Complete list of the project delivery related challenges and solutions
| Representing challenge/barrier | References |
|---|---|
| Lack of/inadequate involvement of HVAC contractors and operation/maintenance people in the project definition and design phase | INT 2 (PropertyMgmt) |
| INT 1 (PMContractor), INT 6 (PropertyMgmt), INT 4 (PMContractor) | |
| Fragmented (i.e. divided/isolated) procurement, project delivery, and maintenance process (multiple contracts) of energy efficient systems | INT 1 (PMContractor), INT 2 (DM) |
| INT 5 (PMContractor) | |
| INT 1 (PMClient) | |
| Dominance of low-price criteria in the tendering process for selecting contractors which usually has low capacity to deliver their promises | INT 1 (DM), INT 5 (PMContractor) |
| Construction phase errors (e.g. problems in building structure, building services) | INT 5 (PropertyMgmt) |
| Deviation between designed and purchased/installed devices/equipment by contractor for securing his/her own benefits | INT 3 (PMClient) |
| Delay and low quality in the work of low-capacity contractors, selected solely because of the low price | INT 5 (PMContractor) |
| Delivery problems in the supply chain of required equipment | INT 3 (DM) |
| Difficulty of diagnosing construction errors in use phase of the building with regard to their impact of energy efficiency (for instance in terms of air tightness) | INT 5 (PropertyMgmt) |
| High variation between the design and the execution of building services systems (especially heating part) | INT 3 (DM) |
| High variability among resources of different companies in projects with fragmented delivery processes | INT 5 (PMContractor) |
| Inadequate investment of time and cost in project definition and design/planning phases | INT 4 (PMContractor) |
| Lack of integrated and directed efforts between people, processes and technology | INT 1 (PMContractor) |
| Lack of contracts with project and building life cycle responsibility and benefits for the key parties (including energy providers) | INT 1 (PMContractor) |
| Low priority of energy efficiency as a goal in project definition phase | INT 2 (PMClient) |
| Lack of planning (in project definition and design phases) for details and processes of collecting and analyzing energy consumption data in the operation phase | INT 3 (PropertyMgmt) |
| Lack of standardized and routine process for design and implementation of hybrid energy systems | INT 4 (PMContractor) |
| Lack of attention to the delivery capacity (resource and competence), content of the offer (e.g. schedule) besides the price | INT 5 (PMContractor) |
| Scheduling issues | INT 3 (PMContractor) |
| Traditional contracting model (energy system providers are not involved and accountable for the performance of building energy system in the operation phase) | INT 1 (PropertyMgmt) |
| Traditional contracts which foster isolated and fragmented working | INT 3 (PropertyMgmt) |
| Unreliable information flow between parties in the project definition, design, and construction phases about energy efficiency goals | INT 1 (PMClient) |
| Unavailability of required material/components due to the natural (e.g. corona pandemic) or political (war in Ukraine) crises | INT 5 (PMContractor) |
| Representing challenge/barrier | References |
|---|---|
| Lack of/inadequate involvement of HVAC contractors and operation/maintenance people in the project definition and design phase | INT 2 (PropertyMgmt) |
| INT 1 (PMContractor), INT 6 (PropertyMgmt), INT 4 (PMContractor) | |
| Fragmented (i.e. divided/isolated) procurement, project delivery, and maintenance process (multiple contracts) of energy efficient systems | INT 1 (PMContractor), INT 2 (DM) |
| INT 5 (PMContractor) | |
| INT 1 (PMClient) | |
| Dominance of low-price criteria in the tendering process for selecting contractors which usually has low capacity to deliver their promises | INT 1 (DM), INT 5 (PMContractor) |
| Construction phase errors (e.g. problems in building structure, building services) | INT 5 (PropertyMgmt) |
| Deviation between designed and purchased/installed devices/equipment by contractor for securing his/her own benefits | INT 3 (PMClient) |
| Delay and low quality in the work of low-capacity contractors, selected solely because of the low price | INT 5 (PMContractor) |
| Delivery problems in the supply chain of required equipment | INT 3 (DM) |
| Difficulty of diagnosing construction errors in use phase of the building with regard to their impact of energy efficiency (for instance in terms of air tightness) | INT 5 (PropertyMgmt) |
| High variation between the design and the execution of building services systems (especially heating part) | INT 3 (DM) |
| High variability among resources of different companies in projects with fragmented delivery processes | INT 5 (PMContractor) |
| Inadequate investment of time and cost in project definition and design/planning phases | INT 4 (PMContractor) |
| Lack of integrated and directed efforts between people, processes and technology | INT 1 (PMContractor) |
| Lack of contracts with project and building life cycle responsibility and benefits for the key parties (including energy providers) | INT 1 (PMContractor) |
| Low priority of energy efficiency as a goal in project definition phase | INT 2 (PMClient) |
| Lack of planning (in project definition and design phases) for details and processes of collecting and analyzing energy consumption data in the operation phase | INT 3 (PropertyMgmt) |
| Lack of standardized and routine process for design and implementation of hybrid energy systems | INT 4 (PMContractor) |
| Lack of attention to the delivery capacity (resource and competence), content of the offer (e.g. schedule) besides the price | INT 5 (PMContractor) |
| Scheduling issues | INT 3 (PMContractor) |
| Traditional contracting model (energy system providers are not involved and accountable for the performance of building energy system in the operation phase) | INT 1 (PropertyMgmt) |
| Traditional contracts which foster isolated and fragmented working | INT 3 (PropertyMgmt) |
| Unreliable information flow between parties in the project definition, design, and construction phases about energy efficiency goals | INT 1 (PMClient) |
| Unavailability of required material/components due to the natural (e.g. corona pandemic) or political (war in Ukraine) crises | INT 5 (PMContractor) |
| Representing solution/enabler | References |
|---|---|
| Life cycle contract | INT 1 (PropertyMgmt) |
| INT 2 (PropertyMgmt) | |
| INT 3 (DM) | |
| INT 3 (PMClient) | |
| INT 3 (PMContractor) | |
| INT 3 (PropertyMgmt) | |
| INT 4 (PMContractor) | |
| INT 5 (DM) | |
| INT 5 (PropertyMgmt) | |
| INT 5 (PMContractor) | |
| INT 5 (PMContractor) | |
| INT 2 (DM) | |
| Collaborative project delivery models (e.g., alliance) | INT 1 (PMClient) |
| PMContractor | |
| INT 2 (PMContractor) | |
| INT 3 (DM) | |
| Involving building services people in the project definition and design phase | INT 2 (PMContractor) |
| INT 2 (PropertyMgmt) | |
| INT 3 (PMClient) | |
| INT 4 (PMContractor) | |
| Involvement of client and its representative (consultant) from project definition phase until the end of the project | INT 1 (DM) |
| INT 2 (PropertyMgmt) | |
| INT 3 (PMClient) | |
| Early definition of the use of building and its spaces | INT 1 (PMContractor) INT 3 (PMClient) |
| Applying a system thinking method in project definition phase to clarify the consequence of a change or choice about one aspect of the building on the other aspects | INT 3 (PMClient) |
| Creating more tempting incentives for achieving high energy efficiency | INT 4 (PMContractor) |
| Early definition and determination of the operational feature of the building for having an accurate and realistic estimation of energy consumption | INT 5 (PMContractor) |
| Flexible target setting for budget | INT 5 (PMClient) |
| Having a third-party inspector for assessing efficiency of building energy systems | INT 2 (PropertyMgmt) |
| Involvement of design team in the project definition phase | INT 1 (PMClient) |
| Identifying and analyzing the probability and impact of the risk of changing the use of the building space in the project definition phase | INT 3 (PMClient) |
| Involvement of maintenance experts in the design phase | INT 6 (PropertyMgmt) |
| Paying attention to the delivery capacity (resource and competence), content of the offer (e.g. schedule) besides the price | INT 5 (PMContractor) |
| Sufficient investment of time and cost in project definition phase | INT 3 (PMClient) |
| Updating the energy consumption target when there is a change in the design and use of building spaces and | INT 3 (PMClient) |
| Using lessons learned of similar projects in the project definition and design phase | INT 2 (PMClient) |
| Representing solution/enabler | References |
|---|---|
| Life cycle contract | INT 1 (PropertyMgmt) |
| INT 2 (PropertyMgmt) | |
| INT 3 (DM) | |
| INT 3 (PMClient) | |
| INT 3 (PMContractor) | |
| INT 3 (PropertyMgmt) | |
| INT 4 (PMContractor) | |
| INT 5 (DM) | |
| INT 5 (PropertyMgmt) | |
| INT 5 (PMContractor) | |
| INT 5 (PMContractor) | |
| INT 2 (DM) | |
| Collaborative project delivery models (e.g., alliance) | INT 1 (PMClient) |
| PMContractor | |
| INT 2 (PMContractor) | |
| INT 3 (DM) | |
| Involving building services people in the project definition and design phase | INT 2 (PMContractor) |
| INT 2 (PropertyMgmt) | |
| INT 3 (PMClient) | |
| INT 4 (PMContractor) | |
| Involvement of client and its representative (consultant) from project definition phase until the end of the project | INT 1 (DM) |
| INT 2 (PropertyMgmt) | |
| INT 3 (PMClient) | |
| Early definition of the use of building and its spaces | INT 1 (PMContractor) |
| Applying a system thinking method in project definition phase to clarify the consequence of a change or choice about one aspect of the building on the other aspects | INT 3 (PMClient) |
| Creating more tempting incentives for achieving high energy efficiency | INT 4 (PMContractor) |
| Early definition and determination of the operational feature of the building for having an accurate and realistic estimation of energy consumption | INT 5 (PMContractor) |
| Flexible target setting for budget | INT 5 (PMClient) |
| Having a third-party inspector for assessing efficiency of building energy systems | INT 2 (PropertyMgmt) |
| Involvement of design team in the project definition phase | INT 1 (PMClient) |
| Identifying and analyzing the probability and impact of the risk of changing the use of the building space in the project definition phase | INT 3 (PMClient) |
| Involvement of maintenance experts in the design phase | INT 6 (PropertyMgmt) |
| Paying attention to the delivery capacity (resource and competence), content of the offer (e.g. schedule) besides the price | INT 5 (PMContractor) |
| Sufficient investment of time and cost in project definition phase | INT 3 (PMClient) |
| Updating the energy consumption target when there is a change in the design and use of building spaces and | INT 3 (PMClient) |
| Using lessons learned of similar projects in the project definition and design phase | INT 2 (PMClient) |
Source(s): Authors’ own work