Transitioning to intergrated project delivery

Abstract

Today's construction environment involves the execution of increasingly complex, uncertain projects, which necessitates project teams working under tight schedules and with limited resources. Many studies on construction contracting systems have found the same conclusion: building scopes are expanding and the use of technology in the sector is becoming increasingly crucial; however, traditional contracting systems are falling short of meeting the needs of this expanding industry. Traditional delivery systems are typically used for construction projects: uild (DBB), Design-Build (DB), or Construction Management at Risk (CMR). These methods also fail to satisfy the client due to longer project durations, overruns, poor quality of finished works, and recurring health and safety incidents. Among the stated issues with traditional construction procurement methods are frequent conflicts, aim discrepancy, change orders, rework, antagonistic relationships, arbitrations, and litigations. Over the past two decades, many experts, analysts, and building and management practitioners have collaborated to provide a broad variety of ideas and strategies to solve the problems related to project delivery methods. Inadequate collaboration and cooperation among project resulted in the emergence of systems based on relational contracts such as 'partnering' and 'project alliancing'. The success of these two systems consequently led to the accomplishment of a novel phenomena called the integrated project delivery system .