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

A dedicated collaboration platform for Integrated Project Delivery

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.

PurposeDue to the frenetic and dynamic working conditions ascribed to architecture, engineering and construction (AEC) project organizations, enormous research has addressed the poor mental health propensity of project management practitioners (PMPs). However, research has not considered the distant factors related to organizational design causing poor mental health. Therefore, this study addresses the problem by integrating institutional theory, agency theory and resource-based theory (RBT) to explore the relationship between organizational design elements: project governance, knowledge management, integrated project delivery, project management skills and mental health management indicators. Examples of mental health management indicators include social relationships, work-life balance and project leadership.Design/methodology/approachPurposive sampling method was adopted to collect survey data from 90 PMPs in 60 AEC firms in Australia. Structural equation modelling (SEM) was utilized to test the relationship between the variables.FindingsThe research found that project governance, knowledge management and integrated project delivery are positively correlated to mental health management indicators. However, the research finding suggests that project management skills have a negative impact on mental health management indicators.Originality/valueThe findings offer guidelines to AEC firms on achieving positive mental health management outcomes through concentration on project governance, knowledge management and integrated project delivery. It further calls for a reconsideration of existing project management skills causing poor mental health management outcomes.

Purpose Design of architecture, engineering and construction (AEC) project organizations expose project management practitioners (PMPs) to poor mental health due to the influence of project organization designs on project management activities assigned to the PMPs. The AEC project organization design comprises the integration of permanent organization, project organization and external environment layers. In spite of the link between project organization design and mental health, limited studies have examined the impact of permanent organization factors, project organization factors and external environmental factors on mental health management practices. Therefore, this study aims to examine the interactive relationships between permanent organization factors, project organization factors, external environment factors and mental health management indicators. Design/methodology/approach Four organizational theories: institutional theory, agency theory and resource-based theory were integrated to develop a theoretical model guiding the aim of the study. Eighty-two survey data were collected from PMPs in AEC firms in Australia. Structural equation modelling was used to test the relationships between the constructs. Findings The study found that mental health management indicators are predicted by the interactive and direct effects of permanent organizational factors, project organizational factors and external environmental factors. The results of the interactive effects of the factors and mental health management indicators revealed that 20 of 26 proposed hypotheses were supported. Based on the established hypotheses, economic factors, technological factors, environmental factors, legal factors and organizational culture positively correlated with mental health management indicators. Likewise, human resources management (HRM), corporate governance, project governance and integrated project delivery (IPD) positively impact mental health management indicators. However, political factors, social factors, knowledge management and project management skills negatively impact mental health management indicators. Moreover, political factors, economic factors, technological factors, environmental factors, legal factors and organizational culture are positively related to corporate governance. Additionally, organizational culture positively impacts corporate governance, project governance and HRM, whereas project governance positively correlated with IPD and knowledge management. Originality/value The findings provide guidelines to AEC firms on achieving positive mental health management indicators through concentration on project organization design.

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.

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.

Small and Medium-sized Enterprises (SMEs) are vital to Sri Lanka's economy, particularly in the construction sector, which largely relies on traditional procurement methods. This reliance results in persistent issues due to industry fragmentation. To address these challenges, it is vital to investigate the applicability of Integrated Project Delivery (IPD), a procurement method tailored to address the needs of construction SMEs. Despite its potential benefits, comprehension and implementation of IPD within the Sri Lankan construction industry remain limited due to the intricate nature of SMEs. Hence, the study aims to investigate the strategies to minimise barriers to IPD implementation within construction SMEs in Sri Lanka through a qualitative approach. A total of 15 semi-structured interviews with Sri Lankan construction industry experts were conducted. The literature review identified a range of barriers, including financial, technical, legal, and cultural challenges, which were further explored through these interviews. The research highlighted the lack of advanced strategies within Sri Lanka's construction SMEs to address these challenges effectively. Significant barriers to IPD implementation, such as narrow-mindedness, reluctance to change, and copyright issues, were validated and identified through the manual content analysis. The study proposes several strategies to facilitate IPD implementation, including introducing new guidelines from the Construction Industry Development Authority (CIDA), setting minimum parameters for team selection, implementing various versions of IPD rather than a pure IPD approach, and addressing conflict points early. The research offers valuable insights for both academia and industry practitioners, presenting strategies to enhance the efficiency, quality, and sustainability of construction SMEs through the adoption of IPD.

Building Information Modeling (BIM) is a technology increasingly used in the modern construction industry, particularly to improve communication efficiency and collaboration between stakeholders. This technology enables the integration of project data and information into a comprehensive digital model, allowing all involved parties to access, verify, and update information in real time. This study aims to evaluate the strategic role of BIM as a communication medium in the Integrated Project Delivery (IPD) approach, focusing on the planning stage involving the disciplines of architecture, structure, and Mechanical, Electrical, and Plumbing (MEP) systems. The IPD approach emphasizes cross-disciplinary collaboration from the early stages of a project to optimize outcomes, reduce risks, and accelerate completion. The research methods used are literature review and case study analysis of various projects that have implemented BIM within the IPD framework. The data analyzed include the effectiveness of information exchange, inter-team coordination, and early identification of design conflicts. The study results show that BIM significantly improves information transparency among stakeholders, minimizes the risk of miscommunication, and accelerates the decision-making process through accurate and integrated data visualization. BIM models also facilitate the detection of potential conflicts, such as clashes between structural and MEP elements, before entering the physical construction phase, thereby reducing repair costs and delays. Furthermore, the use of BIM in IPD fosters a more collaborative work culture, where architects, engineers, and contractors can work together to solve problems quickly and effectively. Thus, BIM has proven to play a crucial role as a primary communication tool in IPD implementation, while also serving as a crucial foundation for achieving efficient, integrated, and high-quality construction project management.

Integrated Project Delivery (IPD) endeavour to revamp AEC project outcomes through a collaborative method of regulating project stakeholders’ goals through creation of a platform that provide early participants involvement and shared risk and rewards. IPD does not include a tender stage to select the optimal bid, therefore, this article presents a methodology framework to develop a cash flow approach using BIM tools. This article adopts Activity Based Costing (ABC), due to its ability to allocate different costs precisely to each construction process. Given that the BIM and IPD target is to achieve the best collaboration among project parties, the proposed framework backing this by displaying all estimated cost data of each package as minimum/maximum estimated cash inflow, during the buyout stage, for informed decision making. This article extends the knowledge relating to IPD implementing process, as well as, improving cost management process based on BIM. Extant literature review highlights the gap of utilising BIM tools to develop cash flow curves, as well as the IPD cost structure requirements. To demonstrate the applicability and validity of the proposed model, it is applied to a real-life case study, which displays promising results in terms of developing IPD’s cash flow management approach.

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.

The construction industry, being one of the biggest sectors globally, has a crucial part to play in achieving global sustainability goals. However, it faces criticism for practices that impede sustainability in construction projects. This is often attributed to the continued reliance on traditional construction methods and contracts, which typically separate design and construction phases. This separation hampers communication among project stakeholders and hinders construction professionals from offering feedback to improve project performance. Despite various efforts to address the shortcomings of traditional procurement methods and contracts, this issue persists. Integrated Project Delivery (IPD) offers a fresh strategy that combines people, systems, business models, and practices to boost value for clients, reduce waste, encourage teamwork, and increase efficiency throughout the entire project. Nonetheless, integrating this approach into the construction sector in Egypt and the MENA region encounters several hurdles. This study aims to explore the challenges associated with implementing IPD in Egypt’s construction industry. This research employs a qualitative approach, grounding its findings in a thorough review of literature and detailed case studies. It explores the nature of the construction industry, sustainability efforts, construction contracts, and IPD. Furthermore, it includes an analysis of three case studies to shed light on the benefits of implementing IPD in construction projects.

Construction projects are inherently complex and uncertain, involving diverse teams and environments. Innovative methods like Integrated Project Delivery (IPD), Building Information Modelling (BIM), and Lean Construction (LC) enhance collaboration and project integrity. This thesis introduces a BIM-IPD-LC Maturity Model (BIL MM) to guide construction organisations in improving their integration and implementation. Using a mixed methodology, including literature reviews, Delphi studies, expert reviews, interviews, surveys, and case studies, the BIL MM assesses organisational maturity across five levels. It helps stakeholders evaluate their current maturity and plan for future improvements, ensuring effective collaboration and project success.

Modern construction projects, especially large ones, require a wide range of participants. Taking this requirement into account it is of vital importance to optimize the cooperation between the participants. It made possible by modern Building Information Modeling (BIM) and Integrated Project Delivery (IPD) concepts. This study aims to analyze the existing methods to evaluate the effect of BIM introduction and the integration of enterprises. The purpose of the study creates and verifies a method that takes into account the synergistic effects’ (savings) costs of integrating enterprises in a construction project and BIM application. The practical test of the method was carried out on an example of construction projects in Ukraine worth UAH 40, 50, 60 million with the realization time of 3 years. When the construction project is implemented with a total cost of UAH 40 million the effect of introduction of the proposed innovation is not achieved. With the project value of UAH 60 million and more, the probability of the effect will increase. In addition, the effect will increase with the implementation of subsequent projects using BIM and enterprise integration due to lower investment costs.

Information and communication technology (ICT) has changed and continues to change almost every aspect of our daily lives. Our personal lives, social interactions, educational systems, business atmosphere, and corporate culture-everything has changed in one way or another due to advances in the field of ICT. The construction industry is no exception. ICT provides an unprecedented opportunity as well as enormous challenges to the construction industry.

Sir Ove N. Arup's ‘total architecture’ was an organizational and philosophical set of guidelines for the working engineer, and at its best, it was a standard for the whole design team. In 2007, the American Institute of Architects created a system to implement integrative practice entitled ‘Integrated Project Delivery’ (IPD) to reorganize not only how a project team works, but when time is invested in designing. This paper examines the role of engineers in IPD through the lens of Arup's ideas, which are still seen as inspiration for practitioners. The philosophy behind IPD is examined through its definitive Guide and the application through a series of documented case studies. A comparison of Arup's philosophy and the structure of IPD demonstrates the position of engineers and how they are valued in an IPD project, leading to the conclusion that IPD falls short of capitalizing on the potential of the engineer as partner in integrated design.