Quantifying the performance of the integrated project delivery system in relation to design, construction and construction management at riskIntroduction and background of the problem Integrated Project Delivery (IPD) includes extensive partnership needed for today's dense construction. The American Institute of Architects (AIA) defines IPD as “an approach to project delivery that integrates people, systems, business structures, and practices in a process that collaboratively leverages the talents and knowledge of all project participants to optimize project results, increase project value. owner, reduce waste and maximize efficiency through all phases of design, manufacturing and construction.” (AIA California Council, 2007) Becerik-Ghassemi and Gerber (2011) state that the parameters that differentiate IPD from traditional project delivery methods are: a. This is a single contract signed by several partiesb. There is early involvement of key participantsc. Rewards and risks are shared between the parties. There are liability waivers among major participants. The project objectives are jointly developed by Asmar et al. (2013) found that IPD is increasingly recognized due to the various benefits it offers to the architecture/engineering/construction (AEC) industry and that little research has been done to assess the performance of IPD projects compared to other project delivery systems. such as design-bid-build, design-build and construction risk management systems. The metrics used to analyze IPD performance according to Mollaoglu-Korkmaz, Swarup, and Riley (2011) are cost, quality, schedule performance, and owners' perception of post-occupancy performance) Problem Statement: The proposed study w... ... middle of paper ...... and Odabasi, AM (2003). Project delivery systems and project change: quantitative analysis. Journal of Civil Engineering and Management, 129(4), 382-387. Korkmaz, S., Riley, D., and Horman, M. (2010). Pilot evaluation parameters for the realization of high-performance sustainable building projects. Journal of Civil Engineering and Management, 136(8), 877-885. Matthews, O. and Howell, G.A. (2005). Integrated project delivery: an example of a relational contract. Lean Construction Journal, 2(1), 46-61. Mollaoglu-Korkmaz, S., Swarup, L. and Riley, D., (2013). Delivering sustainable and efficient buildings: influence of project delivery methods on project integration and results. Journal of Management in Engineering, 29(1), 71-78.Sanvido, V. and Konchar, M. (1998). Project Delivery Systems: CM at Risk, DB, DBB, CIIRT133, Construction Industry Institute, Austin, Texas.