• International conference on construction engineering and project management
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• 2022.06a
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• pp.669-677
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• 2022

In this paper, different types of traditional project delivery methods in the construction industry were explored and a comparative analysis against Integrated Project Delivery (IPD) were performed. The advantages of IPD method for all parties, owner/engineer/architect/general contractor, were explored by reviewing the most recent literature. The literature suggests that IPD method should be the dominating project delivery method and diluting the conventional methods such as Design-Bid-Build due to more collaborative and mutually beneficial ways of doing construction; IPD is newer and a more comprehensive method to capture the intrinsic values of project collaboration. This paper presents a comparison of the commonly used methods of project delivery, Design-bid-build, CMAR, & Design-Build and addresses their advantages and disadvantages in differing project scopes and sizes. Several industry leaders with experience in the four types of project delivery addressed were surveyed. The survey results show an overwhelming desire for future projects to go toward IPD from the contractor/owner/RDP. The biggest obstacle facing a project from using IPD appears to be trust.

• Journal of Construction Engineering and Project Management
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• v.9 no.4
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• pp.1-15
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• 2019

Since its adoption by the transportation sector in the early 1990s, partnering has been broadly used with the traditional delivery method by many agencies with significant reported benefits. During the same era, a number of transportation agencies (DOTs) started experimenting with a wide variety of alternative project delivery methods (APDMs) aimed at improving the delivery of highway construction projects. The effect of collaborative working strategies such as partnering, together with the APDMs have become somehow interrelated posing a potential challenge on how to effectively integrate partnering as a concept in the APDMs. The salient question has been if the collaborative nature of these APDMs has affected how partnering is being used by state DOTs. Through an extensive literature review, analysis of 32 CMGC RFPs/RFQs and review of three CMGC case studies, the study found that there is limited information in state DOT documents that show procedures on the usage of partnering with CMGC projects. Majority of DOTs are relying on the inherent nature of the CMGC contract to promote healthy collaborative practices and there is the need to consider partnering during preconstruction and construction separately to cater for any personnel change over. The study also revealed that partnering may become less important at the construction phase due to overlap between partnering and CMGC practices. In support of this finding, a CMGC partnering model was developed that can be adopted by DOTs. This paper contributes to both research and practice by expanding the existing knowledge on partnering on APDMs.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.338-343
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• 2013

Integrated Project Delivery (IPD) as a delivery method fully capitalizes on an integrated project team that takes advantage of the knowledge of all team members to maximize project outcomes. IPD is currently the highest form of collaboration available because all three core project stakeholders, owner, designer and contractor, are aligned to the same purpose. Compared with traditional project delivery approaches such as Design-Bid-Build (DBB), Design-Build (DB), and CM at-Risk, IPD is distinguished in that it eliminates the adversarial nature of the business by encouraging transparency, open communication, honesty and collaboration among all project stakeholders. The team appropriately shares the project risk and reward. Sharing reward is easy, while it is hard to fairly share a failure. So the compensation structure and the contingency in IPD are very different from those in traditional delivery methods and they are expected to encourage motivation, inspiration and creativity of all project stakeholders to achieve project success. This paper investigates the compensation structure in IPD and provides a method to determine the proper level of contingency allocation to reduce the risk of cost overrun. It also proposes a method in which contingency could be used as a functional monetary incentive when established to produce the desired level of collaboration in IPD. Based on the compensation structure scenario discovered, a probabilistic contingency calculation model was created by evaluating the random nature of changes and various risk drivers. The model can be used by the IPD team to forecast the probability of the cost overrun and equip the IPD team with confidence to really enjoy the benefits of collaborative team work.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.686-693
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• 2022

Construction is a collaborative endeavor. The complexity in delivering construction projects successfully is impacted by the effective collaboration needs of a multitude of stakeholders throughout the project life-cycle. Technologies such as Building Information Modelling and relational project delivery approaches such as Alliancing and Integrated Project Delivery have developed to address this conundrum. However, with the onset of the pandemic, the digital economy has surged world-wide and advances in technology such as in the areas of machine learning (ML) and Artificial Intelligence (AI) have grown deep roots across specializations and domains to the point of matching its capabilities to the human mind. Several recent studies have both explored the role of AI in the construction process and highlighted its benefits. In contrast, literature in the organization studies field has highlighted the fear that tasks currently done by humans will be done by AI in future. Motivated by these insights and with the understanding that construction is a labour intensive sector where knowledge is both fragmented and predominantly tacit in nature, this paper explores the integration of AI in construction processes across project phases from planning, scheduling, execution and maintenance operations using literary evidence and experiential insights. The findings show that AI can complement human skills rather than provide a substitute for them. This preliminary study is expected to be a stepping stone for further research and implementation in practice.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.42-49
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• 2022

In recent years, Owner, Architects, and Contractor are increasingly collaborating with each other from pre construction phase in construction projects, which is called Early Contractor Involvement (ECI). In Japan, the ECI method has been introduced in several public building projects since 2015. The purpose of this study is mainly to clarify the characteristics of the ECI method in Japan and to compare the contract clauses of the ECI method in the UK and the USA. The results of the survey are as follows. (1) the ECI method was supposed to make it possible to achieve appropriate quality, cost, and construction period by reflecting Contractor's technology and know-how in the design documents and specifications. (2) According to the database, there were 27 cases of the ECI method in Japan from 2015 to 2021, of which 13 cases for which bidding information could be obtained had a variety of technical proposals, mainly VE proposals, depending on the project characteristics. (3), Japan's ECI method has very much in common with SBC + PCSA in the UK. On the other hand, ECI Method in Japan differs from in the UK in that Owner, Architect, and Contractor enter into a partnership agreement, which is similar to ConsensusDocs CD541 in the USA. (4) The ECI method in Japan has the following problems: Owner depends on Contractor for cost control, the division of roles among project members is complicated, and more work from Owner than the DBB method are required.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.1154-1161
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• 2022

Building Information Modelling (BIM) has evolved into a comprehensive, collaborative method in construction project delivery. Most industrialized and developed countries have made BIM mandatory in the government and public projects, whereas developing countries are embracing and catching up BIM technologies to improve their professional's abilities and reduce claims in the construction projects. However, BIM awareness and professional's competence have become critical in implementing BIM in infrastructure projects in Nepal, particularly hydropower projects. The objectives of this study are to find the BIM awareness among hydropower professionals in Nepal and assess their response. The study used a questionnaire survey to assess the awareness. The results showed that only few professionals (12 percentage in this study) are aware of BIM and its application in Hydropower infrastructures. Majority of the respondents (more than 50%) were interested in BIM trainings and believed BIM implementation in future projects. The study indicated that lack of BIM training and lack of BIM awareness were the top factors affecting BIM implementation in hydropower projects in Nepal. The findings showed that about 66 percent of the respondents who used BIM in their projects mainly used during construction phase. More than 80 percent believed that BIM should be mandated for the hydropower projects in Nepal. The findings presented in this study could promote awareness among different professionals, organization, and construction team and encourage BIM implementation in Hydropower projects. The findings could raise awareness of BIM in Nepal's infrastructure sectors and its invaluable benefits in construction.