Evans, M and Farrell, P (2023) A strategic framework managing challenges of integrating lean construction and integrated project delivery on construction megaprojects, towards global integrated delivery transformative initiatives in multinational organisations. Journal of Engineering, Design and Technology, 21(2), pp. 376-416. ISSN 1726-0531
Abstract
Purpose: Built environment encounters substantial risks and challenges in its evolution towards sustainable development. International businesses and multinational engineering organisations face global connectivity challenges between business units, especially during the outbreak of the novel coronavirus pandemic (COVID-19), which has profoundly disrupted the construction industry throughout the world. That raises the need to manage global connectivity as a main strategic goal of multinational architecture, engineering and construction (AEC) organisations. This study aims to develop a strategic framework managing challenges of integrating lean construction (LC) and integrated project delivery (IPD) on construction megaprojects (CMPs) towards global integrated delivery (GID) transformative initiatives in multinational AEC organisations. Design/methodology/approach: “Mixed research methods” involving a two-stage quantitative and qualitative research approach is adopted. The qualitative research methodology consists of a literature review to assess challenges to integrate LeanIPD&GID on CMPs. There is an assessment of conceptualisation of LeanIPD&GID and GID strategy placements, development of LeanIPD&GID integration framework and future of work (FOW) global initiatives with multiple validations. The analysis involved semi-structured interviews and focus group techniques. Stage 2 consisted of an empirical questionnaire survey that shaped the foundation of analysis and findings of 190 respondents from 23 countries with an extensive cosmopolitan experience of megaprojects in construction. The survey examined a set of 20 challenges to integrate LeanIPD&GID on CMPs resulting from a detailed analysis of extant literature after validation. Descriptive and inferential statistical tests were exploited for data analysis and percentage score analysis. Findings: The research conceptualised LeanIPD&GID principles, proposed GID strategy placements, a framework for managing challenges of LeanIPD&GID transformative initiatives, FOW global initiatives and key performance indicators (KPIs). It concluded that the most significant challenges to integrate of LeanIPD&GID on CMPs are “lack of governmental incentives, policies, regulations or legal frameworks”, “lack of client’s awareness and IPD experience amongst key stakeholders”, “lack of organisation’s senior-management and client’s commitment to IPD approaches”, “resistance of industry to change from traditional procurement to IPD” and “lack of integrated synergies between LC, IPD working towards LeanIPD&GID”. Awareness of building information modelling (BIM) in the Middle East and North Africa (MENA) region is higher than LC, and LC awareness is higher than IPD knowledge. While BIM adoption in the MENA region is higher than LC, LC is still taking its first steps, and IPD has little implementation. LeanBIM is slightly integrated, while LeanIPD integration is almost not present. Originality/value: The research findings, conclusions and recommendations provide a proposed framework for implementation, KPIs and GID strategy placements for LeanIPD&GID transformative initiatives to integrate LeanIPD&GID on CMPs and FOW global initiatives. This will allow project key stakeholders to place emphasis on managing LeanIPD&GID challenges identified in this research and commence GID strategies. The study has provided effective practical strategies for enhancing integration of LeanIPD&GID transformative initiatives on CMPs.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction megaprojects; COVID-19; framework; gid; global integrated delivery; integrated project delivery; IPD; lean construction; leanipd&gid; organizational management; organizations; project and construction management |
| Index terms: | integrated project delivery, strategy, literature review, face, commitment, organizational management, sustainable development, survey, interview, COVID-19, placement, Middle East, lean construction, connectivity, focus group, data analysis, megaproject, statistical test, integration, evolution, methodology, qualitative research, questionnaire, validation, regulation, North Africa, traditional procurement, building information modelling, international business, pandemic, outbreak, key performance indicator, implementation, construction industry, synergy, coronavirus, built environment |
| Subjects: | data collection methods, strategic management, business, research design and methodology, psychology, data analysis and analytics, contractual arrangements, environmental science, strategic project management, project delivery, physical geography and landforms, management, health risk and incident analysis, research methods, health safety and environment, professional development, networking, organizational analysis, partnership management, building construction, health conditions and diseases, infrastructure and transport systems, industry analysis, information systems, statistical analysis, political science |
| Topics: | Sustainability, Governance, Procurement, Stakeholder Management, Information Management, Research Practice, Project Management, Geographical Context, Health and Safety, Business Strategy, Site Management, Organizational Design, International Construction, Human Resources, Urban Studies, Digital Applications |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here