Practical Guidelines for Aligning Project Collaborators for Optimal Delivery Every project can benefit from integration; integration creates synergies that lead to higher performing buildings and happier building users, clients, and project teams. Integrating Project Delivery offers the first comprehensive look at the emergent integrated project delivery (IPD) system. It uses the Simple Framework to organize the essential steps for integration and combines the key structural, process, technology, and behavioral components necessary to drive the behavioral change required to achieve high…mehr
Practical Guidelines for Aligning Project Collaborators for Optimal Delivery Every project can benefit from integration; integration creates synergies that lead to higher performing buildings and happier building users, clients, and project teams. Integrating Project Delivery offers the first comprehensive look at the emergent integrated project delivery (IPD) system. It uses the Simple Framework to organize the essential steps for integration and combines the key structural, process, technology, and behavioral components necessary to drive the behavioral change required to achieve high performance projects. Detailing the "why" and "how," Integrating Project Delivery helps students and practitioners alike develop a deep understanding of the value of an IPD system to bring stakeholders together early in the planning process to maximize talents and improve project clarity, execution, and, ultimately, success. Written as a guide to using IPD strategically and in daily work, this unique resource includes detailed explanations, discusses legal structures that support the process, and features case studies revealing how leading companies use IPD. You will learn how to change the way your organization works and delivers projects using: * Authoritative education on processes developed through industry-funded research at Stanford University's Center for Integrated Facility Engineering * Practical knowledge gained from all sizes and types of IPD projects * Real-life examples and advice from owners based on their IPD journeys Students learn how collaborative projects are organized and executed to prepare them for the industry transition to collaboration. Owners, designers, and builders learn how to use IPD to achieve better value for all participants, together.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
MARTIN FISCHER is professor of civil and environmental engineering at Stanford University and serves as the director of the Center for Integrated Facility Engineering (CIFE). HOWARD ASHCRAFT is a Fellow of the American College of Construction Lawyers and the Canadian College of Construction Lawyers (hon.), a member of the AIA California Council (hon.), and an adjunct professor of civil and environmental engineering at Stanford University. DEAN REED is an advocate, organizer and educator for Lean and Integrated Project Delivery at DPR Construction. ATUL KHANZODE is director for Technology and Innovation at DPR Construction, where he assists project teams in implementing Lean Construction and (VDC) Virtual Design and Construction methods.
Inhaltsangabe
Foreword xi By William McDonough, FAIA, Int. FRIBA Foreword xv By Phillip G. Bernstein, FAIA, RIBA, LEED® AP, VP Strategic Industry Relations, Autodesk, Inc. Preface xix Acknowledgments xxvii CHAPTER 1 What Would Make Us Proud? 1 1.1 Current State of Facility Performance 1 1.2 What If? 3 1.3 A Way Forward 5 Notes 9 References 9 CHAPTER 2 Transitioning to Integrated Project Delivery: The Owner's Experience 11 2.1 The Road to IPD 13 2.2 The Owner's Role 14 2.3 Organizing the Owner 18 2.4 Resistance from Within 19 2.5 Resistance from the AEC Community 20 2.6 Education and Training 21 2.7 The IPD Contract 22 2.8 The Right Level of Challenge 23 2.9 Frustrations 24 2.10 Target Value Design 25 2.11 Reliability 26 2.12 Value 26 2.13 Would You Do It Again? 28 2.14 Advice to Other Owners 28 2.15 Humanity and Morale 29 2.16 Summary 30 Note 30 References 30 CHAPTER 3 A Simple Framework 31 3.1 A Roadmap for Integrating Project Delivery 31 3.2 High-Performance Buildings 33 3.3 Integrated Systems 38 3.4 Process Integration 40 3.5 Integrated Organization 41 3.6 Integrated Information 42 3.7 Connecting the Dots 42 3.8 Applying the Simple Framework 48 3.9 Reflections 51 3.10 Summary 51 Notes 52 References 53 CHAPTER 4 Defining High-Performing Buildings 55 4.1 What Is a High-Performing Building? 55 4.2 What Does Success Look Like? 57 4.3 How Can This Be Done? 59 4.4 Interconnections 67 4.5 Reflections 67 4.6 Summary 69 Reference 69 CHAPTER 5 Achieving Highly Valuable Buildings 71 5.1 What Is a Highly Valuable Building? 71 5.2 What Does Success Look Like? 71 5.3 How Can This Be Done? 72 5.4 Real-Life Examples 89 5.5 Interconnections 92 5.6 Reflections 93 5.7 Summary 94 Note 95 References 95 CHAPTER 6 Integrating the Building's Systems 97 6.1 What Are Integrated Systems? 97 6.2 What Does Success Look Like? 98 6.3 How Can This Be Done? 99 6.4 Real-Life Examples 106 6.5 Interconnections 111 6.6 Reflections 112 6.7 Summary 112 Notes 113 Reference 113 CHAPTER 7 Integrating Process Knowledge 115 7.1 What Is Integrating Process Knowledge? 115 7.2 What Does Success Look Like? 115 7.3 How Can This Be Done? 116 7.4 Real-Life Examples 120 7.5 Interconnections 141 7.6 Reflections 142 7.7 Summary 143 Note 143 References 144 CHAPTER 8 Integrating the Project Organization 145 8.1 Introduction 145 8.2 What Is Integrated Organization? 147 8.3 What Does Success Look Like? 148 8.4 How Can This Be Done? 149 8.5 Real-Life Examples 167 8.6 A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project 176 8.7 Interconnections 185 8.8 Reflections 186 8.9 Summary 187 Notes 188 References 189 CHAPTER 9 Leading Integrated Project Teams 191 9.1 Introduction 191 9.2 What Are IPD Teams? 192 9.3 What Does Success Look Like? 192 9.4 How Can This Be Done? 193 9.5 Interconnections 206 9.6 Reflections 206 9.7 Summary 206 Notes 206 References 207 CHAPTER 10 Integrating Project Information 209 10.1 Why Bother? 209 10.2 What Is Integrated Information? 210 10.3 What Does Success Look Like? 212 10.4 How Can This Be Done? 215 10.5 Examples and Benefits of Integrated Information Systems 219 10.6 Interconnections 231 10.7 Reflections 232 10.8 Summary 232 Notes 233 References 233 CHAPTER 11 Managing with Metrics 235 11.1 What Are Measurable Value and Control? How Do They Relate? 235 11.2 What Does Success Look Like? 236 11.3 How Does a Project Team Measure and Control the Delivery of Value? 237 11.4 Interconnections 261 11.5 Reflections 262 11.6 Summary 262 Note 262 References 263 CHAPTER 12 Visualizing and Simulating Building Performance 265 12.1 What Are Simulation and Visualization? 265 12.2 What Does Success Look Like? 267 12.3 How Can This Be Done? 269 12.4 Real-Life Examples 285 12.5 Interconnections 290 12.6 Reflections 290 12.7 Summary 291 Notes 292 References 293 CHAPTER 13 Collaborating in an Integrated Project 295 13.1 So What's the Problem? 295 13.2 What Is Collaboration, Really? 296 13.3 What Does Success Look Like? 296 13.4 How Can This Be Done? 297 13.5 Real-Life Examples 309 13.6 Interconnections 313 13.7 Reflections 313 13.8 Summary 314 Notes 314 References 314 CHAPTER 14 Co-locating to Improve Performance 317 14.1 Aspirin for Integration 317 14.2 What Is Co-location, Exactly? 318 14.3 What Does Success Look Like? 318 14.4 How Can This Be Done? 319 14.5 Real-Life Example 329 14.6 Interconnections 333 14.7 Reflections 333 14.8 Summary 333 References 334 CHAPTER 15 Managing Production as an Integrated Team 335 15.1 What Is Integrated Production Management? 335 15.2 What Does Success Look Like? 335 15.3 How Can This Be Done? 336 15.4 Real-Life Example 339 15.5 Interconnections 352 15.6 Reflection 354 15.7 Summary 354 References 355 CHAPTER 16 Avoiding the Pitfalls of Traditional Contracts 357 16.1 Traditional Contracts Create an Inherently Antagonistic Environment 358 16.2 Traditional Contracts Are Based on a Piecework Business Model 358 16.3 Traditional Contracts Rigidly Divide Work Based on Traditional Roles 359 16.4 Traditional Contracts Constrain Communication to Specific and Inefficient Paths 360 16.5 Traditional Contracts Reward Individual, Not Group, Performance 361 16.6 Collaboration without an IPD Agreement Can Increase Risk 361 16.7 And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? 362 16.8 Summary 363 Notes 363 References 364 CHAPTER 17 Contracting for Project Integration 365 17.1 Introduction 365 17.2 Is the IPD Contract Really Necessary? 366 17.3 Deal First, Contract Second 367 17.4 The IPD Contracting Mindset 367 17.5 A New Business Model 369 17.6 A New Contract Structure 371 17.7 Negotiating the IPD Contract 381 17.8 IPD Contract Forms 383 17.9 A Parallel Path: The U.K. Experience 385 17.10 Interconnections 387 17.11 Reflections 388 17.12 Summary 388 Notes 388 References 390 CHAPTER 18 Delivering the High-Performing Building as a Product 391 18.1 What Is the High-Performing Building as a Product? 391 18.2 What Does Success Look Like? 392 18.3 How Can This Be Done? 395 18.4 Real-Life Examples 400 18.5 Summary 432 Notes 433 References 433 Afterword 435 By J. Stuart Eckblad, FAIA, VP Major Construction, UCSF Medical Center Creating a "Best for Project" Culture 435 Afterword 437 By Eric R. Lamb, Management Committee, DPR Construction Where to Next? 438 Index 439
Foreword xi By William McDonough, FAIA, Int. FRIBA Foreword xv By Phillip G. Bernstein, FAIA, RIBA, LEED® AP, VP Strategic Industry Relations, Autodesk, Inc. Preface xix Acknowledgments xxvii CHAPTER 1 What Would Make Us Proud? 1 1.1 Current State of Facility Performance 1 1.2 What If? 3 1.3 A Way Forward 5 Notes 9 References 9 CHAPTER 2 Transitioning to Integrated Project Delivery: The Owner's Experience 11 2.1 The Road to IPD 13 2.2 The Owner's Role 14 2.3 Organizing the Owner 18 2.4 Resistance from Within 19 2.5 Resistance from the AEC Community 20 2.6 Education and Training 21 2.7 The IPD Contract 22 2.8 The Right Level of Challenge 23 2.9 Frustrations 24 2.10 Target Value Design 25 2.11 Reliability 26 2.12 Value 26 2.13 Would You Do It Again? 28 2.14 Advice to Other Owners 28 2.15 Humanity and Morale 29 2.16 Summary 30 Note 30 References 30 CHAPTER 3 A Simple Framework 31 3.1 A Roadmap for Integrating Project Delivery 31 3.2 High-Performance Buildings 33 3.3 Integrated Systems 38 3.4 Process Integration 40 3.5 Integrated Organization 41 3.6 Integrated Information 42 3.7 Connecting the Dots 42 3.8 Applying the Simple Framework 48 3.9 Reflections 51 3.10 Summary 51 Notes 52 References 53 CHAPTER 4 Defining High-Performing Buildings 55 4.1 What Is a High-Performing Building? 55 4.2 What Does Success Look Like? 57 4.3 How Can This Be Done? 59 4.4 Interconnections 67 4.5 Reflections 67 4.6 Summary 69 Reference 69 CHAPTER 5 Achieving Highly Valuable Buildings 71 5.1 What Is a Highly Valuable Building? 71 5.2 What Does Success Look Like? 71 5.3 How Can This Be Done? 72 5.4 Real-Life Examples 89 5.5 Interconnections 92 5.6 Reflections 93 5.7 Summary 94 Note 95 References 95 CHAPTER 6 Integrating the Building's Systems 97 6.1 What Are Integrated Systems? 97 6.2 What Does Success Look Like? 98 6.3 How Can This Be Done? 99 6.4 Real-Life Examples 106 6.5 Interconnections 111 6.6 Reflections 112 6.7 Summary 112 Notes 113 Reference 113 CHAPTER 7 Integrating Process Knowledge 115 7.1 What Is Integrating Process Knowledge? 115 7.2 What Does Success Look Like? 115 7.3 How Can This Be Done? 116 7.4 Real-Life Examples 120 7.5 Interconnections 141 7.6 Reflections 142 7.7 Summary 143 Note 143 References 144 CHAPTER 8 Integrating the Project Organization 145 8.1 Introduction 145 8.2 What Is Integrated Organization? 147 8.3 What Does Success Look Like? 148 8.4 How Can This Be Done? 149 8.5 Real-Life Examples 167 8.6 A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project 176 8.7 Interconnections 185 8.8 Reflections 186 8.9 Summary 187 Notes 188 References 189 CHAPTER 9 Leading Integrated Project Teams 191 9.1 Introduction 191 9.2 What Are IPD Teams? 192 9.3 What Does Success Look Like? 192 9.4 How Can This Be Done? 193 9.5 Interconnections 206 9.6 Reflections 206 9.7 Summary 206 Notes 206 References 207 CHAPTER 10 Integrating Project Information 209 10.1 Why Bother? 209 10.2 What Is Integrated Information? 210 10.3 What Does Success Look Like? 212 10.4 How Can This Be Done? 215 10.5 Examples and Benefits of Integrated Information Systems 219 10.6 Interconnections 231 10.7 Reflections 232 10.8 Summary 232 Notes 233 References 233 CHAPTER 11 Managing with Metrics 235 11.1 What Are Measurable Value and Control? How Do They Relate? 235 11.2 What Does Success Look Like? 236 11.3 How Does a Project Team Measure and Control the Delivery of Value? 237 11.4 Interconnections 261 11.5 Reflections 262 11.6 Summary 262 Note 262 References 263 CHAPTER 12 Visualizing and Simulating Building Performance 265 12.1 What Are Simulation and Visualization? 265 12.2 What Does Success Look Like? 267 12.3 How Can This Be Done? 269 12.4 Real-Life Examples 285 12.5 Interconnections 290 12.6 Reflections 290 12.7 Summary 291 Notes 292 References 293 CHAPTER 13 Collaborating in an Integrated Project 295 13.1 So What's the Problem? 295 13.2 What Is Collaboration, Really? 296 13.3 What Does Success Look Like? 296 13.4 How Can This Be Done? 297 13.5 Real-Life Examples 309 13.6 Interconnections 313 13.7 Reflections 313 13.8 Summary 314 Notes 314 References 314 CHAPTER 14 Co-locating to Improve Performance 317 14.1 Aspirin for Integration 317 14.2 What Is Co-location, Exactly? 318 14.3 What Does Success Look Like? 318 14.4 How Can This Be Done? 319 14.5 Real-Life Example 329 14.6 Interconnections 333 14.7 Reflections 333 14.8 Summary 333 References 334 CHAPTER 15 Managing Production as an Integrated Team 335 15.1 What Is Integrated Production Management? 335 15.2 What Does Success Look Like? 335 15.3 How Can This Be Done? 336 15.4 Real-Life Example 339 15.5 Interconnections 352 15.6 Reflection 354 15.7 Summary 354 References 355 CHAPTER 16 Avoiding the Pitfalls of Traditional Contracts 357 16.1 Traditional Contracts Create an Inherently Antagonistic Environment 358 16.2 Traditional Contracts Are Based on a Piecework Business Model 358 16.3 Traditional Contracts Rigidly Divide Work Based on Traditional Roles 359 16.4 Traditional Contracts Constrain Communication to Specific and Inefficient Paths 360 16.5 Traditional Contracts Reward Individual, Not Group, Performance 361 16.6 Collaboration without an IPD Agreement Can Increase Risk 361 16.7 And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? 362 16.8 Summary 363 Notes 363 References 364 CHAPTER 17 Contracting for Project Integration 365 17.1 Introduction 365 17.2 Is the IPD Contract Really Necessary? 366 17.3 Deal First, Contract Second 367 17.4 The IPD Contracting Mindset 367 17.5 A New Business Model 369 17.6 A New Contract Structure 371 17.7 Negotiating the IPD Contract 381 17.8 IPD Contract Forms 383 17.9 A Parallel Path: The U.K. Experience 385 17.10 Interconnections 387 17.11 Reflections 388 17.12 Summary 388 Notes 388 References 390 CHAPTER 18 Delivering the High-Performing Building as a Product 391 18.1 What Is the High-Performing Building as a Product? 391 18.2 What Does Success Look Like? 392 18.3 How Can This Be Done? 395 18.4 Real-Life Examples 400 18.5 Summary 432 Notes 433 References 433 Afterword 435 By J. Stuart Eckblad, FAIA, VP Major Construction, UCSF Medical Center Creating a "Best for Project" Culture 435 Afterword 437 By Eric R. Lamb, Management Committee, DPR Construction Where to Next? 438 Index 439
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