The More Integrated And Collaborative Your Team Is, the More Successful Your Projects Should Be

by

Acknowledgement

I would like to take this chance for thanking my research facilitator, friends & family for support they provided & their belief in me as well as guidance they provided without which I would have never been able to do this research.

Declaration

I, (Your name), would like to declare that all contents included in this thesis/dissertation stand for my individual work without any aid, & this thesis/dissertation has not been submitted for any examination at academic as well as professional level previously. It is also representing my very own views & not essentially which are associated with university.

Abstract

In this study we try to explore the concept of “Integrated Project Delivery (IPD)” in a holistic context. The main focus of the research is on “Integrated Project Delivery (IPD)” and its relation with “Integrated Project Team”. The research also analyzes many aspects of “Integrated Project Delivery (IPD)” and tries to gauge its effect on the efficiency of the project teams in delivery the project. This research investigates how IPD achieves relational contracting through traditional project management methods. By investigating the case study of the OUC project, the research further explored how IPD fostered construction innovation and improved overall project delivery.

Table of Contents

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

Introduction1

Problem Statement/ Purpose of the Research2

Research Methodology4

Use of a Case Study5

Research Objectives5

Research Questions6

CHAPTER 2: LITERATURE REVIEW7

Theoretical Framework7

Problematic Issues in the AEC Industry8

Relational Contracting9

Classical Contracts and Neoclassical Contracts10

Models and Techniques12

Criteria of Selection for National Museum of Australia Construction Alliance14

Integrated Project Delivery (IPD)19

Background20

IPD Process vs. IPD, Inc.20

Achieving Relational Contracting through Traditional Project Management Methods21

Two Primary Principles21

Selection of PTMs22

Determination of Lead Position23

Development of Compensation Structure23

Implementation of Off-site Prefabrication25

Continuous Improvement through Learning26

CHAPTER 3: RESEARCH METHODOLOGY27

Research Design27

Literature Search27

Research Strategy28

Case Study28

Case Study: The Orlando Utilities Commission North Plant29

OUC North Plant Project29

Schedule Performance30

Budget Performance31

Organizational Structure31

Innovation32

Original Plan: Running Conduit Overhead33

Problems Encountered34

Challenges for Installing Conduit Underground34

The Innovative Idea35

Implementation and Outcomes36

CHAPTER 4: DATA ANALYSIS OF THE CASE STUDY38

Objectives38

Data Collection and Analysis38

Conclusion40

CHAPTER 5: CONCLUSIONS41

Contributions to Knowledge41

Clarification of Relational Contracting41

Introduction of IPD42

Introduction of IPT42

Development of Traditional Project Management Methods to Achieve Relational Contracting43

Identification of Outcomes45

Visualization of Innovation Process46

Deficiencies of IPD46

REFERENCES49

APPENDIX55

List of Figures

Figure 1: Characteristics of Classical and Neoclassical Contracts………………………..17

Figure 2: Characteristics of Relational Contract (Cheung et al. 2006)……………………19

Figure 3: Project Alliance Compensation Model (Ross 2003)……………………………20

Figure 4: The Five Big Ideas (Lichtig 2005)………………………………………………23

Figure 5: Major Project Participants in the OUC Project………………………………….39

CHAPTER 1: INTRODUCTION

Introduction

The success of a construction project lies in meeting schedule, cost and quality objectives in a way that benefits both the project teams and the client. However, it is common to see the lack of collaboration between project participants thwarts these goals and finally leads to dissatisfaction on behalf of both contractors and client (Colledge 2005). In the Architecture-Engineering-Construction (AEC) industry, traditional contracting approaches (e.g., design-bid-build) have caused four major problems (Matthews and Howell 2005): (1) holding back good ideas, (2) stifling collaboration and innovation, (3) inhibiting effective coordination, and (4) hampering global optimization. For this reason, an increasing number of construction practitioners have recognized the necessity to shift ...