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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.

Integrated project delivery (IPD) has attracted considerable attention in recent years, however only a few review studies captured the dynamic and evolving nature of this topic. The purpose of this study is to review the most recent IPD publications, in order to shed light on future research.

Using a systematic review methodology, the study aims to synthesize the current IPD literature, and frame the latest research and development in this domain. A systematic review is conducted to identify the current state-of-the-art of IPD research and the latest research themes and trends in this domain. A bibliometric analysis is performed to explain characteristics of screened articles, and through a thematic analysis the latest themes and trends are recognized.

In this study, based on IPD characteristics (contractual-regulative, operational-cognitive and organizational-structural), research themes (legal, commercial, technological, procedural, cultural and structural), sub-themes and their associated trends are identified. The latest emerging trends are mostly related to the contractual characteristics of IPD, and are focused on the combination of IPD with new business models and developing contractual guidelines for promoting IPD applications in off-site and on-site construction projects.

This research contributes to the body of knowledge by synthesizing the state of the art of IPD in construction literature and exposing the latest research trends in this area. A theoretical framework of integration in an IPD context is developed, based on the literature. Finally, future areas of studies are discussed.

This study aims to increase understanding about the co-creation of digital facilities management (FM) services with and for FM during a construction project.

The paper reports a case study on the co-creation of a digital facilities management service during the Mission Bay medical center construction project for the University of California, San Francisco. The sub-contractors and the FM team co-created a quick-response (QR) code system for valves on the project. This digital service is now used by the FM team for training purposes and in emergency situations when information on valves and their service areas is quickly needed. Researchers made on-site observations, conducted 84 interviews and reviewed archival data in 2012, 2014 and 2016.

The findings show that a successful co-creation process consists of three elements: a dialogue between the project parties, the creation of shared context between the project parties and the creation of shared understanding about the FM’s needs and the service providers’ ways of satisfying those needs. The study describes ways to promote these elements.

Previous studies emphasize the need for digital FM but few explain how FM teams can be involved in creating digital services for them. This paper describes how to co-create digital FM services with and for FM in the context of a construction project.

The purpose of this paper is to identify critical non-value adding (NVA) building information modeling (BIM) implementation activities in current building project delivery process, develop a BIM implementation readiness (BIMIR) evaluation model, and assess BIMIR statuses in building projects in Singapore.

A questionnaire survey and four post-survey interviews were conducted in Singapore. A fuzzy synthetic evaluation approach was adopted in the model development.

In total, 38 out of 44 NVA BIM implementation activities were deemed critical and used in the proposed model, among which “lack of involvement by contractors to contribute site knowledge” in the design development phase was ranked top. This model was validated in five projects. It was found that most of 73 surveyed building projects were in a low BIMIR status and the assessment results were consistent with current industry practices of BIM implementation in Singapore.

There may be geographical limitation on the identification of the critical NVA BIM implementation activities. However, because BIM mandate spreads globally, the findings can help overseas project teams customize their own NVA activities and evaluation models.

As BIM implementation is mandated in Singapore, BIMIR evaluation helps local project teams identify weak areas of their BIM implementation activities and prioritize resources to enhance those areas.

No tool has been developed for evaluating BIMIR at the project level in the construction industry in Singapore or at large in Asia. Four BIMIR statuses are defined, which are consistent with Singapore’s BIM guidelines and standards.

The paper aims to reveal the most functioning project delivery systems for nearly zero-energy building (nZEB) projects. The focus is set to reveal the qualities of the systems that support the nZEB goals and sustainability.

Research method used in this paper is inductive reasoning. The reasoning is based on existing literature, and conclusions are drawn by combining pieces of that literature.

The state-of-the-art heating, ventilation and air conditioning (HVAC) and insulation requirements of nZEB technology and the lack of experience in the industry regarding nZEB projects suggest that modern collaboration-based project delivery systems should be favoured. The authors found that the most suitable project delivery system for a standard nZEB project is the integrated project delivery (IPD), which binds the financial goals of the main parties together via a reimbursement solution: target pricing. The authors also found the construction management (CM) at-risk system a suitable solution, especially if it is modified by adding the tools utilised in the IPD approach, thereby making it an IPD lite system.

The paper has value for the entire construction industry in Finland and European Union (EU). The owners and construction companies can use the findings in their development efforts towards nZEB construction. The EU 2020 nZEB degree makes all the findings concerning practicalities of nZEB projects valuable due to the lack of time and the lack of experience in the industry.

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.

Integrated project delivery (IPD) is highly recommended to be utilised with building information management (BIM), specifically with BIM level-3 implementation process. Extant literature highlights the financial management challenges facing the proposed integration. These challenges are mainly related to the IPD compensation and the conventional cost control approaches that are not consistent with IPD principles. As such, this paper presents an integration of several methods to support automating risk/reward sharing amongst project parties thus enhancing IPD core team members’ relationship.

The literature review was used to highlight the challenges that face the IPD-based cost management practices such as the risk sharing/reward sharing amongst IPD core team members and potential methods to bridge the revealed IPD gap. A framework was developed by integrating the activity-based costing (ABC) – as a method to analyse the cost structure – and earned value management (EVM) to develop mathematical models that can determine the three main IPD financial transactions (i.e. …) fairly. To demonstrate the applicability of the developed system, a real-life case study was used, in which, promising results were collected in regard to visualising the cost control data and understanding of the accumulative status of the project cost and schedule for team members.

A centralised cost management system (CCMS) for IPD is developed to enable the IPD cost structure as well as automating the risk-sharing/reward-sharing calculations. This system is linked with a web-based management system to display the output of proposed risk-sharing/reward-sharing models. Moreover, a novel grid is developed to show the project status graphically and to respect the diversity in core team members backgrounds. In addition, the case study showed that the proposed integration of different methods (ABC, EVM, BIM and web-based management system) is interoperable and applicable.

This research presents a comprehensive solution to the most revealed challenges in cost management practices in IPD implementation. The outcome of this research contributes to the body of knowledge through presenting new extensions of the EVM to be used with the IPD approach to calculate risk/reward. Moreover, the implementation of the proposed tools such as centralised cost management system (CCMS) and CCMS for IPD web system will enhance/foster the implementation of the IPD in conjunction with BIM process.

The purpose of this paper is to study the rent-seeking behavior of stakeholders in construction projects and to provide a reference for further studies on collaboration in China, which could thus improve the collaborative management in construction and reduce the waste of resources.

In this paper, the authors discuss and analyze the current situation of rent-seeking behavior in infrastructure construction projects, integrated project delivery (IPD), and the application of a building information model (BIM) in China. The authors analyze the collusive behavior between the supervision department and the contractor via the rent-seeking model on the basis of the game theory and present that BIM and IPD have a positive impact on rent-seeking activities of construction projects. The key factors influencing the rent-seeking activities from the perspective of the owner are studied via a questionnaire survey.

The research status of IPD in China includes the application of IPD, IPD collaborative management and the combination of lean construction (LC), IPD and BIM. The enthusiasm of the adoption of BIM and IPD is higher for design institute, construction units, research institutions and universities. The findings indicate that the owner appears to have a significant influence on stakeholders in construction projects, such as supervising efficiency, rewards and punishment. Therefore, the results also demonstrate that the construction project based on BIM and IPD can effectively avoid the rent-seeking activities of the participants.

The findings are primarily based on questionnaire data originated from Central China; hence there are some limitations that are worth noting.

First, it provides compelling data evidence for the adoption of BIM and IPD in China. Second, it paves a solid foundation for the behavior of stakeholders in construction projects based on BIM and IPD.

In this paper, a game model of contractor, supervisor and owner is established, and a preliminary attempt is made to introduce BIM and IPD into the model for the behavioral research of participants.