TY  - CONF
TI  - Comparing Road Construction Projects Against an IPD Standard
C1  - Berkeley, California, USA
C3  - Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)
SP  - 553
EP  - 564
PY  - 2020
DO  - 10.24928/2020/0086
AU  - Malvik, Tobias O.
AU  - Engebø, Atle
AU  - Wondimu, Paulos A.
AU  - Johansen, Agnar
AU  - Kalsaas, Bo Terje
AD  - 1  Research Assistant, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, +47 986 70 354, tobias.o.malvik@ntnu.no, orcid.org/0000-0002-7588-1899 
AD  -  PhD Candidate, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, atle.engebo@ntnu.no, orcid.org/0000-0002-5293-0176
AD  - PhD, Norwegian Public Roads Administration (NPRA), paulos.wondimu@vegvesen.no, orcid.org/0000-0001-9421-594X
AD  - Professor, Dr philos, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, a.johansen@ntnu.no, orcid.org/0000-0003-0063-3679
AD  -  Professor, Dr. Ing., University of Agder, Grimstad, Norway, bo.t.kalsaas@uia.no, orcid.org/0000-0003- 4383-1683
AB  - As a way of improving project performance, collaborative project delivery methods (PDMs) have been presented as a potential solution. Integrated Project Delivery (IPD) is a relational PDM that has gained a lot of attention in recent years. However, laws, regulations and internal restrictions are factors that limit a project’s influence on its PDM, and implementing IPD is not always possible. In this study, we address three large road construction projects with different approaches to a collaborative PDM. In the paper, we ask “How can projects use alternative organization and contract arrangements to achieve incentives which resemble the IPD arrangement?” The study was carried out by conducting a literature study and a case study approach. Three projects were investigated via document reviews and semi-structured interviews with key actors in the value chains. We conclude that there are several possible ways to arrange a relational PDM to facilitate efficient project execution. The level of collaboration, the timing of contractor involvement and the structure of the contract and procurement procedure are examples of adjustable factors in early stages that affect project execution. 
KW  - Lean Construction
KW  - Public-Private Partnership
KW  - Relational Project Delivery Methods
KW  - Integrated Project Delivery
PB  - 
T2  - Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC)
DA  - 2020/07/06
CY  - Berkeley, California, USA
L1  - http://iglc.net/Papers/Details/1812/pdf
L2  - http://iglc.net/Papers/Details/1812
N1  - Export Date: 30 April 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -