• Home
• Conference Photo's
• Conference Final Papers
• Preliminary Program
• Progam at Glance
• Speaker Information
• Organization Committees
• Conference Topics
• Industry Day
• PhD Research Training
• Conference Venue
• Hotels in Noordwijk aan Zee
• Registration Information
• Call for Abstracts
• Authors Instructions
• Important Dates
• Conference Excursions
• Useful to Know
• Contact

11:00   Integration and Collaboration II Chair: Matthijs Prins 11:00 20 mins A CASE STUDY ON USING 4D MODELING FOR RISK VISUALIZATION Niels Vossebeld, Timo Hartmann Abstract: On large construction projects project principals often lack the ability to quickly visualize project specific risks in the head, and, thus, the project principals, frequently, do not fully understand the consequences of possible risks and are not able to make adequate decisions. A visual representation with 4D models - 3D models of a construction design combined with a construction schedule – is a way to overcome this problem. This paper presents first explorative findings of using 4D models to support risk reporting activities towards the project principal from a case study we conducted on the Rotterdam Railway station project, a high risk 620 million Euro construction effort in the center of Rotterdam. The paper outlines the existing risk management process on the project and shows how we assessed ways to visualize project risks with 4D models. 11:20 20 mins A COMPARISON BETWEEN DBFM CONTRACTS AND CONCESSION CONTRACTS FOR URBAN AREA DEVELOPMENT Fred Hobma Abstract: ABSTRACT A comparison between integrated contracts for building projects and for urban area development To an increasing extent clients prefer integrated contracts. Many clients are inclined to prefer integrated contracts above the so called traditional contract. Motifs of cost reduction underlie this preference. More and more clients merely want one partner as a contact point/contractor. This implies a ‘change of roles’: many contractors now bare the responsibility for several building process functions. The most integrated contract is the DBFM-contract. The contractor bears responsibility for the design, building, financing and maintenance of the building. Sometimes the ‘operation’ of the building is included in the contract as well (DBFMO). 1. Usually all integrated organisational and contractual models that are characterised by long term obligations are labelled ‘Public Private Partnership’ (PPP). Thus, PPP stands for a whole range of forms of collaboration, including DBFM-contracts. This paper argues that from an analytical viewpoint it is incorrect to gather all long term obligations under the notion of Public Private Partnership. This does not do justice to the fully different nature of contracts that are gathered under PPP. 2. Integrated contracts are well-know for building projects. More recently, interest has grown to apply integrated contracts to urban area development projects, such as the development of a residential quarter. This paper explores the similarities and differences between integrated contracts for building projects and for urban area development projects. Specifically one question will be closely looked at: to what extend can provisions for flexibility that are commonly used in DBFM-contract be useful for integrated contracts for urban area development? 11:40 20 mins ASKING WHY? PREVENTING DYSFUNCTIONALITY OF CONFLICTS IN PPP-PROJECTS Louis Lousberg Abstract: Abstract Research shows that 42% of the Public Private Partnership Projects in Dutch area development is qualified as having serious conflicts with an undesired delay, from which 10% is dysfunctional. The question here is: how to prevent this dysfunctionality? In search for an intervention on an operational level that can be used in negotiations on economic feasibility e.g. by a project manager, a hypothesis is derived from a rigorous and comprehensive review of past literature on conflict management. For the purpose of testing this hypothesis, of which “asking why” is the core, a simulation was run in which project developers and representatives of a municipality negotiated about the program for a former railroad area. The intervention was expected to decrease the level of conflict. Results show that, under the condition of a dominant negative cooperative climate, it does. 12:00 20 mins DESIGN MANAGEMENT, BASED ON THE PRODUCTION OF DESIGN INFORMATION, ILLUSTRATED WITH A CASE STUDY Peter Paul van Loon, Peter Barendse, Bart Reijnierse Abstract: CHANGING ROLES, October 2009 DESIGN MANAGEMENT OF SUSTAINABLE COMPLEX INDUSTRIAL PORT AREAS A case study in the Waalhaven area of the port of Rotterdam Keywords: Decision-based design, a collaborative approach to project management ABSTRACT Design engineers working in planning of industrial port areas are confronted more and more frequently with complex solution spaces, filled with hundreds of alternative combinations of possible sub-solutions supplied by a host of specialists. As a result of this, their quest for the optimum design tends increasingly to run aground in too many options, too many opinions and too many alternatives. The design process for construction projects has become increasingly complex in recent decades, as more and more parties influence the decision-making process in diverse ways. This paper sets out an approach for decision-based design by means of the combination of sub-solutions. Ideas from management theory and operations research, and mathematical models which make these ideas operational, can aid in bringing the design process to a successful conclusion. This enhances the integrated consideration of the many elements of a design problem, particularly those often regarded as being at odds, such as the economic viability, social responsibility, and environmental impact. Decision-based design is an approach to engineering design that recognizes the substantial role that decisions play in design and in other engineering activities, largely characterized by the ambiguity, uncertainty, risk, and trade-offs. Through the rigorous application of mathematical principles, decision-based design seeks to improve the degree to which these activities are performed and taught as rational, that is, self-consistent processes. The focus is on a collaborative approach to architecture, urban planning, and project management. While the design objects are modelled in computer models, the decision-making process is modelled in the interactions of the stakeholders with the tools and each other. This enhances the integrated consideration of the many elements of a design problem, particularly those often regarded as being at odds, such as the economic viability, social responsibility, sustainability and environmental impact. 12:20 20 mins PARADIGM SHIFT: A CASE STUDY OF TRANSNATIONAL COLLABORATION FOR A HIGH-PROFILE DESIGN COMPETITION IN SHANGHAI, CHINA Ying Deng Abstract: The topic of this paper centers on the paradigm shift in transnational design collaboration for high-profile design competitions which are fiercely contested in major Chinese cities. In view of the fact that most writings on design competitions prefer the successful stories rather than the equally instructive ones telling why others fail, this paper will look at the issues from a different perspective by providing an unusual case of collaboration. The intention is to offer some original insights into understanding the emerging situation which probably constitutes one of the future trends in design competitions. By reviewing the current performance of design competitions which greatly influence the development of collaboration paradigm, this paper investigates a collaboration case with an emerging form, a controversial process and mixed outcomes. Questionnaire survey and case study are used in this study. Despite a single case investigation, there are strong reasons to believe that it serves as a precursor of a major shift over the coming decades in the evolution of transnational collaboration for high-profile design competitions in China.