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Gledson, B J (2016) Hybrid project delivery processes observed in constructor BIM innovation adoption. Construction Innovation, 16(02), 229-46.
Maghrebi, M, Shamsoddini, A and Waller, S T (2016) Fusion-based learning approach for predicting concrete pouring productivity based on construction and supply parameters. Construction Innovation, 16(02), 185-202.
Shokri-Ghasabeh, M and Chileshe, N (2016) Critical factors influencing the bid/no bid decision in the Australian construction industry. Construction Innovation, 16(02), 127-57.
Tsehayae, A A and Fayek, A R (2016) System model for analysing construction labour productivity. Construction Innovation, 16(02), 203-28.
Walker, D H T (2016) Reflecting on 10 years of focus on innovation, organisational learning and knowledge management literature in a construction project management context. Construction Innovation, 16(02), 114-26.
Walker, D H T and Rahmani, F (2016) Delivering a water treatment plant project using a collaborative project procurement approach. Construction Innovation, 16(02), 158-84.
- Type: Journal Article
- Keywords: briefing,infrastructure,design and construction,construction management,epc,alliancing
- ISBN/ISSN:
- URL: https://doi.org/10.1108/CI-03-2015-0015
- Abstract:
Purpose The purpose of this paper is to explore an interesting complex infrastructure construction case study project in which the initiation/design and delivery phases were managed differently, with diverse assumptions and workplace culture. It uses a recently developed collaboration and relationship-based procurement taxonomy to analyse the decision to commence a project and to deliver the project. The taxonomy tool reveals underlying assumptions and helps explain actions taken. The paper provides a window into the decision-making process. It also illustrates levels of innovation applied at the design and delivery phases. Design/methodology/approach A case study was undertaken, primarily using recorded and transcribed interviews, with five key senior participants in the project. This gathered a client, designer and contractor perspective that was subsequently analysed using a sense-making approach. Findings It is possible to start a project adopting a highly collaborative approach that maximises innovation, understanding complexity and developing a design that can then be delivered using a more traditional approach. The taxonomy used demonstrates that it is a useful visualisation tool for this purpose. Research limitations/implications The research was limited to the perspectives of only five individuals even though they were key decision-makers and had a robust overview of the project as a whole. The delivery phase was chosen as a matter of policy without the ability to break loose from that policy. The implications for beginning the initiation and design process in a highly collaborative hands-on mode influenced the understanding of all parties involved in the project in a positive direction. The case study was based in Australia, which has extensive experience of collaborative project delivery approaches. Practical implications The taxonomy and its ability to provide visualisation of the experienced collaboration presents a powerful tool in helping us understand how it may be useful and what limitations to collaboration exists. Social implications The paper illustrates the value of social interactions as alliance forms tend to consider triple bottom line issues and stakeholder engagement more highly than traditional, transnational approaches to project design and delivery. Originality/value The case study was unusual in its technical complexity; however, the main value of the paper is the application of the taxonomy and visualisation tool as a way to better understand how a project is being managed from a collaboration perspective.