Design bid build to integrated project delivery: Strategic formulation to increase partnering

Abstract

COVID-19 pandemic has caused many design bid build projects to suffer losses. Design bid build or DBB has the disadvantage of depth partnering. The research purpose is to reveal the depth of partnering of DBB, the characteristics of existing partnering in DBB through detection in each project life cycle in DBB, then efforts to increase DBB partnering to partnering in integrated project delivery (IPD). The methodology used is secondary data from three project DBB, then validation using focused group discussions (FGD) with expert judgment, then the Delphi method to analyse and propose recommendations. This project recommends that DBB project can improve the project performance so stakeholder can increase partnering toward integrated project delivery (IPD) partnering. This research can be used for increasing partnering in DBB projects towards partnering in IPD. This research will produce strategic recommendations that can be utilized by stakeholders (owner, contractor, designer) in improving project performance to generate great value for the project, will result in long-term project sustainability, improve relationships, and learn valuable lessons for future projects. DBB projects usually experience many problems due to the competitive nature of partnering for owners, contractors, and designers, so it is necessary to develop an overall strategy as an option to improve partnering in DBB project contracts. This research will help create a sustainable project by the owner, contractor, and designer.

Tools and Techniques for Improving Maturity Partnering in Indonesian Construction Projects

“…Thompson (1998) [17] stated that maturity partnering can be measured, and its characteristics are identifiable in project activities [20,30]. A higher level of maturity partnering in an organization leads to several achievements which include the following [18,20]:…”

“…Previous research has not fully discussed the ways in which partnering can be applied in construction projects to produce value for each stakeholder. Meanwhile, previous findings only focused on partnering factors [15,16], levels [12,13,[17][18][19][20], interactions [13,21], challenges [13], waste reduction, and financial risk reduction [22][23][24][25]. Therefore, this research aims to improve our understanding of the way partnering is implemented in projects, considering depth as an indicator of success.…”

Examining Solicited Projects of Public–Private Partnerships (PPP) in the Initiative of Indonesian Government

“…PPP comprised five aspects, namely the project, delivery method, policy, good governance, and culture [12]. These aspects depended thoroughly on partnering for effective implementation [13][14][15][16].…”

“…Figure 9 shows the need for detailed arrangements in identifying potential collaborations through PPP projects, emphasizing the importance of stakeholder interactions in creating value and fostering innovation [11,[15][16][17]. Successful PPP projects relied on clear Standard Operating Procedures (SOPs) and defined success indicators.…”

“…Figure 12 showed that there was an in-depth cooperation to form a single entity [15,16] as an investor, including contractors who carry out construction work. The model was similar to PPP "B", but in PPP "C" it was possible for contractors not to participate.…”