International Construction Project Management Association
ICPMA ANNUAL AWARDS PROGRAMME
The 2020 Awards programme is now live, please follow the instructions in blue below. The Awards are free to enter and are open to all involved in the construction project management professions, clients and consultants.
ICPMA Annual Awards Programme
ICPMA is committed to the spread of best practice in construction project management. To promote this, we seek to recognise both the world class delivery of projects, and also the role of innovation in raising quality. Two award programmes are run each year.
The “Alliance Award” is given to those projects that demonstrate excellence in undertaking construction project management and this award is evaluated using the 8 principles of “the better way.” These are:
For brief information about how to apply for the Alliance Award, click here
The “IQ Award” is given to those projects that have used innovation and new techniques or platforms to drive better quality in the delivery of projects to help future generations. This Award will be given to projects, clients, the professional team, and other participants who have shown outstanding innovation and quality of process used, with a final product to match. The size and type of project are immaterial: both large and small are eligible.
For brief information about how to apply for the IQ Award, click here
If you need help, or wish to submit your abstract or full submission, please email us at email@example.com
The Awards Programme was initiated in 2015 and the winning projects so far are:
Alliance 2019: Distinction: Manchester Engineering Campus Development, UK
Client: The University of Manchester
Project Manager: Buro Four Project Services
Collaboration is at the heart of this project which is perfectly aligned to the principles of "the better way." Open communication and nurturing relationships has been central to the delivery of 87,000 sq m of space to house 7,000 students, 1,300 staff and tens of thousands of pieces of specialist equipment. A bespoke review of design data programme was used along with BIM, and the need to create a sustainable campus was high on the agenda.
Alliance 2019: Full Award: Legoland, Nagoya City, Japan
Client: Legoland Japan
Project Manager: Meiho Facility Works, Japan
On a site area of 9 ha this Legoland project, the first in Japan, comprises 43 buildings, 22 rides and attractions, playgrounds, exhibition halls, theatres, shops and restaurants. A strategic collaboration construction project management plan was devised and adopted and this resulted in a team brought together to work "as one" for a world-class client determined to create an attraction of the finest quality. The way that many different nationalities came together to deliver this Legoland was a factor that the judges noted as being exemplar.
IQ 2019: Full Award: REOS Pilot Project Living House, Berlin, Germany
Client: Carnaby Capital
Project Manager: DU Diederichs Projektmanagement
This project houses 172 students in 53 fully furnished shared apartments. It is Germany's first digital student residence and is based on the holistic digitalisation of marketing and operating processes via the REOS technology (Real Estate Operation System). This cutting edge building allows ownership, expression of interest, payments, contracts, and handover to be entirely online. Living there is also made easy.
IQ 2019: Distinction: Sejong Smart City, Republic of Korea
Client: National Agency for Administrative City Construction
Project Manager: Korea Land and Housing Corporation
The project Sejong Smart City when complete will utilise 3 sq km of land and should house 23,000 people, 5% of the total population of Sejong City. 17 kinds of smart city solutions will be incorporated including transportation, disaster planning, crime prevention, healthcare, energy efficiency, service delivery, sports and recreation. The crucial link between private-public-people that has been introduced was mentioned by the judges as a positive initiative.
Alliance 2018: Full Award : 100 Union Street , London, England
Client: Southwark and Southbank Ltd
Project Manager: Buro Four
The Union Street development in Southwark was a personal passion and business endeavour for the client. It was driven by quality, sustainability and a unique modern design, in order to create a world class place and a stimulating working environment. A brownfield development, of 25,000 sq ft, it includes a communal use roof terrace, constructed with recycled materials, with views over the Shard and London. Collaboration between all parties was the key to the successful delivery of the building with the project manager using a "talk first" approach to avoid potential email mis-understandings. This trust helped to create "one team." The final result is a building with outstanding qualities, delivered within budget.
IQ Award: Full Award: The 3D Printed Office of the Future, Dubai, UAE
Client: The Prime Minister's Office Dubai, UAE
Project Manager: PMK Consult
Dubai prides itself on being a world leader for developing new technologies and techniques for all industries. The construction industry in the UAE employs approximately 34% of the population and by 2030 the Dubai Future Agenda aims to have 25% of Dubai’s construction made by 3D printed technology. Located in a prominent position in the heart of Dubai, the Office of the Future is the world’s first 3D printed office building. 3D printing is an innovative method that has been adapted for construction, and used here for the first time in a commercial project. The Office of the Future was created on behalf of the Dubai Government, under the patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Prime Minister and Vice President of the United Arab Emirates and the Ruler of Dubai. The Office of the Future consists of approximately 300sqm of office space, printed layer by layer using a 20-foot-tall 3D printer, located in Shanghai, China. Each structural component was built using innovative 3D printing technology, combining a mixture of Special Reinforced Concrete (SRC) and recycled construction material. Now complete, the building serves as the management office for the ‘Museum of the Future’ project and provides a headquarters for the Dubai Future Foundation, an organisation that will help to deliver smart technologies to the Emirates, including driverless cars and ot
IQ 2018: Distinction: The National Museum of Qatar, Doha, Qatar
Client: Qatar Museums
Project Manager: ASTAD
One of the Middle East's most iconic landmarks, the National Museum of Qatar's design reflects the desert rose, commonly found beneath the sands of the Gulf region. The palace is the landmark centrepiece that the National Museum of Qatar is being built around. Located along the Corniche of Doha, Qatar, the project has a total gross area of 40,000m2 and will provide 8,000m2 of permanent and 2,000m2 of temporary gallery space when completed. The design is an organically propagating series of interlocking disks that surround the structure, creating a ring of gallery spaces circling a central court. Inspired by the desert rose, the interlocking disks that compose the building are representative of petals, each positioned at different angles. The disks are made of steel truss structures assembled in a hub-and-spoke arrangement, clad in glass fibre reinforced concrete panels. The building is truly iconic.
IQ Award 2018: Distinction: Lima Airport Development Programme, Lima, Peru
Client: Lima Airport Partners
Project Manager: Risk Consult
Key processes, necessary to identify and manage risks on complex projects, have been developed over the last 20 years in order to implement risk-based approaches for better project management with improved cost and schedule estimation. Cost and schedule, however, have mostly been treated separately instead of integrating them in one model. This integration is highly relevant as schedule delays are very often the root cause for severe cost overruns – therefore, such integrated systematic processes and tools are needed for the effective management of these complex projects. This new methodology involves an open risk culture; the separation of base cost, risk and escalation; taking full account of cost and time uncertainties at the beginning of the process; integrating cost and time schedules; and a continuous monitoring of risk throughout the life of the project. Click here to see the Project Overview.
Alliance 2017: Distinction: Qatar Foundation for Islamic Studies (QFIS), Doha, Qatar
Client: Qatar Foundation
Project Manager: ASTAD
ASTAD provided full services for this iconic project, acting as the focal point between the client, the designer, the lead architect, the end user, several government entities and the main contractor. The building is a world class teaching and faculty space, a research centre and the Education City campus mosque. It completed on time and budget and was handed over in January 2015. QFIS is a profoundly spiritual building that imparts Islamic values and education in a setting that is modern and progressive.
Achieving the quality required for this project was essential to attain the look and feel essential to the client’s vision. The demands of cost control needed balancing with achieving quality and this was realised by using a highly skilled team experienced with similar projects in the region; specialist local suppliers; and cutting edge materials and techniques.
Alliance 2017: Distinction: Higashi-Honganji Temple, Kyoto, Japan
Client: Higashi-Honganji Temple
Project Manager: Nikken Sekkei, Japan
This project involved the renovation of the three main structures of Higashi Honganji: the Founder's Hall; the Amida Hall; and the Founder's Hall Gate, which were rebuilt in the Meiji Era, 1895, and are designated and registered as National Cultural Assets. Since it was a long-term project to be paid for by the worshippers, a method for proceeding with total transparency and fairness was required. As a means for solving the challenges, full construction project management was applied and the project achieved major results. Environmentally friendly renovation, the spreading of knowledge obtained through examination, research, and construction to society were notable social contributions of this project. The value of the traditional wooden structures and cultural assets was maintained throughout this renovation, their structural authenticity was preserved, enabling them to be enjoyed by future generations.
IQ 2016: Full Award: Radio Frequency Information Project (RFID), Wuppertal, Germany
University of Wuppertal, TU Dresden, TU Darmstadt, Germany
The combination of BIM and RFID allows a fully integrated data chain from design and development to operation and demolition, discharge and recycling. The process makes it possible to create uniform systems for access, localisation, security, theft avoidance and quality assurance on site. The use of the system stretches from digital inventories and maintenance and repair schedules to systems controlling site visits and emergency services. Data is always up-to-date meaning that the building can be economically and ecologically optimised continuously.
Alliance 2016: Full Award: Toyota Research and Development Centre, Jiangsu Province, China
Client: Toyota Motor Engineering and Manufacturing, China
Project Manager: Nikken Sekkei Construction Management, Japan
This R and D Centre is a nationally important project for China and it is combined with the construction of a large-scale steel plant and a new high-speed railway. The Centre required high accuracy construction, difficult reclamation work and a multitude of new buildings, all achieved with no urban infrastructure in terms of roads or utilities in place. The only way this could be achieved was through perfect co-operation and collaboration between all stakeholders, continuous discussion and communication, acceptance of the different cultures between China and Japan, the merging of technology, and using both Chinese and Japanese standards of construction to the highest level. The facility achieved the highest rating for a sustainable technical centre in China.
Alliance 2016: Distinction: British School Muscat (BSM), Oman
Client: British School Muscat, Oman
Project Manager: Turner & Townsend, Oman and 21C Developments, UK
BSM occupies a tight urban site in the capital city, and approved a phased masterplan to redevelop 75% of the entire campus over a 7 year period, providing modern world class facilities for this major international school. All stakeholders participated in a lengthy consultation exercise, before plans were begun, so that a wide-range of opinions could be taken into account. The design and delivery team needed to work “the better way” to implement the plans to the correct quality, on time, within budget, and safely: within a campus used everyday by 1200 students. The completion of phase 1 saw the Alliance Award 2016, and phase 2 completed in 2018, leaving the last phase for 2018-2020.
Alliance 2016: Distinction: Karawatha Forest Centre, Brisbane, Australia
Client: Brisbane City Council, Australia
Project Manager: Brisbane City Council, Australia
The Karawatha project was developed as part of the client’s commitment to preserving and protecting the native ecosystems of the city and greater region. A collaborative culture was promoted from the start of the project, with contractors engaged from the outset. The landmark facility was built with the allocated budget, and the team worked together to reduce likely future maintenance costs, increase the lifespan of the building and to encourage safe environments for users and the ongoing workforce. A land remediation project to reduce gas migration was also successfully implemented at the same time.
IQ 2015: Full Award: Fondation Louis Vuitton, Paris, France
Client: Fondation Louis Vuitton, France
Project Manager: TAW WEISSE International, Germany
This exceptional and extraordinary Gehry design was realised through a dynamic integrated planning process, using the intelligent application of BIM and FIM (Facility Information Management). The team and the design were integrated to ensure co-operation and communication, and maintenance experts were involved early in the process so that the building would always look and function as it should throughout its lifecycle. This balance and link between the concept and detailed architectural design, and then the way that the building would operate, was of paramount important in ensuring the success of this project.
Alliance 2015: Full Award: Grangegorman, Dublin, Ireland
Client: Grangegorman Development Agency, Ireland
Project Manager: Grangegorman Development Agency, Ireland
The Dublin Institute of Technology is the 2nd largest university level centre for education and research in Ireland. It is moving from 39 locations around Dublin to a new city centre campus at Grangegorman. The overall development programme involves the construction of 385,000m2 of floor space in 30 building plots over a period of 15 years. The €28 million Site Infrastructure and Public Realm project converts a 30-hectare brownfield site into a site providing all required services to the 30 building plots, whilst also creating a public park that will eventually become a living, learning park. The project timescale was just 10 months, with a fixed budget and an immovable completion date. Using a collaborative management approach, jointly agreed objectives, open-book monitoring and a process by which problems could be escalated to the appropriate point of decision authority: the project was completed on time, within budget and to a very high quality standard. The judges considered it to be an excellent example of how determination combined with a high level of willingness to achieve common goals can overcome challenges that normally cause huge disruption to projects.
Alliance 2015: Full Award: Aragui Hydropower, Georgia
Client: Ministry of Energy, Georgia
Project Manager: Energy Aragvi Ltd, Georgia
This project is a leading example showing how renewable energy can be produced by hydropower in a way that protects nature and promotes development. Georgian and Austrian engineers and entrepreneurs worked closely together. There were more than 40 contracts with international and local companies and all interactions were discussed openly with the project managers. Alternative approaches by different cultures were actively embraced. Fairness and tolerance were key words in the delivery philosophy and success of this venture.
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