Integrating Project Delivery

Title:

Personal Author:

Fischer, Martin, 1960-, author

Physical Description:

xxx, 450 pages : illustrations ; 25 cm.

ISBN:

9780470587355

Abstract:

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

Subject Term:

Building -- Superintendence

Project management

Added Author:

Ashcraft, Howard W.,

Reed, Dean P.,

Khanzode, Atul, 1971-,

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Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010342343	TH438 F574 2017	Open Access Book	Book	Searching... Unknown

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Summary

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.

Author Notes

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.

William McDonoughPhillip G. BernsteinJ. Stuart EckbladEric R. Lamb

Foreword	p. xi
Foreword	p. xv
Preface	p. xix
Acknowledgments	p. xxvii
Chapter 1 What Would Make Us Proud?	p. 1
1.1 Current State of Facility Performance	p. 1
1.2 What If?	p. 3
1.3 A Way Forward	p. 5
Notes	p. 9
References	p. 9
Chapter 2 Transitioning to Integrated Project Delivery: The Owner's Experience	p. 11
2.1 The Road to IPD	p. 13
2.2 The Owner's Role	p. 14
2.3 Organizing the Owner	p. 18
2.4 Resistance from Within	p. 19
2.5 Resistance from the AEC Community	p. 20
2.6 Education and Training	p. 21
2.7 The IPD Contract	p. 22
2.8 The Right Level of Challenge	p. 23
2.9 Frustrations	p. 24
2.10 Target Value Design	p. 25
2.11 Reliability	p. 26
2.12 Value	p. 26
2.13 Would You Do It Again?	p. 28
2.14 Advice to Other Owners	p. 28
2.15 Humanity and Morale	p. 29
2.16 Summary	p. 30
Note	p. 30
References	p. 30
Chapter 3 A Simple Framework	p. 31
3.1 A Roadmap for Integrating Project Delivery	p. 31
3.2 High-Performance Buildings	p. 33
3.3 Integrated Systems	p. 38
3.4 Process Integration	p. 40
3.5 Integrated Organization	p. 41
3.6 Integrated Information	p. 42
3.7 Connecting the Dots	p. 42
3.8 Applying the Simple Framework	p. 48
3.9 Reflections	p. 51
3.10 Summary	p. 51
Notes	p. 52
References	p. 53
Chapter 4 Defining High-Performing Buildings	p. 55
4.1 What Is a High-Performing Building?	p. 55
4.2 What Does Success Look Like?	p. 57
4.3 How Can This Be Done?	p. 59
4.4 Interconnections	p. 67
4.5 Reflections	p. 67
4.6 Summary	p. 69
Reference	p. 69
Chapter 5 Achieving Highly Valuable Buildings	p. 71
5.1 What Is a Highly Valuable Building?	p. 71
5.2 What Does Success Look Like?	p. 71
5.3 How Can This Be Done?	p. 72
5.4 Real-Life Examples	p. 89
5.5 Interconnections	p. 92
5.6 Reflections	p. 93
5.7 Summary	p. 94
Note	p. 95
References	p. 95
Chapter 6 Integrating the Building's Systems	p. 97
6.1 What Are Integrated Systems?	p. 97
6.2 What Does Success Look Like?	p. 98
6.3 How Can This Be Done?	p. 99
6.4 Real-Life Examples	p. 106
6.5 Interconnections	p. 111
6.6 Reflections	p. 112
6.7 Summary	p. 112
Notes	p. 113
Reference	p. 113
Chapter 7 Integrating Process Knowledge	p. 115
7.1 What Is Integrating Process Knowledge?	p. 115
7.2 What Does Success Look Like?	p. 115
7.3 How Can This Be Done?	p. 116
7.4 Real-Life Examples	p. 120
7.5 Interconnections	p. 141
7.6 Reflections	p. 142
7.7 Summary	p. 143
Note	p. 143
References	p. 144
Chapter 8 Integrating the Project Organization	p. 145
8.1 Introduction	p. 145
8.2 What Is Integrated Organization?	p. 147
8.3 What Does Success Look Like?	p. 148
8.4 How Can This Be Done?	p. 149
8.5 Real-Life Examples	p. 167
8.6 A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project	p. 176
8.7 Interconnections	p. 185
8.8 Reflections	p. 186
8.9 Summary	p. 187
Notes	p. 188
References	p. 189
Chapter 9 Leading Integrated Project Teams	p. 191
9.1 Introduction	p. 191
9.2 What Are IPD Teams?	p. 192
9.3 What Does Success Look Like?	p. 192
9.4 How Can This Be Done?	p. 193
9.5 Interconnections	p. 206
9.6 Reflections	p. 206
9.7 Summary	p. 206
Notes	p. 206
References	p. 207
Chapter 10 Integrating Project Information	p. 209
10.1 Why Bother?	p. 209
10.2 What Is Integrated Information?	p. 210
10.3 What Does Success Look Like?	p. 212
10.4 How Can This Be Done?	p. 215
10.5 Examples and Benefits of Integrated Information Systems	p. 219
10.6 Interconnections	p. 231
10.7 Reflections	p. 232
10.8 Summary	p. 232
Notes	p. 233
References	p. 233
Chapter 11 Managing with Metrics	p. 235
11.1 What Are Measurable Value and Control? How Do They Relate?	p. 235
11.2 What Does Success Look Like?	p. 236
11.3 How Does a Project Team Measure and Control the Delivery of Value?	p. 237
11.4 Interconnections	p. 261
11.5 Reflections	p. 262
11.6 Summary	p. 262
Note	p. 262
References	p. 263
Chapter 12 Visualizing and Simulating Building Performance	p. 265
12.1 What Are Simulation and Visualization?	p. 265
12.2 What Does Success Look Like?	p. 267
12.3 How Can This Be Done?	p. 269
12.4 Real-Life Examples	p. 285
12.5 Interconnections	p. 290
12.6 Reflections	p. 290
12.7 Summary	p. 291
Notes	p. 292
References	p. 293
Chapter 13 Collaborating in an Integrated Project	p. 295
13.1 So What's the Problem?	p. 295
13.2 What Is Collaboration, Really?	p. 296
13.3 What Does Success Look Like?	p. 296
13.4 How Can This Be Done?	p. 297
13.5 Real-Life Examples	p. 309
13.6 Interconnections	p. 313
13.7 Reflections	p. 313
13.8 Summary	p. 314
Notes	p. 314
References	p. 314
Chapter 14 Co-locating to Improve Performance	p. 317
14.1 Aspirin for Integration	p. 317
14.2 What Is Co-location, Exactly?	p. 318
14.3 What Does Success Look Like?	p. 318
14.4 How Can This Be Done?	p. 319
14.5 Real-Life Example	p. 329
14.6 Interconnections	p. 333
14.7 Reflections	p. 333
14.8 Summary	p. 333
References	p. 334
Chapter 15 Managing Production as an Integrated Team	p. 335
15.1 What Is Integrated Production Management?	p. 335
15.2 What Does Success Look Like?	p. 335
15.3 How Can This Be Done?	p. 336
15.4 Real-Life Example	p. 339
15.5 Interconnections	p. 352
15.6 Reflection	p. 354
15.7 Summary	p. 354
References	p. 355
Chapter 16 Avoiding the Pitfalls of Traditional Contracts	p. 357
16.1 Traditional Contracts Create an Inherently Antagonistic Environment	p. 358
16.2 Traditional Contracts Are Based on a Piecework Business Model	p. 358
16.3 Traditional Contracts Rigidly Divide Work Based on Traditional Roles	p. 359
16.4 Traditional Contracts Constrain Communication to Specific and Inefficient Paths	p. 360
16.5 Traditional Contracts Reward Individual, Not Group, Performance	p. 361
16.6 Collaboration without an IPD Agreement Can Increase Risk	p. 361
16.7 And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes?	p. 362
16.8 Summary	p. 363
Notes	p. 363
References	p. 364
Chapter 17 Contracting for Project integration	p. 365
17.1 Introduction	p. 365
17.2 Is the IPD Contract Really Necessary?	p. 366
17.3 Deal First, Contract Second	p. 367
17.4 The IPD Contracting Mindset	p. 367
17.5 A New Business Model	p. 369
17.6 A New Contract Structure	p. 371
17.7 Negotiating the IPD Contract	p. 381
17.8 IPD Contract Forms	p. 383
17.9 A Parallel Path: The U.K. Experience	p. 385
17.10 Interconnections	p. 387
17.11 Reflections	p. 388
17.12 Summary	p. 388
Notes	p. 388
References	p. 390
Chapter 18 Delivering the High-Performing Building as a Product	p. 391
18.1 What Is the High-Performing Building as a Product?	p. 391
18.2 What Does Success Look Like?	p. 392
18.3 How Can This Be Done?	p. 395
18.4 Real-Life Examples	p. 400
18.5 Summary	p. 432
Notes	p. 433
References	p. 433
Afterword	p. 435
Afterword	p. 437
Index	p. 439

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Table of Contents