Barriers and Challenges to Implement Integrated Project Delivery in China

Li, Shan; Ma, Qiuwen

doi:10.24928/2017/0119

Cited by 10 publications

(11 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…25,26 Despite the acknowledgement of some of these challenges, research is still ongoing regarding how best to tackle these challenges 27 with particular references to regional suitability. 4,28 Consequently, this study investigates the global regional attempts by countries that have adopted and applied the lean principles into the processes in their construction sector. Revelations from the investigations provide insights into the potentials and the challenges therein and recommendations for the AEC sector in the sub-Saharan Africa are suggested.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Advancing Lean Implementation for Improving Sustainability in Sub‐Saharan Africa: A Literature Review

Emuze

Allu

2018

Sustainability: The Journal of Record

View full text Add to dashboard Cite

This article aims to synthesize relevant literature underpinning the implementation of lean principles in the Architecture, Engineering, and Construction (AEC) sector. The focus is on the challenges and benefits to promoting lean application and sustainability efforts within the AEC sector in the sub-Saharan African region. The discourse centers on a descriptive analysis of the selected articles that specifically relate to the challenges and prospects of lean implementation in the AEC sector within the last six years. Findings from the literature review suggest that the prospects of lean applications by far surpass the challenging barriers. The limitations are mainly due to lack of appropriate knowledge on the specific application techniques for the construction tasks/processes. Furthermore, findings suggest that the implementation of lean principles promotes environmental sustainability, allows for refining construction processes to suit peculiarities, and encourages continuous improvements of processes, services, products, and stakeholders' development. Specific contextual adaptations to address regional-based requirements for lean implementation are recommended.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Advancing Lean Implementation for Improving Sustainability in Sub‐Saharan Africa: A Literature Review

Emuze

Allu

2018

Sustainability: The Journal of Record

View full text Add to dashboard Cite

show abstract

“…Forero et al (2015) investigated the implementation in Colombia and found that the main barriers were lack of knowledge and information about the IPD methods. As for China, adversarial relationships, legal issues, and lack of owner willingness were perceived to be the main implementation barriers (Li and Ma, 2017). In Peru, accountability, trust, and respect needed to be strengthened to create real commitments required for successful implementation of IPD (Gomez et al, 2018).…”

Section: Collaborative Project Delivery Methodsmentioning

confidence: 99%

Soft Elements in Collaborative Project Delivery Methods

Engebø¹,

Skatvedt²,

Torp³

2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

View full text Add to dashboard Cite

Lean construction seeks to improve project performance through maximizing value and reducing waste. As a way of improving project performance, collaborative project delivery methods have been presented as a potential solution. The foundation of collaborative PDM is that they seek to align all participants to well understood and agreed on project goals. However, collaborative PDM is more person-dependent than traditional delivery methods. Hence, this paper aims to increase this understanding of soft elements in collaborative PDMs. A qualitative case study was chosen for exploring the phenomena of soft elements in collaborative PDMs. The combination of literature, documents, and interviews was selected as the basis for data collection. The study has identified that collaborative PDM imposes specific demands upon project managers and owner's representatives and that formal elements have a significant impact on the soft elements in the project. Soft elements need to be viewed in light of the delivery method, and as indicators of the continuous relationship between members of the project organisation. Therefore, soft elements such as Top management support, Trust, Shared goals and motivation, Attaining the right people, Openness/transparency were all identified as necessary for such an approach to be successful. A critical success factor for soft elements lies in whether the management has enough resources to continuously follow-up. Especially in regards to which elements being implemented and nourished.

show abstract

“…These tools have proved their effectiveness in many ways, such as enhancing customer satisfaction, having better working environment, reducing change orders and conflicts, having a design that is more reliable and closer to field conditions, reducing variability, having accurate pricing and schedule, and others (Haugseth et al, 2014;Caixeta et al, 2013;Jang et al, 2007;Gil et al, 2000;Miles, 1998;Wøien et al, 2016;Spang and Riemann, 2014;Pheng et al, 2015). However, the lack of involvement, cooperation, and transparency among the stakeholder (Alarc on et al, 2005;AlSehaimi et al, 2014;Awada et al, 2016;Aziz and Hafez, 2013;Bashir et al, 2015;Cano et al, 2015;Fernandez-Solis et al, 2012;Hamzeh et al, 2016;Kim and Park, 2006;Olamilokun, 2015;Olatunji, 2008;Marhani et al, 2013;Mossman, 2009), inaccurate and incomplete design and the lack of involving contractors in the design phase (Alinaitwe, 2009;Olamilokun, 2015;Olatunji, 2008;Rooke et al, 2007;Sarhan and Fox, 2013;Seymour and Rooke, 2000;Shammas-Toma et al, 1998;Gao and Low, 2014a) and the reluctance of the projects parties to share the risks hinder the adoption of these tools (Li and Ma, 2017;Awada et al, 2016;Olamilokun, 2015).…”

Section: Ijlss 122mentioning

confidence: 99%

Barriers to adopting lean construction in the construction industry: a literature review

AlBalkhy

Sweis

2020

IJLSS

View full text Add to dashboard Cite

Purpose The purpose of this paper is to identify and theoretically explain the general barriers to adopting lean construction practices in the construction industry regardless of the country or the company size or specialization, and to suggest future research studies in this field. Design/methodology/approach Systematic literature review was conducted to identify and explain the list of the barriers from scientific sources that were published before May 2018. Findings Twenty-nine barriers were identified and explained, and a proposed model to classify the sources of the barriers was chosen. Seventeen barriers were classified as internal environment-related barriers, five were labor-related, three were materials-related and four were exogenous barriers. In addition, some directions for the future research studies were suggested. Research limitations/implications The barriers that are related to the advanced levels of lean construction (LC) implementations, to a specific location or to a specific LC tool were excluded. Originality/value This review will help to increase the understanding of the new concept of LC and might help to encourage the adoption of LC practices. Also, it might be useful for identifying the strategies to achieve successful application of these practices.

show abstract

Barriers and Challenges to Implement Integrated Project Delivery in China

Cited by 10 publications

References 0 publications

Advancing Lean Implementation for Improving Sustainability in Sub‐Saharan Africa: A Literature Review

Advancing Lean Implementation for Improving Sustainability in Sub‐Saharan Africa: A Literature Review

Soft Elements in Collaborative Project Delivery Methods

Barriers to adopting lean construction in the construction industry: a literature review

Contact Info

Product

Resources

About