Integrating Project Delivery (inbunden)
Format
Inbunden (Hardback)
Språk
Engelska
Antal sidor
480
Utgivningsdatum
2017-03-17
Upplaga
1
Förlag
John Wiley & Sons Inc
Medarbetare
Dean (förf.)
Dimensioner
254 x 203 x 25 mm
Vikt
997 g
Antal komponenter
1
ISBN
9780470587355
Integrating Project Delivery (inbunden)

Integrating Project Delivery

Inbunden Engelska, 2017-03-17
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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.
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Övrig information

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.

Innehållsförteckning

Foreword xi By William McDonough, FAIA, Int. FRIBA Foreword xv By Phillip G. Bernstein, FAIA, RIBA, LEED(R) 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.