Agile-hybrid delivery approaches for complex design and engineering projects: an integrated case study

The construction industry is evolving in how it incorporates construction teams into the planning and design phases, where integrated delivery methods have attracted recent interest due to their various advantages. This paper introduces a new integrated delivery approach, referred to as integrated trade delivery (ITD), that further expands the principles of integrated project delivery (IPD). The ITD model goes beyond IPD by mandating the integration of major trade partners and/or subcontractors to the multiparty agreement and as part of the shared risk and reward framework. Although existing research provided valuable insights into IPD, this paper proposes and explores ITD as a new project delivery method. First, 20 drivers and 20 barriers of ITD were identified. Second, a survey was distributed to assess the likelihood of occurrence and the relative impact of the drivers and barriers. Third, the criticality of each driver and barrier was quantified. Fourth, a statistical analysis was conducted to compare the alignments among various project participant groups. The results showed that the top five drivers to ITD are (1) competent project participants through qualification-based selection; (2) expertise, knowledge, and skill sharing; (3) improved constructability; (4) early involvement of key project participants; and (5) positive working environment and team behavior. The findings also indicated that the top five barriers to ITD are: (1) opposing goals and interests between project participants; (2) uncertainty in project planning and design; (3) financial and cash flow risks due to huge investments and late profits; (4) lack of appropriate distribution of incentive and compensation plans; and (5) involvement of several participants. This study adds to the body of knowledge by being the first research to propose and explore the ITD concept and analyze its drivers and barriers. The findings are expected to inspire further research and practice in this novel area of ITD.

Through the last decade, Integrated Project Delivery (IPD) methodology considers one of the new contractual relations that are also on the way to further integrate the process of combining design and instruction. On the other hand, Building Information Modeling (BIM) made significant advancements in coordinating the planning and construction processes. It is being used more often in conjunction with traditional delivery methods. In this paper, the researcher will present the achievement of IPD methodology by using BIM through applying on the design of the financial commission building in Mayssan Oil Company in Iraq. The building has not been constructed yet and it was designed by using 2D CAD drawings. The researcher will redesign the project by using BIM to eliciting the abilities that are consistent with the requirements and benefits of integrated project delivery (IPD). The results show that BIM is an appropriate technology that can be used with the IPD method because it has achieved most of the requirements and benefits of IPD.

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.

The relationship between integrated project delivery (IPD) and information and communication technology (ICT) in the context of public sector construction in the United States is critically examined in this paper. While IPD is gaining significant attention lately from educators and researchers alike, the current body of knowledge lacks information about how project owners—the key stakeholders in construction who decide on the type of project delivery system—perceive IPD. In addition, there has been little to no research investigating the relationship between IPD and ICT, taking the degree (extent) of use and type of ICT (internal versus external) into consideration. This study attempts to fill these research gaps. Using 59 survey data points collected from various public sector owners in the United States, this study investigates two research questions: (1) the perception of IPD characteristics on project delivery effectiveness, and (2) the perception that ICT fosters IPD. The perception regarding...

ABSTRACTAs an emerging trend, Integrated Project Delivery (IPD) aims to address the issue of mistrust by using a relational contracting approach. Given that trust demonstrates a perceived reliability of an individual through time, one may question the role that a project delivery or contract could possibly play in building trust. The objective of this research is to analyze the relationship between trust and IPD. The research findings indicate that IPD and trust have a symbiotic relationship. While committing to an IPD arrangement requires an established trust, the IPD arrangement also further promotes trust. Committing to an IPD arrangement requires trust due to the existence of shared risks and rewards model and waivers of liabilities provision. On the other hand, IPD organizational and contractual principles further promote system-based trust, and IPD communication and behavioral principles further promote cognition-based trust. This manuscript contributes to the body of knowledge by providing insights into the symbiotic relationship between IPD and trust and identifying the trust-building attributes in construction contracting and more specifically IPD.

Comparative analysis between integrated project delivery and lean project delivery

This study explores the enhancement of Supply Chain Management (SCM) efficiency in the Philippines' modular construction sector through Integrated Project Delivery (IPD). It highlights the critical alignment of SCM success factors with IPD principles, emphasizing the importance of collaboration in modular construction projects. Quantitative analysis via surveys among modular construction professionals assesses IPD's impact on SCM efficiency, uncovering a positive correlation between IPD adoption and compliance with SCM success factors, particularly in larger organizations. This reveals the benefits of early collaboration and shared management practices. The research proposes a comprehensive framework tailored to the Philippine construction industry to optimize SCM efficiency by integrating modular construction with IPD principles. This strategy aims to tackle unique organizational and individual challenges, offering insights for improving SCM practices through IPD. The study paves the way for superior project delivery in developing economies and calls for future research into IPD and SCM risks, the influence of organizational structures, and the role of emerging technologies and cultural factors in modular construction.

Today’s dynamic business environment must continuously adapt its software development methods to changing technologies and new requirements on the part of customers. Therefore, Agile methods are being used more and more used because they emphasize both flexibility and the ability to change. However, at the same time, the business-driven need for predictability and control remains. The purpose of this case study is to explore and theorize on paradoxical tensions and ambidexterity during an Agile software development project at a government agency. The study empirically examines how tensions and the ambidextrous responses to these tensions are related to Agile values. Data was collected by conducting interviews and studying internal project documents. Four categories of tensions (learning, organizing, performing, and belonging) were used for analytical purposes. The findings suggest that most of the tensions perceived were in the categories of learning and performing. There are, furthermore, several connectionsbetween the ambidextrous responses to these tensions and Agile principles. A deeper understanding of Agile values and principles is required in order to make projects successful. The contribution made by the study, therefore, is of great importance because Agile methods are for leading projects, not only in Agile software development, but also in other industries and sectors.

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.

As agile methods and Global Software Development (GSD) are become increasingly popular, GSD project managers have been exploring the viability of using agile approaches in their development environments. Despite the expected benefits of using an agile approach with a GSD project, the overall combining mechanisms of the two approaches are not clearly understood. To address this challenge, we propose a conceptual framework, based on the research literature. This framework is expected to aid a project manager in deciding what agile strategies are effective for a particular GSD project, taking into account project context. We use an industry-based case study to explore the components of our conceptual framework. Our case study is planned and conducted according to specific published case study guidelines. We identify the agile practices and agile supporting practices used by a GSD project manager in our case study and conclude with future research directions.KeywordsAgile approachesGlobal Software DevelopmentCase study

Utilization of a cognitive task analysis for integrated project delivery application: Case study of constructing a campus underground parking facility

Although many of their advocates consider the agile and plan-driven software development methods polar opposites, synthesizing the two can provide developers with a comprehensive spectrum of tools and options. Real-world examples argue for and against agile methods. Responding to change has been cited as the critical technical success factor in the Internet browser battle between Microsoft and Netscape. But overresponding to change has been cited as the source of many software disasters, such as the $3 billion overrun of the US Federal Aviation Administration's Advanced Automation System for national air traffic control. The author believes that both agile and plan-driven approaches have a responsible center and overinterpreting radical fringes. Agile and plan-driven methods both form part of the planning spectrum. Thus, while each approach has a home ground within which it performs very well, and much better than the other, a combined approach is feasible and preferable in some circumstances.

The use of agile methods tends to keep risks under control in software projects, due to their inherent characteristics of small increments, work visibility and expectation management. Thus, explicit risk management in agile projects has often been neglected, as the use of agile methods, with a focus on rapid value delivery, tends to lead to implicit risk management. However, software projects that use agile methods also can fail and implicit risk management may often not be sufficient for certain contexts. This has sparked research interest in the possible need for explicit risk management in software organizations that use agile methods. Motivated by the lack of information about risk management in agile software development contexts, in this work a comprehensive survey is carried out to understand how software development organizations that use agile methods are managing risk. We conducted an online survey with a statistically significant sample of 273 agile professionals in Brazil. Our findings indicate that although most organizations engage in some form of explicit risk management, a significant proportion consider agile methods insufficient for comprehensive risk mitigation. We also observed a set of 15 explicit risk management practices in agile contexts, with some agile ceremonies, notably daily and sprint planning meetings, emerging as conducive to the integration of explicit risk management practices. We also verified a statistically relevant association between these agile ceremonies and risk management processes.

This guidebook describes various project delivery methods for major airport capital projects. The guidebook also evaluates the impacts, advantages, and disadvantages of these various project delivery methods. The project delivery methods discussed include design-bid-build (DBB), construction manager at risk (CMR), and design-build (DB). The guidebook offers a two-tiered project delivery selection framework that may be used by owners of airport projects to evaluate the pros and cons of each delivery method and select the most appropriate method for their project. Tier 1 is an analytical delivery decision approach that is designed to help the user understand the attributes of each project delivery method and whether the delivery method is appropriate for their specific circumstance. Tier 2 uses a weighted-matrix delivery decision approach that allows users to prioritize their objectives and, based on the prioritized objectives, select the delivery method that is best suited for their project. The report will be helpful to airports with determining the most appropriate project delivery methods (e.g., DBB, DB, or CMR) for various types of airport capital projects.

The “Neues Werk Cottbus” project is Germany’s first major initiative to apply the new Integrated Project Delivery (IPD) contract model in combination with BIM methodology. The project alliance, consisting of the client, designers, and construction companies, provides optimal conditions for implementing an innovative, interdisciplinary Big Open BIM approach from the outset. The main objective was to develop a versatile, project-wide Project Information System (PIS) compatible with various software systems. This PIS supports over 20 BIM use cases, ranging from designing the maintenance facility and assembly planning to construction execution and building operation. This comprehensive approach ensures consistent generation, use, and updating project data throughout the entire building lifecycle without redundancies. Multidisciplinary collaboration has proven extremely valuable during design and construction. Notable benefits include greater transparency in model-based planning and meetings, measurable process improvements through detailed 4D scheduling simulations, more precise target price and cost management using model data, and significant efficiency gains through cloud-based, workflow-oriented collaboration. By implementing open BIM process standards and data formats, the project demonstrates how IPD and Open BIM methodologies reinforce each other, enabling seamless interdisciplinary collaboration. This project sets a benchmark for digital construction and lifecycle-oriented project management in Germany.