Complex integrity and the improved DB mode in infrastructure mega-projects: how does the improved DB mode degrade the complex integrity of infrastructure mega-projects? Evidence from the Hong Kong-Zhuhai-Macau Bridge project in China

Abstract

Complex integrity is one of the main characteristics of infrastructure mega-projects (IMPs). Cost, technology, risk, duration, environmental impact, and other uncertain complexities are interrelated and constitute a challenging and complex management problem. At present, there is no unified understanding of or solutions to these complex integrity problems. This study analyzes the complex integrity of the island-tunnel subproject of the Hong Kong-Zhuhai-Macao Bridge (HZMB) project and proposes an improved design-build (DB) mode in which the owner provides a preliminary design and has the right to form and manage consortium. This improved DB mode creatively degrades the special complexities that arise from multiple dimensions. On this basis, it is an efficacious way to grasp the main contradictions, integrate the effective resources, and degrade the complex integrity in multiple dimensions and at multiple levels so as to effectively deal with the complexity management of IMPs.

Configurational Path to Collaborative Innovation in Large and Complex Construction Projects

“…Configuration 3 takes gaining rewards, huge competition in the market, and the organisation's learning goal into account to explain their positive effects on collaborative innovation. This result may be illustrated by considering a second-tier supplier that provides material, equipment, and information based on the requirements of the first-tier supplier [61]. The second-tier supplier has no direct connection and relationships with clients/owners, and often, the first-tier suppliers work as the systems integrator [61].…”

“…This result may be illustrated by considering a second-tier supplier that provides material, equipment, and information based on the requirements of the first-tier supplier [61]. The second-tier supplier has no direct connection and relationships with clients/owners, and often, the first-tier suppliers work as the systems integrator [61]. In this condition, the second-tier supplier captures the opportunities of collaboration with the first-tier supplier to accumulate experiences, knowledge, and social resources, obtain monetary or non-monetary rewards and further increase its competitiveness for its longterm survival [62].…”

The roles of captains in megaproject innovation ecosystems: the case of the Hong Kong‐Zhuhai‐Macau Bridge

“…It is also a long, high-standard, and challenging clustering project that consists of a bridge project, island project, and tunnel project simultaneously. This megaproject faces four typical problems, which concern construction management, complex engineering technologies, high standards of environmental protection, and safety requirements in maritime sites (Chen et al , 2018; Zhang and Qiu, 2018). To finish the HZMB project, the Ministry of Science and Technology (MOST) of the People’s Republic of China (PRC) offered a large-scale research fund, including five large research projects, 19 small research projects, and 73 special projects, involving 21 enterprises and institutions, and eight universities.…”

Empirical Assessments of the Determinants of Construction Megaprojects’ Success: Evidence from China

“…Therefore, effective risk management is vital to achieving project goals and success. In addition, effectively addressing complexities and systematic control and integration mechanisms should be emphasised in megaproject management to ensure project success [59]. The complexity of a system depends on the number and variety of components, including its interdependencies [60].…”

“…Under this model, the owner provides the preliminary design and has the authority to manage the construction consortium. This mode helps to creatively and effectively degrade the unique complexities that arise from the multiple dimensions of the project [59]. Economic and political stability, which is a critical issue in projects, is also one of the CSFs in this cluster.…”