Soft Elements in Collaborative Project Delivery Methods

Journal of Civil Engineering and Management

Lædre

Young

et al. 2020

Self Cite

Understanding how to systemise, organise, and finance the design, construction, operation, and maintenance activities are all parameters needed to be optimised simultaneously in a Project Delivery Method. To meet the challenges of increasingly complex projects, a new class of delivery methods is emerging. These methods are often labelled “collaborative” since they seek to align the client’s interest with those of the supply chain. The purpose of this article is to present the current state-of-the-art through a review of 156 identified articles concerning Partnering, Integrated Project Delivery, Alliancing, Relational Contracting, and Relationship-Based Procurement. A framework for the methodological procedure based on the state of the art within qualitative research was elaborated and is reported on in this paper. The results show that there is a range of research on collaborative project delivery methods across the world. By analysing the study purposes, important themes generated and delineated as a) Conceptualisation, b) Implementation and experiences, c) Pros & Cons, d) Building Partnership & Social Dimensions, and e) Performance and Success. The paper provides an overview of collaborative project delivery methods identified in the realm of academic journals. Secondly, knowledge gaps have been identified by creating a summary of the body of evidence.

Section: Emerging Project Delivery Methodsmentioning

confidence: 99%

Collaborative Project Delivery Methods: A Scoping Review

Journal of Civil Engineering and Management

Lædre

Young

et al. 2020

Self Cite

“…As each delivery method has its advantages and disadvantages, a lengthy consideration should be made before selecting a method; in particular, the unique characteristics of the project need to be paid sufficient attention (Mahdi and Alreshaid, 2005;Hosseini et al, 2016a). And yet, this selection is often based on past experience, decision-makers' knowledge, and general information about the project (Liu et al, 2016;Engebø et al, 2019). It is for these reasons that traditional methods have been found to be the most common used in high-performance building projects (Chen et al, 2015).…”

Section: Project Delivery Methodsmentioning

confidence: 99%

A collaborative project delivery method for design of a high-performance building

Klakegg

Lohne

et al. 2020

IJMPB

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PurposeTo achieve the shift towards sustainable construction the industry must change the project delivery methods used. Therefore, this paper reports on a high-performance building project that implemented a collaborative project delivery method through the examination of the following research questions: RQ1: What were the most important contractual, cultural and organisational elements studied in the collaborative project delivery method? RQ2: What were the effects of the studied elements?Design/methodology/approachA longitudinal case study approach was adopted. As for means of data collection, a document review, semi-structured interviews, and observations was conducted. A total of 20 observations (App. 80 h, 175 pages of notes) and 12 interviews (App. 20 h, 100 pages of notes) with project participants was conducted.FindingsThe analysis indicates that if attention is paid to task, team and individual needs through contractual, cultural and organisational elements, this will affect the development of an integrated team.Research limitations/implicationsWe demonstrate that the effects of the elements are shown through their achievement in creating and sustaining an integrated team of inter-organisational participants working in a collaborative environment.Practical implicationsIt provides a better understanding of how a collaborative project delivery method for the design phase emphasises team integration. We demonstrate that while the principal sets the contractual boundaries by deciding the contractual elements, the agent should be intentional in the selection and use of organizational and cultural elements.Originality/valueThe paper suggests that it is not enough to just have contractual elements implemented. Consequently, this insight suggests that managers should be attentive to the untapped potential that lies within organisational and cultural elements.

“…Foremost, this may be obtained by implementing a broader view of what constitutes the value of projects (Klakegg, 2017;Walker & Lloyd-Walker, 2015). In practice, the client has an extensive list of contractual, organisational, and cultural elements (often referred to as hardand soft elements, or the more generic Partnering elements) ranging from early contractor involvement to integrated concurrent engineering to choose from (Engebø, Skatvedt, & Torp, 2019;Hosseini, Wondimu, Klakegg, Andersen, & Laedre, 2018;Larssen, Engebø, Laedre, & Klakegg, 2019;Simonsen, Skoglund, Engebø, Varegg, & Laedre, 2019;Wøien, Hosseini, Klakegg, Laedre, & Lohne, 2016).…”

Section: The Need For New Project Delivery Methodsmentioning

confidence: 99%

High-performance building projects: how to build trust in the team

Architectural Engineering and Design Management

Klakegg

Lohne

et al. 2020

Self Cite

Trust is a prerequisite in all endeavours concerning uncertainty and interdependencies. By studying the development of a sustainable, high performing building this paper report on such an endeavour. The client implemented a collaborative project delivery method where key actors were brought together to collaboratively develop the project in the design phase. For the participants to collaborate, and thus work as a high-performance team, there was a need for trust. Therefore, this study addresses the following research questions: what was perceived as the key elements for building trust in this project? and, how did the key elements impact the trust-building in this project? The study is based on observations of weekly design meetings (so-called Big-Room sessions), as well as secondary data from a document study, and a supplementary questionnaire. Trust was essential as the participants were able to rely on each other's expertise and work interdependently towards a common goal. The most prominent elements that affected trust were the start-up seminar, team composition, shared interest, support from management, joint problem solving, and the use of integrated concurrent engineering. These elements built and sustained trust due to their ability to create or positively impact the experiences, problemsolving, shared goals, reciprocity, and reasonable behaviour of the project team. The insight into how the collaborative project delivery method build trust may be valuable for practitioners and researchers alike.