Collaborative Innovation And Decision Making Construction Essay

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To construct a commercial building, the needs for engineers, architects, construction companies, specialty contractors and building owners, all doing their part to provide to the end outcome. When so many cards are played, it is easy to reveal how miscommunication occurs. When a commercial project is completed on time, is actually shocking. The secret behind was the total number of bodies involved in that particular project.

However, there is developing movement which is the Integrated Project Delivery (IPD). They aim to bring all the teams together to avoid delays and to restructure the design-build process. The IPD team participants are incorporated at the initial stage of the project to guarantee all the stages of the project are 'integrate'.

1.1 Concept

The Integrated Project Delivery (IPD) system is a process where all disciplines in a construction project work as one firm, creating faster delivery times, lower costs, no litigation and a more enjoyable process for the entire team, also including the owner.

The IPD structure and concept was formulated in response to the decreasing levels of productivity and profitability in the construction sector. With the aim of an improved project outcome upon adoption of the IPD approach. IPD also allows management of risk while focusing on the needs of the end client. As a collaborative process IPD allows modern technology, involving teams from all stages of the construction process and the respective processes and practices of these teams to deliver projects on time and on budget.

My research will basically interpret the dos and don'ts from the design to the construction phase and to find out ways to improve the delivery method in the construction project. Setting strategies on how issues can be solved and enhanced. It will help to tackle the issues such as delivery at the best and minimal cost, timing and quality of work done. I also intend to elaborate more on the roles of members of the Integrated Project Delivery (IPD) and their communication links to achieve a successful project and meet their required / expected goals.

The IPD process looks like the traditional "design-build" concept which has been successful for years. The difference is that everyone, including the strategic subcontractors, collaborates at the earliest stages of the project. It is believed that increasingly this type of delivery method will become more predominant in the nearest future, and that Integrated Project Deliveryâ„¢ in one form or another will actually become the preferred method of delivery for the next (20) years or more.

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The Old World (Fragmentation/Misalignment)

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The New World (Alignment/Integration/Collaboration)

Lastly, one key member of the project team is the facility managers, are always left out in the IPD process. These individuals operate the buildings and their inability to produce could result in increased operational costs down the road.

Issue or problem statement:

Parties who are unable to shed old habits can detract from the process. Contract terms/concepts untested in court. Stronger players must drag weaker players along. Weaker players can cause losses for all.

( need to elaborate not jst providing bullet points )

1.3 Hypotheses:

The Integrated Project Delivery (IPD) is a modified protocol practice during construction.

It is observed throughout the design and construction phase.

The IPD seeks the attention of the architect, contractor and other practitioners as a team.

It is also a multiparty arrangement.

Integrated Project Delivery is built on collaboration.

The IPD participants share and apply common value and goals.

Integrated Project Delivery (IPD) is a delivery method where every member is merged to meet a goal.

A simple understanding of IPD team

1.4 Research questions:

Explaining the principles and benefits of integrated project delivery (IPD) for overall improved service delivery management.

What are the specific ways IPD will reduce project costs?

What are the main sequential phases to the IPD?

How do independent firms combine to offer Integrated Project Delivery (IPD)?

Which subcontractors are included in the process?

1.5 Objectives:

To evaluate on how liabilities can be limited by providing desired certainty.

To examine the construction phase from the design phase and procedures to be observed.

To investigate on the relationship and communication linkage among the Integrated Project Delivery (IPD) participants.

To eliminate the unnecessary costs and contingencies out of the estimate

To identify inefficiencies out of the process.

Chapter 2: Literature Review

2.1 Traditional Delivery Methods

There are several types of delivery method which the Design-bid-build, Construction Manager at-Risk, and Design-Build are most commonly used traditional delivery methods. They function in unique system while they consider at a minimum, cost, project requirements and schedule.

2.2 Integrated Project Delivery

Integrated Project Delivery being a recent development in the construction industry, embodies sustainability, productivity, technology and culture change into delivery method.

The common description of IPD is "IPD is a practise of project delivery renowned by a contractual understanding among a minimum of owner, design professional and constructor that affiliates business interests of all parties. Also, risk and reward are shared and stakeholder success depends on the structural project success.

Since IPD is a recently developed concept, literature on the topic is general in nature. The limited scope of literature includes definitions of and guidelines for IPD, a case study about the challenges, process, and benefits of IPD, and some outside opinions of IPD from industry professionals.

IPD has nine basic guiding principles. Each principle and a bulleted summary are listed below.

1. Mutual Respect and Trust

All team members (owner, designer, constructor, consultants, subcontractors and suppliers) value collaboration.

All team members

2. Mutual Benefit and Reward

IPD benefits all participants and team members.

Compensation and incentives are based on the value an organization adds to achieving the project goals.

3. Collaborative Innovation and Decision Making

Collaborative innovation occurs when all participants exchange ideas without restraint.

The project team assesses key decisions.

Decision-making is enhanced by considering the knowledge and expertise of all team members.

4. Early Involvement of Key Participants

Decision-making is enhanced by considering the knowledge and expertise of all team members.

The early involvement of key participants is most effective during the beginning phases of a project, as this is when collaborative decisions have the most impact.

5. Early Goal Definition

Goals are defined early in the project.

Team members must agree upon and respect project goals.

Project goals shape the basis of individual team member objectives and values.

6. Intensified Planning

Increased planning efforts result in greater efficiencies and savings, such as cost and schedule, during project completion.

7. Open Communication

Team performance is dependent upon receptive and honest communication between all participants.

Responsibilities are assigned with the understanding that team members practice a no-blame culture. Well-defined and allocated responsibilities allow problems to be identified and solved more effectively, rather than resorting to liability.

8. Appropriate Technology

Integrated projects can be greatly aided by advanced technologies.

Technologies are brought on at the start of a project and are utilized to improve functionality and simplicity, and must be operable between project disciplines.

Building Information Modelling (BIM) is highly suggested, although not 14 absolutely necessary, as a tool to execute IPD. BIM is a 3D computer modelling program that allows a project to be built electronically first before physically building it on site. A detailed computer model allows the project team to identify errors, assess the constructability of a project, and modify the plans with the goal of reducing and potentially avoiding errors on site. BIM requires an integrated design process, and therefore pairs well with IPD (National Institute of Building Sciences, 2007).

9. Organization and Leadership

Leadership for certain tasks is assigned to the best-suited team member depending on the type of work and requirements.

Team member roles are clearly defined in a way that supports open communication and risk.

2.3.1 IPD Strengths

IPD has some clear advantages over the design-build process. IPD requires collaboration early on among designers, contractors and fabricators.  Under the traditional design-bid-build method, key participants cannot be identified until bids are received - far too late for all parties to meaningfully participate in developing the integrated design.

Because members of an IPD team are contractually bound, their profit ultimately depends on how successful the project is, ensuring all members are working towards the best interest of the overall project. Rather than each member focusing on his portion of the project, IPD aims to maximize communication and streamlines the building process because it allows data sharing directly between the design and construction team eliminating a large barrier to increased productivity in construction.

2.3.2 IPD Weaknesses

A process like IPD might not be cost effective for straightforward projects, like a 30,000-square-foot parking garage, according to the Architect article. Also, IPD often requires the use of Building Information Modelling (BIM) software that, while having many benefits, is much debated as to its ultimate worth. Plus, according to many architects and engineers we've talked to, the software isn't perfect and sometimes doesn't account for certain brands or types of mechanical systems.

Chapter 3: Methodology

3.1 Introduction

Research data is collected using quantitative and/or qualitative research techniques. Quantitative research focuses heavily on numerical data, measuring the performance of individuals and establishments among two or more topics.

Qualitative research, on the other hand, is a type of research that sets out to answer a set of broad and universal questions with textual or graphic data rather than numerical data (Miles & Huberman, 1984).

In Helen Gotthelf's research, data was collected using the quantitative method. Whilst qualitative research is the most appropriate for this study as there was a central phenomenon, the delivery method for the NREL building, which required a deeper understanding due to the limited amount of literature on the topic. The researcher used a case study, the NREL project, to evaluate the delivery method of structural steel. Since the researcher only focused on one case study, no large generalizations should be drawn from the results of this report.

3.2 Case Studies

This research investigates the real-world, completed building projects which used the integrated project delivery method. In this case I collected important data to calculate the completed project against the initial target. And I also try to say how it went, a better understanding on how the projects were conveyed and carried out.

This study, however, used a qualitative approach to determine the value of including secondary stakeholders in the delivery method of structural steel for the National Renewable Energy Laboratory (NREL) Research Support Facilities project.

The NREL building