Integrated Project Team Research Articles

Recent progress of JT-60SA project toward plasma operation

Abstract Superconducting tokamak JT-60SA plays an essential role in fusion research and development by supporting and complementing ITER project, providing directions to the DEMO design activity and fostering next generation scientists and engineers. Since the incident of the Equilibrium Field coil #1 during the Integrated Commissioning (IC) in March 2021, both EU and JA Implementing agencies (IAs) have examined how to ensure safety operation of JT-60SA by mitigating the risk of possible discharge occurrence inside the cryostat. Based on the experience of the Global Paschen tests, the IAs have established a strategy of risk mitigation measures, which is a combination of (i) reinforcement of insulation, (ii) avoiding unnecessary voltage application to the coil systems and (iii) immediate de-energization of the coils when deteriorated vacuum condition is detected. Thanks to the considerable efforts of the Integrated Project Team (IPT) members, the IC restarted in May 2023. After the confirmation of superconducting state of coil systems (TF, EF and CS), the coil energization test and the plasma operation (OP-1) starts. The first plasma was successfully achieved on 23 October 2023 with a limited value of applied voltage and current to the coils. The plasma configuration control will be also confirmed with low plasma current and low auxiliary heating power conditions. Based on the IO-F4E-QST collaboration, activities of JT-60SA have been shared with the IO and provided an important lesson learned for ITER assembly and commissioning, and will provide an outstanding contribution to fusion research at large. After OP-1, Maintenance & Enhancement phase 1 (M/E-1) starts from January 2024, in which in-vessel components are installed, and heating system and diagnostic system are extensively upgraded to allow high power heating experiment planned in OP-2. In order to make the best use of JT-60SA, newly organized JT-60SA experiment team will refine the research plan in the future high heating power operation phase.

Developing a new procurement model, using behavioural economics, to enable continuous improvement of productivity and better value in large UK infrastructure projects.

Global construction has been blighted by productivity inertia caused by behavioural bias for decades. While other industry sector productivity has grown more than fifteen-fold since 1960, construction has stagnated with no more than a seven to ten percent overall growth. McKinsey Global Institute’s report Reinventing Construction: A Route to Higher Productivity, reported infrastructure construction amongst a small group of outperforming market sub-sectors at 15 to 20 percent. This paper, which charts the development of a unique procurement model designed for high productivity, builds on that performance using behavioural insights to counter damaging and habitual biases. The new model changes trading relationships using a nudged ‘opt-out’ contract structure creating a different responsibility dynamic between client and supplier. A recognisable but different infrastructure construction procurement model to improve productivity using recognised behavioural economics and construction economics. Highways England was set up to run England’s strategic road network in 2015. The procurement model that resulted, Regional Delivery Partnerships can be refined for any infrastructure sector construction environment and sets up a key step forward in contracting based on integrated project delivery. Using a combination of counter bias strategies built from loss aversion and nudge theory this new construction procurement model uses ‘opt-out’ from lean construction to drive higher productivity. By setting up an integrator, to create an integrated project team, Regional Delivery Partnerships uses loss aversion as the motivational key to better innovation. It empowers the integrator to counter uniqueness bias and find and eradicate waste (process time and money) to enhance productivity. Reward is aligned to both optimised efficient design and high productivity working. As 100% of budget underspend can be kept rewarding the integrator, the potential of not achieving this triggers loss aversion and motivates change using the principles of escalation of commitment in favour of the client. Performance data is also used to motivate using reduced acquisition costs from secondary competition, long held as an inefficient market overhead.Using recognised pragmatic academic techniques, and constructionism; choice architectures were remodelled into a new outcome and value focused procurement model. Using applied research, the team used processes and techniques to develop, build, test, and deploy the model in open market competition. It can be used by any infrastructure sector construction client to replicate a sector specific version of Regional Delivery Partnerships that changes trading choice architecture towards higher productivity.

HS2 Old Oak Common: collaborative delivery of the UK’s largest new-build station

First stop on the £45 billion, 215 km first phase of Britain’s High Speed Two (HS2) railway between London and the West Midlands will be at Old Oak Common in north-west London. Costing £1.7 billion and due for completion between 2029 and 2033, the 14-platform structure is the UK’s largest-ever new-build station. This paper provides an overview of the project and the central role collaboration has played in the contracts for enabling works, design and construction, resulting in the development of a truly integrated project team.

The challenges of sustainable construction projects delivery – evidence from the UAE

ABSTRACT Research into the delivery of sustainable construction projects has been gaining a lot of attention worldwide. Previous studies have shown that several countries embrace sustainable construction projects, but the uptake faces several delivery challenges. This research evaluates the factors that constitute challenges of sustainable construction projects delivery. A questionnaire survey was developed and distributed to construction professionals in the United Arab Emirates (UAE) to evaluate the significance of the challenges of sustainable construction projects delivery. Eighty-two questionnaires were returned and analysed. Out of the 33 challenges extracted from literature, factor analysis revealed seven clusters named, in other of significance, as financial, sustainable materials and technology, contractual, design, lack of experience, regulations, limited organizational awareness. This study recommends that mitigating these challenges will require modifying traditional project management practices, designing with a whole team approach, introducing contractual incentives, using an integrated project team and improving sustainability knowledge among stakeholders.

Risk management in the design of the organization and technology for the construction and their implementation

Risks are inevitable in any construction project. Risk management methodology is used to eliminate or mitigate their consequences in construction project management. Risk management involves the establishment of risk awareness, integration of basic principles of risk policy and organizational integration. This allows you to actively prepare the project for the inevitable problems and increase transparency. This is an ongoing process throughout the project life cycle, as the risks will be constantly changing. Risk management is the process of identifying, assessing and responding to risks, so it is important to work as an integrated project team from the first phases to identify risks and effectively deal with them when they arise. The benefits of the process are a clearer understanding of the specific risks associated with the project, supported by solutions through detailed analysis and accumulation of data that can be used to manage risks in the future.
 Ineffective implementation of risk management is often due to the lack of formalized procedures, lack of continuity in different phases of the project and inadequate integration of knowledge management and interaction between processes and parties.
 The article reveals the importance of identifying risks at the very first stage, which allows to reduce the problems during their detection. Attention is paid to risk analysis and risk management at all stages of the project. This is especially important when building in compacted buildings.
 A risk management plan is proposed, which provides timely identification and identification of potential problems and should be integrated into the project, from conceptual design to operation with extension to each stage. It should be based on principles such as risk identification, risk assessment, risk response and risk monitoring. The element of risk management algorithm is considered in more detail - identification of initial risks by creating and using a risk register, especially in the conditions of compacted construction.

Conceptual framework of knowledge sharing and project team performance relationship in design and build project

Increasing competition in construction requires improvement in human resources. An integrated project team that combines all project participants to work collaboratively requires a high level of coordination in working together and sharing knowledge to achieve goals. “Knowledge, it self-power,” means that in the economic era of the twenty-first century, we have moved into a world where knowledge sharing is power. Therefore, the competitiveness of the company is derived from knowledge sharing to increase team efficiency and effectiveness in achieving goals. In the other hand, soft skill refers to various necessary skills, knowledge, and values of life, conceptual thinking, communicating well, working well, influencing others, and getting along with others. A further innovation is influenced by factors that come from individuals, such as locus of control, tolerance, values, education, experience. Knowledge sharing, in addition to changing innovation, also influence performance. This paper aims to build a framework of the project team performance and knowledge sharing on design and build project, through literature study. A review of some literature has been carried out, and the conceptual framework of knowledge sharing and project team performance relation is developed through soft skill and innovation.

Outcome focused: how to deliver value in a field (re)development. A case study from the Cooper–Eromanga Basin, South Australia

The share of global hydrocarbon production from ‘aging’ assets is increasing, whereas global demand for energy continues to increase at 1–2% per year (IEA 2019). In 2018, the International Energy Agency estimated the global average production decline at 4% per annum (Gould and McGlade 2018). Production from many of Australia’s established basins, such as the Cooper–Eromanga basin and the North West Shelf, is dominated by aging assets. To arrest this decline, actions must be taken to meet global demand for oil and gas, sustain production and underpin shareholder expectations of a return on their investment. Arresting field decline is a multifaceted problem. A single fix, whether technological or operational, will not maximise production or asset value. Any project to arrest field decline, grow production or (re)develop a field must be considered in its entirety, as an integrated system, by a multidisciplinary team. In addition, and critical to success, the required outcome must be clearly established and committed to by field owners, consultants and staff assigned to the project. This paper demonstrates how using a committed, outcome-focused approach, an integrated project team identified field redevelopment opportunities that significantly increased estimated ultimate recovery in an aging oilfield (that had already produced more than 70–80% of the developed resource) in the Cooper–Eromanga basin, South Australia. Factors critical to success were: (1) a commitment to look at all aspects of the field, from geology and geophysics, through the completion, well and field performance and operational infrastructure to identify development opportunities; (2) an ability to be agile, cycling quickly through the workflow as new information became available; (3) dedicated resources, clear communication and a commitment to integrated work across consultant and staff resources; and (4) management support.

Exploring the Moral Hazard Evolutionary Mechanism for BIM Implementation in an Integrated Project Team

Integrated project delivery (IPD) is a new emerging delivery system, contributes to increase value to the owner, reduces waste and maximizes efficiency in the life cycle of projects. However, IPD system has not yet shifted from pilot-alike or particular-purposed cases to large-scale applications. The huge advantages of building information modeling (BIM) are far from being exploited, which directly leads to the delivered outcomes below expectations, thereby causing obstacles to widespread application of IPD system. The reasons impeding the successful application of BIM has been a hot topic. Previous studies suggested that moral hazard behavior is a critical inducer leading to the undesirable outcomes. However, very few studies have studied the evolution mechanism of moral hazard behavior for BIM application. To fill this knowledge gap, this study proposed a novel model, aiming to capture dynamically the interactive behavior of BIM-based strategy selections using evolutionary game theory. Five parameters of monitoring cost, proprietary cost, incentive payment, punishment and speculative benefit are extracted and defined in the proposed model. Numerical simulations are conducted with MATLAB 2016a. The simulation results showed that when incentive payment is higher than the sum of speculative benefit and proprietary cost, interactive behavior of both game players will move toward the optimal portfolio strategy. Incentive payment and punishment have negative correlations with the probability of moral hazard behavior for BIM application. Parameters of speculative benefit and proprietary cost affect positively implementation probability of moral hazard behavior of employing BIM. This study can provide theoretical and managerial implications for integrated project managers and related government department to improve implementation of BIM and IPD system, and also contribute to its sustainable development.

Progress of the JT-60SA project

The JT-60SA project was initiated in June 2007 under the framework of the Broader Approach Agreement and Japanese National Fusion Programme for an early realization of fusion energy by conducting supportive and complementary work for the ITER project towards supporting the basis for DEMO. With the project now in an advanced implementation stage, the early defined approach for its implementation has proven to be successful and hence continues to be employed. This is underpinned by the very close collaboration between QST in Japan, F4E in Europe, and all other European stakeholders: the EU Voluntary Contributors and EUROfusion. As of September 2018, the closure of the torus has been accomplished. All TF coils have been manufactured, tested at full current and cryogenic temperature demonstrating a consistent temperature margin, and assembled. All manufacturing of equilibrium field coils was completed by the middle of August 2016. Three central solenoid (CS) modules were completed by March 2017 while manufacturing of the last CS module has recently been completed. The manufacture and delivery of all 26 high temperature superconductor current leads was completed in November 2017. All large power systems, including the switching network units and super conducting magnet power supplies, have also been manufactured, delivered and with few residual commissioning activities still ongoing in Naka. With the cryostat base already in place since 2013, the cryostat vessel body cylindrical section has been manufactured, preassembled, measured and delivered to Naka. The full scope of the cryoplant, manufacturing and commissioning, is now successfully completed. The final assembly phase has therefore started together with the gradual execution of integrated commissioning leading to the completion of the assembly in March 2020 and a first plasma in September 2020. The efficient start-up and scientific exploitation of JT-60SA by the large international team is a challenging enterprise, which will be similar to, and provide important input to, the ITER start-up phase. To optimize this phase, a broad set of coordinated activities have been carried out over recent years by a joint Japanese-EU JT-60SA research unit, fully integrated in the integrated project team and liaising with the broader Japanese and EU fusion physics community. The paper will provide an overview of the progress of the manufacturing and assembly of the JT-60SA machine towards first plasma, and progress in preparing for the next phases of JT-60SA following this milestone.

Integrated project team performance in early design stages – performance indicators influencing effectiveness in bridge design

ABSTRACTTo create multi-functional and integrated project teams, and to adopt a team perspective in the early design stages, it is recognised in the literature that a more effective process is required; one that reduces the probability of costly changes and difficulties during construction. This paper presents an evaluation of project team collaboration during early design and development of construction documents for bridges in Sweden. The purpose was to study key variables influencing the performance of integrated project teams by using importance performance analysis (IPA). A self-evaluation questionnaire addressed clients, contractors, and structural engineering consultants in the Swedish bridge construction industry. The questionnaire addressed three essential cornerstones of value-creation during the engineering design process; culture, structure and competence. These were addressed at three organisational hierarchy levels, the organisation, project, and the individual level. Our results show that increased support and resources are required at the project level for better project team performance. Results further identify that project culture needs to be developed including both collaboration and social relationships as well as project competence, especially the ability to solve mutual issues. This research offers a ‘generalised’ and prioritised view of the challenges in the Swedish bridge construction industry in terms of creating integrated project teams.

Explore Knowledge‐Sharing Strategy and Evolutionary Mechanism for Integrated Project Team Based on Evolutionary Game Model

Integrated Project Delivery (IPD) has become increasingly popular in the architecture, engineering, and construction industries. However, the current practice status by the construction industry fails to deliver the desired results. In that backdrop, how to promote cooperation within and improve the overall performance of integrated project team has received wide attention. Herein, knowledge‐sharing plays a critical role in cooperation and overall performance. However, to the best of our knowledge, the research on knowledge‐sharing strategy interaction and evolutionary mechanism is rare. To make up for the deficiency of the studies existing, a novel model is proposed by taking advantage of evolutionary game theory, to capture the interaction behavior of knowledge‐sharing and explore its evolutionary mechanism. Six parameters of knowledge stock, knowledge‐sharing degree, heterogeneous knowledge proportion, synergy effect, knowledge absorption coefficient, and knowledge‐sharing cost efficient that are critical to knowledge‐sharing are extracted and defined. The payoff matrix is constructed by analyzing the benefits and costs of knowledge‐sharing. Then, a replicator dynamic system is established based on payoff matrix, to determine the evolutionary tendency of knowledge‐sharing behavior. Finally, numerical simulations are conducted to explore the influences of all parameters on the knowledge‐sharing strategy. The findings in this research reveal that strategy interaction behavior is significantly influenced by proportion of strategy of choosing to share knowledge in both game players. The authors also find that strategy interaction behavior has a strong negative correlation with knowledge‐sharing cost efficient, but has a positive correlation with knowledge stock, heterogeneous knowledge proportion, degree of knowledge‐sharing, knowledge absorption coefficient, and synergetic effect coefficient. This research can provide the evolutionary mechanism and broaden our understanding of relationship between project performance and knowledge‐sharing and can offer valuable guidance on improving cooperation and performance of project teams.

Organizational Effectiveness: Collaboration in an Integrated Project Team

Projects in the process industry are getting more complex from a technical as well as an organizational point of view. These projects can be considered as series of multi-phase and multi-discipline design and engineering activities involving contributions from many parties on many locations. In order to successfully perform such projects collaboration is required. This paper presents the results of studying a refinery revamp project. In this project the opportunity was offered to investigate the collaboration in the project team. Objective was to study the effectiveness of the organization in a multi-actor, multi-office and multi-discipline environment and identify potential areas for improving the collaboration. The method chosen was to study the business process model and combine this with a social network analysis (SNA) via observations, surveys and interviews. The differences shown in the comparison between the SNA and the business process model indicated areas where the collaboration could be improved. Furthermore, early identification of potential overload of people has been discovered from the social network analysis. SNA showed to be a powerful analysis method for investigating softer factors in projects, which is not yet common practice in the process industry.

Development of Recommendations for a Developmental Dysplasia of the Hip screening programme integrated with the implementation of an ultrasound service to support the pathway

Introduction: Developmental Dysplasia of the Hip (DDH) is an important cause of disability. It affects 1-3% of babies to some degree, with 1-2 in 1,000 babies having a dislocation at birth. If DDH is detected before three months it can be treated with a harness. In most cases the outcomes are good. However, if it is picked up after three months, the child may need more complex treatment, including surgery. There has been a programme in place in Ireland for DDH for years. However, there are concerns about high rates of late diagnosed hips. Description of policy context and objective: A national multidisciplinary group representing the services involved was established to develop an evidence-based framework for the Irish DDH programme. The aim was to improve outcomes for children by maximising the number of babies who were in treatment by 3 months by developing national recommendations and implementing an expanded ultrasound service. Targeted population: This universal service is for all babies born in Ireland. Identifying and treating DDH involves services in the acute sector (maternity, radiology, physiotherapy, orthopaedics), primary care and general practice. This requires integrated working and information collection to ensure DDH is identified early and to quality assure the screening. Highlights: Detailed recommendations on each stage of the pathway and the responsibilities of professionals were developed. The programme recommendation was for a physical examination of hips at birth and six weeks with early ultrasound for positive cases and supported by an ultrasound at six weeks for babies with normal examination but with either of two specified risk factors. The group also did a review of DDH information; developed pathway maps; training curriculum; indicators; changes to IT systems; undertaking an audit; made international links; organised a training programme; and established a radiology network. Ultrasound is not available in all units. Without it babies have to wait for an X-ray at 4 months. The Integrated Care Programme for Children secured funding to implement additional ultrasound capacity to ensure all maternity units had access to ultrasound and so the work was integrated with the group work. This work is ongoing and supported by the development of clear national recommendations for the whole pathway. Comments on transferability: Multidisciplinary planning needs commitment from many stakeholders and time for them to contribute. It needs project support to drive it in a timely way. National planning needs recognised national stakeholders to work through but a way to get input from grass roots. Conclusions: The recommendations are due for presentation to the HSE’s Senior Management Team. The Ultrasound project is progressing through a project manager and integrated project team. It was useful that people agreed that change was needed but it was difficult to get consensus in the detail. Working inside and outside meetings with key champions was useful.

Control-oriented tools for the design and validation of the JT-60SA magnetic control system

The construction and operation of the JT-60SA tokamak is the main project currently carried out jointly by Japan and the European Union under the Broader Approach agreement. Within the Integrated Project Team, Japanese and European scientists are developing and testing a number of tools to support preliminary studies and future operations of JT-60SA. Within this collaborative framework, European scientists are using a set of assessed modeling tools to design and validate possible solutions for the plasma magnetic control system of JT-60SA.This paper introduces these tools and describes a possible control architecture to be used on the JT-60SA tokamak. The effectiveness of the proposed architecture is shown by means of numerical simulations.

Making the Case for Practice-Based Research and the Imperative Role of Design Practitioners.

The purpose of this article is to justify the need for evidence-based design (EBD) in a research-based architecture and design practice. This article examines the current state of practice-based research (PBR), supports the need for EBD, illustrates PBR methods that can be applied to design work, and explores how findings can be used as a decision-making tool during design and as a validation tool during postoccupancy. As a result, design professions' body of knowledge will advance and practitioners will be better informed to protect the health, safety, and welfare of the society. Furthermore, characteristics of Friedman's progressive research program are used as a framework to examine the current state of PBR in design practice. A modified EBD approach is proposed and showcased with a case study of a renovated inpatient unit. The modified approach demonstrates how a highly integrated project team, especially the role of design practitioners, contributed to the success of utilizing baseline findings and evidence in decision-making throughout the design process. Lastly, recommendations and resources for learning research concepts are provided for practitioners. It is the role of practitioners to pave the way for the next generation of design professionals, as the request and expectation for research become more prevalent in design practice.

The carbon-14 IPT: an integrated approach to geological disposal of UK wastes containing carbon-14

AbstractCarbon-14 is a key radionuclide in the assessment of the safety of a geological disposal facility because of the calculated assessment of the radiological consequences of gaseous carbon-14-bearing species. Radioactive Waste Management Limited has established an Integrated Project Team (IPT) in which partners are working together to develop an holistic approach to carbon-14 management in the disposal system. We have used an 'AND' approach to structure and prioritize our technical work. For a waste stream to be of concern, there has to be a significant inventory, AND carbon-14-bearing gas has to be generated, AND this gas has to be entrained by bulk gas, AND it has to migrate through the engineered barriers, AND it has to migrate through the overlying geological environment (either as gas or in solution), AND there have to be consequences in the biosphere. We are also using this approach to consider alternative treatment, packaging and design options.

Critical Factors Affecting Tacit-Knowledge Sharing within the Integrated Project Team

AbstractSharing tacit knowledge is of great importance for an integrated project team to achieve success. However, research on the factors affecting tacit-knowledge sharing within an integrated project team has been insufficient in the construction management field. This paper aims to identify the critical factors affecting tacit-knowledge sharing and explore the interrelationships between these factors. Based on a literature review, the authors first identify 31 factors of tacit-knowledge sharing within integrated project teams. Through a questionnaire and statistical test, this research next analyzes the factors that are significant to tacit-knowledge sharing within an integrated project team. Then, factors analysis was used to study the critical factors of tacit-knowledge sharing. Finally, the authors analyze the interrelations among the critical factors and explore how they influence tacit-knowledge sharing within the integrated project team. The findings in this research demonstrate the impacts of tr...

Knowledge management on site: a case study project

Construction is a knowledge-intensive industry. However, the majority of knowledge management research focuses on corporate and managerial levels rather than on constructions sites. Sites are where money is made or lost, and decisions made which impact expenditure, efficiency and productivity. To support this macro- or organisational-level research, this paper aims to develop insight at the micro or site level, to help inform knowledge management decisions made at corporate level. It reports the findings of a case study that examined knowledge management in operation on a small civil engineering project in north-west England. Data, including participant observation, unstructured interviews and project documentation, were analysed to explore the creation, flow and transfer of knowledge throughout the project. Complex relationships existed between explicit and tacit knowledge, while predicted and unpredicted knowledge gains could also be identified alongside ‘aspirational’ knowledge. A reliance on ‘pending’ knowledge to make decisions that influence project performance suggests improved knowledge management within a more integrated project team would be beneficial. Knowledge management was found to be limited by the tacit nature of much of the knowledge generated on the project, and the lack of formal feedback into an organisational knowledge management system.

Wider applications for Lean

Purpose –The lean enterprise model has been adopted in a wide range of industries beyond its origins in the motor industry. To achieve this there has been a considerable extension of the lean concept outside high-volume repetitive manufacture. The purpose of this paper is to present an in-depth study of the application of lean within the British Royal Air Force. It offers a number of new insights which have implications for the future development and adoption of lean in service contexts, and the public sector in particular.Design/methodology/approach– To illustrate the issues of application of lean outside automotive, this paper considers the adoption of the lean concept by the Tornado joint integrated project team within the UK Ministry of Defence. A review of methods of application of lean used within Tornado are studied. The paper considers how the fundamental principles of lean apply in this environment and how, considering these principles, methods of implementation should be modified.Findings– This paper finds that the five lean fundamental principles apply in Tornado but they need to considered specifically within the public service context particularly the pull principle. Hence the authors offer three propositions relating to the use of the lean principles of value, waste, flow and pull in the public sector, and one for perfection only relating to military organisations.Originality/value– This paper makes an important contribution by demonstrating that lean can be successfully applied, in a public service context, with only modest modifications to its core principles, principally about how customer demand (pull) is managed. The implication of this finding demonstrates that to be adopted successfully, lean must be adapted to its context and the lean principles need to be reviewed too.

The characteristics of and cornerstones for creating integrated teams

PurposeDefective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities for organizations to achieve more than they could on their own. The purpose of this study is to analyze the level and challenges of team integration. In addition, study tries to recognize the cornerstones for creating integrated teams in construction projects.Design/methodology/approachThis paper discusses the characteristics and level of team integration in a construction project, but the main purpose is to derive the cornerstones for creating integrated teams. Results are derived from the analysis of current literature and an empirical case study.FindingsThis paper describes the 12 characteristics of an integrated project team. In addition, the cornerstones for creating integrated teams were recognized as the early involvement and assessment of stakeholders, continuous communication and interaction, cultural change, and making the IPD process well known.Practical implicationsThe construction industry is aware of the need to improve control over its delivery processes. In addition, the customers are aware of waste and have started to demand more value. Because IPD and team integration supports the controlling over delivery processes and enables the more efficient value creation, these are extensive issues in developing construction industry.Originality/valueTeam integration is an important part of value creation. Limited research attention has been directed at what the level of integration is compared with the characteristics of integration. This paper also advances team integration research by identifying the cornerstones for integration.