Exploring performance of the integrated project delivery process on complex building projects

Mesa, Harrison; Molenaar, Keith R.; Alarcón, Luís F.

doi:10.1016/j.ijproman.2016.05.007

Cited by 147 publications

(144 citation statements)

References 40 publications

(64 reference statements)

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“…Currently, the approach of integrated project delivery has gained much popularity as an efficient assembly of production factors (i.e., people, technology, information and capitals) in the construction process (Mesa et al 2016). An aggregating application of this delivery approach necessitates contractors to develop an ability of providing holistic services to the client, and both the client and contractors ought to work together in the whole process (Mesa et al 2016). Therefore, it is vital that the competition rule is built on all of the four stages.…”

Section: Contractors' Perceptions On the Competition Rulementioning

confidence: 99%

Competition Rule of the Multi-Criteria Approach: What Contractors in China Really Want?

Zeng

Wong

2018

Journal of Civil Engineering and Management

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Abstract. Recent years have witnessed the diversifying means of competitive bidding, where the client plays a critical role in the determination of competition rule. It is widely recognized that the competition rule should be placed on a win-win basis to ensure that both the client and contractors are well considered with respect to their interests. Nevertheless, a vast majority of biddings fail to take account of what contractors really want. Using the methods of literature review and content analysis, 34 tender evaluation factors are proposed to compose the competition rule in China. Contractors' opinions on these factors are collected by virtue of questionnaire survey. Based on the Pareto law, it is found that the competition rule encompasses eleven key factors, and the composition varies slightly between public and private sectors. The Hotelling's T test is conducted on those key factors in common. The implication is that contractors can use indifferent factors (e.g., credit rating, construction plan, completeness of bid components, timely payment to workers) to improve competitiveness, while the client may utilize different factors to diversify the competition rule. This paper probably presents an earliest effort put to examine the acceptability of competition rule in the construction context.

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Section: Contractors' Perceptions On the Competition Rulementioning

confidence: 99%

Competition Rule of the Multi-Criteria Approach: What Contractors in China Really Want?

Zeng

Wong

2018

Journal of Civil Engineering and Management

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“…owner, designers and constructors (see e.g. Mesa et al 2016). Therefore, we believe that this term is not completely suitable in the context of customer value.…”

Section: Alignment Of Valuementioning

confidence: 99%

Ethical Dilemmas in Value Delivery: Theoretical Conditions

Drevland¹,

Lohne²,

Klakegg³

2017

25th Annual Conference of the International Group for Lean Construction

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Delivering value for the customer is one of the core tenets of lean construction. However, anyone who is affected by a project is considered a customer of the project. Often, different customers of a project will be at odds with each with regards to what constitutes value for them. This could potentially lead to ethical dilemmas for the project delivery team. This is a subject that has so far been given little attention in literature.In this paper we set forth a theoretical framework for investigating ethical dilemmas in value delivery that will form the basis for future empirical research on ethical issues related to value delivery. More precisely we examine fundamental reasons for ethical dilemmas occurring in the context of value delivery. We theorize that ethical dilemmas in construction projects typically arises when there is misalignment of value between project stakeholders.

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“…The next factor is the moment of beginning the given task. All activities associated with this task begin as late as possible in accordance with the ALAP principle (As Late As Possible) [7,8,9].…”

Section: Introductionmentioning

confidence: 99%

Scheduling of an assembly process of a chosen technical mean using the critical chain approach

2017

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Abstract. In the work is presented the CCPM (Critical Chain Project Management) method that differs from other network approaches. The differences are related with: the scheduling process, with restrictions of the project that are taken into account and with the time buffers allowing avoiding delays in realized tasks. Each project should be such organized to effectively achieve the previously assumed goals. The paper presents all the steps involved with utilization the CCPM method for determining the schedule of an assembly process of a mining shearer machine. It is presented the elaboration of the network of tasks and preparation the process schedule. It is also realized the resource optimization and the safety buffers introduction.

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Exploring performance of the integrated project delivery process on complex building projects

Cited by 147 publications

References 40 publications

Competition Rule of the Multi-Criteria Approach: What Contractors in China Really Want?

Competition Rule of the Multi-Criteria Approach: What Contractors in China Really Want?

Ethical Dilemmas in Value Delivery: Theoretical Conditions

Scheduling of an assembly process of a chosen technical mean using the critical chain approach

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