Exploration of Team Integration in Spanish Multifamily Residential Building Construction

Pellicer, Eugenio; Sanz, M. Amalia; Esmaeili, Behzad; Molenaar, Keith R.

doi:10.1061/(asce)me.1943-5479.0000438

Cited by 28 publications

(32 citation statements)

References 35 publications

(3 reference statements)

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“…Many potential issues of the projects analyzed were prevented by the correct behavior of the project manager, who could manage both technical and sustainability-related activities. This highlights the importance of integration, not only from the viewpoint of physical workspaces and/or procedures, but also from a knowledge perspective [39,47,52]. According to the information retrieved by interviewees, the success of delivering an integrated design process also depended on the capability of preventing mistakes and each subject specializing in one particular construction field.…”

Section: Cross-case Analysis: General Considerationsmentioning

confidence: 95%

“…This way, the European scenario establishes new hierarchies within the whole construction and project development process. As in the United States, the most common contractual approaches in Europe are Design-Bid-Build and Design-Build [38,39]. The Design-Build approach is more integrated and collaborative than the Design-Bid-Build approach, not only in the United States but also in the European Union [24,35].…”

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confidence: 99%

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Optimization of Green Building Design Processes: Case Studies within the European Union

2020

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Green buildings have recently become a key aspect of the construction field and bring along a renovation of the whole industry chain. Such changes introduce new challenges for all subjects involved, and designers are also affected by such issues, especially for the development of projects based on international green building standards. Within this scope, project management plays a key role in the optimization of the design phase. This research analyzes the design process of international projects from the project management perspective through a multiple case study approach, considering the sustainability-related tasks that negatively affect the project design development under two types of contractual approaches: Design-Build and Design-Bid-Build. It aims to identify whether the Design-Build or Design-Bid-Build process is the best solution for developing green building projects. Two case studies in Italy and two case studies in Spain are analyzed, and the effects of the project management issues are evaluated under three different points of view: Time, cost, and level of sustainability of the building. A poorly planned process for the achievement of the various green building features of the project can impact the project schedule and the budget, whereas, a poorly managed project could also negatively impact its green building features. Finally, this research also highlights the positive relationship between process integration and green building design development.Sustainability 2020, 12, 2276 2 of 16 of necessary inputs and integrate them to meet pre-defined objectives [18]. During the last years, several research studies have analyzed project management processes to optimize green building projects focusing on various aspects, such as leadership factors [19,20], building information modelling implementation [12,21], lean construction [13,14], economic value [22], schedule performance [23], procurement approaches [24], rating systems [3], best practices [11], project-based organizations [25], processes [1], design teams [26], and design development [27,28].The management of the design phase is especially critical within the facility lifecycle, as any later changes will produce cost overruns and delays [12,29]. Designers involved in the development of projects based on international green building standards face additional challenges, primarily the need for additional design time, uncertainty regarding special equipment and materials, inclusion of green requirements in the contractual specifications, and planning green activities within the general master plan [1,8,29]. In this scenario, the standardization of procedures through green building certification is appropriate [5,30]. This way, reference standards, such as Leadership in Energy and Environmental Design [31], or the British Research Establishment Environmental Assessment Method [32], have begun to be implemented as an international benchmark for the definition of common sustainable quality for buildings. LEED and BREEAM are the most used reference st...

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Section: Cross-case Analysis: General Considerationsmentioning

confidence: 95%

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confidence: 99%

Optimization of Green Building Design Processes: Case Studies within the European Union

2020

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“…The research team decided that the key opposing characteristic was the type of relationship between the construction company and its clients, which is a key factor in contingency management (see criterion 10 in Table 2). Company A was chosen because it is an integrated company; it works exclusively for the developer of its corporate group and it obtains construction projects without participating in any kind of open bidding (Pellicer et al 2016). Company B was chosen because it is a nonintegrated company.…”

Section: Case Study Selectionmentioning

confidence: 99%

“…Company B procures its contracts in competitive bids to build the facility. Company B generally works in a traditional design-bid-build delivery environment, which is the most common strategy in the Spanish construction industry (de la Cruz et al 2006;Pellicer, Victory 2006;Oviedo-Haito et al 2014;Pellicer et al 2016).…”

Section: Case Study Selectionmentioning

confidence: 99%

Management of Time and Cost Contingencies in Construction Projects: A Contractor Perspective

Ortiz

Pellicer

Molenaar

2018

Journal of Civil Engineering and Management

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The management of threats and opportunities plays a key-role in enhancing project performance. However, there is a gap in literature concerning how general contractors manage threats and opportunities in construction projects, in particular in the use of time and cost contingencies. This research partially addresses this gap through a case study of two large Spanish construction companies. The research presented two key factors determining how the contractors analyzed manage time and cost contingencies: project objectives and existing mistrust among the contractor’s team members. The research also found that managers use time and cost contingencies not only to manage threats, but also as tools for managing opportunities, thereby providing insight into a previously undescribed form of contingency: the negative contingency. The research results enable a better understanding of the actual behavior of general contractors, which contributes to paving the way for developing enhanced methods for contingencies management.

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“…The significance of the construction industry in the Spanish economy (44,000 housing units were finished in 2014, according to SEOPAN 2016) means that improvements in its construction industry practices will benefit the economy on a large scale. The concept of project management, in general, as well as the EVM in particular, has been reported receiving recognition to 'better' manage and deliver construction projects, although implementation has been gradual and slow (Pellicer and Victory 2006;Pellicer et al 2016). However, the Spanish construction industry has been characterised by the management style of managers that relies heavily on ad-hoc approaches in managing their projects and generally underplays the importance of planning (Aram and Walochik 1997;Oviedo-Haito et al 2014).…”

Section: Introductionmentioning

confidence: 99%

Exploring earned value management in the Spanish construction industry as a pathway to competitive advantage

Sutrisna

Pellicer

Torres-Machí

et al. 2018

International Journal of Construction Management

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As a well established discipline and profession, project management has its distinctive tools and techniques. One of them that has been considered the embodiment of the core principles of project management is the Earned Value Management (EVM). In managing construction projects, the EVM has been considered as a suitable tool and hence, has been implemented in was developed in a formal fashion, there was a perception that the results were successful. An in-depth analysis of the benefits derived from project management was conducted by the Project Management Institute (Thomas and Mullaly 2008). This study, involving 65 organisations from 14 countries, concluded that project management creates tangible and intangible benefits. Among tangible benefits of project management, concepts such as cost savings and customer retention are included; whereas improvements in decision-making and enhanced communications and collaboration, among others, are considered as intangible benefits. Similarly, studies undertaken in Malaysia (Din et al. 2011) and in the United Arab Emirates (Mir and Pinnington 2014), found a statistically positive relationship between project management and project success. Together, these studies indicate that the implementation of project management practices may improve the practices of construction companies. This improvement is especially important for the survival and competitiveness of construction companies operating in turbulent environments. Such turbulence in the environment can be influenced by many factors, but taking into account the recent global economic downturn in 2007, one of the most severely affected is the Spanish construction industry. Prior to the global financial crisis, the Spanish construction industry has been considered one of the most dynamic sectors in the Spanish economy in terms of both job creation and production: from 2.7 million employees and a revenue of 371.0 billion Euros in 2007 to 0.97 and 101.3 respectively in 2015; this means a decrease of 64% in employment and 73% in production (SEOPAN 2016). Furthermore, public procurement dropped 79%, from 46.7 billion Euros in 2006 to 9.9 billion Euros in 2015 (SEOPAN 2016). The 2007 crisis saw the end of the long phase of expansion enjoyed by the Spanish economy in the previous decade and the beginning of an inevitable adjustment in the real estate and, consequently, in the construction sector (Oviedo-Haito et al. 2014).

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Exploration of Team Integration in Spanish Multifamily Residential Building Construction

Abstract: 5Project delivery team integration generally involves early involvement of general contractors 6 and key specialty contractors in the design process. Team integration has been found to 7 improve an owner's probability of success. However, during difficult economic times, owners

Cited by 28 publications

References 35 publications

Optimization of Green Building Design Processes: Case Studies within the European Union

Optimization of Green Building Design Processes: Case Studies within the European Union

Management of Time and Cost Contingencies in Construction Projects: A Contractor Perspective

Exploring earned value management in the Spanish construction industry as a pathway to competitive advantage

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