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.
Table des matières
Foreword xi
By William Mc Donough, 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
A propos de l’auteur
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.
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