Collaborative Project Delivery Methods: A Scoping Review

Engebø, Atle; Lædre, Ola; Young, Brendan; Larssen, Per Fridtjof; Lohne, Jardar; Klakegg, Ole Jonny

doi:10.3846/jcem.2020.12186

Cited by 56 publications

(62 citation statements)

References 188 publications

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“…According to literature on lean, lean project delivery methods operate with collaborative elements such as integrated teams, early involvement of actors, Target Cost Contracts, and Target Value Design (Alarcón et al 2013). This aligns well with how this paper has categorized elements, into contractual elements (i.e., target cost), organisational elements (i.e., performance measurements), and cultural elements (i.e., collaboration culture) (Engebø et al 2020).…”

Section: Introductionsupporting

confidence: 80%

“…Furthermore, a lean project culture should emphasise long-term decisions, opportunities for improvement, and open dialog with all levels of the organization (Paro and Gerolamo 2017). Some indicators for a good project culture are top management support, trust, shared goals and motivation, attaining the right people, and openness and transparency (Engebø et al 2020).…”

Section: Literature Review Collaborative Project Delivery Methodsmentioning

confidence: 99%

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Effects of Partnering Elements: An Exploratory Case Study

Falch¹,

Engebø²,

Lædre³

2020

Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)

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Partnering elements have become more common in Norwegian construction projects over the last decades. Partnering, as a project delivery method, shares similarities with the lean perspective as they both use available elements to achieve a collaborative project. The LC principles are often illustrated in terms of three fundamental elements (commercial, organizational, and operating system). This aligns with how this paper has categorised partnering, into contractual-, organisational-, and cultural elements. Consequently, this paper contributes to knowledge about the effects of partnering elements by answering the two research questions: 1) Which elements are used in partnering projects, and 2) What are the effects of these elements. An exploratory case study of a partnering project was carried out to examine the partnering elements and their effects. A combination of literature review, document study and semi-structured interviews were used data collection. The findings reveal that the contractual-, organisational-, and cultural elements are aligned with the LC triangle. There is a potential when implementing lean elements in partnering. However, there is a risk for partnering projects falling into a traditional approach in the actual delivery. The paper concludes that more attention should be paid to the effects of organisational and cultural elements in partnering projects.

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Section: Introductionsupporting

confidence: 80%

Section: Literature Review Collaborative Project Delivery Methodsmentioning

confidence: 99%

Effects of Partnering Elements: An Exploratory Case Study

Falch¹,

Engebø²,

Lædre³

2020

Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)

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“…Furthermore, CMR is a delivery method in which the construction manager is recruited during the design phase of the project, giving him the responsibilities of both a project coordinator and a general contractor [5]. Additionally, collaborative delivery methods such as integrated project delivery, alliancing and partnering represent emerging forms of delivery methods that emphasize features such as collaboration, trust, commitment, as well as co-learning [6].…”

Section: Introductionmentioning

confidence: 99%

Critical Review of the Evolution of Project Delivery Methods in the Construction Industry

Ahmed

El-Sayegh

2020

Buildings

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Selecting the appropriate project delivery method (PDM) is a very significant managerial decision that impacts the success of construction projects. This paper provides a critical review of related literature on the evolution of project delivery methods, selection methods and selection criteria over the years and their suitability in the construction industry of today’s world. The literature review analysis has concluded that project delivery methods evolve at a slower rate compared to the evolution of the construction industry. The paper also suggests features of an evolved project delivery method that is digitally integrated, people-centered, and sustainability-focused. Moreover, the paper highlights the latest selection criteria such as risk, health and wellbeing, sustainability goals and technological innovations. Furthermore, the paper concluded that advanced artificial intelligence techniques are yet to be exploited to develop a smart decision support model that will assist clients in selecting the most appropriate delivery method for successful project completion. Additionally, the paper presents a framework that illustrates the relationship between the different PDM variables needed to harmonize with the construction industry. Last, but not least, the paper fills a gap in the literature as it covers a different perspective in the field of project delivery methods. The paper also provides recommendations and future research ideas.

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“…An alternative is to use a project delivery method that integrates and aligns the project participants at an early phase (Fischer et al, 2017). These delivery methods seek to provide a framework for integration and may, therefore, be labelled collaborative in nature (Engebø et al, 2020b). In this context, integration refers to project participants that are collaboratively working, coordinating closely in decisions, understanding each other's' requirements and constraints, and have confidence in everyone's commitment to achieving common goals (Austin, Newton, Steele, & Waskett, 2002).…”

Section: The Need For New Project Delivery Methodsmentioning

confidence: 99%

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

Engebø

Klakegg

Lohne

et al. 2020

Architectural Engineering and Design Management

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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.

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Collaborative Project Delivery Methods: A Scoping Review

Cited by 56 publications

References 188 publications

Effects of Partnering Elements: An Exploratory Case Study

Effects of Partnering Elements: An Exploratory Case Study

Critical Review of the Evolution of Project Delivery Methods in the Construction Industry

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

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