https://doi.org/10.24928/2019/0242

Implementation of Integrated Project Delivery in Lebanon: Overcoming the Challenges

Sarah Abou Dargham¹, Makram Bou Hatoum², Mohammad Tohme³ & Farook Hamzeh⁴

¹Graduate Research Assistant, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, [email protected]
²Graduate Research Assistant, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, [email protected]
³Civil Engineering Graduate, Civil and Environmental Engineering Department, American University of Beirut, Lebanon, [email protected]
⁴Associate Professor, Civil and Environmental Engineering Dept., University of Alberta, Canada, [email protected]

Abstract

Integrated Project Delivery (IPD) approach is important to deliver value and reduce waste by integrating the stockholders early in a project. Despite its numerous advantages over the traditional delivery systems, IPD’s applicability in the Middle East has not yet reached its potential. In Lebanon, the construction market is dominated by delivery practices such as design-bid-build or design-build. The aim of this paper is to examine the Lebanese construction industry experiences in project delivery methods and their attitudes towards shifting to Integrated Project Delivery. Research is conducted through surveys and interviews with industry professionals to investigate the performance of the traditional delivery approaches and the implementation of IPD in Lebanon. The data collected will be used to evaluate and critique the construction industry current project delivery practices, analyze the experts’ awareness and attitudes toward IPD delivery method and identify the main barriers that prevent practitioners from implementing IPD.

Keywords

Integrated Project Delivery, Contracts, Lean Construction, Traditional Delivery Approach, Lebanon, FIDIC

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Reference

Dargham, S. A. , Hatoum, M. B. , Tohme, M. & Hamzeh, F. 2019. Implementation of Integrated Project Delivery in Lebanon: Overcoming the Challenges, Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC) , 917-928. doi.org/10.24928/2019/0242

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