Integrating 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.

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® 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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