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A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis…mehr
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A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation. * Compare traditional procurement with IPD * Understand IPD guidelines, and how they're implemented * Examine case studies that illustrate everyday applications * Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight.
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Produktdetails
- Produktdetails
- Verlag: John Wiley & Sons / John Wiley & Sons Inc
- Seitenzahl: 480
- Erscheinungstermin: 12. Mai 2017
- Englisch
- Abmessung: 241mm x 197mm x 30mm
- Gewicht: 1000g
- ISBN-13: 9780470587355
- ISBN-10: 0470587350
- Artikelnr.: 36932573
- Verlag: John Wiley & Sons / John Wiley & Sons Inc
- Seitenzahl: 480
- Erscheinungstermin: 12. Mai 2017
- Englisch
- Abmessung: 241mm x 197mm x 30mm
- Gewicht: 1000g
- ISBN-13: 9780470587355
- ISBN-10: 0470587350
- Artikelnr.: 36932573
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.
Foreword xi By William McDonough, FAIA, Int. FRIBA Foreword xv By Phillip
G. Bernstein, FAIA, RIBA, LEED(r) 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
G. Bernstein, FAIA, RIBA, LEED(r) 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(r) 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
G. Bernstein, FAIA, RIBA, LEED(r) 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