Integrating Project Delivery (eBook)

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.

Cover 1
Title Page 5
Copyright 6
Contents 7
Foreword 13
Foreword 17
Preface 21
Acknowledgments 29
Chapter 1: What Would Make Us Proud? 33
1.1 Current State of Facility Performance 33
1.2 What If? 35
1.3 A Way Forward 37
Notes 41
References 41
Chapter 2: Transitioning to Integrated Project Delivery: The Owner's Experience 43
2.1 The Road to IPD 45
2.2 The Owner's Role 46
2.2.1 Clarity 46
2.2.2 Commitment 47
2.2.3 Engagement 47
2.2.4 Leadership 48
2.2.5 Integrity 50
2.3 Organizing the Owner 50
2.4 Resistance from Within 51
2.5 Resistance from the AEC Community 52
2.6 Education and Training 53
2.7 The IPD Contract 54
2.8 The Right Level of Challenge 55
2.9 Frustrations 56
2.10 Target Value Design 57
2.11 Reliability 58
2.12 Value 58
2.13 Would You Do It Again? 60
2.14 Advice to Other Owners 60
2.15 Humanity and Morale 61
2.16 Summary 62
Note 62
References 62
Chapter 3: A Simple Framework 63
3.1 A Roadmap for Integrating Project Delivery 63
3.2 High-Performance Buildings 65
3.3 Integrated Systems 70
3.4 Process Integration 72
3.5 Integrated Organization 73
3.6 Integrated Information 74
3.7 Connecting the Dots 74
3.7.1 Measurable Value 75
3.7.2 Simulation and Visualization 76
3.7.3 Collaboration and Co-location 76
3.7.4 Production Management 78
3.7.5 Contractual Framework 79
3.8 Applying the Simple Framework 80
3.8.1 Nonlinear Flow 80
3.8.2 Simple Framework Workflow through Measurable Value 81
3.8.3 Simple Framework Workflow through Integrated Systems 82
3.8.4 Applying the Simple Framework to Product Development and Delivery 82
3.9 Reflections 83
3.10 Summary 83
Notes 84
References 85
Chapter 4: Defining High-Performing Buildings 87
4.1 What Is a High-Performing Building? 87
4.2 What Does Success Look Like? 89
4.2.1 Buildable 89
4.2.2 Operable 90
4.2.3 Usable 90
4.2.4 Sustainable 91
4.3 How Can This Be Done? 91
4.3.1 Buildable 91
4.3.2 Operable 93
4.3.3 Usable 95
4.3.4 Sustainable 98
4.4 Interconnections 99
4.5 Reflections 99
4.6 Summary 101
Reference 101
Chapter 5: Achieving Highly Valuable Buildings 103
5.1 What Is a Highly Valuable Building? 103
5.2 What Does Success Look Like? 103
5.3 How Can This Be Done? 104
5.3.1 Define Client Goals and Translate Them into Objectives for the Project Team 104
5.3.2 Focus on Value First 106
5.3.3 Apply Design Thinking 109
5.3.4 The POP Framework 110
5.3.5 Ways of Looking at Building Performance 115
5.3.6 Ownership of Objectives 117
5.3.7 Measuring the Project Team's Delivery of Value 120
5.3.8 What You Can Do 120
5.4 Real-Life Examples 121
5.4.1 Sustainability: Intersection of Value and Building Operations 121
5.5 Interconnections 124
5.6 Reflections 125
5.7 Summary 126
Note 127
References 127
Chapter 6: Integrating the Building's Systems 129
6.1 What Are Integrated Systems? 129
6.2 What Does Success Look Like? 130
6.3 How Can This Be Done? 131
6.4 Real-Life Examples 138
6.4.1 DPR San Diego Net Zero Energy Building 138
6.5 Interconnections 143
6.6 Reflections 144
6.7 Summary 144
Notes 145
Reference 145
Chapter 7: Integrating Process Knowledge 147
7.1 What Is Integrating Process Knowledge? 147
7.2 What Does Success Look Like? 147
7.3 How Can This Be Done? 148
7.4 Real-Life Examples 152
7.4.1 Organization, Communication, and New Practices 153
7.4.2 Process Knowledge Integration for the Campus 154
7.4.3 Process Knowledge Integration for Building Systems 158
7.5 Interconnections 173
7.6 Reflections 174
7.7 Summary 175
Note 175
References 176
Chapter 8: Integrating the Project Organization 177
8.1 Introduction 177
8.1.1 "Best Practice" Today 177
8.2 What Is Integrated Organization? 179
8.3 What Does Success Look Like? 180
8.4 How Can This Be Done? 181
8.4.1 Sutter Health's Five Big Ideas 181
8.4.2 Creating an Integrated Organization 183
8.5 Real-Life Examples 199
8.5.1 Clear, Ambitious Goals 200
8.5.2 Sutter Health Eden Medical Center Hospital 203
8.5.3 Temecula Valley Hospital 206
8.5.4 Outcomes 207
8.6 A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project 208
8.6.1 Forming an Integrated Organization 208
8.6.2 Operating as an Integrated Organization 212
8.6.3 Redesigning the Integrated Organization 215
8.6.4 Performance 216
8.6.5 Keys to Success 217
8.7 Interconnections 217
8.8 Reflections 218
8.9 Summary 219
Notes 220
References 221
Chapter 9: Leading Integrated Project Teams 223
9.1 Introduction 223
9.2 What Are IPD Teams? 224
9.3 What Does Success Look Like? 224
9.4 How Can This Be Done? 225
9.4.1 Leading IPD Teams 225
9.4.2 Team Composition 226
9.4.3 Team Structure 227
9.4.4 Team Size 229
9.4.5 Team Diversity 229
9.4.6 Team Stability 230
9.4.7 Training (the Team) 231
9.4.8 Setting Goals 232
9.4.9 Purpose 232
9.4.10 Supporting Team Members 233
9.4.11 Team Motivation and Creativity 233
9.4.12 Decision Making in Teams 235
9.5 Interconnections 238
9.6 Reflections 238
9.7 Summary 238
Notes 238
References 239
Chapter 10: Integrating Project Information 241
10.1 Why Bother? 241
10.2 What Is Integrated Information? 242
10.3 What Does Success Look Like? 244
10.4 How Can This Be Done? 247
10.4.1 Start Early 247
10.4.2 Develop Common Standards 248
10.4.3 Create Clarity 249
10.4.4 Enforce Standards 249
10.4.5 Combine Methods and Tools to See from Different Perspectives 250
10.5 Examples and Benefits of Integrated Information Systems 251
10.5.1 Integrating Information for Target Value Design 251
10.5.2 Integrating Information to Automate Design Tasks 251
10.5.3 Integrated Information for Rapid Prototyping 252
10.5.4 Prototyping Digitally for Common Understanding 254
10.5.5 Integrating Design Development and BIM 255
10.5.6 Integrating Information to Support Production 257
10.5.7 Integrating Project and Production Schedules 261
10.6 Interconnections 263
10.7 Reflections 264
10.8 Summary 264
Notes 265
References 265
Chapter 11: Managing with Metrics 267
11.1 What Are Measurable Value and Control? How Do They Relate? 267
11.2 What Does Success Look Like? 268
11.3 How Does a Project Team Measure and Control the Delivery of Value? 269
11.3.1 Deciding What to Measure 269
11.3.2 Prioritizing Stakeholder Goals and Connecting Them to Design Solutions 271
11.3.3 Setting Performance Targets and Designing to Them 277
11.3.4 Understanding and Deciding on Trade-offs 280
11.3.5 Using Metrics to Control Outcomes: Controllable Factors and Production Metrics 282
11.3.6 Communicating Performance to the Project Team 290
11.4 Interconnections 293
11.5 Reflections 294
11.6 Summary 294
Note 294
References 295
Chapter 12: Visualizing and Simulating Building Performance 297
12.1 What Are Simulation and Visualization? 297
12.2 What Does Success Look Like? 299
12.3 How Can This Be Done? 301
12.3.1 Understanding the Design through Visualization 301
12.3.2 Simulating the Function of the Design 303
12.3.3 Understanding Sequencing and Logistics by Simulating Construction (4-D) 305
12.3.4 Simulating the Work of the Organization 308
12.3.5 Modeling the Cost of Construction 308
12.3.6 Modeling Energy Use 310
12.3.7 Creating Simulation Models to Choose the Optimal Solution 311
12.3.8 Life Cycle Cost/Carbon Footprint Optimization 313
12.4 Real-Life Examples 317
12.4.1 PAMF Mountain View Center 317
12.4.2 Sutter Health Eden Medical Center Cost Estimating 317
12.4.3 SHEMC Visualizing Design 319
12.4.4 SHEMC Seeing Accuracy of Installation 319
12.5 Interconnections 322
12.6 Reflections 322
12.7 Summary 323
Notes 324
References 325
Chapter 13: Collaborating in an Integrated Project 327
13.1 So What's the Problem? 327
13.2 What Is Collaboration, Really? 328
13.3 What Does Success Look Like? 328
13.4 How Can This Be Done? 329
13.4.1 Trust and Transparency 329
13.4.2 Clear Goals and Values 331
13.4.3 Conversation 334
13.4.4 Ownership of the Whole 334
13.4.5 Pull Planning 336
13.4.6 On-Boarding 336
13.4.7 Cultural (Corporate) Considerations 337
13.4.8 Declaring Breakdowns 338
13.4.9 Agile and Scrum 339
13.5 Real-Life Examples 341
13.5.1 MaineGeneral New Replacement Hospital 341
13.6 Interconnections 345
13.7 Reflections 345
13.8 Summary 346
Notes 346
References 346
Chapter 14: Co-locating to Improve Performance 349
14.1 Aspirin for Integration 349
14.2 What Is Co-location, Exactly? 350
14.3 What Does Success Look Like? 350
14.4 How Can This Be Done? 351
14.4.1 Start Early 351
14.4.2 Self-Limiting 351
14.4.3 Physical before Virtual 352
14.4.4 Optimize the Physical Layout 353
14.4.5 Managing Co-location 355
14.4.6 Strategies for Partial Co-location 358
14.4.7 Maximizing Co-location Value 359
14.4.8 Real Problems 360
14.5 Real-Life Example 361
14.5.1 MaineGeneral Replacement Hospital 361
14.6 Interconnections 365
14.7 Reflections 365
14.8 Summary 365
References 366
Chapter 15: Managing Production as an Integrated Team 367
15.1 What Is Integrated Production Management? 367
15.2 What Does Success Look Like? 367
15.3 How Can This Be Done? 368
15.3.1 Execute Work to Produce Value 368
15.3.2 Production Planning 369
15.3.3 Production Scheduling 370
15.3.4 Continuous Improvement 370
15.3.5 Master Milestones 370
15.4 Real-Life Example 371
15.4.1 How the Team Saw the Challenge 372
15.4.2 Organization, Communication, and New Practices 373
15.5 Interconnections 384
15.6 Reflection 386
15.7 Summary 386
References 387
Chapter 16: Avoiding the Pitfalls of Traditional Contracts 389
16.1 Traditional Contracts Create an Inherently Antagonistic Environment 390
16.2 Traditional Contracts Are Based on a Piecework Business Model 390
16.3 Traditional Contracts Rigidly Divide Work Based on Traditional Roles 391
16.4 Traditional Contracts Constrain Communication to Specific and Inefficient Paths 392
16.5 Traditional Contracts Reward Individual, Not Group, Performance 393
16.6 Collaboration without an IPD Agreement Can Increase Risk 393
16.7 And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? 394
16.8 Summary 395
Notes 395
References 396
Chapter 17: Contracting for Project Integration 397
17.1 Introduction 397
17.2 Is the IPD Contract Really Necessary? 398
17.3 Deal First, Contract Second 399
17.4 The IPD Contracting Mindset 399
17.5 A New Business Model 401
17.5.1 Fixed Profit 401
17.5.2 Variable Costs without a Cap 401
17.5.3 Profit Based on Project Outcome 402
17.5.4 Limited Change Orders 402
17.6 A New Contract Structure 403
17.6.1 Early Involvement of Key Participants 404
17.6.2 Shared Risk/Reward Based on Project Outcome 404
17.6.3 Joint Project Control 408
17.6.4 Reduced Liability Exposure 410
17.6.5 Jointly Developed and Validated Targets 410
17.6.6 Multiparty or Polyparty Contract? 411
17.7 Negotiating the IPD Contract 413
17.7.1 The Contract Negotiation Workshop 413
17.7.2 Subcontractors, Consultants, and Joining Agreements 414
17.8 IPD Contract Forms 415
17.8.1 Association Agreements in Brief 415
17.8.2 Private Agreements 416
17.9 A Parallel Path: The U.K. Experience 417
17.9.1 Recognizing the Problem 417
17.9.2 Relational Contracts 419
17.10 Interconnections 419
17.11 Reflections 420
17.12 Summary 420
Notes 420
References 422
Chapter 18: Delivering the High-Performing Building as a Product 423
18.1 What Is the High-Performing Building as a Product? 423
18.2 What Does Success Look Like? 424
18.3 How Can This Be Done? 427
18.3.1 Clear Instructions and Directives 427
18.3.2 Prediction and Verification 429
18.4 Real-Life Examples 432
18.4.1 A Different Perspective on Architecture 432
18.4.2 Holistic Performance-Based Design & Construction
18.4.3 Developing and Using Tools for Information/DESTINI 444
18.4.4 A Validated Database for Facility Operations 449
18.4.5 Multidisciplinary Design Optimization (MDO) 452
18.4.6 Componentized Design & Construction/Aditazz
18.4.7 Interconnections and Reflections 462
18.5 Summary 464
Notes 465
References 465
Afterword 467
Creating a "Best for Project" Culture 467
Afterword 469
Where to Next? 470
Index 471
EULA 483