abstract: Over the last two decades, Alternative Project Delivery Methods (APDM), such as Design-Build (DB), have become more popular in the construction industry, specifically in the U.S., and the competition for APDM projects has risen among construction companies. The Engineering News Record (ENR) magazine analyzes DB firms and publishes the list of the top 100 every year. According to ENR articles and many scientific papers, the implementation of DB method has grown drastically over the last decade, however, information about growth trends depending on firm size and segment is lacking. Also missing is knowledge the future market trends over the next five years. Furthermore, public agencies and DB firms may be worried that DB projects do not distribute wealth equally among DB firms. Using the top 100 firms deemed representative of the DB market, the author has divided the market into volumes based on rankings to analyze the total DB market revenue growth. A comparison between international and domestic revenues indicated that the top five DB firms have 64% more involvement in the international market compared to the domestic market. Furthermore, while the research shows increasing market share only for the top five firms, the author has found that (1) a large portion of their market share is due to a large growth in their international market, and (2) revenues for all volumes of the DB market have increased. Moreover, regression and time series analyses allow for the forecasting of the DB market growth, which the author anticipate to move from about $100B to about $150B in 2020. / Dissertation/Thesis / Masters Thesis Construction 2014

abstract: Much of the water and wastewater lines in the United States are nearing the end of their useful life. A significant reinvestment is needed in the upcoming decades to replace or rehabilitate the water and wastewater infrastructure. Currently, the traditional method for delivering water and wastewater pipeline engineering and construction projects is design-bid-build (DBB). The traditional DBB delivery system is a sequential low-integration process and can lead to inefficiencies and adverse relationships between stakeholders. Alternative project delivery methods (APDM) such as Construction Manager at Risk (CMAR) have been introduced to increase stakeholder integration and ultimately enhance project performance. CMAR project performance impacts have been studied in the horizontal and vertical construction industries. However, the performance of CMAR projects in the pipeline engineering and construction industry has not been quantitatively studied. The dissertation fills this gap in knowledge by performing the first quantitative analysis of CMAR performance on pipeline engineering and construction projects. This study’s two research objectives are: (1) Develop a CMAR baseline of commonly measured project performance metrics (2) Statistically compare the cost and schedule performance of CMAR to that of the traditional DBB delivery method A thorough literature review led to the development of a data collection survey used in conjunction with structured interviews to gather qualitative and quantitative performance data from 66 completed water and wastewater pipeline projects. Performance data analysis was conducted to provide performance benchmarks for CMAR projects and to compare the performance of CMAR and DBB. This study provides the first CMAR performance benchmark for pipeline engineering and construction projects. The results span across seven metrics in four performance areas (cost, schedule, project change, and communication). Pipeline projects delivered using CMAR have a median cost and schedule growth of -5% and 5.10%, respectively. These results are significantly improved from DBB baseline performance shown in other industries. To verify this, a statistical analysis was done to compare the cost and schedule performance of CMAR to similar DBB pipeline projects. The results show that CMAR pipeline projects are being delivered with 6.5% less cost growth and with 12.5% less schedule growth than similar DBB projects, providing owners with increased certainty when delivering their pipeline projects. / Dissertation/Thesis / Doctoral Dissertation Civil Engineering 2015

Ingeniero Civil / Las estrategias de ejecución de proyectos corresponden a la forma en el cual el mandante materializa las fases de Ingeniería y Construcción de su proyecto, estableciendo a las diferentes empresas participantes, en qué momento se incorporan éstas al proyecto, cómo se distribuyen las responsabilidades, entre otros aspectos. Todo lo definido en este proceso se establece en los contratos entre el dueño de proyecto y las diferentes empresas de Ingeniería y Construcción. Uno de los principales problemas que evidencian las estrategias tradicionales de ejecución de proyectos, es que en general se desarrollan bajo un ambiente donde cada empresa participante busca obtener los mayores beneficios con el menor esfuerzo posible, en una estructura jerárquica vertical (mandante-diseñadores-constructores) donde cada actor se aboca al desarrollo del trabajo propio involucrándose escasamente con otras especialidades. La estrategia de ejecución de proyectos conocida como Integrated Project Delivery (IPD), presentada en el año 2007, por The American Institute of Architects (AIA) busca dar solución a los principales problemas que generan las estrategias de ejecución comúnmente utilizadas (DB, DBB, EPC, EPCM y CMc). La estrategia IPD se caracteriza por involucrar tempranamente a los principales actores en fases de diseño del proyecto en un ambiente de cooperación, innovación y coordinación enfocándose en optimizar los recursos, procesos y actividades para finalizar en forma eficaz el proyecto. El objetivo principal de esta memoria es analizar la situación actual y tendencias de la estrategia IPD en proyectos. Para contextualizar al lector, se realiza un estudio sobre las estrategias tradicionales de ejecución de proyectos, y en particular sobre la estrategia IPD, para entender su aplicación en cada una de las fases del ciclo de vida del proyecto. Se entrevistan a profesionales expertos en la materia para obtener información acerca de los procesos de definición de las estrategias de ejecución y para saber si la estrategia IPD podría ser aplicable en proyectos que se desarrollan en Chile, en particular, si la cultura de las empresas favorece la implementación de los principios y aspectos contractuales que establece la estrategia IPD. Una de las principales conclusiones obtenidas en esta memoria, es que no existiría una mejor estrategia de ejecución, todas muestran ventajas y desventajas ante ciertos escenarios. La estrategia IPD posee características y principios que aumentan las probabilidades de éxito y de obtención de mejores soluciones tanto de diseño como constructivas. Sin embargo, en relación a su implementación, se debe reconocer que se requiere un importante cambio cultural en las organizaciones para poder establecer contratos acordes con estas características, algo que en el corto plazo parece difícil y que en la actualidad solo algunas empresas y dueños podrían llevar a cabo con éxito.

Integrated project delivery (IPD) method has recently emerged as an alternative to traditional delivery methods. It has the potential to overcome inefficiencies of traditional delivery methods by enhancing collaboration among project participants. Information and communication technology (ICT) facilitates IPD by effective management, processing and communication of information within and among organizations. While the benefits of IPD, and the role of ICT in realizing them, have been generally acknowledged, the US public construction sector is very slow in adopting IPD. The reasons are - lack of experience and inadequate understanding of IPD in public owner as confirmed by the results of the questionnaire survey conducted under this research study. The public construction sector should be aware of the value of IPD and should know the essentials for effective implementation of IPD principles - especially, they should be cognizant of the opportunities offered by advancements in ICT to realize this. In order to address the need an IPD Readiness Assessment Model (IPD-RAM) was developed in this research study. The model was designed with a goal to determine IPD readiness of a public owner organization considering selected IPD principles, and ICT levels, at which project functions were carried out. Subsequent analysis led to identification of possible improvements in ICTs that have the potential to increase IPD readiness scores. Termed as the gap identification, this process was used to formulate improvement strategies. The model had been applied to six Florida International University (FIU) construction projects (case studies). The results showed that the IPD readiness of the organization was considerably low and several project functions can be improved by using higher and/or advanced level ICT tools and methods. Feedbacks from a focus group comprised of FIU officials and an independent group of experts had been received at various stages of this research and had been utilized during development and implementation of the model. Focus group input was also helpful for validation of the model and its results. It was hoped that the model developed would be useful to construction owner organizations in order to assess their IPD readiness and to identify appropriate ICT improvement strategies.

This thesis examines an American form of partnering, Integrated project Delivery (IPD) for the purpose of implementing it in the Swedish construction industry. To do this the current Swedish standard of partnering, Samverkan, is compared to IPD. The cooperating company is In3prenör AB who are interested in IPD and want to establish if profitable elements can be implemented in their current modus operandi. The thesis was carried out in ten weeks. The thesis was limited to the implementation of IPD towards suppliers, sub- and joint contractors and has held a more speculative view towards employers. Methodically a literature study was done to collect data and knowledge about IPD. Through an interview study data was collected from key figures in two partnering projects who all had previous experience with partnering. From this data a status analysis was done for the purpose of comparing IPD and Samverkan. The results showed that the respondents have had positive experiences with partnering. The majority group of respondents feel partnering results in a nicer working environment and a best-for-project mindset. The respondents held the view that Samverkan is "merely nice words" but the results prove otherwise. The thesis concludes that the primary differences lie in IPD's more complete framework and Samverkan's softer values. The relationship between buyer and main contractor needs to be reworked on the contractual level. Based on the interviews, the authors believe that there is much to be gained through long-term relationships. At the start of new project, the desired results can then be advanced rather than re-established.

La presente tesis tiene como objetivo identificar de las principales causas por las cuales el Grupo Graña y Montero no ha sido competitivo en las recientes propuestas presentadas en concursos de proyectos de infraestructura bajo la modalidad de Asociación Publico Privada (APP), específicamente de carreteras. En base a lo obtenido del análisis realizado mediante juicio de expertos se identificó que existen deficiencias en la planificación y la comunicación directa por parte de los stakeholders durante las fases de elaboración de una propuesta, lo cual afecta en el desarrollo de la ingeniería y en el costo de la misma. La propuesta de solución que plantea la tesis tiene como principal enfoque el establecer pautas de gestión integrada para logar apalancar proyectos multidisciplinarios a través de la aplicación de herramientas prácticas, criterios para la estructuración, ejecución y operación de proyectos basados en Lean Project Delivery System (LPDS). Len Project Delivey System (LPDS) propone mejorar las etapas de definición y diseño de los proyectos usando las técnicas “lean”, las cuales se vienen aplicando en el Grupo Graña y Montero con gran éxito, pero solo a la etapa de ejecución del proyecto. Por lo tanto, se busca ampliar la visión del uso de las técnicas “lean”. La tesis se enfoca en lograr la mejor solución de ingeniería a partir de un trabajo colaborativo, la mejora continua y el alineamiento de los satakeholders, lo cual asegurará alcanzar un diseño de ingeniería atractivo para el cliente a un precio competitivo. El diagrama muestra la propuesta de pasar de un enfoque secuencial a un enfoque integrado en donde el impacto de cambios propuestos busca generar valor y no ajustar costos. / The present thesis aims to identify the main reasons why Grupo Graña y Montero has not been competitive in the recent proposals for infrastructure projects presented under the modality of Public Private Partnership (PPP), specifically for road projects. Based on the analysis carried out by expert judgment method, it was identified that there is a deficiency in the planning and direct communication between the stakeholders during the phases of the proposal elaboration, which affects the development of the engineering and the cost of the project. The main objective of the solution proposed by the thesis is to establish integrated management guidelines to leverage multi-disciplinary projects through the application of practical tools, criteria for structuring, execution, and operation of projects based on the Lean Project Delivery System. Len Project Delivery System (LPDS) proposes to improve the stages of definition and design of the project using lean techniques, which have been applied by Graña and Montero Group with great success but only to the project execution stage. Therefore, it seeks to broaden the vision of the use of "lean" techniques. The thesis focuses on achieving the best engineering solution from a collaborative work, continuous improvement, and alignment of the stakeholders, which will ensure an attractive engineering design for the client at a competitive price. / Tesis

This research was completed in two phases; phase-one involved a mini-scan study of the highway maintenance industry to identify the current state-of-practice in performance-based maintenance contracting (PBMC). Phase one gathered information on domestic and foreign agencies currently using performance-based maintenance on highways. Phase two used the mini-scan study information to build, compare and analyze agency timelines (i.e., VDOT to others). Timelines included major milestones at each agency; milestones which enabled innovation in the field of performance-based contracting. The purpose of comparing VDOT to other agencies was to provide VDOT with industry best practices as well as recommendations for future contract evolutions. Timelines were constructed for Florida DOT, Main Roads of Western Australia, England\'s Highways Agency and New Zealand Transport Agency. Connection links were made between VDOT and the other four agencies based on similarities in procurement laws and maintenance milestones (i.e., 1st Design-Build project). The timeline linkages and collection of information on benefits associated with PBMC (compared to traditional method-based maintenance) were used to make five recommendations for VDOT\'s future maintenance program. VDOT recommendations were: Use performance-based contracting on secondary roads, use area-wide contracts to cover addition facilities, shift VDOT TAMS focus from lowest-cost to a best-value approach similar to England\'s Managing-Agent Contractor, devise a strategic network of highways to prioritize maintenance, use key performance indicators to align Maintenance Division objectives with overall VDOT organization. Recommendations also considered the current restrictions imposed by Virginia procurement laws. / Master of Science

Leaders of the U.S. government and U.S. organizations continue to seek information to mitigate risk and improve project deliverables in virtual environments. The problem addressed in this study was the rapid growth of technology in virtual workplaces that causes organizational leaders to concentrate on infrastructure and technology. The purpose of the exploratory case study was to understand the challenges virtual leaders encounter in the government environment that affect project delivery. The research questions were designed to examine the challenges virtual team leaders encounter while maintaining their roles and responsibilities to complete a project successfully in a timely manner. The theory of constraints was the framework used to address the problem of virtual leaders who struggle to complete project deliverables. Data were collected from 11 government virtual leaders via an online anonymous questionnaire and were triangulated via a reflective journal and notes from a checklist filled out by the participants who reviewed their own virtual team documents, logs, and recordings that served as firsthand knowledge. Data analysis led to several patterns and themes including communication, trust, and collaboration challenges for virtual leaders. Organizational leaders can use this study's findings to develop efficient and effective ways to engage with virtual leaders to achieve effective project deliverables and impact change in virtual environments in the 21st-century workplace.

No description available.

Project teams that deliver high risk, complex projects in the civil construction industry need tools to enable successful delivery. Construction Manager/General Contractor (CM/GC) is an innovative alternate delivery method, providing one such a tool. CM/GC furnishes public agencies with an attractive option for delivering projects in a less adversarial and more constructive manner by involving the contractor during design. The sophisticated public owner does not have to relinquish control of the details of the design in order to accelerate the schedule or see the benefits of real-time cost estimating data. There are also significant cost and schedule benefits with not degradation in quality. However, because CM/GC is relatively unknown to the civil construction industry much remains to be investigated about how CM/GC processes effect successful project delivery. This research investigated how CM/GC processes affect the three critical elements of construction process risks (including quality, schedule, cost and collaboration), project specific risks, and innovation. By identifying the processes that benefit these elements, successes can be repeated and increased. Additionally, an understanding of the differences in the perception of CM/GC processes, given by contractors, owners, and design engineers, provided perspective into improving the process. Analyzing data on current CM/GC projects and programs, as well as the compiled experience of field-experienced project teams, provided the information the industry needs to pursue implementation. Identified advantages of the process can be tied to strategies for successful delivery. Identified disadvantages expose barriers to implementation to be overcome by the project team. Project teams state that while the process does have disadvantages, many are perceptional and not fatal flaws to the method. Findings of this research link CM/GC processes to robust risk management results and the opportunity for successful innovation.