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Integrated project delivery (IPD) project that does not use multiparty agreement is identified as IPD-ish. The use of IPD-ish arrangement by incorporating integration practices in conventional contract can be viewed as the part of the adoption process of IPD. Moreover, inappropriate integration practices invite new forms of risks and the absence of multiparty agreement adds to the challenges of risk management in IPD-ish projects. This study discusses such challenges and proposes the use of joint risk management to address the potential pitfalls in IPD-ish arrangement.

A mixed research method was applied. First, the criticality of IPD-ish general and integration-specific risks was examined through a survey. Second, a real IPD-ish project was used to exemplify the use of joint risk management (JRM) to manage IPD-ish risks.

Two types of risks, namely integration risks (IRs) and general risks (GRs), are identified in IPD-ish projects. Two major findings for the IRs: (1) the most critical IRs are related to unbalanced incentivization and inefficient multidisciplinary teams; and (2) only team formation related pre-contract JRM strategies affect IRs. As for the GRs, the most critical ones are associated with design issues and can be effectively mitigated by post-contract JRM.

Using IPD-ish arrangement is an inevitable part of implementation of full IPD. This happens as many change-averse owners would like to test the integration principles using a conventional contract that they are familiar with. In fact, success in IPD-ish would pave the path for further adoption of IPD. This study offers insight into categorization of risks in IPD-ish projects. Appropriate use of post-contract and organization related pre-contract JRM would improve the chance of teasing out the values of IPD through IPD-ish arrangements. Care should be taken to introduce some contracting integration initiatives, such as risk/reward sharing incentive.

Recent construction literature has been focusing more on integrative contracting approaches such as integrated project delivery (IPD). However, conceptual studies on integration in IPD literature are scattered and fragmented, that is, most of the studies only focused on the segmented dimension of integration. A systemic understanding of the concepts of integration in IPD project-based context is still lacking. To fill this gap, this paper analyzes two aspects of integration (dimensions and directions) in IPD literature and explores their extent in construction projects.

Grounded theory review and focus group discussion approaches were employed to perform a thorough conceptual review of the literature, frame the research into the theory and increase the fundamental understanding of the concept of integration in IPD literature.

In this study, IPD integrating techniques were identified and their integration dimensions and directions were discussed. Results show that integration in the project-based environment of IPD is a multidimensional construct. Based on organizational, contractual and operational characteristics of IPD projects, twenty-four integration mechanisms were identified and framed into seven clusters. The integration directions over project life-cycle were demonstrated in three contexts: (1) an on-site construction project, delivered traditionally, (2) an on-site construction project, delivered with IPD and (3) an off-site construction project, delivered with IPD.

This paper gathers the segments of integration into a comprehensive overview, which can help researchers and practitioners explore elements of IPD project success more precisely. A theoretical framework of integration clusters is developed, based on IPD literature. The impact of IPD on on-site versus off-site construction is illustrated from an integration direction perspective. Finally, future areas of studies for researchers and practitioners about the concept of integration in an IPD context are discussed. This paper provides a point of departure for future theoretical and empirical explorations.

The application of integrated project delivery (IPD) in conjunction with building information modeling (BIM) and Lean Construction (LC) as the efficient method for improving collaboration and delivering construction projects has been acknowledged by construction academics and professionals. Once organizations have fully embraced BIM, IPD and LC integration, a measurement tool such as a maturity model (MM) for benchmarking their progress and setting realistic goals for continuous improvement will be required. In the context of MMs literature, however, no comprehensive analysis of these three construction management methods has been published to reveal the current trends and common themes in which the models have approached each other.

Therefore, this study integrates systematic literature review (SLR) and thematic analysis techniques to review and categorize the related MMs; the key themes in which the interrelationship between BIM, IPD and LC MMs has been discussed and conceptualized in the attributes; the shared characteristics of the existing BIM, IPD and LC MMs, as well as their strengths and limitations. The Preferred Reporting Items for Systematic Reviews (PRISMA) method has been used as the primary procedure for article screening and reviewing published papers between 2007 and 2022.

Despite the growth of BIM, IPD and LC integration publications and acknowledgment in the literature, no MM has been established that holistically measures BIM, IPD and LC integration in an organization. This study identifies five interrelated and overlapping themes indicative of the collaboration of BIM, IPD and LC in existing MMs' structure, including customer satisfaction, waste minimization, Lean practices and cultural and legal aspects. Furthermore, the MMs' common characteristics, strengths and limitations are evaluated to provide a foundation for developing future BIM, IPD and LC-related MMs.

This paper examines the current status of research and the knowledge gaps around BIM, IPD and LC MMs. In addition, the highlighted major themes serve as a foundation for academics who intend to develop integrated BIM, IPD, and LC MMs. This will enable researchers to build upon these themes and establish a comprehensive list of maturity attributes fulfilling the BIM, IPD and LC requirements and principles. In addition, the MMs' BIM, IPD and LC compatibility themes, which go beyond themes' intended characteristics in silos, increase industry practitioners' awareness of the underlying factors of BIM, IPD and LC integration.

This review article is the first of a kind to analyze the interaction of IPD, BIM and LC in the context of MMs in current AEC literature. This study concludes that BIM, IPD and LC share several joint cornerstones according to the existing MMs.

The core of the successful implementation of the integrated project delivery (IPD) mode is to establish a high-quality relationship of cooperation, trust and sharing among participants. This paper proposes recommendations to improve the relationship quality of participants from the owner's perspective. The results provide the theoretical basis and practical guidance for the popularization and application of the IPD mode.

This paper analyzes the dynamic relationship among participants in IPD mode based on supply chain theory and similarity theory. A tripartite game model of the owner, designer and the contractor is constructed to obtain the evolutionary equilibrium strategies under different parameter constraints. Then, numerical simulations under various scenarios are conducted to explore the dynamic evolution and the influencing factors of the relationship quality among the participant in the IPD mode.

The results show that (1) the relationship quality under certain conditions gradually improves as the project progresses until stable and high-quality cooperation is formed and (2) the owner's positive supervision cost, the distribution coefficient of incentive and punishment of participants and the scale of incentive pool are important factors influencing the relationship quality.

This study incorporates the following three innovations. First, analyzing the relationship quality among the participants of IPD mode based on supply chain theory. Second, the evolutionary game theory is applied to the relationship quality analysis. Third, conclusion innovation. The authors conclude that the relationship quality may progress, decrease or cycle with the progress of the project and targeted recommendations are presented based on the results.

The traditional construction delivery method is challenged by low trust and collaboration issues, resulting in increased project costs. The integrated project delivery (IPD) method is developed, through a contractual agreement, to overcome these challenges by creating a common set of terms, expectations and project goals.

A singular construction case was followed during a four-month period. Data collection consisted of contract documents and a series of semi-structured interviews with representatives from the owner, design-group and contractors.

The IPD contract was found to have a number of positive effects; it improved project behavior (e.g. trust, collaboration and communication), increased ownership among project participants and improved buildability of the design, leading to fewer surprises and interruptions in the construction phase. The study also revealed a number of challenges including contractual and legal challenges and involving too many participants in the early phases. Moreover, co-location was identified as a particular important supporting element, to build relations and improve collaboration.

This research identified lessons learned from the application, as well as initial barriers and persistent barriers for implementing IPD. To improve IPD application the top three lessons were as follows: 1) the contractual documents should be adapted and signed at an early stage as this increases financial transparency, 2) cost estimates should be carried as an iterative process and project main concept be freezed at an early stage to increase understanding and minimize risks, 3) only the most important project developers should be involved in the early phases, to avoid going into detailed design issues before the main concept is completed.

According to the construction literature, the number of projects applying integrated project delivery (IPD) principles is expected to increase in the new-normal era. However, given that the pandemic is not yet fully over, accurate and measurable data are not yet available. Also, there is a lack of empirical studies that could provide guidelines as to the application of IPD principles at the various stages of construction projects. Thus, the goal of this paper is to address this knowledge gap through case studies.

This paper follows a multi-step research methodology, namely, a literature review, case study and focus group discussions in the context of Canadian construction projects.

Based on the conducted literature review and focus group discussions, the authors identified: (1) new challenges in the various stages of the construction projects' life cycle, (2) their related proximity aspects (technological, organizational, geographical and cognitive) and (3) IPD principles that can address the identified challenges within their associated proximities. The results show that IPD relational principles can improve a project's organizational and cognitive proximities, while IPD digital integrative principles can enhance a project's geographical and technological proximities.

This study contributes to the theoretical checklists of challenges that the construction industry has experienced since the beginning of the pandemic, and to the practical guidelines of implementation of IPD principles to meet these challenges. The conducted case studies are timely and relevant, and their results provide new insights for key project stakeholders into the application of IPD to tackle new-normal challenges based on their proximity perspectives.

This paper examines the profit distribution of engineering projects in the integrated project delivery (IPD) mode. IPD is a new delivery method that can ameliorate many of the disadvantages of traditional delivery methods and improve project results. In the implementation of IPD, the profit distribution is key for ensuring the success of IPD projects.

This paper described a new method for characterizing profit distribution in the IPD mode. The payment function and Shapley value of the cooperative fuzzy game of fuzzy alliance were defined by considering the Choquet integral of the fuzzy measure. The participation of each player was considered, and the influence of participation on the profit distribution was discussed. Lastly, changes in the profit distribution of core participants under different alliance combinations were studied.

A case from a report of The American Institute of Architects (AIA) was used to verify the fuzzy alliance model. There was a significant correlation between the degree of participation of the owner, architect and builder and the profit distribution among these three participants.

The theoretical research in this paper has some limitations. Initially, this paper selects a case with only three key participants in order to simplify the research. When there are many core participants, how to establish the alliance in the IPD mode and how to establish the corresponding profit distribution model, further work is certainly required to disentangle these complexities in models. Second, in this case, BIM technology has little impact on the income of the whole project. Therefore, this paper does not consider the impact of BIM technology on the marginal effect of the IPD project. Third, the contract type in the case is a custom tri-party based on IFOA. There is no classified discussion of the impact of different contracts on the profit distribute in the paper.

Based on the in-depth study of cooperative game with alliance structure, this paper promotes the classic cooperative game with alliance structure. The authors define the payoff function of fuzzy cooperative games by Choquet integral of fuzzy measure, and introduce the idea into the field of IPD. It aims at extending the solution to a cooperative game without a core. It can be obtained through a simple calculation. In the IPD alliance, the fuzziness and uncertainty of the participation degree of each participant will affect the profit of the whole project. The authors find that the higher the participation rate of players, the more profit each participant has. The greater the influence weight of the designer on the alliance, the lower the influence weight of the contractor on the alliance, the lower the participation of the contractor and the designer, and the lower the income distribution value of the three core participants. It shows a monotonous decline status.

For any construction enterprise, it can make more profits if it joins the grand alliance. In the IPD alliance, each participant can maximize their own interests, which can also promote the enthusiasm of construction enterprises to participate in the alliance and increase the application of IPD mode in AEC industry. This research method provides a new fast, effective, and more realistic solution method for cooperative countermeasures. It can be further extended to other cooperative game fields and advance a new research perspective and solution for the distribution of cooperative interests.

The contribution of this paper is the development of a fuzzy alliance model that provides a tool for measuring the profit distribution in IPD. This is the first quantitative model to connect the degree of participation with the profit distribution in IPD using fuzzy alliance.

This study investigates the extent to which the popular forms of contract adopted in the Middle East (ME) address collaboration. The purpose of this paper is to assess how collaboration features weaved into the construct of integrated project delivery (IPD) may impact projects in the ME. In this context, the study identifies features in IPD and existing delivery methods that may enable or inhibit collaboration and evaluates their impact on project success from the perspective of various contract managers in the ME.

The study employs structured face-to-face interviews with 41 construction industry practitioners in top contract management positions in the ME to evaluate the significance of collaboration features in IPD. Data collected from the structured interviews/surveys were analyzed using statistical tools in R and Excel.

Results reveal that while experts recognize the collaboration benefits which IPD features may contribute to a project, the current contractual environment of the industry does not optimally encompass these features. The current status of project delivery does not favor IPD implementation nor does it enable its collaborative features.

This study contributes to the growing international body of knowledge addressing the application of collaborative contracts in construction projects, and it is innovative in evaluating collaboration features within IPD and exiting project deliveries in the ME.

Compared with traditional approaches, integrated project delivery (IPD) improves project performance by enhancing integration. To adopt IPD, however, existing practices need to be changed, which creates barriers to implementation. This study aims to identify the barriers to IPD practices in China and Singapore, whose practitioners show different types and levels of integration experience.

A questionnaire survey was administered to two groups of respondents: Chinese and Singaporean. The data were analyzed using three nonparametric techniques, including Wilcoxon signed-rank test, Mann-Whitney-Wilcoxon test, and Spearman rank correlation.

(1) Of 39 possible barriers, 36 were consistently felt by both Chinese and Singaporean practitioners with different backgrounds; (2) The Chinese group perceived more issues to be significant barriers than the Singaporean group; (3) The Singaporean group had more experience than the Chinese group in performing integration in five areas. This lessens some barriers to adopting IPD practices.

This study is important because it uncovers barriers to the effective implementation of IPD and shows the importance of certain types and levels of integration experience in overcoming these barriers. The results will be useful to practitioners planning to adopt IPD in China or Singapore.

The purpose of this paper is to quantify the barriers to the use of integrated project delivery (IPD), as assessed by 115 construction professionals in Malaysia.

Barriers recording highest citation amongst researchers worldwide were collated in the form of a conceptual model. This model was validated via a partial least squares structural equation modelling technique.

Findings advance the body of knowledge on IPD by providing original insights into the nature of key barriers, quantifying the relative importance of each barrier.

Despite the above-mentioned contributions, and before drawing any conclusion, it is prudent to acknowledge limitations, particularly the chosen research approach in focusing on the Malaysian context. Therefore, caution must be exercised in direct application of findings to other contexts; research findings should be seen through the lens of moderatum generalisations (see Payne and Williams, 2005).

Apart from contributions to the body of knowledge, for the world of practice, conditions impacting a transition to IPD are discussed, with a recommendation for change management through a tested mechanism like the European Corporate Sustainability Framework.

Being the first empirical study undertaken to quantify the relationship among the identified barriers and IPD, the present study contributes to the field by addressing the gap in IPD research in Malaysia, as an exemplar of a developing country; it creates knowledge to inform further improvements in project performance through facilitating IPD use. The study also offers insight to construction stakeholders in other developing countries for tackling issues that hinder the adoption of an IPD approach, and it also points to major barriers such that resources for tackling barriers may be allocated properly.