https://doi.org/10.24928/2019/0157
Effects of IPD in Norway – A Case Study of the Tønsberg Project
Sarah Hermine Fossum Simonsen1, Maren Holte Skoglund2, Atle Engebø3, Bjørn Edmund Varegg4 & Ola Lædre5
1M.Sc. student, Department of Civil and Environmental Engineering, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, +47 90807120, [email protected]2M.Sc. student, Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, +47 98899555, [email protected]
3PhD Candidate, Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, [email protected]
4Deputy Director and Lead Contract and Procurement, Vestfold Hospital Trust, Norway, +47 90911917, [email protected]
5Professor, dr.ing, Department of Civil and Environmental Engineering, NTNU, Trondheim, Norway, +47 73594739, [email protected]
Abstract
The study aims to identify the effects of implemented elements of Integrated Project Delivery (IPD) on the production phase, and the effect on team, individual and task needs. The paper advances research on IPD in practice and facilitates better transition to IPD to resolve challenges in the construction industry. The research includes a single case study of the Tønsberg Project in Norway, combined with a literature review. The case study consists of a document study and semi-structured interviews with key informants from the contractor. The research established that too many elements were attempted implemented at once, causing a tendency to fall back on traditional ways of doing things when the process lagged. Even so, the interviewees saw great potential in IPD, with more education and training. Furthermore, the experienced effects in the Tønsberg Project fulfilled team needs to a greater extent than individual and task needs. This reflects the IPD idea of the owner, contractor and designer working together as a unit and shows the value of leaders using IPD. The research is limited by a single case study and the contractor’s perspective. Further work might study different projects or increase the differentiation in roles and data collection.
Keywords
Integrated Project Delivery (IPD), collaboration, team model, commitment, effects
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Reference
Simonsen, S. H. F. , Skoglund, M. H. , Engebø, A. , Varegg, B. E. & Lædre, O. 2019. Effects of IPD in Norway – A Case Study of the Tønsberg Project, Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC) , 251-262. doi.org/10.24928/2019/0157
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