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Balasubramani, M, Mahalingam, A and Scott, W R (2020) Imitation and adaptation: lessons from a case study of a metro rail project in India. Construction Management and Economics, 38(04), 364–82.

Chinowsky, P S and Javernick-Will, A (2020) High-value, collaborative networks. Construction Management and Economics, 38(04), 398–408.

Dewulf, G and Garvin, M J (2020) Responsive governance in PPP projects to manage uncertainty. Construction Management and Economics, 38(04), 383–97.

Hall, D M, Whyte, J K and Lessing, J (2020) Mirror-breaking strategies to enable digital manufacturing in Silicon Valley construction firms: a comparative case study. Construction Management and Economics, 38(04), 322–39.

Hallowell, M R, Bhandari, S and Alruqi, W (2020) Methods of safety prediction: analysis and integration of risk assessment, leading indicators, precursor analysis, and safety climate. Construction Management and Economics, 38(04), 308–21.

Kunz, J and Fischer, M (2020) Virtual design and construction. Construction Management and Economics, 38(04), 355–63.

  • Type: Journal Article
  • Keywords: Building Information Models (BIM); collaboration; construction; design; metrics; organisation; process;
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2020.1714068
  • Abstract:
    Virtual Design and Construction (VDC) is the use of integrated multi-disciplinary performance models of design-construction projects to support explicit and public business objectives. Professor Levitt’s Virtual Design Team (VDT) project provided a fundamental point of departure of this work: the organisation model provides a central theoretical and practical element in the VDC framework. VDC models are virtual because they are computer-based descriptions of the project. This paper summarises the VDC framework that integrates an organisation perspective with perspectives that are implicit in VDT, including 3D Building Information Model (BIM) product models of a product to be designed, built and operated – typically a physical facility – management by objectives, Lean production management and the social method of Integrated Concurrent Engineering (ICE). Thus, VDC project models emphasise those aspects of the project that can be designed and managed, i.e., the product (typically a building or plant facility), the organisation that will define, design, construct and operate it, and the process that the organisation teams will follow. Many companies and hundreds of professionals now use VDC methods, and they consistently find that they improve project and business performance.

Tommelein, I D (2020) Design science research in construction management: multi-disciplinary collaboration on the SightPlan system. Construction Management and Economics, 38(04), 340–54.