Written by authors with over a decade of research and practical experience in virtual design and construction, BIM, collaborative design, traditional project delivery methods, and lean construction, this book explains in detail the new IPD approach to design and construction.

Autorentext

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.

Klappentext

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.

  Zusammenfassung
  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.

  Inhalt

  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

  **CHAP…