https://doi.org/10.24928/2025/0240
Impact of Project Delivery System Selection on Value Generation
Ramzi Chahuán1, Harrison Mesa2, Omar Zegarra3, Beda Barkokebas4 & Luis Fernando Alarcón5
1 Centro Nacional de Excelencia para la Industria de la Madera (CENAMAD) – ANID BASAL FB210015, Pontificia Universidad Católica de Chile, Avenida Vicuña Mackenna 4860, Santiago, Chile, [email protected], orcid.org/0009-0007-8897-6524 ; Master’s student in Engineering Sciences, Pontificia Universidad Católica de Chile.2Deputy Director, Pontificia Universidad Católica de Chile, [email protected], orcid.org/0000-0001-7811-7637; Centro Nacional de Excelencia para la Industria de la Madera (CENAMAD) – ANID BASAL FB210015, Pontificia Universidad Católica de Chile, Avenida Vicuña Mackenna 4860, Santiago, Chile.
3School of Civil Construction, Faculty of Engineering, Pontificia Universidad Católica de Chile, Avenida Vicuña Mackenna 4860, Santiago, Chile, orcid.org/0000-0002-7050-3610
4Assistant Professor, Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Santiago, Chile, [email protected], orcid.org/0000-0002-0054-1320
5 Professor, Department of Construction Engineering and Management, Pontificia Universidad Católica de Chile, Santiago, Chile, [email protected], orcid.org/0000-0002-9277-2272
Abstract
The Project Delivery System (PDS) selection is critical for the performance of construction projects because it directly influences costs, efficiency, and stakeholder satisfaction. Despite its importance, the proper PDS selection currently disregards identifying the most relevant contractual factors and their relationship with value generation. This study compares the characteristics and behavior of various PDS to address this issue. This paper uses a comparative literature analysis of four PDS models, i.e., Design Bid Build (DBB), Design-Build (DB), Construction Management at Risk (CM), and Integrated Project Delivery (IPD), to evaluate their contractual factors and performance. The literature evidences that IPD may outperform the other models, and despite the type of PDS deployed, the most frequently used contractual factors are cost, time, communication, quality, and change. It is concluded that fostering the use of collaboration and integration processes in the structure of the PDS drives performance improvement and, hence, value generation. Further research must consider analyzing the effect of emerging factors such as sustainability and digitalization.
Keywords
Lean Construction, Project Delivery Systems, Contractual Factors, Collaboration, Value Generation
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Reference in APA 7th edition format:
Chahuán, R., Mesa, H., Zegarra, O., Barkokebas, B. & Alarcón, L. F.. (2025). Impact of Project Delivery System Selection on Value Generation . In Seppänen, O., Koskela, L., & Murata , K. (Eds.), Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33) (pp. 105–116). https://doi.org/10.24928/2025/0240
Shortened reference for use in IGLC papers:
Chahuán, R., Mesa, H., Zegarra, O., Barkokebas, B. & Alarcón, L. F.. (2025). Impact of Project Delivery System Selection on Value Generation . IGLC33. https://doi.org/10.24928/2025/0240
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