Authors : Tolulope Tokunbo, Borisade; Emmanuel Damilare, Ogundare

Volume/Issue : Volume 9 - 2024, Issue 12 - December

Google Scholar : https://tinyurl.com/ms3fpnz9

Scribd : https://tinyurl.com/2r3d6feh

DOI : https://doi.org/10.5281/zenodo.14610423

Abstract : This paper investigates the effectiveness of integrated project delivery (IPD) in managing change in construction projects. Change is a common challenge that can lead to delays, cost overruns, and disputes (Halou et al., 2019). IPD is a collaborative approach that involves all stakeholders from project initiation (Mesa et al., 2019), but its effectiveness in managing change is not well- studied (Kahvandi et al., 2023). A survey of construction industry professionals was conducted to compare IPD to traditional delivery methods, identify success factors, and analyze implementation challenges. The results indicate that respondents perceive IPD as highly effective in facilitating collaboration, identifying and resolving issues early, and managing change during project execution. Engagement in Integrated Project Delivery (IPD) projects has been shown to influence perceptions of effectiveness positively. Key enablers include early stakeholder involvement, open communication, collaborative decision-making, and shared risk/reward structures (Kahvandi et al., 2020). However, cultural resistance and lack of trust can hinder implementation (Ebekozien et al., 2022). The findings contribute insights for improving the construction industry's change management practices and project outcomes. Future research opportunities include longitudinal studies, comparisons to other delivery methods, qualitative exploration of experiences, and examining technology's role. Overall, IPD shows promise as an approach for proactively and collaboratively managing change to reduce adverse impacts and enhance project performance.

Keywords : Integrated Project Delivery, Change Management, Construction, Collaboration, Project Management.

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