Investigate IPD Factors' Effect on Value Engineering for the Communication Sector in Iraq

I ntegrated project delivery is collaboratively applying the skills and knowledge of all participants to optimize the project's results, increase owner value, decrease waste, and maximize efficiency during the design, fabrication, and construction processes. This study aims to determine IPD criteria positively impacting value engineering. To do this, the study has considered 9 main criteria according to PMP classification that already covers all project phases and 183 sub-criteria obtained from theoretical study and expert interviews (fieldwork). In this study, the SPSS (V26) program was used to analyze the main criteria and sub-criteria priorities from top to bottom according to their values of the Relative Importance Index. The results of this study have clarified the ) Project stockholders Management ( as the most significant main criteria with RII (74%) and (Stakeholders, work team, customers, suppliers, and project managers' support improve the probability of project implementation on the ground) as the most significant sub-criteria with (RII) (91%)


INTRODUCTION
Traditional construction projects use delivery methods like design-build, design-bid-build, and construction management.Despite the widespread use of the same techniques for decades, many experts remain unsatisfied with the results (Hall and Scott, 2016;Giachino et al., 2016;Yu et al.,2017).Owners are often dissatisfied with construction projects due to several factors, including low quality, delays, and cost overruns.(Lichtig, 2006;Alves and Shah, 2018;Samarghandi et al.,2016).IPD develops as an original delivery approach that improves project performance through a highly collaborative process, allowing it to have positive coemption between participants.This makes it better than traditional delivery methods (El Asmar et al., 2012; Kahvandi et al., 2017).The American Institute of Architects AIA defines it as "a project delivery approach that integrates people, systems, business structures, and practices into a process that collaboratively harnesses the skills and knowledge of all project participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency throughout all project phases (AIA, 2007; Fischer et al., 2017;Li et al .,2015),Fig. 1 show the Contracts, processes, data/modeling, teams, and communications define a majority of IPD research, and their unique characteristics set them apart from more traditional approaches (Pishdad, 2017; Brahmi and Sassi, 2022 ).According to (Nigjeh and Amani, 2022;Park, 2017;Miles,2015), Value engineering is a powerful technique for problem-solving, cost reduction, and improving performance and quality, which, by identifying and enhancing value measures and employing creativity, increases client satisfaction and profitability.VE is not a low-cost use.VE is a methodical approach to increasing the "value" of a product or service by analyzing how it is used.Eq. ( 1) shows value refers to the usefulness and expense ratio.Value, consequently, can be enhanced by either enhancing the purpose or cutting down on expenses (Atabay and Galipogullari, 2013;Ibengwe and Onyango, 2023;Yihua and Tuo, 2011).
Value Engineering = Function cost (1) This study aims to identify the main and sub-criteria that need to be analyzed and considered for recommending the lPD factor's effect on value engineering in the communication sector in Iraq and the order of the relative importance of the various criteria and sub-criteria (RII).

METHODOLOGY
It is the systematic research process to gather, analyze, and interpret information.It provides a framework for r studies, ensuring the data collected is reliable, valid, and objective.Research methodology is crucial in all fields of study.In this study, three steps are included.

Design the Questionnaire
This study uses a quantitative method, interviewing professionals in the Iraqi telecommunication sector to complete the questionnaire.There are a variety of experience levels of expertise among owners, advisors, and contractors because of their unique perspectives and experiences.The various entities involved in the IPD process can evaluate the IPD sub-criteria that affect value engineering, as shown in Table 1.The researcher established the framework for the questionnaire axes after a series of meetings, and an exchange of ideas and information on secondary criteria provided the basis according to by fundamentals of project management.The questionnaire was divided into three parts: the first contains the introduction and a simplified explanation of the subject of the study.The second involved personal questions and the third had technical questions organized along nine main axes with a Likert scale five-degree as shown in That already covers IPD delivery in all project phases (PMP GUIDE) Significant success factors that added value to project performance were identified through interviews with experts of Iraqi engineers (both public and private).

Close Questionnaire
The questionnaire was passed on to a sample of 100 engineers who work in the communication sector, but 77 correct and completed questionnaire forms.The technical part of the questionnaire was divided into nine main axes based on the basics of project management.Each main axe consists of many sub-criteria and, as a result, generates 183 sub-criteria, as shown in Appendix A on a five-point scale.After explaining the purpose of the questionnaire, the researcher collected the voting results and analyzed the answers

Mean
The means test was used to analyze response data.The average rating for each response factor or choice was determined using point scales.After calculating the average, the options were ranked from least to most important.

The index of relative importance (RII)
The relative relevance index is a way to use statistics to rank various variables.A formula is used to rank the most important influences on VE based on how often the elements occur, which is decided by experts.The formula for the relative frequency index is given (Majeed and Breesam, 2021; Noori and Rasheed, 2023), as presented in Table 4.
where: W is a cumulative weighting of each characteristic A is top-ranked (used 5) N is cumulative responses For the subcriteria also analyzed with the SPSS program among the 183 sub-criteria, it was found that 67 sub-criteria have a Relatively important index( RII) to and greater than 0.7 To reach accurate and specific results to benefit from them in the future as much as possible, a second questionnaire was conducted, and the most influential criteria were investigated among the 67 criteria.According to the table below, the result was the selection of 23 subcriteria, considered the most significant for value engineering, as shown in Table 5.

RESULTS AND DISCUSSION
The results in Table 4 that the first criterion is stakeholders with RII (0.746), and this is because each (Integrated project delivery IPD and the value engineering VE) depends on its success in managing humans through the enjoyment of experience, knowledge, creativity and innovation skills, project management, defining responsibilities, choosing those responsible carefully and professionally, and choosing flexible methodologies that are in the interest of the project's progress.As well as sequentially, the arrangement of the remaining criteria based on the opinion of the sample of engineers with expertise in communications.Also, the ratios of the effect of the rest of the criteria, where the researcher agreed with experts in communication projects.Choosing sub-criteria with impact rates of 0.7 and more, as shown in Table 6.(Kassem et al., 2020) Table 6.Range values of RII

CONCLUSIONS
Through the results that were reached and the status of some projects that were not implemented due to the lack of drafting of contracts well, this sector must adopt new techniques for dealing with tasks, new contracting methods, and improved knowledge to address many issues, including cost overruns, improvement of project functions, project completion on time, and quality of service.The study aimed to determine the success criteria for the integrated project delivery method that promotes value engineering because it is derived from the experiences of knowledgeable and skilled people.Both the project delivery Category Range Little effect (LE) 0.1 ≤ LE ≤0.2Some effect (SE) 0.2 <SE ≤ 0.4 Average effect (AE) 0.4 <AE≤ 0.6 High effect (HE) 0.6 <HE ≤ 0.8 Very high effect (VHE) 0.8 <VHE method and the value engineering technique are based on collective, collaborative work that enhances achieving the project's desired goals.It requires continuous training and updating, similar to the neighboring countries, and staying abreast of the most critical developments in the sectors of the telecommunications field.Finally, the study showed the possibility of applying integration due to common standards enhancing the project's value.These standards can only increase the value of the project once specialized systems and skilled personnel are developed.Technical systems and trained personnel are needed to use many indicators and increase project value effectively.The origin of the required specifications 4

Symbol
The skill of the work team in formulating the details of the project by covering all the details 5 Project type, size, and similar work experiences 6 Defining the details of the project based on the details of the work required and the method of implementation 7 Setting up the domain for purely profitable purposes 8 Make a list of the deliverables team members must create to meet the project goals.9 The beneficiary of the project

10373
The origin of the machines or materials, regardless of the skill of the labor force 74 Availability of features in addition to the original requirements without affecting the cost 75 Moral work climate 76 stakeholder culture 77 The number of members of the quality team 78 Spreading the culture of quality 79 Flexibility of the beneficiaries 80 Stages of project progress 81 Contemporary changes keep pace.82 Continuous evaluation of services 5-Human Resources Management No. Sub Criteria 83 Strategic planning for team management 84 Teamwork skills in administrative methods 85 Nature and type of project 86 The extent and diversity of the work team's specializations 87 Training of work cadres within the team development programs 88 Duration of completion of the required work 89 Incentives and annual profits 90 The annual evaluation of the work team 91 Business timings 92 management policy 93 Organizing training and introductory workshops on the project 94 Support distinguished staff and provide development opportunities.95 The participation of the management team and the exchange of ideas and suggestions 96 Citizenship, loyalty, and sincerity in performing tasks 97 Managing relationships between members of the work team 98 Teamwork discipline 99 Organizational justice for the staff of the work team 100 Individual capabilities of the work team 101 The purpose and objective of the project 102 Legislation and rules governing occupational health and safety 6-Project Communication management No. Sub Criteria 103 Stakeholder identification 104 Determine contact hours 105 Plan, manage, and control this communication.106 The capacity of the information storage servers 107 Compatibility of the communication strategy with the objectives and requirements of stakeholders 108 Compatibility of the communication strategy with the objectives and requirements of stakeholders 109 Type of communication audiovisual official books 110 The beneficiary of the project 111 Transparency in sharing information 112 Excellent negotiation ability 113 Presentation skills and speaking skills 114 Diversity of communication methods 115 The scientific background of the team members 116 Exploiting public events and employing them in a way that increases the effectiveness of the required communication 117 working hours 118 The presence of the work team in one place 119 Create an atmosphere of openness by speaking.120 Provide communication methods for the work team.121 The amount of work to be performed 122 Effective listening to project managers 123 Setting priorities and adhering to the communication system 7-Project Risk Management No. Sub Criteria 124 Stakeholder culture of the necessity of studying and analyzing project risk 125 Determine the risk response plan after a series of operations.126 Years of experience for the risk management team 127 View plans and solutions for similar projects.128 Preparing an emergency budget 129 Neglecting small risks or events 130 Resorting to the use of alternatives in case of unexpected danger 131 Not to exceed the estimated cost.132 Predicting risk through indicators that occur in action 133 Project time management 134 Adopting risk management strategies 135 Type and details of work 136 Pay attention to the following factors (leadership, planning, communication, teamwork, and evaluation).137 Accurately define responsibilities and tasks.138 Work schedule 139 Demonstrate the cost and benefit of applying ERM.140 Achieving the required quality standards 141 Provide a program to monitor the execution of tasks.142 Make an assessment of the effectiveness of the ongoing activities.143 Incentive system at all levels of the organization.8-Project Procurement Management No. Sub Criteria 144 Sobriety of the procurement party in completing the procurement of materials, devices, and equipment 145 Organizing the balance between the financial balance granted by the financial department and the required purchase priorities

Table 1 .
The details of Civil engineers Experts in Civil engineering specialists

Salkind, 2010) 2.2 Pilot Study
A pilot study is an initial, smaller-scale experiment performed on a subset of the total study population with characteristics indicative of the full population should have (30) participants at least This study selected 30 respondents, distributed the questionnaire, and collected, organized, and prepared the replies for statistical tests (Abbas and Burhan, 2022; Victorson et al., 2020; Teijlingen and Hundley, 2002).

Field, 2013; Pershing, 2006; Gorter, 2015) 3.1 Validity To
develop tests, standards, and honesty, it is necessary to present the scale's paragraphs to a panel of experts to assess their validity.This is the most accurate gauge of sincerity ( using the SPSS program (V26) by extracting the arithmetic mean and standard deviation for all the criteria, in addition to the relative importance index.3.QUESTIONNAIRE DATA ANALYSISQuestionnaire data can be broadly categorized into two types: qualitative and quantitative data.Qualitative data include open-ended responses that provide descriptive and subjective information, while quantitative data consists of structured responses that can be quantified and statistically analyzed (

Majeed and Breesam, 2021; Taherdoost, 2016) 3.2 Reliability
Roberts and Priest, 2006)uate the acceptability and reliability of the results.Cronbach's alpha is commonly used to measure accuracy, uniformity, homogeneity, unity, dimensionality, and harmony (Abbas and Burhan, 2023; Taber, 2018; Elsayed, 2012;Roberts and Priest, 2006).Table3.shows the result of the Validity and reliability test for the main criteria and all values above the standard range (0.7)

Table 3 .
Validity and Reliability Statistical factors groups

Table 4 .
The rank of main criteria regarding RII, mean, and SD.

Table 5 .
IPD factors' effect on value engineering Adequate support from stakeholders, work teams, customers, suppliers, and project managers 3