Barriers to integrating lean construction and integrated project delivery (IPD) on construction megaprojects towards the global integrated delivery (GID) in multinational organisations: lean IPD&GID transformative initiatives

Abstract

Purpose The architecture, engineering and construction (AEC) industry encounter substantial risks and challenges in its evolution towards sustainable development. International businesses, multinational AEC organisations, technical professionals, project and portfolio management organisations face global connectivity challenges between business units, especially during the outbreak of novel coronavirus pandemic, to manage construction megaprojects (CMPs). That raises the need to manage global connectivity as a main strategic goal of global organisations. This paper aims to investigate barriers to integrating lean construction (LC) practices and integrated project delivery (IPD) on CMPs towards the global integrated delivery (GID) transformative initiatives and develop future of work (FOW) global initiatives in contemporary multinational AEC organisations. Design/methodology/approach A two-stage quantitative and qualitative research approach is adopted. The qualitative research methodology consists of a literature review to appraise barriers to integrating LeanIPD&GID on CMPs. Barriers are arranged into six-factor clusters (FCs), with a conceptualisation of LeanIPD&GID, GID strategy placements and FOW global initiatives with multiple validations. This analysis also involved semi-structured interviews and focus group techniques. Stage two consisted of an empirical questionnaire survey that shaped the foundation of analysis and findings of 230 respondents from 23 countries with extensive cosmopolitan experience in the construction of megaprojects. The survey examined a set of 28 barriers to integrating LeanIPD&GID on CMPs resulting from a detailed analysis of extant literature after validation. Descriptive and inferential statistical tests were exploited for data analysis, percentage scoring analysis, principal component analysis (PCA) and eigenvalues were used to elaborate on clustered factors. Findings The research conceptualised LeanIPD&GID principles and proposed GID strategy placements for LeanIPD&GID transformative initiatives and FOW global initiatives. It concluded that the most significant barriers to integration of LeanIPD&GID on CMPs are “lack of mandatory building information modelling (BIM) and LC industry standards and regulations by governments”, “lack of involvement and support of governments”, “high costs of BIM software licenses”, “resistance of industry to change from traditional working practices” and “high initial investment in staff training costs of BIM”. PCA revealed the most significant FCs are “education and knowledge-related barriers”, “project objectives-related barriers” and “attitude-related barriers”. Awareness of BIM in the Middle East and North Africa (MENA) region is higher than LC and LC awareness is higher than IPD knowledge. Whilst BIM adoption in the MENA region is higher than LC; the second is still taking its first steps, whilst IPD has little implementation. LeanBIM is slightly integrated, whilst LeanIPD integration is almost not present. Originality/value The research findings, conclusion and recommendation and proposed GID strategy placements for LeanIPD&GID transformative initiatives to integrating LeanIPD&GID on CMPs. This will allow project key stakeholders to place emphasis on tackling LeanIPD&GID barriers identified in this research and commence GID strategies. The study has provided effective practical strategies for enhancing the integration of LeanIPD&GID transformative initiatives on CMPs.

Competency framework to integrate lean construction and integrated project delivery on construction megaprojects: towards a future of work global initiatives in multinational engineering organisations

“…The principles of IPD, as its name suggests, is integration or collaboration between the different participants involved in projects. For efficient collaboration to take place, project delivery systems must encompass several core features, including: (1) early collaboration during design, (2) alignment of interests and objectives among project parties in line with overall project objectives (AIA/AIA CC American Institute of Architects and AIA California Council, 2007), (3) trust and respect between parties and a “no-blame” culture within projects (Evans et al , 2020b), (4) high levels of teamwork, communication and collaboration (Evans et al , 2020a), (5) processes and tools that encourage cooperation, for example, BIM (Evans et al , 2021b), (6) pain-share/gain-share agreements (Evans et al , 2020b), (7) high levels of teamwork, communication and collaboration (AIA/AIA CC American Institute of Architects and AIA California Council, 2007) and (8) the employment of collaborative planning systems, such as “last planner systems” (LPSs) for production planning and control (Ballard, 2000).…”

“…Building information modelling (BIM) is defined as a digital representation of a facility illustrating accurate geometry and pertinent data used for supporting design, procurement, fabrication and construction of projects (Sacks et al , 2018). Building information models also encompass exchangeable data or files used to assist communication and decision-making processes (Evans et al , 2021b, c; Sacks et al , 2018; Evans and Farrell, 2020).…”

“…This also reinforces the need to effectively store and share knowledge across enterprises. Figure 9 represents employee “work modes; distributed by location and the destinations” where it is a physical and virtual way to work (Evans et al , 2021b).…”

“…Staked Venn diagram shows relationship among BIM, LC, IPD principles and GID transformative initiatives (vector artwork design using Adobe® Illustrator software) (Evans et al , 2021b)…”

“…The pandemic caused by the newest strain of COVID-19 has sent global economies into a tailspin; there are numerous uncertainties due to measures taken to slow the spread of COVID-19 or to flatten the curve, and many challenges were experienced particularly on CMPs (Evans et al , 2021b). Most federal, state and local governments worldwide have requested minimising gatherings and have encouraged telecommuting; this was not totally feasible on CMPs.…”