Kelly, D J (2015) Investigating the relationships of project performance measures with the use of building information modeling (BIM) and integrated project delivery (IPD). PhD thesis, Eastern Michigan University, USA.
Abstract
The relationships of project performance with the use of Building Information Modeling (BIM) and Integrated Project Delivery (IPD) in the construction industry have not been decisively investigated. The potential effect of the technology and strategy on industry operations underscores the need for reliable information about project outcomes associated with their use. The review of the literature has identified discrepancies between the qualitative and quantitative body of work concerning the relationships of key project performance measures and engagement of BIM and IPD. Grounded in structuration theory, which holds that altered outcomes may result from organizational change spurred by radical events (e.g., the introduction of new technology and strategy), this descriptive- cum-quantitative study examines project outcome metrics vis-à-vis their relationships with BIM and IPD use. Data from 93 completed construction projects are scrutinized through a causal comparative research design adopted with a four-group factorial analysis. Projects that used BIM (in design or construction) and/or IPD were not found to experience significant performance outcomes when controlling for the contribution of other independent variables and covariates at the 95% confidence level (CL). At the lower 90% CL, projects using IPD experienced significantly less cost and schedule growth; what's more, projects that used BIM in construction were found to exhibit significantly higher levels of schedule growth. Lastly, healthcare projects using IPD had significantly fewer Requests for Information (RFI) at the 90% CL. A demonstration of technology is provided. Recommendations are made for the continued use of BIM and IPD as tools to check cost and schedule growth while reducing RFI frequency. Training of construction management staff on these tools is recommended as a possible step to avoid schedule growth associated with BIM use in construction.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Ilozor, B D |
| Uncontrolled Keywords: | organizational change; construction project; healthcare; building information model; building information modeling; project delivery; training; project performance |
| Index terms: | comparative research, integrated project delivery, strategy, organizational change, construction project, independent variable, project outcome, building information modelling, new technology, performance outcome, construction industry, project delivery, management staff, project performance, schedule growth |
| Subjects: | production management, contractual arrangements, innovation and technology management, project completion, statistical analysis, information systems, industry analysis, project controls, project management theory and practice, management, project delivery, value management, research design and methodology, business |
| Topics: | Project Management, Engineering Principles, Procurement, Human Resources, Digital Applications, Organizational Design, Time Control, Research Practice, Business Strategy |
| Descriptive scope: | 4 PCTA |
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