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Demographics of the Procurement Documents.

Demographics of the Procurement Documents.

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Research in sustainable building practices suggests that integrated project delivery methods can more successfully deliver green buildings as measured by cost, schedule, and quality objectives. Design-build is an integrated project delivery method that has increased in use in the public sector. Design-build projects are commonly acquired through be...

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... the non-probability sample limits the extrapolations that may be made to industry as a whole, the sam- ple population does provide valuable quantitative and qualitative insight into the current state of the procurement process. The LEED certification level demographics, budget size, and owner classification of the procurement documents analyzed are shown in Table 1. Collectively they represent over $1.2 bil- lion dollars in vertical construction work from 16 different states. ...

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... 2. Literature review A number of project delivery methods have been developed for the process of designing and constructing facilities, the commonly used of which include the following (CMAA (Construction Management Association of America), 2012; Forbes and Ahmed, 2010;Molenaar et al., 2010): Design-Bid-Build (DBB), Design-Build (DB) or Design and Construct (D&C), Construction Manager at Risk (CM at Risk), EPC, Design-Construction Management (Design-CM), Fast-Track Construction, Partnering, and Turnkey and Build-Operate-Transfer (BOT). These different project delivery methods are distinguished by the structural variations between the owner, the designer, the constructor, financing methods and operational variations within the parties (Touran et al., 2011;Oyegoke et al., 2009). ...
Purpose The purpose of this study was to prioritize the appropriate generic contractor selection criteria for Engineering–Procurement–Construction (EPC) projects in the construction industry. Design/methodology/approach Proceeding from a review of previous studies and validation by a small group of experts, a preliminary set of 16 criteria was first identified. This was followed by three rounds of Delphi surveys: firstly, with 64 experienced participants confirming the relevance of the 16 criteria; secondly, with a reduced subgroup of 47 more experienced participants scoring the importance of each; and finally, providing the opportunity for these 47 to revise their scores in the light of knowing the aggregated results of the previous round. Findings The results show the consensus view, of which the most important criteria are ranked as past performance, project understanding, technical attributes, key personnel, health and safety, past experience, time, management, financial, contractual and legal, quality, cost, relationships, environmental and sustainability, organizational and industrial relations, and geographic location. Originality/value The findings are useful for both practitioners and academics in making a significant contribution to the body of knowledge of the EPC process. This will assist in providing a better understanding of criteria importance and pave the way to developing an EPC contractor selection model involving the criteria most needed to objectively identify potential contractors and evaluate tenders.
... With the growing demand for green buildings worldwide, it has become necessary to develop a new adequate research field to create practical evaluation approaches for green building bidders to guarantee that the selected bid winner has practical experience and knowledge of all the required stages, which are vital to finish such projects with the required time, cost, quality, safety, and environmental aspects. In addition, influential research ensures the ability to successfully leave space for the green construction industry to cope with emerging technologies [1]. Thus, accurate construction cost prediction models need to consider all influential attributes. ...
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... SPM requires considering a project and management by taking into account a wider time horizon, a wide range of perspectives and a wide set of stakeholders [6]. The concept of sustainability and SPM is used in project management and project delivery, e.g., the procurement process [7], project monitoring [8], risk identification and risk management [9], to reduce the risk of cost inaccuracy in infrastructure projects [10], in risk management in development projects [11], and in stakeholder's identification and engagement [8,12]. The relationship-specific risk assessment of interorganizational projects covers various aspects of sustainability: economic sustainability and social and administrative sustainability. ...
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... This impact of sustainability on project management is referred to as Sustainability of the project [28], and has developed into the concept of Sustainable Project Management (SPM), which Silvius and Schipper [65] defined as "the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economic and social aspects of the life-cycle of the project's resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation". In SPM, the sustainability perspective is applied to the processes of project management and delivery, such as the identification and engagement of stakeholders [20; 55], the process of procurement in the project [47], the development of the business case [60; 64; 70], the monitoring of the project [55], the identification and management of project risks [61], the communication in and by the project [50], and the selection and organization of the project team [65]. ...
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... A estratégia de busca nos parâmetros estabelecidos mostrou dois trabalhos do continente americano, ambos com aplicação nos Estados Unidos, onde a certificação Leadership in Energy and Environmental Design (LEED) é vista como um fator de sucesso na entrega de construções sustentáveis, podendo gerar maior confiança e eficiência para o projeto. Esse fato pode ser verificado na publicação feita em 2008 pela General Services Administration (GSA) ao informar que projetos de construção sustentável possuem economia de 13% nos custos operacionais, 26% no consumo de energia e 33% na emissão de gás carbônico em relação aos projetos de construção não-sustentáveis (MOLENAAR et al., 2010). ...
... O estudo de Molenaar et al. (2010), baseou-se em projetos que possuíam um plano de gerenciamento, mas a maioria dos planos não incluía objetivos sustentáveis, o que poderia estar descrito no documento de pedido de propostas, a fim de formar a base para o contrato de elaboração e construção. Segundo o autor, o sucesso de um projeto está no detalhamento das necessidades do solicitante e o conhecimento desses critérios por parte da equipe, aumentando a confiança, a eficiência, a qualidade do trabalho e o incremento nas chances de sucesso de uma entrega de construção verde. ...
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... (Silvius and Schipper, 2014b, p. 79). In sustainable project management, a sustainability perspective is applied to the processes of project management and delivery (Huemann and Silvius, 2017), such as the identification and engagement of stakeholders (Eskerod and Huemann, 2013;Sánchez, 2015), the process of procurement in the project (Molenaar et al., 2010), the development of the business case (Claudia and Martina, 2013), the monitoring of the project (Sánchez, 2015), the identification and management of project risks (Gilbert, 2016), the communication in and by the project (Pade et al., 2008), and the selection and organization of the project team (Silvius and Schipper, 2014b). ...
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Making project management practices sustainable is an essential component to the broader mission of making the construction industry, as a whole, truly sustainable. In pursuit of this objective, numerous studies have collectively identified a plethora of barriers inhibiting construction project management sustainable transition. While such knowledge is instructive, it presents its own barrier as prevailing challenges cannot be tackled simultaneously and redressing barriers individually (and in isolation) has proven ineffective. This research therefore seeks to examine the interrelationship and dependency of these barriers, doing so in the context of the Iranian construction industry, and by using statistical means to identify underlying meta-barrier factors. Extracted from the extant literature, thirty initial barriers are defined and delineated to inform a survey data collection instrument delivered to Iranian industry experts. Of 454 questionnaires distributed to construction professionals, 176 valid responses were returned and Social Network Analysis (SNA) tools were adopted to analyse the data. Five core thematic clusters of barriers were observed to impede the industry's project management sustainability transition, namely: 1) project context; 2) knowledge; 3) investment; 4) community; and 5) strategy. Based upon these five meta clusters of barriers, future industry and government policies could set frameworks for moving towards sustainability and identify the root causes of the failure in their projects' sustainable practices. The research concludes by delineating future direction for further research investigation. This study contributes to the field through analysing the linkages between barriers and distils them into five broad problem sets. This method provides a more manageable approach and offers industry practitioners in Iran holistic insight on how to effect positive change towards sustainable project management practices, and in turn, a sustainable construction industry. In so doing, the study provides lessons for other developing countries.
... First, the expansion of alternative project delivery methods (APDMs) has established more widespread familiarity with non-low-bid procurement methods (McKeon 2016;Schleifer et al. 2014). APDMs such as design-build (DB), construction manager/general contractor [CMGC or construction management at risk (CMAR)], and integrated project delivery (IPD) are commonly procured using BV or qualifications-based selection (QBS) rather than LB (Molenaar et al. 2010;AGC 2009). Second, the implementation of BV has recently expanded into DBB projects as an effective strategy to improve project outcomes and enhance consistent project performance (Tran et al. 2016). ...
... In such projects, owners may prefer to seek a contractor with the greatest available expertise, experience, and technical skills, yet LB procurement may rarely select the best-qualified contractor among the pool of competing bidders. This result is in line with those of previous studies that have highlighted the importance of selecting the best-qualified contractor for complex projects (Molenaar et al. 2010;Yu and Wang 2012). On the other hand, it is noted that, in nearly one-quarter of procurements, the ideal outcome of selecting the best-qualified contractor with the lowest bid cost was achieved. ...
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The best-value (BV) procurement method has been increasingly used by owners in the context of design–bid–build (DBB) project delivery. The objective of this study was to determine whether a statistically significant difference existed between project performance outcomes (cost growth, schedule growth, and owner’s satisfaction) and the qualifications of the selected contractor as rated by the owner’s evaluation team during the bidding stage. The data sample consisted of 118 DBB vertical institutional projects, including project data on awarded cost and schedule information as well as the owner’s evaluation results of common qualifications-based evaluation criteria. Inferential testing of the performance variables showed that contractors who received the highest qualifications scores for technical proposals, past performance, and interviews achieved better project performance in several areas of schedule growth and owner’s satisfaction. This study contributes to the body of knowledge by identifying the extent to which higher qualifications correspond with incrementally improved project performance outcomes, which may help project owners make more informed procurement decisions.
... Sustainability of the project applies a sustainability perspective to the processes of project management and delivery, such as the identification and engagement of stakeholders [7,33], the process of procurement in the project [34], the development of the business case [23], the monitoring of the project [33], the identification and management of project risks [35], the communication in and by the project [36], and the selection and organisation of the project team [8]. ...
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The role of projects in the transition of organisations towards sustainability is addressed in a growing number of studies, and “sustainable” project management is considered one of the most important project management trends today. As sustainability is a normative concept based on subjective values and beliefs, project managers are bound to experience different stimuli and inhibitors for the consideration of sustainability in their projects. Earlier studies identified three distinct stimulus patterns: Intrinsically motivated, Task-driven, and Pragmatic. However, little is known about these three groups of project managers’ personal and professional characteristics and their work environments. Following up on earlier studies, this paper explores the social-demographic and professional-related characteristics that the three stimulus patterns represent in a quantitative, survey-based study on a sample of 433 project managers. Analyses of descriptive statistics (means, frequencies, and Cronbach’s alpha) and inferential statistics (chi-squared, t test, and ANOVA) were used. The findings of the study support the conclusion that sustainability is a personal trait based upon the individual’s attitude towards sustainability. The study also reveals that the stimulus patterns of project managers significantly differ over industries and types of projects. The study intends to help organisations implement sustainability strategies by deepening their understanding of project managers’ stimulus to consider sustainability in their projects. The study contributes to the emerging knowledge on sustainable project management and specifically to the understanding of stimulus patterns of project managers.