TY  - CONF
TI  - Collaborative Management Practices for High-rise Building Design
C1  - Osaka and Kyoto, Japan
C3  - Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)
SP  - 282
EP  - 293
PY  - 2025
DO  - 10.24928/2025/0272
AU  - Parraguez, Sebastián
AU  - Castañeda, Karen
AU  - Atencio, Edison
AU  - Herrera, Rodrigo F.
AD  - Civil Engineering, School of Civil Engineering, Pontificia Universidad Católica de Valparaíso, Valparaíso, Chile, sebastian.parraguez.c@mail.pucv.cl
AD  - Assistant Professor, School of Civil Engineering, Pontificia Universidad Católica de Valparaíso, Valparaíso, Chile, karen.castaneda@pucv.cl, https://orcid.org/0000-0003-3783-6293
AD  - Assistant Professor, School of Civil Engineering, Pontificia Universidad Católica de Valparaíso, Valparaíso, Chile, edison.atencio@pucv.cl, https://orcid.org/0000-0002-2679-5839
AD  - Assistant Professor, School of Civil Engineering, Pontificia Universidad Católica de Valparaíso, Valparaíso, Chile, , rodrigo.herrera@pucv.cl, https://orcid.org/0000-0001-5186-3154
ED  - Seppänen, Olli 
ED  - Koskela, Lauri 
ED  - Murata , Koichi 
AB  - Recently, interest in collaborative management practices in high-rise building design has grown significantly, as evidenced by an increasing number of publications in the last decade. However, existing research does not comprehensively address the effectiveness of these practices in design performance, nor does it provide a prioritized list to facilitate their implementation to improve collaboration and coordination in this crucial phase. This study aims to propose collaborative management practices specifically designed for the design phase in high-rise building projects to enhance the productivity of design teams and ensure project success. A three-step methodology was adopted: (1) identify activities that do or do not contribute value to design management; (2) describe relevant collaborative management practices; and (3) validate the relationship between these practices and design team performance. As a result, 15 key practices were defined, highlighting the five most important: phased project planning, long-term supplier relationships, solution implementation and tracking, verification and documentation of results, and efficient organization of project information. While these practices have proven effective, their validation in real projects and adaptation to different contexts, such as smaller-scale projects, are areas for future study.
KW  - Practices; management; collaborative; value activities; high-rise buildings.
PB  - 
T2  - Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)
DA  - 2025/06/02
CY  - Osaka and Kyoto, Japan
L1  - http://iglc.net/Papers/Details/2417/pdf
L2  - http://iglc.net/Papers/Details/2417
N1  - Export Date: 02 June 2025
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -