This research explores a higher order of fast tracking, called Flash Tracking, in response to increasing calls for faster, more reliable project deliveries. Flash Tracking is defined as a time-driven project, which by necessity requires a heightened degree of concurrency between engineering, procurement, and construction. In contrast to fast tracking, which entails a level of concurrency between engineering, procurement, and construction that has become a staple of the construction industry, Flash Tracking extends the envelope by requiring a series of innovative practices across the project delivery spectrum. The specific research questions pursued include: 1) identifying which innovative improvements in project delivery methodology could be made to compress project durations, while maintaining safety, quality, and risk tolerance, and 2) addressing how project teams can best overcome barriers to delivering shorter project durations. A multi-method research project was undertaken to address these questions, which entailed an extensive review of the literature, structured case study interviews, and multiple group decision-making exercises. The literature review focused on the construction industry, as well as manufacturing, shipbuilding, and software development, to identify practices and techniques potentially relevant to Flash Tracking that could be extended to the construction industry. Group decision-making exercises included a modified Delphi method study, an Analytic Hierarchy Process, and a series of research charrettes or focus groups. These studies produced a prioritized, two-tiered listing of 47 essential Flash Track practices, providing practitioners with both a measure to assess their readiness for undertaking a Flash Track project and strategies for increasing their readiness. A subsequent study--a semantic network analysis--refined and buttressed the research team’s earlier findings. This two-year study, conducted in concert with industry experts, led to a re-engineered engineering, procurement, and construction (EPC) model which embraces relational contract strategies, improved communications, and the early engagement of key stakeholders.

The construction industry is one of the most diverse industries that provide the desired foundation for the economic growth. Existing contractual structure that bases the framework for activities within this significant industry discourages coordination between the project players. Each of these attributes can lead to an environment of distrust with unresolved claims, budget overruns and schedule delay. This study presents a formal contractual framework that increases productivity, maximizes efficiency and minimizes wastes thorough utilizing partnering and integrated project delivery (IPD) approach. Partnering is an approach that provides more beneficial construction environment through defining shared goals for all the project stakeholders, while IPD is a PDS that integrates all project participants to deliver the best end product. The aim of this study is to build a collaborative environment that anticipates potential problems, allocates risks properly and as the bottom line, “Best for Project” shapes all the activities within this working relationship.

The practice of managing capital project delivery in America evolves. By proxy, the skillsets necessary to fulfill the requirements of this profession also evolve. This report attempts to identify sources that define which skillsets are most valuable for professionals managing capital project delivery today. The report will specifically explore professional certifications and organizations, Accreditation Board for Engineering and Technology (ABET) accredited education programs, and industry opinion. Included in the study is a discussion of valuable skillsets for future construction management professionals. / text

Construction Project Procurement Methods (PMs) define the roles, relationships and responsibilities of project team members and the sequence of the activities required to construct or provide a facility. A number of different PMs have evolved over the years, but each is characterised by a different set of features upon which the criteria for selecting the most appropriate method to procure a given project must be based, if successful project performance (PP) is to be ensured. The use of procurement method selection criteria (PMSC) to inform clients’ decision on suitable PMs to adopt remains a recommended good practice in the construction industry. However, project clients in the Libya Construction Industry (LCI), continue to face great challenges when it comes to selecting the most appropriate PM for its projects. The general practice in this industry is largely dominated by a culture of clients’ reliance on their familiarity and experience with a particular method to inform their PM choice, with no consideration of the plethora of other PMs and use of rational approaches to aid in this decision-making. This procurement issue has long been recognised as a major contributory factor to the frequent time and cost overruns often experienced by projects in the LCI. Although the selection of an appropriate PM to procure any given project is known to result in success PP and (and vice versa), very little is known about the nature of this relationship from literature. Having persistently suffered a great deal of project failures over the years, the LCI stands to benefit from detailed knowledge and understanding of how exactly PM choice do actually influence PP. Stimulated by the dearth of this information, this thesis reports on a research investigation into this relationship with the aim of developing a model to explain the criteria functions in contributing to PP and their implications to PM selection practice in Libya. The methodological approach adopted for this research was the mixed method, i.e., using a combination of both quantitative and qualitative approaches. Following a critical review of the extant relevant literature, a number of relevant hypotheses were first formulated, together with a conceptual framework, to establish the theoretical basis underpinning this research, namely the relationship between the selection of PMs (based on PMSC) and PP. The primary data collection stage involved an initial field questionnaire survey aimed at identifying and confirming the key areas of the research inquiry that needs focusing on. This was followed by a semi-structured questionnaire and interview surveys. With the aid of SPSS and Excel, the collected data were analysed, followed by the development of a mathematical model (based on regression) that demonstrate the influence of PMSC on PP. Finally, the model was validated by expert interviews to test for its validity and reliability. The key findings of the research include the identification of DBB and DB selection criteria that contributes to PP. The distinct contribution to knowledge arising from this research includes the development of a regression model to demonstrate this relationship between PMSC and PP. The benefit of these outputs lies not only in the ability of LCI’s clients to make PM selection decisions much faster by virtue of the need for them to only focus on the criteria with significant influence on PP, they are also able to work out, in quantitative terms, the PP outcomes to be expected for each of the method being considered. This latter information would enable clients to compare the PP outcome values expected from their decisions to select DBB and DB, and then be able to conclude which of these two options represents a better procurement strategy for any given project at hand.

Considering deconstruction as a means of achieving sustainable construction, would enable the construction industry to address some of its environmental problems. In addition, the growing pressure from the public and legislation for environmental considerations, means that there is now a need for the construction industry to increasingly consider the recycling and reuse of building components used in constructing buildings. The deconstruction of buildings provides the construction industry with the opportunities to effectively deal with its unsustainable construction practices. One of the approaches taken by industry to facilitate the adoption of deconstruction is designing a building with the intention of disassembly instead of demolition at the end of its useful life. This concept is known as Design for Deconstruction (DFD). Although some research works have been undertaken to support and establish deconstruction into current construction practice, there is little or no guidance for practitioners on how best to do this. This need to fully integrate the concept of design for deconstruction into the current project delivery process is the basis of this research. In order to contextualise, corroborate and develop the research, a review of existing literature on sustainable construction and deconstruction was undertaken. Following from the review of literature, a survey and case study were undertaken to explore the current practice of deconstruction and investigate a practical example of sustainable construction practice that reflects the integration of deconstruction principles within the building process. The findings from the review of literature, the survey and case study were used to develop a mechanism for integrating deconstruction into the building process. The mechanism is a process model for the construction industry to implement the concept of DFD from inception to completion of a building project and throughout a building's lifecycle. Evaluation of the developed process model was carried out by industry practitioners to assess its suitability and practicability. The feedback from the evaluation established that the process model is effective in enabling some aspects of sustainability principles such as designing to minimise waste and encouraging the reuse and recycle of building materials and components. Several benefits and potentials of the process model were also identified. Considering deconstruction as a means of achieving sustainable construction, would enable the construction industry to address some of its environmental problems. In addition, the growing pressure from the public and legislation for environmental considerations, means that there is now a need for the construction industry to increasingly consider the recycling and reuse of building components used in constructing buildings. The deconstruction of buildings provides the construction industry with the opportunities to effectively deal with its unsustainable construction practices. One of the approaches taken by industry to facilitate the adoption of deconstruction is designing a building with the intention of disassembly instead of demolition at the end of its useful life. This concept is known as Design for Deconstruction (DFD). Although some research works have been undertaken to support and establish deconstruction into current construction practice, there is little or no guidance for practitioners on how best to do this. This need to fully integrate the concept of design for deconstruction into the current project delivery process is the basis of this research. In order to contextualise, corroborate and develop the research, a review of existing literature on sustainable construction and deconstruction was undertaken. Following from the review of literature, a survey and case study were undertaken to explore the current practice of deconstruction and investigate a practical example of sustainable construction practice that reflects the integration of deconstruction principles within the building process. The findings from the review of literature, the survey and case study were used to develop a mechanism for integrating deconstruction into the building process. The mechanism is a process model for the construction industry to implement the concept of DFD from inception to completion of a building project and throughout a building's lifecycle. Evaluation of the developed process model was carried out by industry practitioners to assess its suitability and practicability. The feedback from the evaluation established that the process model is effective in enabling some aspects of sustainability principles such as designing to minimise waste and encouraging the reuse and recycle of building materials and components. Several benefits and potentials of the process model were also identified.Considering deconstruction as a means of achieving sustainable construction, would enable the construction industry to address some of its environmental problems. In addition, the growing pressure from the public and legislation for environmental considerations, means that there is now a need for the construction industry to increasingly consider the recycling and reuse of building components used in constructing buildings. The deconstruction of buildings provides the construction industry with the opportunities to effectively deal with its unsustainable construction practices. One of the approaches taken by industry to facilitate the adoption of deconstruction is designing a building with the intention of disassembly instead of demolition at the end of its useful life. This concept is known as Design for Deconstruction (DFD). Although some research works have been undertaken to support and establish deconstruction into current construction practice, there is little or no guidance for practitioners on how best to do this. This need to fully integrate the concept of design for deconstruction into the current project delivery process is the basis of this research. In order to contextualise, corroborate and develop the research, a review of existing literature on sustainable construction and deconstruction was undertaken. Following from the review of literature, a survey and case study were undertaken to explore the current practice of deconstruction and investigate a practical example of sustainable construction practice that reflects the integration of deconstruction principles within the building process. The findings from the review of literature, the survey and case study were used to develop a mechanism for integrating deconstruction into the building process. The mechanism is a process model for the construction industry to implement the concept of DFD from inception to completion of a building project and throughout a building's lifecycle. Evaluation of the developed process model was carried out by industry practitioners to assess its suitability and practicability. The feedback from the evaluation established that the process model is effective in enabling some aspects of sustainability principles such as designing to minimise waste and encouraging the reuse and recycle of building materials and components. Several benefits and potentials of the process model were also identified. Thus, in this research, it can be concluded that integrating the concept of deconstruction into the construction project delivery process can assist the industry to better reuse and recycle building materials and achieve a sustainable environment. Furthermore, the expected impact of the research on the construction industry is a practical process model that can be used to incorporate the concept of deconstruction into the project delivery process. This can be adopted at all the stages of the building process and would benefit the industry as it offers a solution to reduce the environmental impacts caused by its activities.

This research is focused on developing a simulation (game) that will help explain the basic principles of Integrated Project Delivery (IPD) and Target Value Design (TVD). The transfer of knowledge about Lean principles is currently limited and there is a need for teaching materials in this field. The Lean Construction community believes that teaching lean principles through games or simulations is very effective. This study is focused on developing a simulation that explains the basic principles of IPD and TVD. After study of current literature related to IPD, TVD and Lean simulations, this game was developed and then tested on construction professionals and students. Test results from a first run study showed that the simulation helps to explain some principles of IPD and TVD. However further study is needed to ensure that those who engage this simulation confidently understand key principles of IPD and TVD.

Los proyectos de construcción suelen tener relaciones adversarias entre colaboradores, bajos ratios de productividad, alto grado de ineficiencia y re trabajo, frecuentes disputas y poca innovación. Como resultado, se tienen proyectos que son muy costosos y que no cumplen con los plazos especificados. Este panorama puede ser visto desde enfoques diversos de solución, empezando por la mejora de la productividad, la tecnología, entre otros. Sin embargo, es necesario revisar las bases mismas de la relación entre las empresas que forman parte de un proyecto y, a partir de ello, presentar un nuevo modo de trabajo colaborativo: el IPD, un marco de trabajo integrador de resultados fascinantes.

State transportation authorities’ reliance on traditional financing mechanisms such as gas taxes and federal support has waned of late as these mechanisms have proved insufficient to keep pace with the escalating demand for transportation infrastructure in the United States. As a result, public-private partnerships (P3) are increasingly viewed as a part of the solution to this problem. A partnership between the public and private sector allows both entities to “mutually benefit” from the private sector’s equity/debt financing structure and ability to bring innovation and efficiency to the table. Companies have formed consortia either to lease the existing toll roads through what is termed as a Brownfield project model or deliver design-build-finance-operate projects categorized as a Greenfield model. A case-study based approach helps to identify the organizational structure, nature of the key participants and risk characteristics of these Greenfield-Brownfield P3 models. The four cases identified for study include, the Pocahontas Parkway in Virginia, SR-125 in California representing the Greenfield model and the Chicago Skyway and Indiana Toll road under the Brownfield model. An analytical template comprised of a project finance structure, risk matrix for each of the four cases and Porter’ s segmentation matrix for the selected private sector project participants is used to characterize the structure of the P3 arrangement in the cases. The project finance structure illustrates the formation of a special purpose vehicle (SPV) to delineate the role played by different participants. Risk matrices developed for all the four cases helps to identify the allocation of risks among the state and the SPV or the concessionaire. Porter’ s segmentation matrix helps to identify the activities of the key players or sponsor companies in various sectors including infrastructure, across the world. The SR-125- Greenfield- model seems to have evolved from Pocahontas Parkway as the private sector solely finances the project and assumes the high revenue risk and responsibility to operate and maintain the facility. The Brownfield model faces a political backlash in the U.S., and this risk has become fundamental to the model. Based on their core competencies, companies decide in which of the two models they are suited to participate. Their individual expertise adds value when they collaborate to deliver a public-private partnership. Finally, further evolution of the Greenfield and Brownfield models depends upon the developments in the U.S. P3 market. / Master of Science

Increasingly, states are relying on creative financing and asset management to maintain and improve the nation's transportation infrastructure since budgetary challenges constrain potential options. One method of tapping into alternative sources of capital is the public-private partnership (PPP or P3). A public-private partnership is a long-term contractual agreement in which the public sector authority assigns a traditionally public responsibility (such as operations and/or financing) to the private sector participant, in hopes of achieving mutual benefit. First employed in the contemporary era in the late 1980's by California and Virginia, the public-private partnership has continued to become a more popular delivery method. A thorough review of the literature on the subject reveals both academic and institutional material covering a wide variety of P3 topics. Garvin's (2007) P3 Equilibrium Framework supplemented the current body of knowledge by building upon past research to better analyze the performance of existing and proposed PPP's or serve as a resource when developing future projects. The Framework allows the user to assess a project or program and determine its potential for producing desirable results. This research utilizes case studies to gain further insight into P3 projects and programs, as well as the performance of the original P3 Equilibrium Framework. The cases include the evolution of legislation in California and Virginia, and four projects that resulted from these programs: the State Route 91 Express Lanes, Dulles Greenway, Pocahontas Parkway, and failed I-81 Improvement proposals. Application of the original framework to the case studies led to several refinements. The changes provide more comprehensive appraisal mechanisms and improve the applicability and consistency of the P3 Equilibrium Framework. In addition, the concept of "tension" is introduced, which in effect is a means of describing the stress between the interested parties of a P3 arrangement. Ultimately, the revised Framework helps to structure perspectives of P3 arrangements and is underpinned by the notion that these strategies must balance the interests of society, the state, industry, and the market for ultimate success. / Master of Science

abstract: The water and wastewater industry in the United States is in dire need of renovation due to dwindling infrastructure and requires substantial reinvestment. Design-bid-build (DBB) is the traditional method of project delivery most widely applied in this industry. However, alternative project delivery methods (APDM) are on the rise and touting the benefits of reduced project schedule and cost. The main purpose of this study is to conduct a qualitative and quantitative performance evaluation to assess the current impact of APDM in the water and wastewater industry. A national survey was conducted targeting completed water and wastewater treatment plant projects. Responses were obtained from 75 utilities and constructors that either completed their projects using DBB, construction manager at risk (CMAR), or design-build (DB). Data analysis revealed that CMAR and DB statistically outperformed DBB in terms of project speed and intensity. Performance metrics such as cost growth, schedule growth, unit cost, factors influencing project delivery method selection, scope changes, warranty and latent defects, and several others are also evaluated. The main contribution of this study was that it was able to show that for the same project cost, water and wastewater treatment plants could be delivered under a faster schedule and with higher quality through the utilization of APDM. / Dissertation/Thesis / Masters Thesis Construction Management 2018