A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Integrating project delivery
15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein.
1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein.
13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein.
16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein.
18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb.
2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein.
4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.
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
Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.
Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein.
Integrating project delivery
15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein.
1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein.
13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein.
16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein.
18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb.
2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein.
4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.
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
Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.
Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein.
Integrating project delivery
Fischer, Martin (author) / Ashcraft, Howard (author) / Reed, Dean (author) / Khanzode, Atul (author)
2017
1 Online Ressource (XXX, 450 Seiten)
Illustrationen
Includes bibliographical references and index. - Print version record
Book
Electronic Resource
English
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