http://dx.doi.org/10.5194/isprs-archives-xlii-2-w11-747-2019.
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<p><strong>Abstract.</strong> The BEP, acronym for BIM Execution Plan, consists of the information management plan created by the design team to illustrate how to meet the requirements defined in the Employer's Information Requirement (EIR).</p><p>The big amount of data will have to be organized a priori both for the professionals who will use that piece of information and for the stakeholders who will have to receive only the right information and use specific worksets. Just at this stage, the heart of the BIM method, there are different advantages compared to the traditional process, in which these informational steps were omitted, causing errors, delays and therefore an increase in active and passive costs. This paper explores the methodology applied to the mapping process of the management of a recovery site. For a better understanding of the result achieved, the stages of the process have been explained, from the acquisition of data, through the scan to BIM process up to the construction phases. In addition, the phases (Identify BIM goal and uses, Design BIM Project Execution Process, Develop information exchange) and the steps (Investigation, Identification and Strategy) necessary to achieve the objective have been analyzed. This is the Lean construction and Integrated Project Delivery (IPD), methodologies and systems that allow the improvement of the building process thanks to data sharing and communication between stakeholders before work begins so as to eliminate any possible delay.</p>
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Kahvandi, Zahra, Ehsan Saghatforoush, Mahdi Alinezhad et Farimah Noghli. « Integrated Project Delivery (IPD) Research Trends. » Journal of Engineering, Project, and Production Management 7, no 2 (31 juillet 2017) : 99–114. http://dx.doi.org/10.32738/jeppm.201707.0006.
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Higgins, A., D. Hevey, P. Gibbons, C. O’ Connor, F. Boyd, P. McBennett et M. Monaghan. « Impact of co-facilitated information programmes on outcomes for service users and family members : the EOLAS programmes (paper 2) ». Irish Journal of Psychological Medicine 34, no 1 (22 janvier 2016) : 29–37. http://dx.doi.org/10.1017/ipm.2015.69.
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ObjectiveThe present study evaluated the impact on psychosocial outcome of parallel clinician and peer-led information programmes for people with a diagnosis of schizophrenia and bipolar disorder and for family members within an Irish context.MethodsA sequential mixed method design was used. Quantitative data were collected using pre- and post-programme questionnaires followed by an integrated qualitative component involving semi-structured interviews after the programme. The questionnaires assessed knowledge, attitudes towards recovery, hope, support, advocacy and well-being. Interviews with participants, facilitators and project workers explored their experiences and views of the programme.FindingsWhile a number of the questionnaires did not show a statistically significant change, findings from the interviews suggest that the1 programmes had a number of positive outcomes, including increases in perceived knowledge, empowerment and support. Participants in both programmes valued the opportunity to meet people in similar circumstances, share their experiences, learn from each other and provide mutual support.ConclusionThe EOLAS programmes offer a novel template for communication and information sharing in a way that embodies the principles of collaboration and offers users and families a meaningful opportunity to become involved in service design, delivery and evaluation.
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Teng, Jia Ying, Xian Guo Wu, Ge Qian Zhou, Wei Jia Zhao et Jing Cao. « Study on Integrated Project Delivery Construction Project Collaborative Application Based on Building Information Model ». Advanced Materials Research 621 (décembre 2012) : 370–74. http://dx.doi.org/10.4028/www.scientific.net/amr.621.370.
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In the last few years, in order to solve the problems of traditional delivery mode in construction industry, such as over budget, project delay and so on, Integrated Project Delivery (IPD) as an effective solution has become a hot spot in China and abroad. IPD with special implementation of process has many advantages compared with the traditional delivery mode. In this paper, the modeling strategy of BIM in IPD project is proposed, and the application of BIM in all stages of IPD on basis of engineering project is analyzed. The study provides foundation for the further collaboration application of IPD with BIM.
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Mei, Tingting, Shuda Zhong, Huabin Lan, Zeng Guo et Yi Qin. « Configuration Analysis of Integrated Project Delivery Principles’ Obstacle to Construction Project Level of Collaboration ». Sustainability 15, no 4 (14 février 2023) : 3509. http://dx.doi.org/10.3390/su15043509.
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Integrated Project Delivery (IPD) with collaborative work as its core is supported by increasing numbers of scholars and practitioners, due to the performance improvement of project construction and projects’ success promotion. However, some factors such as the contract, the technology, and the personnel behaviors hinder the application of IPD, which has negative impacts on the collaboration level of construction projects. On the basis of the configuration analysis, the purpose of this paper is to increase the effectiveness of collaborative management of construction projects by encouraging the application of IPD principles. This is achieved by introducing the proof of contradiction and thoroughly examining the impact of the application of IPD principles’ barrier with the level of collaboration. Added to that, the research necessity of configuration analysis on IPD principles’ obstacle to construction project collaboration is demonstrated through bibliometric analysis; thus, a questionnaire survey is applied to collect opinions related to IPD principles from 235 industry practitioners. Fuzzy set qualitative comparative analysis (fsQCA) is deployed to gather IPD principles’ obstacles for construction project collaboration. The results show that (1) the absence of contractual and behavioral principles obstructs significantly the level of collaboration of construction projects in several cases, (2) catalysts for IPD have no significant impact in most cases, and (3) the unfamiliarity with IPD has negative impacts on the application of its principles. The theoretical contribution consists of filling the gap in IPD’s collaborative management research and improving the research method in related fields. As for the practical contribution, it aims to prioritize the importance of IPD principles and provide valuable suggestions.
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Mei, Tingting, Zeng Guo, Peng Li, Kaixian Fang et Shuda Zhong. « Influence of Integrated Project Delivery Principles on Project Performance in China : An SEM-Based Approach ». Sustainability 14, no 8 (7 avril 2022) : 4381. http://dx.doi.org/10.3390/su14084381.
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Although integrated project delivery (IPD) is still in its infancy in the construction industry worldwide, some principles can be effective without formal contractual languages and enforcements when IPD is employed as a philosophy as opposed to a delivery method. This paper aims to investigate the effect of IPD principles on project performance in China, providing a reference for improvement of project performance by the application of IPD principles in countries or regions where IPD is considered as a philosophy. A total of 205 data samples were collected from different IPD-related participants in China via a questionnaire survey. Eight hypotheses are proposed based on a literature review, and these are verified using a structural equation model (SEM). According to the results of the exploratory factor analysis, IPD principles, including behavioral principles, contractual principles, collaboration-related principles, and catalysts, are classified, and the internal relationship of various IPD principles is explored using SEM to analyze the impact path between IPD principles and project performance. It was discovered that project performance is directly affected by collaboration-related principles and catalysts. The contractual principles have positive impacts on both behavioral principles and collaboration-related principles, while the catalysts show positive impacts on behavioral principles. This work provides insights and managerial implications for local applications of IPD for construction practitioners, which should be considered by promoting regional IPD practices; it contributes to both theoretical and practical perspectives for improving project performance by the effective implementation of IPD in construction projects.
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Kahvandi, Zahra, Ehsan Saghatforoush, Ahad ZareRavasan et Christopher Preece. « Integrated Project Delivery Implementation Challenges in the Construction Industry ». Civil Engineering Journal 5, no 8 (21 août 2019) : 1672–83. http://dx.doi.org/10.28991/cej-2019-03091362.
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Huge financial resources are spent in the construction industry all over the world, which are frequently wasted largely due to a lack of proper planning. In recent decades, in an attempt to overcome challenges, various contractual and administrative systems have been used by construction owners/clients. One such system has been Integrated Project Delivery (IPD). Its implementation has, however, experienced drawbacks. Identifying such drawbacks is an initial step in attempting to resolve them, and this paper aims to identify and prioritize the IPD implementation drawbacks in the context of the Iranian construction industry. A comprehensive list of IPD implementation drawbacks is prepared using a questionnaire survey. An in-depth literature review of the IPD concept has been combined with a review of various case studies applying the IPD system. The results were analyzed using the Robust Exploratory Factor Analysis (EFA) method. 22 drawbacks in the Construction Industry were categorized under four themes; contractual, environmental, managerial, and technical. Results show that contractual drawbacks are the most significant. The implication of this research is that identifying and classifying IPD implementation drawbacks provides a useful reference to managers and owners of the construction industry, for identifying and codifying solutions to overcome them.
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Kalsaas, Bo Terje, Una Obiose Kriston Nwajei et Christine Bydall. « A critical perspective on Integrated Project Delivery (IPD) applied in a Norwegian public hospital project ». MATEC Web of Conferences 312 (2020) : 07001. http://dx.doi.org/10.1051/matecconf/202031207001.
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Does the IPD concept deliver as required and expected, and if not, how can that be explained? This paper is a critical realist inspired methodology based on a combination of the inductive and deductive approaches used in case study research. IPD is based on relational contracting between multiple parties, in this case between the Owner, Contractor, MEP subcontractors and a group of Consulting engineers who share control of the project. At the core of the concept is shared risk and opportunities among the parties in the IPD contract. Our theoretical perspectives are based mainly on the Principal-Agent theory (PA), Transaction Cost theory (TC), and its related incentives. This paper reports on a study of the development of an existing public hospital that is constructing first a psychiatry and then a somatic building. The data collection in the paper is mainly in connection with the construction of the psychiatry building in 2018. Our findings show that IPD represents a game-changer in the behaviours and the organizing of AEC (Architect-Engineer-Construction) projects, ex-post IPD-contract. We identify examples of swapping occurring that require deep collaboration, which stems from changes in the commercial incentives. However, different individual incentives coupled with accompanying mindsets and opportunistic behaviour are still part of everyday life and are linked to people's past experiences, which can be understood as contextual conditions. In addition, the decision-making processes were not effective and characterized by revisiting previous decisions.
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Hall, Daniel M., et W. Richard Scott. « Early Stages in the Institutionalization of Integrated Project Delivery ». Project Management Journal 50, no 2 (28 janvier 2019) : 128–43. http://dx.doi.org/10.1177/8756972818819915.
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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.
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Trach, Roman, Mieczyslaw Polonski et Petro Hrytsiuk. « Modelling of Efficiency Evaluation of Traditional Project Delivery Methods and Integrated Project Delivery (IPD) ». IOP Conference Series : Materials Science and Engineering 471 (24 février 2019) : 112043. http://dx.doi.org/10.1088/1757-899x/471/11/112043.
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Muianga, Elisa Atália Daniel, et Ariovaldo Denis Granja. « Estrutura conceitual do integrated project delivery (IPD) : princípios, catalisadores e proposições ». Gestão & ; Tecnologia de Projetos 16, no 2 (12 mars 2021) : 173–95. http://dx.doi.org/10.11606/gtp.v16i2.167263.
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Ao longo dos anos, pesquisas têm enfatizado a necessidade de adoção de alternativas da gestão de empreendimentos, como forma de superar os problemas vinculados aos métodos de contratação tradicionais. Métodos de contratação, como o Integrated Project Delivery (IPD) vêm ganhando interesse no setor da construção civil. Apesar do potencial do IPD, a introdução deste método na indústria da construção civil é desafiadora e se encontra em estágios iniciais. Os limites de conhecimento do IPD, até o momento, têm dificultado a sua aplicação em ambientes de produção de empreendimentos com pouca experiência sobre esta prática. Assim, considerando a necessidade de expandir o conhecimento sobre o tema, esta pesquisa objetiva analisar e sintetizar a informação relacionada ao IPD, identificar as associações entre os seus elementos e desenvolver proposições que orientam a sua aplicação. Como método de pesquisa, considerou-se a abordagem qualitativa exploratória, com pesquisa de associação, sem interferência entre as variáveis. Foi também proposto o desenvolvimento de um mapa conceitual para compreensão da teoria. Os resultados da pesquisa apresentam a disposição dos elementos do IPD no processo de produção do empreendimento, quer seja no contexto contratual, operacional, organizacional e gerencial. As proposições reúnem informações sobre os benefícios possíveis de serem alcançados com a efetivação dos elementos do IPD. PALAVRAS-CHAVE: Integrated Project Delivery; Integração; Colaboração; Acordo multipartes; Gestão de empreendimentos
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Elghaish, Faris, M. Reza Hosseini, Saeed Talebi, Sepehr Abrishami, Igor Martek et Michail Kagioglou. « Factors Driving Success of Cost Management Practices in Integrated Project Delivery (IPD) ». Sustainability 12, no 22 (16 novembre 2020) : 9539. http://dx.doi.org/10.3390/su12229539.
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Integrated project delivery (IPD) is a mode of project procurement recognised as facilitating superior project performance. However, this success is contingent on effective cost management practices that share cost data with all project stakeholders in an accurate, timely and transparent manner. Despite an extensive literature on aspects of cost management, none identifies the essential ingredients required of an effective cost management system, sufficiently robust to support successful IPD projects. Candidate cost management augmenting practices are drawn from the literature, and presented for scrutiny in questionnaire form, to fifty IPD experienced experts, based in the USA, UK and Australia. Findings reveal activity-based costing (ABC) to be effective at identifying overhead costs and creating accounting transparency. Similarly, earned value management (EVM), in combination with ABC, is effective at developing mathematical models for equitable risk-reward distribution. Moreover, web-based management systems, as supported by Building Information Modelling (BIM), are effective at generating trust and collaboration on which IPD success depends. A questionnaire survey using purposive sampling was conducted to assess the factors driving success of implementing IPD regarding cost management process. The contribution to knowledge made by this paper is in identifying requisite support mechanisms essential to elevate traditional cost management practices to the higher standard needed to ensure IPD delivery success.
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Mei, Tingting, Zeng Guo, Peng Li, Kaixian Fang et Shuda Zhong. « Applicability of Integrated Project Delivery Principles Based on a Measurement Model in China ». Sustainability 15, no 2 (13 janvier 2023) : 1592. http://dx.doi.org/10.3390/su15021592.
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This paper explores a novel approach to clarify the applicability of the Integrated Project Delivery (IPD) principles in a certain region or country which has a specific cultural background, the paper further promotes the effective application of IPD principles. The method of combining qualitative and quantitative analysis is adopted, incorporating scientometric analysis, questionnaire survey, qualitative analysis, and a measurement model. On the basis of 310 sample data collected from various practitioners and researchers in China’s construction industry, the measurement models of IPD applicability analysis on the average level of sample (ALS) and the best level of sample (BLS) are established, respectively. The results show that these measurement models are essentially consistent with the composition of the conceptual model, including project performance, contractual principles, collaboration-related principles, behavioral principles, and catalysts. Thus, this paper provides a scientific and methodological basis for how to effectively apply the IPD principles. This study sheds light on project delivery system research in two aspects: it proposes a new idea to study the applicability of IPD principles and lays a foundation for the future quantitative study on the impact mechanism of IPD principles on project performance.
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Pishdad-Bozorgi, Pardis, et Yvan J. Beliveau. « Symbiotic Relationships between Integrated Project Delivery (IPD) and Trust ». International Journal of Construction Education and Research 12, no 3 (19 février 2016) : 179–92. http://dx.doi.org/10.1080/15578771.2015.1118170.
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Sherif, Mohamed, Ibrahim Abotaleb et Fahad K. Alqahtani. « Application of Integrated Project Delivery (IPD) in the Middle East : Implementation and Challenges ». Buildings 12, no 4 (11 avril 2022) : 467. http://dx.doi.org/10.3390/buildings12040467.
Texte intégralRésumé :
The Integrated Project Delivery method (IPD) is a contractual framework that features enhanced collaboration, risk and reward sharing under a single contract among the major project parties. This delivery method is gaining popularity in the US and other parts of the world, due to its proven results in efficient risk and cost sharing. Despite that, no significant investigations have been made to address the adaptability of the Middle East construction sector to the IPD delivery system. The objective of this research is to investigate the level of preparedness Middle Eastern markets have for adoption of the IPD delivery system. First, a thorough literature review was carried out to identify common barriers and enablers of applying IPD in construction. Second, a survey was carried out to assess and rank such barriers and enablers as they specifically apply to the Middle East construction sector. Third, through structured interviews with contract experts, strategies and guidelines were devised to be used by Middle East owners, consultants, and contractors who have the intention to implement the IPD delivery method in their projects. Finally, a thorough comparison was made between two major Middle Eastern countries, Egypt and the Kingdom of Saudi Arabia (KSA), in terms of IPD application. The findings reveal that the main barriers to implementing IPD stem from cultural resistance to the new system and lack of knowledge about it. The subsequent strategies outlined by the research are expected to help the construction industry in the Middle East gain more depth of knowledge about the benefits and application of IPD.
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Yu, Jung Ho, Seung Eun Yoo, Jung In Kim et Tae Wan Kim. « Exploring the Factor-Performance Relationship of Integrated Project Delivery Projects : A Qualitative Comparative Analysis ». Project Management Journal 50, no 3 (17 mars 2019) : 335–45. http://dx.doi.org/10.1177/8756972819832206.
Texte intégralRésumé :
This study aims to explore the relationship between the critical success factors (CSFs) and the performance of integrated project delivery (IPD) projects based on empirical data from IPD projects. Data from 16 projects, in relation to 25 success factors and four performance areas (schedule performance, cost performance, defects, and change orders), were gathered and analyzed according to the qualitative comparative analysis method. As a result, this study identifies 17 factors as conditions that frequently occurred in successful IPD projects. This study also derives combinations of factors that led to IPD project success regarding each of the four performance areas.
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Rashidian, Sara, Robin Drogemuller et Sara Omrani. « Building Information Modelling, Integrated Project Delivery, and Lean Construction Maturity Attributes : A Delphi Study ». Buildings 13, no 2 (18 janvier 2023) : 281. http://dx.doi.org/10.3390/buildings13020281.
Texte intégralRésumé :
The benefits of adopting collaborative approaches in the construction industry, such as Building Information Modelling (BIM), Integrated Project Delivery (IPD), and Lean Construction (LC), in an integrated manner are widely acknowledged in academia and industry. Once organizations have embraced BIM, IPD, and LC integration (BIL), a measurement method for evaluating their progress and planning for continuous improvement is required. However, there is no widely accepted capability assessment model, such as Maturity Models (MMs), to effectively assess productivity improvements in organizations adopting all three approaches based on the interdependencies between them. The first step in the process of BIL MM development is identifying the critical attributes of BIM, IPD, and LC integration. This research investigates the interrelationships of BIM, IPD, and LC for use in the maturity models, determining how BIM and IPD can support the application of LC principles. The mixed methods approach was adopted, and a literature review and a two-round Delphi survey were conducted for the data collection. The findings revealed a number of complementarities between BIM, IPD, and LC. The panel of experts agreed upon the five major attributes and 24 sub-attributes of BIM, IPD, and LC, which formed the structure of the presented integrated BIL framework. The significance of this study is to provide the basis for organizations that intend to implement BIM, IPD, and LC in an integrated manner. Interrelating these attributes in a maturity framework also supports the planning and evaluation of organizations’ progress towards realistic goals for continuous improvement.
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Viana, Marina L., Bonaventura H. W. Hadikusumo, Mazlina Z. Mohammad et Zahra Kahvandi. « Integrated Project Delivery (IPD) : An Updated Review and Analysis Case Study ». Journal of Engineering, Project, and Production Management 10, no 2 (1 mai 2020) : 147–61. http://dx.doi.org/10.2478/jeppm-2020-0017.
Texte intégralRésumé :
AbstractIntegrated Project Delivery (IPD) is introduced as a new delivery system that fosters high efficiency by delivering accurate information and new technologies in a collaborative team environment. In this sense, the research aimed to review the IPD principles and their main categories, such as contract, process, information & modeling (I&M), team and communication as well as perform a qualitative analysis to illustrate the current research trends. The qualitative analysis performed was made through a series of collected articles from 2001 to 2018 in 08 different scientific database websites. In terms of the results, the contract category illustrated a strong trend, where the studies are focus on collaborations and frameworks to enhance high efficiency in construction. In the I&M category, demonstrated an increasing trend applying the Building Information & Modeling (BIM) subject as well as team category, where showed the importance of a wellstructured team and their impact on the project., The process and communication categories illustrated a weak trend, allowing opportunities in the field. Finally, the current study reviewed and analyzed the IPD and its main categories allowing a solid basis for future research.
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Dalui, Prasenjit, Faris Elghaish, Tara Brooks et Stephen McIlwaine. « Integrated Project Delivery with BIM : A Methodical Approach Within the UK Consulting Sector ». Journal of Information Technology in Construction 26 (4 novembre 2021) : 922–35. http://dx.doi.org/10.36680/j.itcon.2021.049.
Texte intégralRésumé :
The aim of this study is to identify the advantages and limitations in the implementation of the Building Information Modelling (BIM) and Integrated Project Delivery (IPD) in the UK consulting sector. A literature review critically analyses the existing literature, (including online articles and publications owing to the current and fast-moving nature of the topic in question). Next, a qualitative research approach was employed through interviews which targeted BIM professionals across the AEC sector in the UK. Barriers to BIM were found to include lack of enthusiasm for potential opportunities for BIM and IPD. Cultural factors which act against BIM and IPD implementation include, willingness to adopt BIM environment, software cost, high-end user maintenance cost. Furthermore, a need was determined for UK government support and encouragement for the use of BIM and IPD for smaller projects. This study recommends that schools take steps to improve career advice and guidance for students in relation to construction, specifically increasing awareness of the opportunities available related to BIM and working professionals to increase awareness of and employment in BIM through training and apprentices as appropriately. Finally, the paper concludes that BIM and IPD should be more widely adopted within AEC industries in the UK to maximise benefits from both systems.