Conceptual Framework for Implementing Integrated Project Delivery in Infrastructure Projects in Peru
Integrated project delivery (IPD) implies a transformational change of project participants’ behaviors and current practices. This change aims to break down the traditional silos of construction and improve collaboration, communication, and alignment between the different stakeholders in a project. Diverse implications of integration have been developed and applied in the project management literature. Therefore, there is a need to structure the industry’s approach towards integration and identify common characteristics among these diverse approaches. In this study, the author explored the blueprints of integration in the project management literature and identified common patterns across the theoretical foundations and case studies that have documented the processes and practices previously applied in real-world settings to propose a conceptual model that facilitates IPD implementation. For this purpose, the author performed a tertiary study of integration in the project management literature and then contrasted the findings with an inductive study of practice to identify current gaps between the Peruvian construction industry compared to the ideal state of an IPD project. Because the inductive and deductive coding process for the literature suggests that even though there is no consensus on the definition of IPD in the industry as a whole or what it involves, the objective of this study is to look deeply into the IPD literature by focusing on practical applications, identifying the principles and tools that have been applied, and detailing the approaches to behaviors that have governed IPD in practice thus far. This study proposes a conceptual framework for IPD implementation that can be used to facilitate the transition from traditional approaches to an IPD system. The study is based on a tertiary analysis of the existing body of knowledge, a detailed survey of the current approach to construction projects, and an analysis of a case study involving the implementation of IPD in Peru. The newly integrated approach in construction, IPD, supports the use of tools and principles that have previously been implemented in different ways within various organizations. The author explains in detail the principles and tools that facilitate IPD and presents a guide to practitioners concerning how to leverage the implementation of these tools and principles based on stakeholders’ expectations and behaviors. The conceptual framework proposed by the author serves as a guideline on how industry practitioners can better implement an IPD approach to improve the delivery of construction projects. The proposed framework for implementing IPD plays an important role in understanding the principles that govern IPD and the available tools that can facilitate IPD implementation while accounting for the trade-offs that might potentially occur during the different stages of a project. Infrastructure projects are often highly complex, which emphasizes the need for integration, particularly in a new market such as Peru. Although some Lean construction and building information modeling (BIM) concepts are increasingly being adopted in Peru with support from the Lean Construction Institute in Peru (LCI Peru), there is still a lack of knowledge in the market regarding IPD as a delivery method and its corresponding tools and principles. By exploring and analyzing the contextual nuances of concept adaptation and any associated challenges in Peru and contrasting current practice with the theoretical framework on this topic, the author has also included suggestions to further improve the Peruvian construction industry in the next 15 year-period with the help and support of the Lean Construction Institute’s Peruvian chapter.
Hastak, Purdue University.
Civil engineering|Latin American Studies
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