TY  - CONF
TI  - Integrated Project Delivery in Norway – the Clients’ Perspective on Challenges
AU  - Nwajei, Una Obiose Kriston
AU  - Bølviken, Trond
AU  - Hellström, Magnus Mikael
AD  - P.h.D Student, Department of Engineering Science, University of Agder, Jon Lillutens Vei 9, 4879, Grimstad,  Norway, una.nwajei@uia.no, orcid.org/0000-0002-6979-4430
AD  - Professor, Department of Working Life and Innovation, School of Business and Law, University of Agder, Jon  Lillutens Vei 9, 4879, Grimstad, Norway, trond.bolviken@uia.no, orcid.org/0000-0003-4834-2408
AD  - Professor, Faculty of Science and Engineering, Åbo Akademi University, Henriksgatan 2, 20500 Åbo, Finland,  Magnus.Hellstrom@abo.fi, orcid.org/0000-0002-3851-0503
ED  - Seppänen, Olli
ED  - Koskela, Lauri
ED  - Murata, Koichi
PY  - 2025
DA  - 2025/06/02
T2  - Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)
C3  - Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33)
CY  - Osaka and Kyoto, Japan
SP  - 1243
EP  - 1254
DO  - 10.24928/2025/0154
SN  - 2789-0015 (ISSN)
AB  - The purpose of the paper is to identify and understand the clients’ motives for choosing Integrated Project Delivery (IPD) as a Project Delivery Model (PDM) and their experiences of the challenges in adopting it in Norway. This is an overlooked perspective as most studies focus on general benefits and barriers to IPD. The paper draws upon interviews with client representatives. The study reveals six recurring challenges across the projects: diverse motivations for choosing IPD, the necessity of enthusiasts to drive adoption, the challenge of convincing decision-makers that the public procurement regulations are not a showstopper, that agreeing on target prices can be hard and potentially lead to project collapse and that decision-making within the IPD framework can be challenging. The findings show that the rationale for adopting IPD is based on a complex interplay of factors. We conclude by arguing that while enthusiasm is a powerful catalyst for IPD adoption, it must be balanced with rational decision-making and a clear understanding of project-specific circumstances.
KW  - Adoption barriers
KW  - Challenges
KW  - Client perspective
KW  - Integrated Project Delivery (IPD)
KW  - Project Delivery Model (PDM)
L1  - https://www.iglc.net/papers/details/2344/pdf
UR  - https://www.iglc.net/papers/details/2344
DB  - IGLC.net
LA  - English
N1  - Export date: 04 October 2026
ER  -