Definition of Humanities Essay

The dictionary definition of â€Å"humanities† is the languages and literatures of ancient Greece and Rome; the classics. A second definition I retrieved was those branches of knowledge, such as philosophy, literature, and art, that are concerned with human thought and culture; the liberal arts. So basically it’s a combination of art, literature and history. To me humanities are the study of culture and myths. It explains how different cultures communicated through story telling and old hymns. I believe humanities can be used to understand how the past effects the way the world operates in the present day. The culture which we have was shaped by the past. Facts, findings, and literature of even thousands of years ago have changed our world today. It’s important to know your past can allow people to understand our present. The study of the humanities can also be used to realize different views of life and history. Studying facts of the past helps to understand literature of the past. Poetry was another form of expression 4 those who didn’t want 2 sing or tell stories. There were different types of poetry there were some poems that rhymed from line to line and others that were just written out as a thought. According to the â€Å"Humanities in the Modern World, humanities attempts to navigate what we value or we despise, what we to do or what limitations hold us back. To me humanities will elaborate on how different cultures passed down traditions from generation to generation. From those traditions different family values and expectations were set for parents, children and every body to live by. Without these specific traditions people cannot decipher what is wrong and what is right and have no idea how to adjust to change in the present and future. Humanities seem to be interesting and hopefully I’ll get a better view from this class.

Dreams: The Peach Orchard

Hina Matsuri – The famous festival of dolls celebrated in the shroud of pink peach blossoms. During the doll festival, dolls represent the peach trees – without the peach trees, the dolls would represent nothing. A similar event happened in the life of a young boy who lost an orchard of peach trees after being cut down, one after another, by his own family. The boy felt a sense of loss during this, supposed to be, an enthusiastic and very memorable day. The young boy got scolded after providing six servings of a particular food, when there are only five people to be served. The boy, however, did see a sixth person. It was a young girl in pink dress or kimono, which he followed soon after towards the orchard. Eventually, he saw the dolls from his sister’s collection brought to life in the peach orchard. They first speculated on the boy’s innocence and they found out how the boy loved the peach trees and the orchard. The dolls, being moved by the boy’s tears and sympathy, performed a slow graceful dance. The dance was accompanied with gagaku music and after the dance the boy saw an illusion of the peach trees in full blossom. However, it was only momentarily. The truth eventually came out, where the scene shows the chopped peach trees in the orchard. Nevertheless, a glimpse of hope was provided for the boy after seeing that there is a new peach tree in the orchard and it was just about his height. The young girl who ran to the orchard may be the representative of/ or doll symbolizing the new peach tree. The movie ended showing the young boy sadly looking at the new peach tree as the scene fades to black (Kurosawa, 1955). Reference Kurosawa, Akira (1955) Dreams: The Peach Orchard. Warner Bros.

A Fourth Generation Family Business

The current team should have a plan in management as the business require focus on key sectors such as administration and finance, customer fulfillment and operations, sales and marketing. Such needs a family member who have skills and passionate about making the family business an asset worth preserving. Senior generations should have transfer plans to the junior generation in the family such that ownership is not lost. This will also help in solving issues such as technical mistakes, planning in some vacuum and the challenge of treating children equitably.Therefore, the current team should eve a plan to specify who is to step into the business, especially in responsibilities such as ownership, management and leadership among others. 2. The management made the decision because they want to solve some particular problem that they either don't have the time or the expertise to solve. Therefore, consultants will be the best to solve the problem of training and also implement the soluti ons. Consultants may also help the management team to define the problem they encounter and assist them reach their own conclusion.The involvement of the outside consultants does tot move Grater's from its roots as a family business. This is because the consultants will be brought in to solve some problem in the business. This will help in the cultivation of harmony. The many skills that come into play in helping the family business involves dealing with the family issue and also dealing with the business issue. 3. I do agree with the Grater's decision to stop franchising. The main core of GreaterFranchising manufacturing sectors also owes significant risks for the Grater's, and this is also because the customers will know that it is a franchise. Stopping franchising will also help in having the reputation of the name of Grater's. It also helps Grater's management to work and make the product branding and advertising. It allows them also to pursue the nationwide distribution through some large networks of supermarket chains and grocery stores. The Grafters will not have problems such as the reaction with the stock markets, as they will take actions themselves.

Healthcare reform efforts Coursework Example | Topics and Well Written Essays - 1000 words

Healthcare reform efforts - Coursework Example They and adopt ways that can easily be accessed, human labor have to be utilized for the benefits of the hospitals activities with customer waiting time to be reduced from the time of admission to the time of discharge. On the other hand, increase in patients waiting time results to the reduction of doctor’s productivity and more so the patients may not benefits fully. With the good and available skilled care, providers can reduce of nursing expense by the employing competent personnel that offer the best service. They can the introduction of software to regulate the number of nurses according to their work competence (David Sterret, 2014). Furthermore, the setup of standardize operation rooms not only with an adequate supply of lower rates of products but also with increase operation rooms to enhance the reduction of distribution cost since quantity discounts are to be offered. With the establishment of employer health insurance, both the employers and employees premiums results in the sharing of the costs and individuals in private health insurance have their cover on health (Juras, 2015). It thus helps to reduce any patients cost-sharing requirements both in private, public, employees, health care providers and finally with the consumers in order to contribute the required amount of the tax. With the insurers benefits from the essential health, various health benefits of ambulance services, hospitalization, maternity care together with the drugs supply to help the patients for the service required. With the Affordable Care Act (ACA) in control, it is believed that the consumers with established choices and plans to use hence reducing any expense down low best on their efforts. To add on, the excess cost of health care might bring issues like the decline of customer turnover to the business leading to the absence of job availability over years

Writing as a career choice Essay Example | Topics and Well Written Essays - 250 words

Writing as a career choice - Essay Example A writer’s work environment could be an office or just home. In fact, the Bureau of Labor and Statistics, BLS observes that two thirds of these professionals were self employed in 2012. To be a full-time writer, a college degree would be required. In the modern environment, proficiency in computers would be necessary not just for working, but also staying in touch with the writers’ community. Additionally, excellent writing skills would be beneficial. The outlook for writing career seems encouraging. As noted by BLS, the occupation pays a median annual wage of about $55,940 as was computed in May 2012. With a projection of 3% growth between 2012 and 2022, there would be increasing opportunities in the career. In fact, Varela observes that more companies increasingly appreciate the need for in-house content writers, hence greater prospects. However, there could also be increased competition with the world seeking for more writers due to the increased demand. Therefore, writing is a growing career. With the adoption of technology into the career, the future looks promising but also competitive at the same time. As such, equipping oneself with the requisite skills would make the resultant opportunities

Zero Hour Contracts in the Hospitality Industry Essay

Zero Hour Contracts in the Hospitality Industry - Essay Example Observably, this sort of contract is argued to possess both negatives and positives influencing the commitment levels of both the employer and the employee and hence, affecting organisational efficiency at large. However, such contract accompanies with aspects including lack of job and financial security for the employees and lack of availability of skilled and loyal staff for the company. With due considerations to all these aspects, certain recommendations have been made to Hyatt Regency London when applying the policy of zero-hour contract. The Policy Background The policy depicted in this briefing is based on the concept of ‘Zero-Hour’ Contracts. As the name itself suggests, ‘Zero-Hour’ Contracts is a type of employment contract that is usually used in the UK in compliance with the Employment Rights Act of 1996 of the country. Basically, this contract is drawn in a written format, where it contains a statement regarding the terms and conditions of employ ment built amid an employer and an employee. Under such contracts, an employer does not guarantee an employee to provide work and pays for the work that is actually being done. In precise, the contract provides right to the employers that enables them to take a call on staffs when they are not needed and does not pay them for that duration, which further makes the entire process a time-efficient one. It has recently been one of the major issues and a component of extensive debate worldwide. It can be considered as a rising issue in various sectors of business including the hospitality industry owing to the fact that it regarded as an approach, which employers find attractive as it is quite a cost saving measure. In the hospitality sector, companies are therefore observed to be recruiting staff members on the basis of ‘Zero-Hour’ Contracts. However, it is deemed that the aspect of ‘Zero-Hour ’ Contracts is not quite a profitable prospect for the employees as it is for the employers in the UK hotel industry, as they are only entitled for salary nominal payment for the period they actually worked for the business with no financial security. Moreover, the concept of ‘Zero-Hour ’ Contracts is also seem to be violating some of the key employment rights that further make it a serious issue altogether (Grice, 2013; ACAS, 2012). Since, the concept has certain major advantages and loopholes at the same time; its extensive implementation has become quite uncertain and a major point of discussion, which further presents it as a major issue in the modern day context. As addressed above, the policy of ‘Zero-Hour’ Contracts has major impacts on both the employer and the employees as the major stakeholders of the policy issue. Owing to this contract, employers are entitled to be benefited with greater flexibility to meet the demands of the customers. It also reduces cost of the company as very little has to be spent on emplo yee recruitment and training. Furthermore, as per the contract, employees will be able to get flexible hours to maintain a better work-life balance. These aspects encourage many to support the concept. While the opposers to the policy issue argue upon certain facts including violations of employment rights and salary payment approach under such contracts (Grice, 2013; ACAS, 2012; Barnett & Scrope, 2008). Assessment of the Debate to Date The concept of Zero-Hour ’ Contracts has become an importance topic of debate all over the world, especially in the hospitality

Provide a political analysis of the Peace Treaty of Versailles and the Essay

Provide a political analysis of the Peace Treaty of Versailles and the contending agendas there. What did it accomplish How was - Essay Example The two aspects of Versailles that took into account financial (economic) clauses and territorial clauses turned out to be more of â€Å"horrendous failures by any standard one wishes to employ† (Feldman, cited in Boemeke, Feldman, and Glaser 441). Discussion Amongst the various provisions within the treaty, a major clause that turned controversial made it mandatory for Germany to assume all responsibilities for starting WWI (under Treaty of Trianon and Treaty of Saint- Germain-en- Laye, and articles 231–248 also referred to as War Guilt clauses). Besides this, there were provisions for disarmament, significant territorial  losses through surrender and heavy fines (reparations)  to the Triple Entente (France, the UK and Russia). At the time of treaty, in and around 1920, the reparations (as war damages) were held to be nearly ?32,000 million, an amount that was deemed extremely high and damaging for Germany economy (Keynes 70). In this context Keynes commented that â€Å"the policy of reducing Germany to servitude for a generation, of degrading the lives of millions of human beings and of depriving a whole nation of happiness should be abhorrent and detestable†(Keynes 107). ... rime Minister, during this time, Clemenceau  expressed the overall French sentiments regarding this issue by stating, â€Å"America is far away, protected by the ocean†¦ [the US and UK] are both sheltered; we are not† (cited in Keylor 34). Clemenceau wanted to develop a kind of buffer  using Rhineland that would protect France, however, the proposal was rejected, and instead Rhineland was made to give up on all sorts of military presence, despite the US not signing this part of the mandate. In this context Keynes claimed that â€Å"so far as possible, therefore, it was the policy of France to set the clock back and undo what, since 1870, the progress of Germany had accomplished. By loss of territory and other measures her population was to be curtailed; but chiefly the economic system, upon which the depended for her new strength, the vast fabric built upon iron, coal, and transport must be destroyed. If France could seize, even in part, what Germany was compelled to drop, the inequality of strength between the two rivals for European hegemony might be remedied for generations† (Keynes 34). Since France had suffered severe damages in WWI, it remained firm on its reparation claims from Germany, despite strong opposition from the US, and even attacked Ruhr for non-payment of fines by Germany. The UK, despite suffering very little in the war, more or less made similar demands like France, while the US was completely against meting out a harsh treatment to Germany and its allies through the Versailles treaty, and was more interested in rebuilding the socio-economic framework of war-torn Europe. The chief contents of the treaty that were enforced on Germany (leading to severe restrictions) comprised of Article 227 that charged German Emperor  Wilhelm II for crimes against

Approach to Care of Cancer Essay Example | Topics and Well Written Essays - 1000 words

Approach to Care of Cancer - Essay Example Many cancers are initially recognized and diagnosed through screening or because of the appearance of certain signs and symptoms. The common cancer diagnostic procedures include imaging through X-rays, CT scans, endoscopy, genetic testing, tumor biopsy, surgery and various laboratory tests like blood tests, urinalysis and tests for tumors makers. Tumor makers are either substances that the body makes in response to cancer cells or are released into the urine or bloodstream by cancer cells (Moscow and Cowan, 2007). Biopsy involves a histological examination of abnormal body cells by a pathologist. The tissue diagnosis done by the pathologist reveals the type of cell proliferating, genetic abnormalities, the histological grade of the cell and other features of the tumors. Blood tests are used to confirm the substances levels in the blood. They show how healthy a person is and whether an infection is present. It reveals the status of the kidney and levels of waste products like blood ur ea nitrogen/creatinine. Urinalysis reveals the components of urine and checks the presence of blood, drugs, proteins and other substances in urine. Genetic testing is important in identifying mutations, chromosomal changes and fusion genes, and possible genetic predisposition. Cancer staging involves finding out how much cancer is in the body and its location. It describes how far it has spread anatomically and groups patients with the same prognosis and treatment in one staging. Stage I cancers are small, localized and curable, stage II and II cancers are locally advanced and/or with local lymph node involvement while stage IV cancers are metastatic o inoperable cancers. Doctors should first establish the cancer stage for each particular patient because to some extent, treatment and prognosis depend on the cancer stage. They should highly utilize information on cancer staging to plan for the treatment and help to individual patients. Patients falling to the same staging could be of fered group support where possible to encourage compliance with treatment and alleviate psychological effects of diagnosis and treatments. Individual situations within a group should also be considered. Complications of cancer The first complication presented by cancer is that it might spread. The cancerous cells could invade and destroy other body organs rendering them dysfunctional. This requires the use of treatments that will destroy cancer cells and also prevent their spread. Other complications may be evident depending on the stage and type of the cancer. Systemic cancer is associated with neurologic complications which occur after routine chemotherapy. Brain metastases are the most prevalent of these and they manifest as altered mental status, headache, sensory loss, hemiparesis, impaired cognition and sensory, speech, visual, and gait disturbance. Lung cancer can result in heart diseases and breathing difficulties due to the presence of lumps or destruction of the air passag e and heart tissues. Pancreatic cancer is associated with complications like jaundice due to blocked bile duct, severe abdominal pain due pressed nerves and bowel obstruction due to pressed or blocked intestine. Blood loss and/or anemia as a result of damaged hemorrhaging tissues and weight loss resulting from frequent nausea, vomiting and loss of appetite are

Physical and Chemical Structure of Penamecillin Essay

Physical and Chemical Structure of Penamecillin - Essay Example CAS name for penamecillin is (2s, 5r, 6r)-3, hydroxymethyl (2s,5r,6r)-3,3-dimethyl-7-oxo-6-(2-phenylacetamido)-4-thia-1-azabicyclo(3.2.0)heptane-2-carboxylate , 3-dimethyl-7-oxo-6-[(phenylacetyl) amino]-4-thia-1-azabicyclo [3.2.0] heptane-2-carboxylic acid (acetyloxy) methyl ester. Furthermore, the CAS registry number for penamecillin is 983-85-7, and the compound InChIKey, is NLOOMWLTUVBWAW-UHFFFAOYSA-N (PubMed, ch 1). Â  Penamecillin has a molecular weight of 406.45278 g/mol with a molecular formula of C19H22N2O6. It is a monoclinic crystalline compound (PubChem, ch 4). The compound has a density of 1.376g/cm3, a boiling point of 648.774Â °c at 760 mmHg, with a melting point range of 105.5 Â °c to 111 Â °c, and a refractive index of 1.609 (Gibaldi And Schwartz, 362 ). It is moderately soluble in water but insoluble in petroleum ether. However, penamecillin is very soluble in methanol, ethanol, ethyl acetate, and benzene. It is also readily soluble in dimethylsulfoxide, chloroform, acetone, trichloromethane, and ether. Furthermore, it is an unstructured crystalline white powder with the precise optical rotation of +269 deg, at 20 deg C/D methanol. It also possesses a flash point of 346.2Â °C, with an inflammable limit of 364Â °C when it is a settled powder, and 442Â °C when it is in form of spun powder. Furthermore, it has a slight characteristic odor, and its decomposition temperature is > 105 Â °C. In terms of stability and reactivity, penamecillin is stable at ambient temperatures and should be kept away from heat or ignition sources. It is also a readily biodegradable compound even though it is not a bioaccumulation or eco-toxicity compound (PubChem, ch 4). Â  

Data Communication & the Cloud Research Paper Example | Topics and Well Written Essays - 1500 words

Data Communication & the Cloud - Research Paper Example The components of data communication include the message i.e. the information or data to be communicated and popular forms include text, numbers, pictures, audio and video. The sender is an important component as it is the device that sends the data message as it can be computer work station, telephone handset or a video camera as the receiver is the device on the other end receiving the information as the transmission medium is the physical path by which a message travels from the sender to receiver e.g. twisted pair wire, coaxial cable, fiber optic cable and radio waves. Data communication and other aspects such as networking are changing the way business is done and the lifestyle of people in the world today. Business decisions have to be made even more quickly and the decision makers required access to accurate information relevant to the subject at hand. Computer data communication models in the world today enable the transfer of information through long distances and the inform ation appears almost instantaneous through computer networks2. Businesses today rely on computer networks and internet works in relaying the information across varied distances in modes that enable the efficient communication of data and the development of personal computers brought about tremendous changes for business, industry, science and education as a similar revolution is occurring in data communication and networking. Technological advances are making it possible for communication links to carry more and faster signals and as a result services are evolving to allow the use of this expanded capacity. An example is the establishment of the telephone services such as conference calls, call waiting, voice mail and caller ID has been extended as research in data communication and networking too resulted in new technologies. Data communication in the form of text, audio and video from all points of the world has been made possible due to the access of internet to download and uplo ad information quickly and accurately at any time. As the information is being sent and received, there is need for the security of the message as to avoid distortion and third party interference. On the other hand the storage and speed has led to the invention and introduction of a cloud computing concept. Cloud computing is a new key discipline of high performance computing sophisticated information technologies in order to treat some of the major high performance computing challenges enabling trusted technical computing solutions for the 21st century customers. It is a technology that allows consumers and businesses – generally the users - to use applications without installation and access their personal files at any computer with internet access and also allows for much more efficient computing by centralizing storage, memory, processing and bandwidth as well as provide information techn

Economic Depression Essay Example | Topics and Well Written Essays - 500 words

Economic Depression - Essay Example Economists and policymakers are concerned with these fluctuations and their effects to the economy. A typical business cycle goes through the stages of peak, recession, trough and recovery. Each stage of the business cycle shows the effects of fluctuations in the level of output and employment in the economy. During peak stage, the economy is near or at full capacity, as reflected by high level of output, rising prices and full employment. This is usually followed by a recession which if severe and prolonged causes economic depression. Recessions are as irregular as they are common (Mankiw 1997). At this stage, there is a decline in the total output, income, employment and trade. This results from the contraction of the business activities of the sectors in the economy. Because of these downfall, the general price level is also likely to fall and if the economy cannot recover from this period, economic depression will occur. Economists continue to debate about the causes of economic depression. They argued that it is due to decline in spending on goods and services because of the decline income. Their view uses the spending hypothesis as their explanation. This hypothesis blames the uncertainty about future growth that makes consumers consume less and save more of their incomes. This is what exactly the problem of China now.

The Pantheon as an Architectural Success Essay Example for Free

The Pantheon as an Architectural Success Essay The Roman Pantheon is the most preserved building in Rome despite all the additions and restorations to its original form. The original Pantheon was built in 27 BC by Marcus Agrippa after the conclusion of the Battle of Actium. The monolithic structure seen in Rome today, however, is no longer the original Pantheon from Agrippa’s time. The 27 BC Pantheon burned down in the historic fire of 80 AD and was completely reconstructed by Emeperor Hadrian in 125 AD with the present day structure. Hadrian, however, attributed the construction to the mind behind the original Pantheon as attested to by the inscription on the portico Hadrian left on the building itself, â€Å"Marcus Agrippa, son of Lucius, in his third consulate, made it.† (Ward-Perkins, 111).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Pantheon continues to amaze thousands of individuals daily. Tourists as well as Roman locals are held enchanted by the buildings faà §ade and dome. The interest stirred up by the Pantheon, however, doesn’t involve just tourists and curious eyes of onlookers. The architectural accomplishment that is the Pantheon has evoked many debates and researches as to its resilience to weathering and time. The Pantheon is a wonder of the modern world, a success story that continues to urge minds of the academe to unlock its secrets. This paper intends to delve into the more physical aspect of the Pantheon and unearth the factors that contribute to the greatness of the structure’s architectural design and composition.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Pantheon exemplifies the best of what the Roman architectural revolution put forth during the first century. The Pantheon has within its frame some of the most advanced innovations Roman architects of the first century could provide. Its construction was made possible through the development and utilization of a new type of expert concrete that is now known as Roman concrete. Roman concrete allowed for buildings and architectural structures that were more curvilinear in form. This is most evident in the Pantheon’s configuration (Mark Hutchinson, 24).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Roman concrete used material that was very similar to the material used today in making concrete. The difference is seen in the way the Romans utilized these materials. The basic technique employed in Roman construction at that time consisted of only a few steps. First, a semi-fluid substance of lime, pozzolan, and small stones are poured in. Then a layer of stones is put on top this mixture. A second batch of the semi-fluid substance is then poured over which another layer of stones are placed. This technique is generally accepted by those studying Roman architecture. Debate continues, however, regarding the placement of the mortar on whether it was poured or tamped (Herring, 14).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Roman pozzolan-based concrete proved to be advantageous because of the extra aspects it added to the possibilities of design which were not available with lime mortar. One of these aspects is the fact that Roman pozzolan-based concrete did not need to be dried out for them to set. Roman concrete would set even when immersed. These would also cool relatively faster than lime mortar and had an added factor of increasing compressive strength, although tensile strength was low. (Mainstone, 25)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The pozzolan base of Roman concrete, however, was not the only factor that made this material superior to all others available during the time of construction of the Pantheon. There were three other factors that played into the excellence of Roman concrete. Romans were very skilled in choosing the best quality of lime for the concrete. It was essential for them to ensure that only the best quality of materials went in to creating their concrete. The early Roman construction workers were also strict in enforcing that the same relative amounts of materials went into the concrete production process. This was to ensure that the concrete they produced would always have the same first-rate quality. The ratio of water mixed with the cement material was also monitored. The Romans made sure that water was minimal in the mixture. The process of placing and compaction of the mortar was also perfected, ensuring that almost no spaces were present in the aggregate. This was to ensure that the structure for which the concrete was being used would attain the highest possible strength and therefore be one that would last under weathering and other corrosive factors (Herring, 16).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The construction of the Pantheon was not a simple task. The yard, from which the blocks used to construct the structure, was located 800 meters away from the actual site of the Pantheon. Delivery of the blocks from the building yard to the construction site must have required many laborers. The distance, however, may have also been counterbalanced by the Tiber River via which most of the blocks must have been shipped. With all the work involved in the construction of the Pantheon, it is certain that care and skill were essential in the construction. Only with extra caution and true skill could a monument such as the Pantheon truly stand and outlast its makers. (Hasselberg, 88)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Understanding the material which contributed to the strength of the Pantheon is only the first step in understanding the might of its design. Certainly, the Roman Pantheon has lasted the test of time and has undergone the weathering of ages due to the Roman concrete with which it was built. And certainly the Romans ability to come up with a plan for this construction and to follow through with these plans through careful execution and skillful craftsmanship added to this architectural success. However, the monolithic structure has continued on as a great architectural feat through time not only because of its durability but also because of its monumental design. The well-renowned painter of the ceiling of the Sistine chapel, Michelangelo, was one of the many people whose amazement and love for the arts were drawn forth by the Pantheon. He is known to have once described the building as having an â€Å"Angelic and not human design†, a design attributable to the competence and expertise of the ancient Romans (Lugli, 1). The Pantheon’s interior is one of the most concrete examples for the beauty and angelic appeal of the building. The first and most conspicuous aspect of the Pantheon’s interior that invites its visitor to exclaim in wonder is not the walls or ceiling but rather the amount of space that welcomes all to take a step inside. Roman architecture considered space to be something more than just a gap between two objects. Rather, space was considered as a concrete object, as something with volume, with equal weight as the human body. The Pantheon provides modern-day proof of the Roman architects need to place room and make space in the architectural designs of the buildings constructed at that time (Semes, C1.1). The extensive space seen in the Pantheon is not complete to be considered as remarkable if left by itself. It must always be considered with relation to a context, the structures forming the boundary of that space. It is then essential for the Roman architects to ensure that the walls and domed ceiling of the Pantheon will do well to complement the space they wish to portray in the building (Semes, C1.2). In the case of the Pantheon, Roman architects chose a round shape to serve as a boundary of the space within the interior of the Pantheon. The circular shape adds to a feeling that the Pantheon’s interior is indeed spacious. The Pantheon’s walls are ordered by an array of extravagant structures such as the building’s columns, lintels, niches, doorways, and of course the wall itself seen between the earlier mentioned structures. The structures involved in the Pantheon’s walls were not only varied in type but were also varied in terms of the subtypes. The additions to the wall were formed into varying shapes, thus forming subtypes, to add to the intricacy of the beauty of the Pantheon’s interior (Semes, C1.2). Take a moment now to scrutinize one of these features which exists as an aspect of the design of the Pantheon celebrated by contemporary architects as a link to early architectural concepts of beauty. This is seen in the three basic dimensions of the Pantheon’s wall. These three dimensions include the diameter of the columns, the space between each column, and the height of the columns. These dimensions are in the ratio of 1:2:9.5 in the Pantheon. Hermogenes, a popular architect during the Hellenistic age, considered these dimensions and ratio to be the makings of a perfect faà §ade. Vitruvius, the engineer during the 1st century in Rome, is most likely the one to bring to life through the Pantheon the concepts introduced by Hermogenes (Hasselberg, 89).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The round wall contains many niches as well creating an impression of the wall containing numerous chambers at different levels. These niches contain some of the most reputable men of the Western world including kings of Italy, popes, and famous painters such as Raphael. All niches as well as openings in the wall are framed by an arch of bricks which serve more than just beautification purposes. These arches add to the support of the wall above the openings and niches and were called relieving arches because of this feature. These arches only went so far as the wall and did not invade the Pantheon’s dome. Creating structural support through the use of relieving arches was very common with Roman architects during the time the Pantheon was built (Lugli, 30). Roman architects showed their prowess by the careful placement of these structures, the columns, the lintels, the niches, the doorways, and the wall itself. They alternated solid structures with spaces creating an interaction between the two which worked to increase the Pantheon’s appeal as an architectural masterpiece. The differing shapes in the structures, therefore, did not give a sense of disorder but rather an overall impression of organization in the face of diversity. The walls and its complementing features thus give an observer’s eyes a feast both as individual pieces and as an integrated whole (Semes, C1.2). One of the most acclaimed features of the Pantheon is its domed ceiling. It is celebrated world-wide for its being built. The Romans were known for their addition of arches in their structures. The creation of the Roman Pantheon’s domed ceiling gives evidence to the development of the Roman architectural concept of arches. Roman architecture evolved to improve the concept of the arch, modifying it and making it more complex with the resulting structure of a dome. The Roman concrete based on pozzolan is acknowledged by many to be the reason for the Roman architects’ success in building a domed ceiling. At the time, the new form of concrete made the construction of the ceiling an accomplishable feat. Lime mortar would not have been an easy material to use in the construction of the Pantheon’s ceiling, thus the use of the new pozzolan-based concrete, which had many features of modern Portland concrete, contributed greatly to the monumental task of building the dome-shaped ceiling. However, there are those who believe that although the concrete is one of the main factors involved in the dome’s success, it is not the only factor. Robert Mark and Paul Hutchinson believe that the concentric stepped rings placed in the outer surface of the Pantheon dome add to the success of the ceiling (26). It is believed that the steven step rings helped to bring stability to the entire structure of the Pantheon by adding to the compression of the structure. This is evidenced by the oculus at the center of the dome which serves as a compression ring. The positioning of the ring or oculus effectively distributes the compression of the structure about this point. The compression ring attests to the skill of the Roman architects and engineers. They not only had the skill and knowledge required to create the colossal Pantheon but they also had the expertise and comprehension of modern engineering to create it in such a way that it would remain standing as a solid and stable structure for a long time.   Many of the imitations of the Pantheon add such stepped rings to the dome of their derivative structures probably for the same purpose of stability and compression. The dome was also a successful architectural feat with the help of the coffering. Coffering is the placing of sunken panels of different shapes in accordance with the structures in the ceiling. This serves aesthetic purposes as well as reinforces structural strength. The dome’s underside was also made stronger with the use of lightweight aggregate in the upper part of the building’s edifice. The aggregate was of lower density than the aggregate used in the lower parts of the building such as the walls, floor and columns. It is evident then that a lot of though went into the creation of the Pantheon’s dome (Mark Huthcinson, 26). Because of the addition of an oculus in the domed ceiling, the Pantheon provides a perfect example of an architect’s use of light to emphasize the appearance of space. The Pantheon’s dome has an oculus or opening in the middle which makes a circular form across the Pantheon’s interior, the floor and the walls. Sunlight streams in through the open oculus and gives an enchanting chiaroscuro effect, a term indicating the alternating effect of light and dark, via the columns and niches in the room (Semes, C1.2). The shadows created by the columns and niches plays with the light coming in from the oculus to create the effect of irregular but successive alternations of brightness agains darkness. However, a simple addition of an opening in a spacious room is not enough to create such a marvel as the Pantheon’s interior. There must always be the consideration of the features within the structure’s interior and how these features would interact with the light. The different materials used in the construction of the Pantheon add to the mystery created by the illumination entering from the opening in the dome’s oculus. The classical interior welcomes the streaming in of light from the sun or perhaps even from the moon. The walls, the columns, the niches and even the arches add to the effect given by the streaming glow from above. The marbles with all its colors, the golden gleams from the ornaments, allow for the light to play inside the Pantheon and create different effects (Semes, C1.2). The columns in the Pantheon’s interior are created with different types of marble. Those in the lower zone are of a material called giallo antico. This is a type of marble that is of a yellowish-orange color. Some of the other columns in the lower zone are made of marble with an off-white color streaked with reddish-purple hues, called pavonazzo. The walls and floor are covered with marble of white, green, and green-gray colors. Although it may seem to one who has not seen the Pantheon up close that these colors would clash and cause quite an unattractive display of shades, this is not the case in the Pantheon. The architects and engineers of the Pantheon were so skilled that even in the mixing of these hues; the Pantheon creates a sense of intricate beauty and intimate splendor. These add to the attraction of the Pantheon’s interior for visiting tourists and even for the locals. The colors are so well balanced that the interior creates a sense of energy and of unity despite the variation (Semes, C1.2). The Pantheon lends this energy to its visitors, encapsulating them in its color-induced aura once they step inside the great structure’s walls. The Pantheon came to be used for different purposes, attesting to the flexibility of its architectural design. Historians speculate that the Pantheon may have been initially used as a dedication to the Roman gods and goddesses worshipped by many at that time. It may also have served an astrological purpose which may have been the reason for the oculus or hole at the rooftop of the Pantheon. The structure continued to served as a church in 608, as a funerary afterwards, and as a place where the busts of artists not laid to rest in the Pantheon were placed (Howell, 34). The end of the Roman civilization signaled the replacement of Roman architectural design. The Dark Ages was a time of little growth in architectural design but new architecture was conceptualized by the succeeding Renaissance minds. If not for structures such as the Pantheon, Roman architecture would have been all but forgotten. Today, many historians, architects and researchers continue to study the Pantheon to try and uncover the secrets lost during the downfall of the Roman Empire. It provides modern architects are now returning to the foundations of classical architecture and the Pantheon is a treasure trove of knowledge regarding classical design. The Pantheon provides these architects with aspects of classical design that are no longer visible in modern structures. It is clear that the Pantheon continues to be a legacy of the skill and capabilities of the Roman architects who made it (Semes, C1.2). Works Cited Lugli, G. â€Å"The Pantheon and Adjacent Structures.† Rome: Giovanni Bardi Publisher, 1971 Hasselberg, Lothar. â€Å"Deciphering a Roman Blueprint.† Scientific American 272 (1995): 84-89 Herring, Ben. â€Å"The Secrets of Roman Concrete.† Constructor Magazine September 2002:13-16 Howell, Peter. â€Å"Pantheons: Transformations of a Monumental Idea.† Apollo Magazine September 2005: 33-36 Mainstone, Rowland. â€Å"Letter On the Structure of the Roman Pantheon.† The Art Bulletin 68 (1986): 673-674 Mark, Robert, and Paul Hutchinson. â€Å"On the Structure of the Roman Pantheon.† The Art Bulletin 68 (1986): 24-34 Semes, Steven. â€Å"Pantheon Inside.† Architecture Week 254 (2005): C1.1-C1.2 Ward-Perkins, J.B. â€Å"Roman Imperial Architecture.† New York: Penguin Books, 1985

Integrated Project Delivery Process (IPD) Management

Integrated Project Delivery Process (IPD) Management 1.3 Aims and Objectives The overall aim of the project is to managing project communication in IPD process by selection of team which include owner, architecture, builder and management of project through tools and techniques. To analyse how project manager with different cultural back ground and have managed communication on integrated project delivery process in off-site construction projects. The objectives of the project are: To develop an overview of integrated project delivery using effective communication. To enhance project inter-relationships by effective selection of team members To review the contractual agreements in IPD process to improve the standard communication between single to multi-party contracts. To identify key factors that improve project communication in integrated project delivery process. Abstract The increasing global nature of manufactured construction projects has highlighted the importance of communication and the new challenges it brings to project execution. This paper explores the ability of project managers in UK and India in communicating effectively on integrated project delivery process (IPD) in off-site construction projects. This study examines the factors that influence communication and explores how communication can be made effective in integrated project delivery environments. Using data from 5 interviews in and UK and India, analysing the results shows that communications within off-site construction project environments can be effective when project managers demonstrate an awareness of traditional variation. Participants further highlighted that, one of the critical components of integrated project delivery process is the creation and development of effective collectivism, trust, communication and empathy in leadership. The study underscores an urgent need f or future research to investigate effective guidelines or strategies for effective communication in IPD project teams. Introduction:- This study presents a balance between the experiences of project managers from a UK and India. The study aimed to explore how project managers with different cultural background have managed communications In Integrated project delivery process in off-site construction projects. Specifically, the study was designed to explore the efficiency of communications strategies in off-site construction engineering projects. The scope of the research must be carefully designed and controlled so that meaningful and manageable data can be collected, thus research tends to be focused on one particular event or one aspect of communication. This research provides advice on how communication can be improved in integrated project delivery process in off-site construction. Improvements in communication should result in an increase in the quality of the build and a reduction in the level of defect occurrence. The successful completion of the project depends on the accuracy and timing of communication exchange between the project team. The inefficiency of the current communication practice has become a barrier to the innovation in off-site construction processes. Research efforts and direction in the industry, however, have since changed. Several research studies are now focusing on integration of the construction and communication processes through standardization of data, taking advantage of evolving computer technologies. Why in uk and rest of the world? Layout of the Project:- Chapter 2:-Literature review:- This chapter includes all the literatures based on previous journals to improve communication In Integrated project delivery process, and using different tools like BIM Chapter 3:- Theoretical background:- This chapter includes all the required theories research for present study like change in Project Communication levels, response analysis for project communication in off-site construction. Chapter 4:-analysis:- In this chapter, a force response analysis is carried out by considering communication and also by adding integrated project delivery possibility of identification of communication by using BIM is exploded. Chapter 5:- Conclusion:- This chapter concludes the results, observations and future work required of the project. Literature Review Chapter 2: Literature Review 2.1 Introduction This Chapter is the overall content of the literature review carried out and analysed by the author. This gives the overall understanding of the dissertation. Initially, the place of research (UK and India) is given a brief introduction, which helps the international readers to get a geographical idea of the location. The major to improve the communication in integrated project delivery (IPD) process development initiatives and the roles played are discussed thoroughly. The overall content of the dissertation can be described as the combined result of analysis, comparison and criticism on existing IPD practices in the UK and India. The final conclusion is given with the collective results of the overall study. 2.2 Introduction of integrated project delivery process in UK 2.3 Introduction of integrated project delivery process in India For over 150 years, members of the American Institute of Architects have worked with them and their communities to create more valuable, healthy, safe and sustainable buildings and cityscapes. By using sustainable design practices, materials and techniques, AIA architects are uniquely poised to provide leadership and guidance needed to provide solutions to address climate change. AIA architects walk the walk on sustainable design. Visit www.aia.org / walkthewalk. In 2007 the American Institute of Architects (AIA) National and AIA California Council published the Integrated Project Delivery (IPD) Guide. The Guide defines IPD as a project delivery approach that à ¢Ã¢â€š ¬Ã…“integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and constructionà ¢Ã¢â€š ¬?. The AIA Guide aims to provide a general guidance for owners, designers and contractors to use integrated models to improved design, construction, and operation processes. Practitioners may apply the principles and techniques described in the Guide to any model on any project to achieve a more integrated project. However, certain characteristics of a particular delivery model or project may influence the level of integration that can be achieved. Selection of Primary Team Members (PTM) (i.e., owner, architect, and builder) who can make strategic decisions for the project and has the most valuable input for the rest of the collaboration team members. The research uses PTMs to be distinguished from other subcontractors and suppliers. American Institute of Architects (AIA) National and AIA California Council also explain how to select the initial project team with the six case studies in the report includes Autodesk inc, ACE solutions division headquarters in waltham, MA, sutter health Fairfield medical office building in Fairfield, California, expansion cardinal Glennon childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s hospital in St Louis, MO, Santa Clara Health centre Fenton, MO,Surrounding Ambulatory Health Centre in Appleton, WAS, and the Walter Cronkite School of Journalism, Arizona State University in Phoenix. All participants were selected based on their compliance with the criteria of IPD, including Mutual trust and respect among participants Collaborative innovation Enhanced early planning Open communication in the project team Building Information Modelling (BIM) Support the principles of design, construction and operations Co-location of equipment Transparent finances http://buildinginformationmanagement.wordpress.com/2010/03/04/ipd-national-study-of-integrated-project-delivery-method-demonstrates-efficiencies-and-cost-effectiveness/ Autodesk spent years trying different types of relationships with other design professionals and contractors to find a more effective project delivery process. Ultimately, they developed a relational contracting approach they called Integrated Project Delivery (IPD). By using a relational partnering agreement, IPD aligns the interests of all the PTMs into a common goal. By using the risk/reward sharing mechanism IPD fosters full collaboration and teamwork between the PTMs so that they can work as an integrated team. Typically the IPD team consists of several independent companies for temporary bidding and performing of construction projects. It includes an architect, a general contractor (GC), a mechanical contractor, an electrical contractor, a plumbing contractor, and a mechanical, electrical and plumbing (MEP) engineer. These companies are also referred to as PTMs to be distinguished from other subcontractors and suppliers. PTMs in IPD projects may vary from project to project. Baiden et al., (2010) defined that Communication is essential for the efficient performance of any team especially in construction projects due to skill requirements. The challenge is to ensure that the right information reaches the right person at the right time. Other challenges within the construction project team environment including the alignment of attitudes conflicting with that of the project team and the acceptance more than the compliance of members to share a common vision with the leadership, which is often, imposed by the terms the contract, especially in the early stages of the project. Author also explains that Team integration should be an objective because it leads to efficiency of the delivery process and cost effectiveness through elimination of waste. Competitiveness and profitability are increased which enable firms to deliver better value for money and meet clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs. In the long-term, integration leads to competiveness as a result of incr eased ability to deliver value for money and better returns on investments in a competitive environment Emmitt and Gorse (2007) have shown that, for factual data transfer, a number of communication problems have been addressed due to the development of rapid global information systems and telecommunications, however, when it comes to off-site projects many issues remain unresolved. For example, the loss of face-to-face communication can lead to misunderstanding and the loss of non-verbal signals such as eye contact and body language. This can subsequently lead to difficulty in achieving mutual trust and confidence within off-site construction project. It is also difficult to manage or supervise off-site projects without face-to-face contact or to confer or develop relationships (Weatherley, 2006). 4.E.G. Ochieng a,, A.D.F. Price b. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK.  International Journal of Project Management. 28 (1), 449-460. E.G. Ochieng a et al defined the ability of project managers in Kenya and the UK in communicating effectively on multicultural projects. The study examines the cultural factors that influence communication and explores how communication can be made effective in multicultural project environments. Using data from interviews in Kenya and UK , the results show that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural project teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership. The study underscores an urgent need for future research to investigate effective guidelines or strategies for effective collectivism and communication in off-site construction industry. Turner,2003) defined as Projects are uncertain and so the process for their delivery often cannot be precisely determined from the start. The project manager needs to be empowered to adapt the process as the project develops (Huemann et al., 2004). Also, the purpose of organizing a project should be to create a cooperative, collaborative context for the parties to work in. Levitt and March (1995) say about organizing anything, routine operation or project: Buntrock (2001) introduced 4 models of design development typically found on projects in Japan based on: (1) project participants that are responsible or provide input for each design phase, (2) influence of construction considerations on design development, (3) aesthetic innovation found in components, and (4) performance innovation found in components or systems. Table 4 lists project participant involvement during each design phase to provide a comparative measure for the degree of coordination and collaboration found in our case studies. In particular, Model 4 involving architect, fabricator, and contractor input during all phases of design seems most promising in terms of facilitating innovation inWorkStructuring. Buntrock, D. (2001). Japanese Architecture as a Collaborative Process: Opportunities in a Flexible Construction Culture. Spon Press, New York, 182 pp. Dawood.N et al describes a collaborative research study being undertaken between the University of Teesside and an international contracting organisation based in the UK. The goal of the research is to develop a methodology and a system that will ease and improve communication and exchange of data and information between the construction project team. The author describes reports on an IT-based tool for site document management as a first phase of the storage and distribution of project documents between the construction project team. The structure and development of the system are described with reports of its implementation and performance on the site. This result shows how the available IT facilities can be exploited to improve communication within the whole of the construction supply chain. Optimum utilisation of already available IT can clearly improve the construction processes with accrued benefits. Dawood.N,Akinsola.A,Hobbs.B.(2002).Development of automated communication of system for managing site information using internet technology. Automation in Construction. 11 (3), 552-572. Chapter 3: Research Methodology 3.1 Introduction to the Chapter This chapter explains the research process and approach towards the project. It also highlights the data generation method, risks and limitations of the dissertation. The research done in this dissertation is similar to research process done by Thomas, Nelson and Silverman (2005). Primary source of data ? The information referenced in this literature review, has been taken from different books, published papers .The most of the published papers in journals which have been mentioned in this chapter were taken from two electronic databases Emerald Full text and Business Source Premier (EBSCO). The access to these databases has been through the website of the Salford University Library. The keywords used during this research were communication in integrated project delivery process, project management, multifunctional team communication, project oriented tools like BIM in construction industry, contractors, contract, type of contracts, payment terms for contractors, Secondary source of data ? Why Interview ? Why not questionnaire? The main form of data collection comprised semi-structured interviews with project managers in UK and India the companies involved have construction and professional expertise and experience. The results were particularly important in this study as the participants were selected from a different organisations and project environments. The sample was designed to achieve both UK and Indian companies involved have construction and professional experience of project communication in off-site construction projects. In order to investigate the factors that influenced project communication it was necessary to have a range of organisations in terms of status, size, and projects managed. The five organisations that were selected, where 5 of the participants interviewed, operated in the construction sector. The selected organisations were well balanced in terms of projects managed. In general terms there was a link between the existence of project work and the type of projects undertaken. The five participants were selected on the basis of their project management experience, with each having long-standing familiarity in managing large and complex projects over a period of many years. Each participant provided information regarding the heavy engineering projects they had managed outside UK and India construction industry. Interviewee variety is essential to the quality of data obtained in qualitative research. In this study, the aim of interviewee variety was to explore a diverse proportion of expert views from successful senior project managers on project communication within the UK and india heavy construction industry. The main advantage of this model is that each participant had worked on projects in developing countries. This allowed me to focus in depth on the experiences of each participant. This was particularly important because the research subject data available in worldwide construction and the UK. The participants worked in various types of organisation formations and project arrangements. All participants had a practical understanding of management Interviews were conducted in research to understand the intervieweeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective so that our selection becomes a role in the richness and depth of information obtained.  In this research, interviews sought to harness the expertise and the selection of interviewees was done to reduce biasness and controversy as the definition of a successful project manager continues to generate considerable debate and controversy.  Traditional criteria of success have also been argued as being too simplistic in todays context complex construction project environment (Dainty et al.2003). Dainty, A.R.J., Cheng, M.-I., Moore, D.R., 2003. Redefining performance measures for construction project managers: an empirical evaluation. Construction Management and Economics 21 (2), 209à ¢Ã¢â€š ¬Ã¢â‚¬Å"218. An approach to semi-structured interview was used to allow  flow depth and without information from respondents.   The flexible nature also encouraged respondents to participate  full and complete (Fellows and Liu,  2003 Patton, 2002; Schensul et al., 1999).   A combination  strategy was adopted during the interview increased  wealth of data collected.  The strategy follows  presentation by Patton (2002) that the interview three main  approaches: Informal conversation, Interview guide;   Standardized open-ended and not mutually exclusive.   An interview guide was adopted to ensure that all issues  be explored were covered during the interviews  lasted between 45 min and 90 min.  The guide also encouraged  preparation by the respondents and ensured that all  five directors focused on similar topics.  The  restriction imposed on an interview guide was used,  however, removed to allow respondents to more elaborate  on issues that were relevant and important to the performance  Team project implementation through informal conversation  and open questions.  This combination  even more flexible approach of the interviews and  allowed for data relevant to the practices  team integration and collaborative practices met  in a relaxed atmosphere. Case studies were employed to validate the findings. This yielded a better consistency of the findings since it allowed a systematic comparison of different organisations by exploring different management features and examining different levels of behavioural variables involved. Employing various data collection methods provided a complete picture of the issue under investigation. There was a logical progression to the order of the parent codes. This was an attempt to ensure that the main objectives of the study were met. Once this phase was complete, we took each topic in turn and inserted the relevant interview extracts. The analysis continued until data had been reduced amply to enable conclusions to be drawn from the coded data. The findings are presented below, where appropriate illustrative quotations drawn from the interview transcripts have been used to convey participants view. Findings Key dimensions of differences on communication behaviours drawn from participants in Worldwide and UK were used to collate the main attributes deemed to be the most important for 0ff-site construction projects. The reported results present generalised findings based on the 5interviews. The results are presented below under headings drawn from the analysis. Analysis Chapter 4: Data Analysis and Results 4.1 Introduction to the chapter In this study we analyse that communication is viewed as a professional practice where suitable tools and regulations can be applied in order to improve the utility of the data communicated, and is a social process of interaction between individuals. 4.2 Results and Analysis The Results and analysis of this project are arranged as the following questionnaire and the relevant answers from different people through interviews are as follows. Selection of team Teams are used in organisations in most sectors and industries due to the recognition that they are able to outperform individuals acting alone, especially when performance requires multiple skills and judgements Integrated project delivery is a response to the extensive cooperation necessary for 21st century complex projects to be influenced by multiple levels of people organizations. Since it is new, there is a tendency to adjust the focus with each new project. But overall, it works the companies selected for the key project of forming a group that includes the Owner, the AE, MC and may include other key consultants or builders. Usually a single sign, multiparty contract with the owner to form one or more committees of management. The core team establishes a set of project goals, cost, time and quality. Typically, there is emphasis on BIM continuous improvement. IPD is a powerful concept, but it makes more sense when a high degree of cooperation we want, when the importance of the project will capture the attention of major business leaders and when the owner is a leader capable of project delivery processes. IPD selection processes usually start traditional. Unless the Owner has ongoing relationships, the owner invites organizations present their qualifications, the list restricted to a small group and then have interviews. The tradition may end there. In general, interviews are not the typical Wood, PowerPoint show, and repeats followed by Q A-surface where the profits of the show. Its more like a workshop. The signature (s) under consideration may submit qualifications for a few minutes, but the rest of the time is spent without accessories. Discussion turned to the project and how to do it. Other topics of discussion, the companies are asked to evaluate the program and the initial plans. One of the objectives is to use the process to evaluate a companys inclination to work together innovative processes. Unless the teams are previously assembled, it is common affecting Principals in later selections. Whoever is selected in the first place, AE MC or its representative participates in the selection of others. Then both participate in the election code and Sub consultantà ¢Ã¢â€š ¬Ã¢â€ž ¢s subcontractors. Public Owner may not be able to include people who are not government employees as voting members of a selection committee but can make them feel in the process and provide feedback. In a collaborative environment that produces the same result. Project specifications and requirements This language is not common in recent IPD contracts. However, the contract usually defines clear project objectives with metrics to measure their achievement. The goals may include classic cost, schedule and quality, but other security objectives, sustainability, participation of small businesses, including minority employment. Some of the objectives (goals often very important) and the spirit of collaboration or the relationship between the relationships might not be measurable. As a result, some owners subjectively assess these issues. Management of teams and task division (multi-party contract) Management of Project team integration can be defined as where different disciplines or organisations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit with collaborative alignment of processes and cultures (Baiden et al., 2010) The management of teams to manage current activities, problem solving, work planning, and anticipating the future challenges. The management teams include the owner and the top executives of each of the majors. Types of teams There may be several multi function teams. Senior Management Team (SMT):- Senior Management Team (SMT) may deal with global issues such as project delivery strategy, reallocation of equipment, changes of address or greater problems. A Committee of Operations or Project Management Team (PMT):- A Committee of Operations or Project Management Team (PMT) can deal with the coordination of everyday design, a major milestone IPD leadership comprising the sequence of decisions and passes the baton to the right person at the right time. Schedule, budget, compliance requirements and quality control, minor change orders. The Coordinating Committee on the Land or Project Implementation Team (PIT) adds Construction Superintendents Project managers and subcontractors active short-range management schedules, presentations, and RFIs. IPD In some projects, the owner reimburses each company at a cost. The companies can work within a guaranteed maximum. Management committee may adjust the distribution of labour within the warranty maximum. All feet are in the hands of a fire. A single group money is funding the entire project is divided into categories to costs, benefits and bonuses to the majors. Some owners have taken this concept and work for a EMC (estimated maximum cost). They argue that the EMC increases transparency and the concept of collaboration. And because central computer no longer under warranty, the owner no longer has the a hidden contingency costs inherent in that is a guarantee.8 useful concept for the convenience of the Owner with full confidence that, as team member he or she has a proper control to manage cost. Staff for personnel, bronze brass an important function of the management fee is the head conflicts. In traditional systems, when a problem project staff, driven by job security and human nature, see problem as the fault of the other organization. They explain their for middle managers. Oppose both climbing stories management organizations and polarize. Soon the leaders, led biased point of view, are angry at each other. A project of IPD usually involving organizations at multiple levels. If there is a problem at the operational level, middle management is together to hear both sides of the story and, if necessary, intensified higher levels of the organization. If the management committees not include the companys leaders are empowered to make decisions, IPD meets. Some companies, especially large firms avoid projects that require the participation of metals. If they do not fully delegate authority to the project team can not be suitable for a project of IPD. By contrast, many large companies A project delivery team include those who are key participants and involved in providing solutions that will meet the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements in the delivery process. The team, therefore, requires members to harness the potential of the processes associated with delivery efficiency Team integration requires a spirit of cooperation to overcome traditional adversarial attitudes and barriers. This requirement means that its members may have to cross traditional departmental or professional boundaries to share their ideas while negotiating conflict at work. The team also requires a competent leader with the ability to drive the overall optimum achievement of initial team goals Shared risk and reward A fully integrated project delivery team, as considered within this thesis, has a single project focus and objectives boundaries between individuals are diminished and team members work towards mutually beneficial outcomes through the free sharing of information. A new team identity is thus formed by the fully integrated team and achievements, failures and successes are collectively shared (Baiden et al., 2010) Division of project requirements between the teams Selection of techniques and tools Apply of tools and techniques Resolve technical issues Integrate the product In off-site construction, integration often refers to collaborative working practices, methods and behaviours that promote an environment where information is freely exchanged among the various parties. Within an integrated team environment various skills and knowledge are seen as shared, and traditional barriers separating the design process from construction activities are removed or marginalised to improve project (Baiden et al., 2010) Integration has been suggested as providing a demonstrable means of improving the effectiveness of teamwork and project delivery team performance (Baiden et al., 2010) Baiden,a. Bernard,K. Andrew D,F. Price b. (2010). The effect of integration on project delivery team effectiveness. International Journal of Project Management. 3 (2), 1-8. Quality checks and engineering works Deliver quality product Integrated Project Delivery Process (IPD) Management Integrated Project Delivery Process (IPD) Management 1.3 Aims and Objectives The overall aim of the project is to managing project communication in IPD process by selection of team which include owner, architecture, builder and management of project through tools and techniques. To analyse how project manager with different cultural back ground and have managed communication on integrated project delivery process in off-site construction projects. The objectives of the project are: To develop an overview of integrated project delivery using effective communication. To enhance project inter-relationships by effective selection of team members To review the contractual agreements in IPD process to improve the standard communication between single to multi-party contracts. To identify key factors that improve project communication in integrated project delivery process. Abstract The increasing global nature of manufactured construction projects has highlighted the importance of communication and the new challenges it brings to project execution. This paper explores the ability of project managers in UK and India in communicating effectively on integrated project delivery process (IPD) in off-site construction projects. This study examines the factors that influence communication and explores how communication can be made effective in integrated project delivery environments. Using data from 5 interviews in and UK and India, analysing the results shows that communications within off-site construction project environments can be effective when project managers demonstrate an awareness of traditional variation. Participants further highlighted that, one of the critical components of integrated project delivery process is the creation and development of effective collectivism, trust, communication and empathy in leadership. The study underscores an urgent need f or future research to investigate effective guidelines or strategies for effective communication in IPD project teams. Introduction:- This study presents a balance between the experiences of project managers from a UK and India. The study aimed to explore how project managers with different cultural background have managed communications In Integrated project delivery process in off-site construction projects. Specifically, the study was designed to explore the efficiency of communications strategies in off-site construction engineering projects. The scope of the research must be carefully designed and controlled so that meaningful and manageable data can be collected, thus research tends to be focused on one particular event or one aspect of communication. This research provides advice on how communication can be improved in integrated project delivery process in off-site construction. Improvements in communication should result in an increase in the quality of the build and a reduction in the level of defect occurrence. The successful completion of the project depends on the accuracy and timing of communication exchange between the project team. The inefficiency of the current communication practice has become a barrier to the innovation in off-site construction processes. Research efforts and direction in the industry, however, have since changed. Several research studies are now focusing on integration of the construction and communication processes through standardization of data, taking advantage of evolving computer technologies. Why in uk and rest of the world? Layout of the Project:- Chapter 2:-Literature review:- This chapter includes all the literatures based on previous journals to improve communication In Integrated project delivery process, and using different tools like BIM Chapter 3:- Theoretical background:- This chapter includes all the required theories research for present study like change in Project Communication levels, response analysis for project communication in off-site construction. Chapter 4:-analysis:- In this chapter, a force response analysis is carried out by considering communication and also by adding integrated project delivery possibility of identification of communication by using BIM is exploded. Chapter 5:- Conclusion:- This chapter concludes the results, observations and future work required of the project. Literature Review Chapter 2: Literature Review 2.1 Introduction This Chapter is the overall content of the literature review carried out and analysed by the author. This gives the overall understanding of the dissertation. Initially, the place of research (UK and India) is given a brief introduction, which helps the international readers to get a geographical idea of the location. The major to improve the communication in integrated project delivery (IPD) process development initiatives and the roles played are discussed thoroughly. The overall content of the dissertation can be described as the combined result of analysis, comparison and criticism on existing IPD practices in the UK and India. The final conclusion is given with the collective results of the overall study. 2.2 Introduction of integrated project delivery process in UK 2.3 Introduction of integrated project delivery process in India For over 150 years, members of the American Institute of Architects have worked with them and their communities to create more valuable, healthy, safe and sustainable buildings and cityscapes. By using sustainable design practices, materials and techniques, AIA architects are uniquely poised to provide leadership and guidance needed to provide solutions to address climate change. AIA architects walk the walk on sustainable design. Visit www.aia.org / walkthewalk. In 2007 the American Institute of Architects (AIA) National and AIA California Council published the Integrated Project Delivery (IPD) Guide. The Guide defines IPD as a project delivery approach that à ¢Ã¢â€š ¬Ã…“integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and constructionà ¢Ã¢â€š ¬?. The AIA Guide aims to provide a general guidance for owners, designers and contractors to use integrated models to improved design, construction, and operation processes. Practitioners may apply the principles and techniques described in the Guide to any model on any project to achieve a more integrated project. However, certain characteristics of a particular delivery model or project may influence the level of integration that can be achieved. Selection of Primary Team Members (PTM) (i.e., owner, architect, and builder) who can make strategic decisions for the project and has the most valuable input for the rest of the collaboration team members. The research uses PTMs to be distinguished from other subcontractors and suppliers. American Institute of Architects (AIA) National and AIA California Council also explain how to select the initial project team with the six case studies in the report includes Autodesk inc, ACE solutions division headquarters in waltham, MA, sutter health Fairfield medical office building in Fairfield, California, expansion cardinal Glennon childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s hospital in St Louis, MO, Santa Clara Health centre Fenton, MO,Surrounding Ambulatory Health Centre in Appleton, WAS, and the Walter Cronkite School of Journalism, Arizona State University in Phoenix. All participants were selected based on their compliance with the criteria of IPD, including Mutual trust and respect among participants Collaborative innovation Enhanced early planning Open communication in the project team Building Information Modelling (BIM) Support the principles of design, construction and operations Co-location of equipment Transparent finances http://buildinginformationmanagement.wordpress.com/2010/03/04/ipd-national-study-of-integrated-project-delivery-method-demonstrates-efficiencies-and-cost-effectiveness/ Autodesk spent years trying different types of relationships with other design professionals and contractors to find a more effective project delivery process. Ultimately, they developed a relational contracting approach they called Integrated Project Delivery (IPD). By using a relational partnering agreement, IPD aligns the interests of all the PTMs into a common goal. By using the risk/reward sharing mechanism IPD fosters full collaboration and teamwork between the PTMs so that they can work as an integrated team. Typically the IPD team consists of several independent companies for temporary bidding and performing of construction projects. It includes an architect, a general contractor (GC), a mechanical contractor, an electrical contractor, a plumbing contractor, and a mechanical, electrical and plumbing (MEP) engineer. These companies are also referred to as PTMs to be distinguished from other subcontractors and suppliers. PTMs in IPD projects may vary from project to project. Baiden et al., (2010) defined that Communication is essential for the efficient performance of any team especially in construction projects due to skill requirements. The challenge is to ensure that the right information reaches the right person at the right time. Other challenges within the construction project team environment including the alignment of attitudes conflicting with that of the project team and the acceptance more than the compliance of members to share a common vision with the leadership, which is often, imposed by the terms the contract, especially in the early stages of the project. Author also explains that Team integration should be an objective because it leads to efficiency of the delivery process and cost effectiveness through elimination of waste. Competitiveness and profitability are increased which enable firms to deliver better value for money and meet clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs. In the long-term, integration leads to competiveness as a result of incr eased ability to deliver value for money and better returns on investments in a competitive environment Emmitt and Gorse (2007) have shown that, for factual data transfer, a number of communication problems have been addressed due to the development of rapid global information systems and telecommunications, however, when it comes to off-site projects many issues remain unresolved. For example, the loss of face-to-face communication can lead to misunderstanding and the loss of non-verbal signals such as eye contact and body language. This can subsequently lead to difficulty in achieving mutual trust and confidence within off-site construction project. It is also difficult to manage or supervise off-site projects without face-to-face contact or to confer or develop relationships (Weatherley, 2006). 4.E.G. Ochieng a,, A.D.F. Price b. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK.  International Journal of Project Management. 28 (1), 449-460. E.G. Ochieng a et al defined the ability of project managers in Kenya and the UK in communicating effectively on multicultural projects. The study examines the cultural factors that influence communication and explores how communication can be made effective in multicultural project environments. Using data from interviews in Kenya and UK , the results show that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural project teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership. The study underscores an urgent need for future research to investigate effective guidelines or strategies for effective collectivism and communication in off-site construction industry. Turner,2003) defined as Projects are uncertain and so the process for their delivery often cannot be precisely determined from the start. The project manager needs to be empowered to adapt the process as the project develops (Huemann et al., 2004). Also, the purpose of organizing a project should be to create a cooperative, collaborative context for the parties to work in. Levitt and March (1995) say about organizing anything, routine operation or project: Buntrock (2001) introduced 4 models of design development typically found on projects in Japan based on: (1) project participants that are responsible or provide input for each design phase, (2) influence of construction considerations on design development, (3) aesthetic innovation found in components, and (4) performance innovation found in components or systems. Table 4 lists project participant involvement during each design phase to provide a comparative measure for the degree of coordination and collaboration found in our case studies. In particular, Model 4 involving architect, fabricator, and contractor input during all phases of design seems most promising in terms of facilitating innovation inWorkStructuring. Buntrock, D. (2001). Japanese Architecture as a Collaborative Process: Opportunities in a Flexible Construction Culture. Spon Press, New York, 182 pp. Dawood.N et al describes a collaborative research study being undertaken between the University of Teesside and an international contracting organisation based in the UK. The goal of the research is to develop a methodology and a system that will ease and improve communication and exchange of data and information between the construction project team. The author describes reports on an IT-based tool for site document management as a first phase of the storage and distribution of project documents between the construction project team. The structure and development of the system are described with reports of its implementation and performance on the site. This result shows how the available IT facilities can be exploited to improve communication within the whole of the construction supply chain. Optimum utilisation of already available IT can clearly improve the construction processes with accrued benefits. Dawood.N,Akinsola.A,Hobbs.B.(2002).Development of automated communication of system for managing site information using internet technology. Automation in Construction. 11 (3), 552-572. Chapter 3: Research Methodology 3.1 Introduction to the Chapter This chapter explains the research process and approach towards the project. It also highlights the data generation method, risks and limitations of the dissertation. The research done in this dissertation is similar to research process done by Thomas, Nelson and Silverman (2005). Primary source of data ? The information referenced in this literature review, has been taken from different books, published papers .The most of the published papers in journals which have been mentioned in this chapter were taken from two electronic databases Emerald Full text and Business Source Premier (EBSCO). The access to these databases has been through the website of the Salford University Library. The keywords used during this research were communication in integrated project delivery process, project management, multifunctional team communication, project oriented tools like BIM in construction industry, contractors, contract, type of contracts, payment terms for contractors, Secondary source of data ? Why Interview ? Why not questionnaire? The main form of data collection comprised semi-structured interviews with project managers in UK and India the companies involved have construction and professional expertise and experience. The results were particularly important in this study as the participants were selected from a different organisations and project environments. The sample was designed to achieve both UK and Indian companies involved have construction and professional experience of project communication in off-site construction projects. In order to investigate the factors that influenced project communication it was necessary to have a range of organisations in terms of status, size, and projects managed. The five organisations that were selected, where 5 of the participants interviewed, operated in the construction sector. The selected organisations were well balanced in terms of projects managed. In general terms there was a link between the existence of project work and the type of projects undertaken. The five participants were selected on the basis of their project management experience, with each having long-standing familiarity in managing large and complex projects over a period of many years. Each participant provided information regarding the heavy engineering projects they had managed outside UK and India construction industry. Interviewee variety is essential to the quality of data obtained in qualitative research. In this study, the aim of interviewee variety was to explore a diverse proportion of expert views from successful senior project managers on project communication within the UK and india heavy construction industry. The main advantage of this model is that each participant had worked on projects in developing countries. This allowed me to focus in depth on the experiences of each participant. This was particularly important because the research subject data available in worldwide construction and the UK. The participants worked in various types of organisation formations and project arrangements. All participants had a practical understanding of management Interviews were conducted in research to understand the intervieweeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective so that our selection becomes a role in the richness and depth of information obtained.  In this research, interviews sought to harness the expertise and the selection of interviewees was done to reduce biasness and controversy as the definition of a successful project manager continues to generate considerable debate and controversy.  Traditional criteria of success have also been argued as being too simplistic in todays context complex construction project environment (Dainty et al.2003). Dainty, A.R.J., Cheng, M.-I., Moore, D.R., 2003. Redefining performance measures for construction project managers: an empirical evaluation. Construction Management and Economics 21 (2), 209à ¢Ã¢â€š ¬Ã¢â‚¬Å"218. An approach to semi-structured interview was used to allow  flow depth and without information from respondents.   The flexible nature also encouraged respondents to participate  full and complete (Fellows and Liu,  2003 Patton, 2002; Schensul et al., 1999).   A combination  strategy was adopted during the interview increased  wealth of data collected.  The strategy follows  presentation by Patton (2002) that the interview three main  approaches: Informal conversation, Interview guide;   Standardized open-ended and not mutually exclusive.   An interview guide was adopted to ensure that all issues  be explored were covered during the interviews  lasted between 45 min and 90 min.  The guide also encouraged  preparation by the respondents and ensured that all  five directors focused on similar topics.  The  restriction imposed on an interview guide was used,  however, removed to allow respondents to more elaborate  on issues that were relevant and important to the performance  Team project implementation through informal conversation  and open questions.  This combination  even more flexible approach of the interviews and  allowed for data relevant to the practices  team integration and collaborative practices met  in a relaxed atmosphere. Case studies were employed to validate the findings. This yielded a better consistency of the findings since it allowed a systematic comparison of different organisations by exploring different management features and examining different levels of behavioural variables involved. Employing various data collection methods provided a complete picture of the issue under investigation. There was a logical progression to the order of the parent codes. This was an attempt to ensure that the main objectives of the study were met. Once this phase was complete, we took each topic in turn and inserted the relevant interview extracts. The analysis continued until data had been reduced amply to enable conclusions to be drawn from the coded data. The findings are presented below, where appropriate illustrative quotations drawn from the interview transcripts have been used to convey participants view. Findings Key dimensions of differences on communication behaviours drawn from participants in Worldwide and UK were used to collate the main attributes deemed to be the most important for 0ff-site construction projects. The reported results present generalised findings based on the 5interviews. The results are presented below under headings drawn from the analysis. Analysis Chapter 4: Data Analysis and Results 4.1 Introduction to the chapter In this study we analyse that communication is viewed as a professional practice where suitable tools and regulations can be applied in order to improve the utility of the data communicated, and is a social process of interaction between individuals. 4.2 Results and Analysis The Results and analysis of this project are arranged as the following questionnaire and the relevant answers from different people through interviews are as follows. Selection of team Teams are used in organisations in most sectors and industries due to the recognition that they are able to outperform individuals acting alone, especially when performance requires multiple skills and judgements Integrated project delivery is a response to the extensive cooperation necessary for 21st century complex projects to be influenced by multiple levels of people organizations. Since it is new, there is a tendency to adjust the focus with each new project. But overall, it works the companies selected for the key project of forming a group that includes the Owner, the AE, MC and may include other key consultants or builders. Usually a single sign, multiparty contract with the owner to form one or more committees of management. The core team establishes a set of project goals, cost, time and quality. Typically, there is emphasis on BIM continuous improvement. IPD is a powerful concept, but it makes more sense when a high degree of cooperation we want, when the importance of the project will capture the attention of major business leaders and when the owner is a leader capable of project delivery processes. IPD selection processes usually start traditional. Unless the Owner has ongoing relationships, the owner invites organizations present their qualifications, the list restricted to a small group and then have interviews. The tradition may end there. In general, interviews are not the typical Wood, PowerPoint show, and repeats followed by Q A-surface where the profits of the show. Its more like a workshop. The signature (s) under consideration may submit qualifications for a few minutes, but the rest of the time is spent without accessories. Discussion turned to the project and how to do it. Other topics of discussion, the companies are asked to evaluate the program and the initial plans. One of the objectives is to use the process to evaluate a companys inclination to work together innovative processes. Unless the teams are previously assembled, it is common affecting Principals in later selections. Whoever is selected in the first place, AE MC or its representative participates in the selection of others. Then both participate in the election code and Sub consultantà ¢Ã¢â€š ¬Ã¢â€ž ¢s subcontractors. Public Owner may not be able to include people who are not government employees as voting members of a selection committee but can make them feel in the process and provide feedback. In a collaborative environment that produces the same result. Project specifications and requirements This language is not common in recent IPD contracts. However, the contract usually defines clear project objectives with metrics to measure their achievement. The goals may include classic cost, schedule and quality, but other security objectives, sustainability, participation of small businesses, including minority employment. Some of the objectives (goals often very important) and the spirit of collaboration or the relationship between the relationships might not be measurable. As a result, some owners subjectively assess these issues. Management of teams and task division (multi-party contract) Management of Project team integration can be defined as where different disciplines or organisations with different goals, needs and cultures merge into a single cohesive and mutually supporting unit with collaborative alignment of processes and cultures (Baiden et al., 2010) The management of teams to manage current activities, problem solving, work planning, and anticipating the future challenges. The management teams include the owner and the top executives of each of the majors. Types of teams There may be several multi function teams. Senior Management Team (SMT):- Senior Management Team (SMT) may deal with global issues such as project delivery strategy, reallocation of equipment, changes of address or greater problems. A Committee of Operations or Project Management Team (PMT):- A Committee of Operations or Project Management Team (PMT) can deal with the coordination of everyday design, a major milestone IPD leadership comprising the sequence of decisions and passes the baton to the right person at the right time. Schedule, budget, compliance requirements and quality control, minor change orders. The Coordinating Committee on the Land or Project Implementation Team (PIT) adds Construction Superintendents Project managers and subcontractors active short-range management schedules, presentations, and RFIs. IPD In some projects, the owner reimburses each company at a cost. The companies can work within a guaranteed maximum. Management committee may adjust the distribution of labour within the warranty maximum. All feet are in the hands of a fire. A single group money is funding the entire project is divided into categories to costs, benefits and bonuses to the majors. Some owners have taken this concept and work for a EMC (estimated maximum cost). They argue that the EMC increases transparency and the concept of collaboration. And because central computer no longer under warranty, the owner no longer has the a hidden contingency costs inherent in that is a guarantee.8 useful concept for the convenience of the Owner with full confidence that, as team member he or she has a proper control to manage cost. Staff for personnel, bronze brass an important function of the management fee is the head conflicts. In traditional systems, when a problem project staff, driven by job security and human nature, see problem as the fault of the other organization. They explain their for middle managers. Oppose both climbing stories management organizations and polarize. Soon the leaders, led biased point of view, are angry at each other. A project of IPD usually involving organizations at multiple levels. If there is a problem at the operational level, middle management is together to hear both sides of the story and, if necessary, intensified higher levels of the organization. If the management committees not include the companys leaders are empowered to make decisions, IPD meets. Some companies, especially large firms avoid projects that require the participation of metals. If they do not fully delegate authority to the project team can not be suitable for a project of IPD. By contrast, many large companies A project delivery team include those who are key participants and involved in providing solutions that will meet the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements in the delivery process. The team, therefore, requires members to harness the potential of the processes associated with delivery efficiency Team integration requires a spirit of cooperation to overcome traditional adversarial attitudes and barriers. This requirement means that its members may have to cross traditional departmental or professional boundaries to share their ideas while negotiating conflict at work. The team also requires a competent leader with the ability to drive the overall optimum achievement of initial team goals Shared risk and reward A fully integrated project delivery team, as considered within this thesis, has a single project focus and objectives boundaries between individuals are diminished and team members work towards mutually beneficial outcomes through the free sharing of information. A new team identity is thus formed by the fully integrated team and achievements, failures and successes are collectively shared (Baiden et al., 2010) Division of project requirements between the teams Selection of techniques and tools Apply of tools and techniques Resolve technical issues Integrate the product In off-site construction, integration often refers to collaborative working practices, methods and behaviours that promote an environment where information is freely exchanged among the various parties. Within an integrated team environment various skills and knowledge are seen as shared, and traditional barriers separating the design process from construction activities are removed or marginalised to improve project (Baiden et al., 2010) Integration has been suggested as providing a demonstrable means of improving the effectiveness of teamwork and project delivery team performance (Baiden et al., 2010) Baiden,a. Bernard,K. Andrew D,F. Price b. (2010). The effect of integration on project delivery team effectiveness. International Journal of Project Management. 3 (2), 1-8. Quality checks and engineering works Deliver quality product