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 xiBy William McDonough, FAIA, Int. FRIBAForeword xvBy Phillip G. Bernstein, FAIA, RIBA, LEED® AP, VP Strategic Industry Relations, Autodesk, Inc.Preface xixAcknowledgments xxviiCHAPTER 1 What Would Make Us Proud? 11.1 Current State of Facility Performance 11.2 What If? 31.3 A Way Forward 5Notes 9References 9CHAPTER 2 Transitioning to Integrated Project Delivery: The Owner’s Experience 112.1 The Road to IPD 132.2 The Owner’s Role 142.3 Organizing the Owner 182.4 Resistance from Within 192.5 Resistance from the AEC Community 202.6 Education and Training 212.7 The IPD Contract 222.8 The Right Level of Challenge 232.9 Frustrations 242.10 Target Value Design 252.11 Reliability 262.12 Value 262.13 Would You Do It Again? 282.14 Advice to Other Owners 282.15 Humanity and Morale 292.16 Summary 30Note 30References 30CHAPTER 3 A Simple Framework 313.1 A Roadmap for Integrating Project Delivery 313.2 High-Performance Buildings 333.3 Integrated Systems 383.4 Process Integration 403.5 Integrated Organization 413.6 Integrated Information 423.7 Connecting the Dots 423.8 Applying the Simple Framework 483.9 Reflections 513.10 Summary 51Notes 52References 53CHAPTER 4 Defining High-Performing Buildings 554.1 What Is a High-Performing Building? 554.2 What Does Success Look Like? 574.3 How Can This Be Done? 594.4 Interconnections 674.5 Reflections 674.6 Summary 69Reference 69CHAPTER 5 Achieving Highly Valuable Buildings 715.1 What Is a Highly Valuable Building? 715.2 What Does Success Look Like? 715.3 How Can This Be Done? 725.4 Real-Life Examples 895.5 Interconnections 925.6 Reflections 935.7 Summary 94Note 95References 95CHAPTER 6 Integrating the Building’s Systems 976.1 What Are Integrated Systems? 976.2 What Does Success Look Like? 986.3 How Can This Be Done? 996.4 Real-Life Examples 1066.5 Interconnections 1116.6 Reflections 1126.7 Summary 112Notes 113Reference 113CHAPTER 7 Integrating Process Knowledge 1157.1 What Is Integrating Process Knowledge? 1157.2 What Does Success Look Like? 1157.3 How Can This Be Done? 1167.4 Real-Life Examples 1207.5 Interconnections 1417.6 Reflections 1427.7 Summary 143Note 143References 144CHAPTER 8 Integrating the Project Organization 1458.1 Introduction 1458.2 What Is Integrated Organization? 1478.3 What Does Success Look Like? 1488.4 How Can This Be Done? 1498.5 Real-Life Examples 1678.6 A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project 1768.7 Interconnections 1858.8 Reflections 1868.9 Summary 187Notes 188References 189CHAPTER 9 Leading Integrated Project Teams 1919.1 Introduction 1919.2 What Are IPD Teams? 1929.3 What Does Success Look Like? 1929.4 How Can This Be Done? 1939.5 Interconnections 2069.6 Reflections 2069.7 Summary 206Notes 206References 207CHAPTER 10 Integrating Project Information 20910.1 Why Bother? 20910.2 What Is Integrated Information? 21010.3 What Does Success Look Like? 21210.4 How Can This Be Done? 21510.5 Examples and Benefits of Integrated Information Systems 21910.6 Interconnections 23110.7 Reflections 23210.8 Summary 232Notes 233References 233CHAPTER 11 Managing with Metrics 23511.1 What Are Measurable Value and Control? How Do They Relate? 23511.2 What Does Success Look Like? 23611.3 How Does a Project Team Measure and Control the Delivery of Value? 23711.4 Interconnections 26111.5 Reflections 26211.6 Summary 262Note 262References 263CHAPTER 12 Visualizing and Simulating Building Performance 26512.1 What Are Simulation and Visualization? 26512.2 What Does Success Look Like? 26712.3 How Can This Be Done? 26912.4 Real-Life Examples 28512.5 Interconnections 29012.6 Reflections 29012.7 Summary 291Notes 292References 293CHAPTER 13 Collaborating in an Integrated Project 29513.1 So What’s the Problem? 29513.2 What Is Collaboration, Really? 29613.3 What Does Success Look Like? 29613.4 How Can This Be Done? 29713.5 Real-Life Examples 30913.6 Interconnections 31313.7 Reflections 31313.8 Summary 314Notes 314References 314CHAPTER 14 Co-locating to Improve Performance 31714.1 Aspirin for Integration 31714.2 What Is Co-location, Exactly? 31814.3 What Does Success Look Like? 31814.4 How Can This Be Done? 31914.5 Real-Life Example 32914.6 Interconnections 33314.7 Reflections 33314.8 Summary 333References 334CHAPTER 15 Managing Production as an Integrated Team 33515.1 What Is Integrated Production Management? 33515.2 What Does Success Look Like? 33515.3 How Can This Be Done? 33615.4 Real-Life Example 33915.5 Interconnections 35215.6 Reflection 35415.7 Summary 354References 355CHAPTER 16 Avoiding the Pitfalls of Traditional Contracts 35716.1 Traditional Contracts Create an Inherently Antagonistic Environment 35816.2 Traditional Contracts Are Based on a Piecework Business Model 35816.3 Traditional Contracts Rigidly Divide Work Based on Traditional Roles 35916.4 Traditional Contracts Constrain Communication to Specific and Inefficient Paths 36016.5 Traditional Contracts Reward Individual, Not Group, Performance 36116.6 Collaboration without an IPD Agreement Can Increase Risk 36116.7 And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? 36216.8 Summary 363Notes 363References 364CHAPTER 17 Contracting for Project Integration 36517.1 Introduction 36517.2 Is the IPD Contract Really Necessary? 36617.3 Deal First, Contract Second 36717.4 The IPD Contracting Mindset 36717.5 A New Business Model 36917.6 A New Contract Structure 37117.7 Negotiating the IPD Contract 38117.8 IPD Contract Forms 38317.9 A Parallel Path: The U.K. Experience 38517.10 Interconnections 38717.11 Reflections 38817.12 Summary 388Notes 388References 390CHAPTER 18 Delivering the High-Performing Building as a Product 39118.1 What Is the High-Performing Building as a Product? 39118.2 What Does Success Look Like? 39218.3 How Can This Be Done? 39518.4 Real-Life Examples 40018.5 Summary 432Notes 433References 433Afterword 435By J. Stuart Eckblad, FAIA, VP Major Construction, UCSF Medical Center Creating a “Best for Project” Culture 435Afterword 437By Eric R. Lamb, Management Committee, DPR Construction Where to Next? 438Index 439

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 xiBy William McDonough, FAIA, Int. FRIBAForeword xvBy Phillip G. Bernstein, FAIA, RIBA, LEED® AP, VP Strategic Industry Relations, Autodesk, Inc.Preface xixAcknowledgments xxviiCHAPTER 1 What Would Make Us Proud? 11.1 Current State of Facility Performance 11.2 What If? 31.3 A Way Forward 5Notes 9References 9CHAPTER 2 Transitioning to Integrated Project Delivery: The Owner’s Experience 112.1 The Road to IPD 132.2 The Owner’s Role 142.3 Organizing the Owner 182.4 Resistance from Within 192.5 Resistance from the AEC Community 202.6 Education and Training 212.7 The IPD Contract 222.8 The Right Level of Challenge 232.9 Frustrations 242.10 Target Value Design 252.11 Reliability 262.12 Value 262.13 Would You Do It Again? 282.14 Advice to Other Owners 282.15 Humanity and Morale 292.16 Summary 30Note 30References 30CHAPTER 3 A Simple Framework 313.1 A Roadmap for Integrating Project Delivery 313.2 High-Performance Buildings 333.3 Integrated Systems 383.4 Process Integration 403.5 Integrated Organization 413.6 Integrated Information 423.7 Connecting the Dots 423.8 Applying the Simple Framework 483.9 Reflections 513.10 Summary 51Notes 52References 53CHAPTER 4 Defining High-Performing Buildings 554.1 What Is a High-Performing Building? 554.2 What Does Success Look Like? 574.3 How Can This Be Done? 594.4 Interconnections 674.5 Reflections 674.6 Summary 69Reference 69CHAPTER 5 Achieving Highly Valuable Buildings 715.1 What Is a Highly Valuable Building? 715.2 What Does Success Look Like? 715.3 How Can This Be Done? 725.4 Real-Life Examples 895.5 Interconnections 925.6 Reflections 935.7 Summary 94Note 95References 95CHAPTER 6 Integrating the Building’s Systems 976.1 What Are Integrated Systems? 976.2 What Does Success Look Like? 986.3 How Can This Be Done? 996.4 Real-Life Examples 1066.5 Interconnections 1116.6 Reflections 1126.7 Summary 112Notes 113Reference 113CHAPTER 7 Integrating Process Knowledge 1157.1 What Is Integrating Process Knowledge? 1157.2 What Does Success Look Like? 1157.3 How Can This Be Done? 1167.4 Real-Life Examples 1207.5 Interconnections 1417.6 Reflections 1427.7 Summary 143Note 143References 144CHAPTER 8 Integrating the Project Organization 1458.1 Introduction 1458.2 What Is Integrated Organization? 1478.3 What Does Success Look Like? 1488.4 How Can This Be Done? 1498.5 Real-Life Examples 1678.6 A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project 1768.7 Interconnections 1858.8 Reflections 1868.9 Summary 187Notes 188References 189CHAPTER 9 Leading Integrated Project Teams 1919.1 Introduction 1919.2 What Are IPD Teams? 1929.3 What Does Success Look Like? 1929.4 How Can This Be Done? 1939.5 Interconnections 2069.6 Reflections 2069.7 Summary 206Notes 206References 207CHAPTER 10 Integrating Project Information 20910.1 Why Bother? 20910.2 What Is Integrated Information? 21010.3 What Does Success Look Like? 21210.4 How Can This Be Done? 21510.5 Examples and Benefits of Integrated Information Systems 21910.6 Interconnections 23110.7 Reflections 23210.8 Summary 232Notes 233References 233CHAPTER 11 Managing with Metrics 23511.1 What Are Measurable Value and Control? How Do They Relate? 23511.2 What Does Success Look Like? 23611.3 How Does a Project Team Measure and Control the Delivery of Value? 23711.4 Interconnections 26111.5 Reflections 26211.6 Summary 262Note 262References 263CHAPTER 12 Visualizing and Simulating Building Performance 26512.1 What Are Simulation and Visualization? 26512.2 What Does Success Look Like? 26712.3 How Can This Be Done? 26912.4 Real-Life Examples 28512.5 Interconnections 29012.6 Reflections 29012.7 Summary 291Notes 292References 293CHAPTER 13 Collaborating in an Integrated Project 29513.1 So What’s the Problem? 29513.2 What Is Collaboration, Really? 29613.3 What Does Success Look Like? 29613.4 How Can This Be Done? 29713.5 Real-Life Examples 30913.6 Interconnections 31313.7 Reflections 31313.8 Summary 314Notes 314References 314CHAPTER 14 Co-locating to Improve Performance 31714.1 Aspirin for Integration 31714.2 What Is Co-location, Exactly? 31814.3 What Does Success Look Like? 31814.4 How Can This Be Done? 31914.5 Real-Life Example 32914.6 Interconnections 33314.7 Reflections 33314.8 Summary 333References 334CHAPTER 15 Managing Production as an Integrated Team 33515.1 What Is Integrated Production Management? 33515.2 What Does Success Look Like? 33515.3 How Can This Be Done? 33615.4 Real-Life Example 33915.5 Interconnections 35215.6 Reflection 35415.7 Summary 354References 355CHAPTER 16 Avoiding the Pitfalls of Traditional Contracts 35716.1 Traditional Contracts Create an Inherently Antagonistic Environment 35816.2 Traditional Contracts Are Based on a Piecework Business Model 35816.3 Traditional Contracts Rigidly Divide Work Based on Traditional Roles 35916.4 Traditional Contracts Constrain Communication to Specific and Inefficient Paths 36016.5 Traditional Contracts Reward Individual, Not Group, Performance 36116.6 Collaboration without an IPD Agreement Can Increase Risk 36116.7 And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? 36216.8 Summary 363Notes 363References 364CHAPTER 17 Contracting for Project Integration 36517.1 Introduction 36517.2 Is the IPD Contract Really Necessary? 36617.3 Deal First, Contract Second 36717.4 The IPD Contracting Mindset 36717.5 A New Business Model 36917.6 A New Contract Structure 37117.7 Negotiating the IPD Contract 38117.8 IPD Contract Forms 38317.9 A Parallel Path: The U.K. Experience 38517.10 Interconnections 38717.11 Reflections 38817.12 Summary 388Notes 388References 390CHAPTER 18 Delivering the High-Performing Building as a Product 39118.1 What Is the High-Performing Building as a Product? 39118.2 What Does Success Look Like? 39218.3 How Can This Be Done? 39518.4 Real-Life Examples 40018.5 Summary 432Notes 433References 433Afterword 435By J. Stuart Eckblad, FAIA, VP Major Construction, UCSF Medical Center Creating a “Best for Project” Culture 435Afterword 437By Eric R. Lamb, Management Committee, DPR Construction Where to Next? 438Index 439

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 xiBy William McDonough, FAIA, Int. FRIBAForeword xvBy Phillip G. Bernstein, FAIA, RIBA, LEED® AP, VP Strategic Industry Relations, Autodesk, Inc.Preface xixAcknowledgments xxviiCHAPTER 1 What Would Make Us Proud? 11.1 Current State of Facility Performance 11.2 What If? 31.3 A Way Forward 5Notes 9References 9CHAPTER 2 Transitioning to Integrated Project Delivery: The Owner’s Experience 112.1 The Road to IPD 132.2 The Owner’s Role 142.3 Organizing the Owner 182.4 Resistance from Within 192.5 Resistance from the AEC Community 202.6 Education and Training 212.7 The IPD Contract 222.8 The Right Level of Challenge 232.9 Frustrations 242.10 Target Value Design 252.11 Reliability 262.12 Value 262.13 Would You Do It Again? 282.14 Advice to Other Owners 282.15 Humanity and Morale 292.16 Summary 30Note 30References 30CHAPTER 3 A Simple Framework 313.1 A Roadmap for Integrating Project Delivery 313.2 High-Performance Buildings 333.3 Integrated Systems 383.4 Process Integration 403.5 Integrated Organization 413.6 Integrated Information 423.7 Connecting the Dots 423.8 Applying the Simple Framework 483.9 Reflections 513.10 Summary 51Notes 52References 53CHAPTER 4 Defining High-Performing Buildings 554.1 What Is a High-Performing Building? 554.2 What Does Success Look Like? 574.3 How Can This Be Done? 594.4 Interconnections 674.5 Reflections 674.6 Summary 69Reference 69CHAPTER 5 Achieving Highly Valuable Buildings 715.1 What Is a Highly Valuable Building? 715.2 What Does Success Look Like? 715.3 How Can This Be Done? 725.4 Real-Life Examples 895.5 Interconnections 925.6 Reflections 935.7 Summary 94Note 95References 95CHAPTER 6 Integrating the Building’s Systems 976.1 What Are Integrated Systems? 976.2 What Does Success Look Like? 986.3 How Can This Be Done? 996.4 Real-Life Examples 1066.5 Interconnections 1116.6 Reflections 1126.7 Summary 112Notes 113Reference 113CHAPTER 7 Integrating Process Knowledge 1157.1 What Is Integrating Process Knowledge? 1157.2 What Does Success Look Like? 1157.3 How Can This Be Done? 1167.4 Real-Life Examples 1207.5 Interconnections 1417.6 Reflections 1427.7 Summary 143Note 143References 144CHAPTER 8 Integrating the Project Organization 1458.1 Introduction 1458.2 What Is Integrated Organization? 1478.3 What Does Success Look Like? 1488.4 How Can This Be Done? 1498.5 Real-Life Examples 1678.6 A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project 1768.7 Interconnections 1858.8 Reflections 1868.9 Summary 187Notes 188References 189CHAPTER 9 Leading Integrated Project Teams 1919.1 Introduction 1919.2 What Are IPD Teams? 1929.3 What Does Success Look Like? 1929.4 How Can This Be Done? 1939.5 Interconnections 2069.6 Reflections 2069.7 Summary 206Notes 206References 207CHAPTER 10 Integrating Project Information 20910.1 Why Bother? 20910.2 What Is Integrated Information? 21010.3 What Does Success Look Like? 21210.4 How Can This Be Done? 21510.5 Examples and Benefits of Integrated Information Systems 21910.6 Interconnections 23110.7 Reflections 23210.8 Summary 232Notes 233References 233CHAPTER 11 Managing with Metrics 23511.1 What Are Measurable Value and Control? How Do They Relate? 23511.2 What Does Success Look Like? 23611.3 How Does a Project Team Measure and Control the Delivery of Value? 23711.4 Interconnections 26111.5 Reflections 26211.6 Summary 262Note 262References 263CHAPTER 12 Visualizing and Simulating Building Performance 26512.1 What Are Simulation and Visualization? 26512.2 What Does Success Look Like? 26712.3 How Can This Be Done? 26912.4 Real-Life Examples 28512.5 Interconnections 29012.6 Reflections 29012.7 Summary 291Notes 292References 293CHAPTER 13 Collaborating in an Integrated Project 29513.1 So What’s the Problem? 29513.2 What Is Collaboration, Really? 29613.3 What Does Success Look Like? 29613.4 How Can This Be Done? 29713.5 Real-Life Examples 30913.6 Interconnections 31313.7 Reflections 31313.8 Summary 314Notes 314References 314CHAPTER 14 Co-locating to Improve Performance 31714.1 Aspirin for Integration 31714.2 What Is Co-location, Exactly? 31814.3 What Does Success Look Like? 31814.4 How Can This Be Done? 31914.5 Real-Life Example 32914.6 Interconnections 33314.7 Reflections 33314.8 Summary 333References 334CHAPTER 15 Managing Production as an Integrated Team 33515.1 What Is Integrated Production Management? 33515.2 What Does Success Look Like? 33515.3 How Can This Be Done? 33615.4 Real-Life Example 33915.5 Interconnections 35215.6 Reflection 35415.7 Summary 354References 355CHAPTER 16 Avoiding the Pitfalls of Traditional Contracts 35716.1 Traditional Contracts Create an Inherently Antagonistic Environment 35816.2 Traditional Contracts Are Based on a Piecework Business Model 35816.3 Traditional Contracts Rigidly Divide Work Based on Traditional Roles 35916.4 Traditional Contracts Constrain Communication to Specific and Inefficient Paths 36016.5 Traditional Contracts Reward Individual, Not Group, Performance 36116.6 Collaboration without an IPD Agreement Can Increase Risk 36116.7 And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? 36216.8 Summary 363Notes 363References 364CHAPTER 17 Contracting for Project Integration 36517.1 Introduction 36517.2 Is the IPD Contract Really Necessary? 36617.3 Deal First, Contract Second 36717.4 The IPD Contracting Mindset 36717.5 A New Business Model 36917.6 A New Contract Structure 37117.7 Negotiating the IPD Contract 38117.8 IPD Contract Forms 38317.9 A Parallel Path: The U.K. Experience 38517.10 Interconnections 38717.11 Reflections 38817.12 Summary 388Notes 388References 390CHAPTER 18 Delivering the High-Performing Building as a Product 39118.1 What Is the High-Performing Building as a Product? 39118.2 What Does Success Look Like? 39218.3 How Can This Be Done? 39518.4 Real-Life Examples 40018.5 Summary 432Notes 433References 433Afterword 435By J. Stuart Eckblad, FAIA, VP Major Construction, UCSF Medical Center Creating a “Best for Project” Culture 435Afterword 437By Eric R. Lamb, Management Committee, DPR Construction Where to Next? 438Index 439