Search Results (5)

Building Information Modeling (BIM) supports information integration and coordination across the construction lifecycle, but benefits depend on collaboration that is shaped by the selected project delivery method (PDM). BIM-PDM evidence is difficult to consolidate due to heterogeneous terminology and fragmented, context-specific studies. This scoping review maps which PDMs are addressed in the BIM-related literature and how adequacy is framed. Following PRISMA-ScR, Web of Science and Scopus were searched and 71 studies met the eligibility criteria. Publications increased markedly after 2018 and were geographically concentrated, with the largest shares associated with author affiliations in China, the United Kingdom, Australia, Canada, Malaysia, and the United States. Integrated Project Delivery (IPD) was the most frequently examined (46 studies), followed by Design–Bid–Build (DBB) (29), Design–Build (DB) (29), Public–Private Partnership (PPP) (17), and Engineering, Procurement, and Construction (EPC) (14), while Alliancing, Lean-oriented delivery approaches, and Construction Management were comparatively underrepresented. A temporal analysis indicates a recent shift toward collaborative delivery methods in BIM research. Case-based studies are predominantly situated in public sector projects, with DBB, DB, EPC, and IPD examined across both infrastructure and building contexts, while PPP is limited to infrastructure. The literature is largely focused on design and construction phases, with limited attention to early project stages and operation and maintenance. Results indicate both traditional and relationship-based PDMs are studied in the existing literature, with research framing PDMs that allow for early contractor involvement as most compatible with BIM. Moreover, IPD, DB, and EPC show the best alignment compared to most used traditional DBB methods primarily due to the early involvement of the contractor in the project. EPC and DB achieve this through the allocation of responsibility to the contractor, whereas IPD relies on the early engagement of key participants and the systematic alignment of their objectives. Collaborative and relationship-based approaches are consistently presented as the most suitable for BIM, while DBB tends to constrain BIM benefits because of its fragmented nature. This study contributes by providing a systematic synthesis of BIM-PDM relationships in the scientific literature, identifying the key mechanisms underlying the suitability of different delivery methods for BIM implementation, and offering recommendations for future research based on the identified gaps. Full article

In recent years, China has vigorously promoted the EPC mode in the construction industry. However, under the weak trust environment of China’s construction industry, both owners and general contractors are involved in the design stage of EPC projects. Owing to conflicting interests in the design stage, there is a two-stage design interest paradox between the owners and general contractors of Chinese EPC projects, and this causes significant difficulties and challenges for project implementation. To resolve this paradox, this study proposes the “DART-PDCA” design management model by integrating value co-creation theory with the PDCA cycle. Applied to the Yuzhou High-speed Rail Station Square and Related Infrastructure PPP Project and the extended case, the model demonstrates how it resolves the paradox by (1) establishing structured dialogue platforms for aligning evolving design intentions, (2) enhancing information access and transparency through agreed protocols, and (3) facilitating dynamic risk assessment and allocation mechanisms. The results confirm that (1) the two-stage design interest paradox negatively impacts design management quality in China’s low-trust environment; and (2) the “DART-PDCA” design management model effectively resolves this paradox, leading to demonstrable improvements in design management quality, efficiency, and stakeholder alignment. This research forges novel interdisciplinary linkages among owner–general contractor relationships, design management, and EPC projects, providing critical insights into managing multi-organizational dynamics in complex EPC project environments. Full article

The “trillion-dollar era” of megaprojects has increased the demand for the scope of mega infrastructure. To address the requirement for high-quality “investment, construction, and operation” integration, the EPC and PPP models must be combined. The complexity of megaprojects has resulted in the complexity of project risk variables under the new model. However, few existing studies have undertaken in-depth studies on the risk of EPC + PPP megaprojects. The interplay and dynamic evolution of risk factors, in particular, have not been taken into account. This research intends to fill this gap by systematically identifying and modeling the risk variables associated with the adoption of the EPC + PPP model for mega infrastructure projects. In this study, the Bayesian network is used to detect decision-making risk variables for large infrastructure projects in China. The findings indicate that (i) 22 influencing factors of megaproject decision making are identified, including organizational decision making, PPP investment and financing, EPC construction, operations management, and policy and law. (ii) Considering the real project decision-making process, a model based on a dynamic Bayesian network is built, and associated governance techniques and early warning protection mechanisms are designed for the decision-making process. (iii) Using the Yiwu Mall Avenue project as an example, the Bayesian simulation model of decision-making risks is applied to a typical case to validate its feasibility and correctness. These findings have significant theoretical and practical implications for research on the identification and governance of decision-making risks in megaprojects using the EPC + PPP model in China. Full article

Existing research on risk sharing management often ignores the adverse consequences of secondary risks. This study addresses secondary risks that emerge from the implementation of specific risk mitigation measures. Addressing the limitations of existing research that overlooks secondary risks and exploring the impact of secondary risks on the outcome of risk sharing, this paper integrates secondary risks into a game model that examines risk sharing between the public and private sectors in EPC+PPP projects. Utilizing a risk-control benefit model, an evolutionary game model is established to determine the evolutionary stability strategy under various conditions. This encompasses factors such as project income distribution, risk control capability, imbalanced status, and risk compensation. The findings indicate that secondary risks impact the risk-sharing strategies of both parties. Furthermore, a stronger risk-control ability correlates with a greater inclination toward risk-taking. The public sector can motivate risk sharing for the private sector through risk compensation, with a discernible lower limit. Ultimately, risk sharing becomes an active choice for both public and private entities when the risk cost is below the difference in returns between risks. Full article

Under the ‘PPP + EPC + whole-process engineering consultation’ mode, this article constructs a replication dynamic evolutionary game model of the main participants, namely, the government, social capital, and the whole-process engineering consulting company. In this paper, we analyze the evolutionary trajectory and evolutionary equilibrium strategy of tripartite interaction and three parties’ strategy choices under the influence of different parameters. Using the Python numerical simulation method to simulate the tripartite evolutionary paths under different parameters, this article finds the relationship between social capital, the whole-process engineering consulting company’s behavior choices, and government incentive mechanisms. There is a strong synergistic effect between the behavior choices of social capital and the whole-process engineering consulting company. Full article