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Integrating Project Delivery

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.
Portrait
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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  • 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
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Beschreibung

Produktdetails

Einband gebundene Ausgabe
Seitenzahl 480
Erscheinungsdatum 12.05.2017
Sprache Englisch
ISBN 978-0-470-58735-5
Verlag John Wiley & Sons Inc
Maße (L/B/H) 24.1/19.7/3 cm
Gewicht 1000 g
Auflage 1. Auflage
Verkaufsrang 3090
Buch (gebundene Ausgabe, Englisch)
Buch (gebundene Ausgabe, Englisch)
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