Construction engineering and management ͑CEM͒ researchers often rely on alternative research techniques when traditional methods fail. For example, surveys, interviews, and group-brainstorming techniques may not be appropriate for research that involves confounding factors and requires access to sensitive data. In such an environment, the Delphi technique allows researchers to obtain highly reliable data from certified experts through the use of strategically designed surveys. At present, the Delphi method has not seen widespread use in CEM research. This is likely due to variation among studies that implement Delphi in CEM research and ambiguity in literature that provides guidance for the specific parameters associated with the method. Using the guidance in this paper, the reader may: ͑1͒ understand the merits, appropriate application, and appropriate procedure of the traditional Delphi process; ͑2͒ identify and qualify potential expert panelists according to objective guidelines; ͑3͒ select the appropriate parameters of the study such as the number of panelists, number of rounds, type of feedback, and measure of consensus; ͑4͒ identify potential biases that may negatively impact the quality of the results; and ͑5͒ appropriately structure the surveys and conduct the process in such a way that bias is minimized or eliminated.

Innovation is vital to successful, long-term company performance in the construction industry. Understanding the innovation process, how innovation can be enhanced and how it can be measured are key steps to managing and enhancing innovation. The factors that affect innovation on a project were identified, as well as how these factors can be used to measure the level of innovation on a project, and the practices and processes that encourage and facilitate innovative changes. Case studies of construction projects in the United States revealed three necessary components of innovation: idea generation, opportunity and diffusion. A variety of practices are used to optimize each component including support and commitment from the owner/client and firm upper management, workforce and project team integration and diversity. Applying the practices identified in the research leads to enhanced innovation through better communication among project team members, integration of the design and construction disciplines, more efficient designs, development of unique ways of completing work and sharing of the lessons learned. The end result of innovation will be projects that successfully meet and exceed cost, quality, schedule and safety goals.Integrated team, innovation, organizational culture, organizational behaviour, project management,

Designing for construction safety entails consideration of the safety of construction workers in the design of a project. Research studies have identified the design aspect of projects as being a significant contributing factor to construction site accidents. Designing to eliminate or avoid hazards prior to exposure on the jobsite is also listed as the top priority in the hierarchy of controls common to the safety and health professions. Widespread implementation of the concept in the United States by engineering and architecture firms, however, is lacking due to perceived industry and project barriers. Given its absence from standard design practice, a question arises as to the viability of designing for safety as an intervention in the construction industry. This paper presents a pilot study that was conducted to investigate the practice of addressing construction worker safety when designing a project and to determine the feasibility and practicality of such an intervention. Through interviews of architects and engineers, the study found that a large percentage of design professionals are interested and willing to implement the concept in practice. Among the perceived impacts of implementation, project cost and schedule were mentioned most often along with limitations being placed on design creativity. The results of the pilot study indicate that designing for safety is a viable intervention in construction. The factors that impact the consideration of safety in the design of a project do not entirely prohibit its implementation or make its implementation extremely impractical and therefore not feasible. Additionally, the outcomes of implementation provide sufficient motivation to implement the concept in practice. The paper describes the key changes needed for implementation of the concept in practice which include: a change in designer mindset toward safety; establishment of a motivational force to promote designing for safety; increase designer knowledge of the concept; incorporate construction safety knowledge in the design phase; utilize designers knowledgeable about design-for-safety modifications; make design for safety tools and guidelines available for use and reference; and mitigate designer liability exposure.