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The most profound recent developments in construction industry are the increasing size of its projects and the technological complexity of those. Such projects are increasing in the number of organizations and individuals working on the same job and have faced more complex interdependencies and variations in the relationships among its organizations and institutions. Closely connected with each part of the project, the delay of any part of it has a significant impact on the success and profitability of the result achieved. Therefore, in the decision making process during the design phase it is necessary to consider the influence on the related organizations and succeeding problems. There will be significant differences in decision problems between large and complex projects and conventional projects. Complex projects consist of a number of construction projects. As the interrelationships among the projects are complicated, delayed or false decisions at design phase of one project result in the heavy loss of the other projects.It is generally accepted that project performance can be enhanced when interaction occurs on a regular basis. But each part of the complex project has been separated by traditional contracts, organizational structure, specialization and a retreat from legal responsibility. Therefore it is a major challenge to make a high level of communication and to have mutual understanding. The objective of this paper is to develop a decision model for the design process of complex projects focused on complexity, uncertainty, conflicting values and multi-dimensionality in the design phase. We identify the characteristics of the complex project for improved understanding of problems of the design phase. As a result, we define the collaborative design and provide an appropriate decision framework for effective collaborative among parties involved in the design process.