Making sense of the multi-party contractual arrangements of project partnering, project alliancing and integrated project delivery

Lahdenperä, Pertti

doi:10.1080/01446193.2011.648947

Cited by 331 publications

(344 citation statements)

References 48 publications

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“…The multi-party contract enabled the parties feel financially safe (c.f. Sebastian, 2011;Lahdenperä, 2012).…”

Section: Coordination Of Collaborative Work In the 'Multi-party Contrmentioning

confidence: 99%

“…Lahdenperä, 2012). The multi-party contract itself aligned information and knowledge flows between the project parties by specifying organizational and technological mechanisms, such as a joint financial incentive, shared project goals, common definitions, collaborative decision-making in inter-organizational meetings, and building information modelling, and project management software.…”

Section: Comparing the Coordination Mechanisms In Contractually Diffementioning

confidence: 99%

“…As a result, multi-party contracts have been offered as a solution to coordinate construction parties' collaborative work in complex construction projects, such as hospital projects that require innovative solutions (Williamson, 1979;Sebastian, 2011;Lahdenperä, 2012). In a multi-party contract, risks and rewards are shared at least between the owner, the designers, and the contractor.…”

mentioning

confidence: 99%

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Coordinating collaboration in contractually different complex construction projects

Lavikka

Smeds

Jaatinen

2015

Supply Chain Management: An International Journal

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Structured abstract:Purpose -The study compares the coordination of supply chain networks in contractually different complex construction projects. Design/methodology/approach -A comparative case study of the coordination of collaborative work in two successful hospital construction projects was conducted. One of the projects applied multiple dyadic contracts, whereas the other project applied one multiparty contract between the parties. The projects were located in the USA. Data was collected by observing the coordination on the construction sites for six weeks and by conducting 72 interviews. Findings -The paper shows that depending on the contract type, the timing and extent of complementary procedural coordination differs during projects. Compared with one multiparty contract, the multiple dyadic contracts needed to be complemented during the design phase with three additional procedural coordination mechanisms: 1) organizational design, 2) processes for collaborative work, and 3) integrated concurrent engineering sessions. Additionally, common rules of conduct were taken into use during the construction phase. However, regardless of the contract type, procedural coordination mechanisms, such as colocated working, collaborative decision making in inter-organizational meetings, a liaison role, and shared project goals were needed throughout the projects. Practical implications -If multiple dyadic contracts are applied, procedural coordination mechanisms have to be co-created by all supply chain parties at the beginning of the project. Originality/value -The study provides understanding on successful contractual and complementary procedural coordination mechanisms of supply chain networks in complex construction projects.

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“…The multi-party contract enabled the parties feel financially safe (c.f. Sebastian, 2011;Lahdenperä, 2012).…”

Section: Coordination Of Collaborative Work In the 'Multi-party Contrmentioning

confidence: 99%

Section: Comparing the Coordination Mechanisms In Contractually Diffementioning

confidence: 99%

mentioning

confidence: 99%

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Coordinating collaboration in contractually different complex construction projects

Lavikka

Smeds

Jaatinen

2015

Supply Chain Management: An International Journal

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“…The Department of Finance and Treasury Victoria (2010, p.9) definition goes a long way towards characterising a PA. Ross (2003) emphasises the role of values that underpin a culture of collaboration facilitated by a set of contractual arrangements, and willingness of parties to work to the spirit of their alliance agreement. Authorities that explain how a project alliance is contractually configured (Morwood, Pitcher and Scott, 2008;Lahdenperä, 2010;Ross, 2010;Lahdenperä, 2012;Ross, 2013), stress the need for a three-limbed contract.…”

Section: What Is a Pa?mentioning

confidence: 99%

Performance of Project Alliancing in Australasia: a Digest of Infrastructure Development from 2008 to 2013

Walker

Harley

Mills

2015

CEB

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Project and program alliances have been an accepted form of project procurement for public infrastructure engineering projects in Australia and New Zealand (Australasia). Alliancing often provides best value and superior value for money when compared to traditional approaches such as Design and Construct, however considerable debate continues about its success and applicability. This paper reports on three studies of completed construction project alliance performance in 2008, 2010 and 2012. Consolidated findings are presented on 61 project alliances, data is analysed and emerging trends discussed. Recent government policy changes in Australia at Federal and State level have led to a decline in the number of project alliances, however, while the volume of alliance activity is declining it still represents billions of dollars of infrastructure construction work being undertaken. Results also revealed that communication and trust between the executive leadership and operational management teams was a major factor contributing to the functioning of the alliance. Furthermore, the research identifies several key factors that were necessary preconditions for successful alliances.Paper Type: Research article

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“…Integrated Project Delivery (IPD) is branded as a non-traditional method where the teams come together early utilising innovative technologies Krystallis et al 2016. "Using BIM to integrate and achieve holistic future-proofing objectives in healthcare projects", Construction Management and Economics 5 and thus collaboration is increased (Lahdenperä, 2012). As an alternative route, the client may choose the Design-Build type of contract but evidence has shown that these types of methods may bring confusion regarding the designer/contractor role (Larsen & Whyte, 2013).…”

Section: Holistic Future-proofingmentioning

confidence: 99%

Using BIM to integrate and achieve holistic future-proofing objectives in healthcare projects

Krystallis

Demian

Price

2015

Construction Management and Economics

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Making sense of the multi-party contractual arrangements of project partnering, project alliancing and integrated project delivery

Cited by 331 publications

References 48 publications

Coordinating collaboration in contractually different complex construction projects

Coordinating collaboration in contractually different complex construction projects

Performance of Project Alliancing in Australasia: a Digest of Infrastructure Development from 2008 to 2013

Using BIM to integrate and achieve holistic future-proofing objectives in healthcare projects

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