Collaborative project delivery and team performance during design and construction of a complex Norwegian swimming facility

Abstract

Construction projects are experiencing an increase in complexity, and elevated emphasis on sustainability. The industry has much potential with regards to optimizing value creation and improving collaboration. This is especially true for large and transformative projects with significant complexity and uncertainty. Collaborative project delivery methods (CDMs) aim to optimize value creation through integrating inter-organizational participants towards collaboration for a common goal. There is a need for more research on the relationship between CDM elements and team performance. This paper seeks to fill the research gap through a longitudinal case study of the two-stage CDM of complex Norwegian swimming facility. The study was conducted through two months of daily observations, a document study, and twenty semi-structured interviews in the construction phase and operations phase with personnel from the client, architect, consultant and contractor. Contractual elements included early contractor involvement, procurement emphasising collaboration, target cost with shared bonus/malus, and open book, while organizational elements included integrated management, active client involvement, elevated levels of involvement of architects, consultants and subcontractors in collaboration, a co-located team, integrated project controls and collaborative workshops. Cultural elements included mutual goals, equitability and trust. In stage 1 on the CDM, team performance was challenging in the early stage during concept selection and the late stage during the negotiation of a target cost for stage 2. In stage 2, team performance was challenging during the construction of technical installations, and the reaching of a final settlement. To ensure optimal team performance in collaborative projects, it is recommended to involve key participants sufficiently early, have reasonable and mutually understood risk allocation in the target cost, and an active client leadership and integrated steering committee that ensures recruitment of collaborative personnel and the establishment and sustenance of a collaborative project culture.