The construction industry is vertically fragmented because of the inherent nature of construction projects, which require planning, design, letting, construction, and operation in distinct phases (Fellows and Liu, 2012;Fong and Lung, 2007). The construction industry is also horizontally fragmented because of the general tendency of participants to work independently in all phases of the project (Fellows and Liu, 2012;Saram and Ahmed, 2001). Given the increasing number of construction projects in the current global environment, geographical fragmentation is caused by project participants that are frequently geographically separated. The construction industry is also temporally fragmented, as the phases of construction projects diverge over an estimated time period (Luck, 1996). According to Evbuomwan and Anumba (1998), the fragmentation in the industry results in costly engineering changes and design iterations, time and cost increases, poor communication between project participants, neglect of the application of sustainability principles throughout the life cycle of the building, and inadequate coordination and integration of the various participants. The root cause of much of these problems encountered in the management of building projects can be traced back to the design phase.The building design process typically involves the participation of architects, engineers (structural, mechanical, electrical, and environmental engineers) and material suppliers. In some project delivery systems, contractors are also involved in the design process. The lack of effective coordination among different disciplines in the building design process may affect not only the design but also the construction processes and the final product, creating problems related to schedule, quality, manpower, materials used, and cost. The interaction of the project participants is vital for the success of the project. Architects and engineers must recognize the collaborative nature of the building design process and support
