Phase change materials (PCM) are receiving ever-growing attention as a promising construction material for improving building energy performance through thermal storage and peak load shifting. The analysis of PCM performance and decision-making related to PCM implementation in building envelopes often relies on building energy simulation software such as EnergyPlus – a de facto standard in the academic world and the industry. For a precise modelling of the dynamic PCM behaviour, it is essential to correctly account for PCM hysteresis. This work introduces two new implementations of PCM hysteresis models in EnergyPlus. Further, it provides an in-depth analysis of four publicly available EnergyPlus-based hysteresis models, including the two newly introduced ones, and identifies the existing limitations for each of them. Finally, it explores the effects of PCM model selection on decision-making using the example of novel PCM-embedded material development. The results of this study show that the current built-in hysteresis model in EnergyPlus is not implemented correctly, and none of the other analysed models is completely free of limitations. Moreover, this work draws attention to the existing contradictions between different PCM modelling approaches, highlighting the critical impact the selection of a PCM model has on PCM-related decision-making. We conclude that while the existing hysteresis models in EnergyPlus are operable – albeit with great caution – they are not yet at the stage where they could be used as a reliable decision-making support tool. Practical real-world integration of PCM in building envelopes is hardly possible without having dependable modelling tools to back it up, and the development of such tools requires far more attention than it is given at the moment.

Purpose: Societies depend on interconnected infrastructures that are becoming more complex over the years. Multi-disciplinary knowledge and skills are essential to develop modern infrastructures, requiring close collaboration of various infrastructure owners. To effectively manage and improve inter-organizational collaboration (IOC) in infrastructure construction projects, collaboration status should be assessed continually. This study identifies the assessment criteria, forming the foundation of a tool for assessing the status of IOC in interconnected infrastructure projects.

Design/methodology/approach: A systematic literature study and in-depth semi-structured interviews with practitioners in interconnected infrastructure construction projects in the Netherlands are performed to identify the criteria for assessing the status of IOC in infrastructure construction projects, based on which an assessment tool is developed.

Findings: The identified assessment criteria through the literature and the practitioner’s perspectives results in the designing and development of a collaboration assessment tool. The assessment tool consists of 12 criteria and 36 sub-criteria from three different categories of collaborative capacity: individual, relational, and organizational.

Originality/value: The assessment tool enables practitioners to monitor the status of IOC between infrastructure owners and assists them in making informed decisions to enhance collaboration. The assessment tool provides the opportunity to assess and analyze the status of collaboration based on three categories (i.e., individual, relational, and organizational).

In this chapter, obstacles and enablers for the implementation of sustainable project management are identified. Focus is given to the missing link between formulation of the sustainability strategy-corporate sustainable ambitions and vision-and the implementation on project level. Focussing on a large engineering company, the factors affecting the implementation of sustainability on six projects are studied. This exploratory empirical study suggests that the clients largely determine the level of sustainability and that there is a gap between ambitions and intentions of the engineering company and actual implementation. A more pro-active approach of the engineering company revolves around the alignment of sustainability ambitions with the client, the explicit discussion of sustainability in the company and in project teams to stimulate a sustainability mind-set and show casing earlier sustainability achievements. A framework is provided giving sustainability a more central role in the practice of the engineering company.

In recent decades, interest in project-based learning within organizational learning has grown significantly. This study synthesizes principles that facilitate learning at the project level. Through a cross-case analysis of the Gaasperdammer Tunnel project in the Netherlands and the Hong Kong-Zhuhai-Macao Bridge in China, and validation via focus group discussions, we have identified five key principles: Owner Commitment, Social Environment Approach, Collaboration Vision, Value Orientation, and Open Mindset. These principles highlight the mindsets that guide the behavior and thinking of project practitioners beyond prescriptive processes and routines. Our research enhances the understanding of how project participants can learn from their involvement in unique, complex projects and improve their capabilities for future endeavors. We emphasize the critical role of learning in the development of project capabilities and suggest it be a focal point in future research on infrastructure development projects.

Empathy is receiving increasing attention as it can contribute to the collaboration and connectedness required for today's global challenges. A similar trend reveals itself at the scale of project management, given the change from technological to integration-driven challenges in projects. The necessary integrated approach affects the key competencies sought in project team participants. Since empathy enhances one's feeling for and understanding of the project participants’ interests, it could support the integration assignment. Therefore, focusing on the Dutch civil engineering industry, this study investigated whether the project team's empathic ability drives project performance. The results suggest a positive correlation between the team's empathic abilities and performance. Additionally, the study provides insights into the industry's current level of empathic ability, prompting the conclusion that there is room to improve performance by increasing the project teams’ empathic abilities.

Facing circular transition challenges, building circularity should be evaluated in the early design phase to reduce the risks of circular and environmental performance problems found in later project phases. However, due to the current design workflow, such practice is hindered because there is not enough information to evaluate building circularity in detail in the early design phases. An improved workflow to emphasize circularity more in the early design phase is thus needed. This research explores the current workflow and designs an improved workflow by developing an automated decision support system to assess early design phase building circularity with limited available information, aiming to improve the working efficiency and efficacy. This automated system helps in data-driven decision-making by integrating different data sources and presenting the calculated results interactively with business intelligence interfaces. The interfaces involve different types of evaluations based on the data availability in both schematic design and detail design sub-phases. It also visualizes the data quality and future scenarios. This system has been designed based on interviews and literature studies, and verified and validated with practitioners. This study serves as a starting point to rethink the workflow to improve circularity with currently available technology.

Purpose:
The increasing complexity of civil engineering projects necessitates focusing on new competencies of project participants. Based on the research on team performance and design processes that are more closely linked to the relevance of the project context, it is hypothesised that empathic abilities could play an important role in the performance of civil engineering projects. Therefore, this study aims to investigate whether performance can be improved by focusing on empathic abilities during the integrated design phase.

Design/methodology/approach:
Semi-structured in-depth interviews with experts were conducted to explore the relevance of empathic abilities and their interaction with performance in a real-life infrastructure project. The project team’s empathy level was measured by means of a survey using Davis’ Interpersonal Reactivity Index method. Finally, differences between expected and measured levels of empathy were analysed.

Findings:
The results provide insights into how empathic abilities interact with performance. The measurement indicates that, on average, professionals in the civil engineering industry score relatively low on empathy. In addition, differences were identified between the expected distribution and the measured empathy levels of the team, implying a potential for improvement, in particular by increasing the empathic abilities of the project management and increasing gender diversity.

Originality/value:
To the best of the authors’ knowledge, this study is the first to investigate a relationship between empathy and the performance of civil engineering projects. The results provide initial insights into the empathic ability of civil engineering project teams and the potential of empathy to improve performance. Furthermore, from an empathy perspective, this study advocates increasing the gender diversity of project teams to improve performance.

Purpose: Civil engineering projects around the world have been underperforming for a long time. While the complexity of these projects will continue to increase, there is an urgent need to perform better. Although the integrated design process is critical for project success, the literature lacks studies describing the link to project performance. Therefore, this study aims to investigate the dominant variables that affect the integrated design process and consequently project performance. Design/methodology/approach: A multiple case study was conducted to determine the dominant variables that affect the integrated design process and project performance. The research included four projects. Semi-structured interviews were the main source of data. Findings: The cases indicated that the extent to which an integrated approach is achieved in the design process is essential for project performance. This applies to the integration of stakeholders’ interests as well as the integration of disciplines. Above all, it was concluded that the project team participants’ competencies for integration are a dominant factor for project performance, as the integrated design process has changed from a technical challenge to an integrative one. Originality/value: This study provides insights into the dominant variable of the integrated design process that affects project performance, which is underexposed in the literature. The study results reveal the importance of competencies related to integration and adoption of the design problem context, which are not yet included in civil engineering design methods. In this respect, empathy is introduced as a new and critical competence for the civil engineering industry, which needs further research.

Purpose: Management of inter-organizational projects focuses on the collective benefits of a group of organizations on a shared activity for a limited period and the coordination among them. However, how learning is facilitated in the inter-organizational project remains under-developed in the literature. Design/methodology/approach: This research analyses the exploitative learning process in the longest tunnel project on land in the Netherlands realized in a densely populated area. Data were collected through archived documents, in-depth interviews, site visits in the ethnographic research to analyze the actors, the daily practices and social situations in projects. Findings: The empirical findings indicate that exploitative learning is promoted positively between the owner and the contractor and internally within the contractor. The most significant change that the exploitative learning process has led to is the change in mindset toward the collaboration. Project culture is considered to be shaped by exploitative learning in the inter-organizational project. However, there is a gap between the transfer of knowledge from the inter-organizational project to the parent organization. Originality/value: The findings have implications for understanding learning in the inter-organizational project setting.