Integrating Project Delivery

Fischer, Martin

doi:10.1002/9781119049272

Cited by 105 publications

(108 citation statements)

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“…An essential aspect of project delivery is the construction team that delivers the project. As described by Fischer et al (2017), teams are the primary operational elements of the IPD organisation, and making the team work effectively together is therefore vital for the project outcome. However, the best structuring and management of IPD teams is not well researched.…”

Section: Project Teams In Construction Projectsmentioning

confidence: 99%

Effects of IPD in Norway – A Case Study of the Tønsberg Project

Simonsen¹,

Skoglund²,

Engebø³

et al. 2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

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The study aims to identify the effects of implemented elements of Integrated Project Delivery (IPD) on the production phase, and the effect on team, individual and task needs. The paper advances research on IPD in practice and facilitates better transition to IPD to resolve challenges in the construction industry. The research includes a single case study of the Tønsberg Project in Norway, combined with a literature review. The case study consists of a document study and semi-structured interviews with key informants from the contractor. The research established that too many elements were attempted implemented at once, causing a tendency to fall back on traditional ways of doing things when the process lagged. Even so, the interviewees saw great potential in IPD, with more education and training. Furthermore, the experienced effects in the Tønsberg Project fulfilled team needs to a greater extent than individual and task needs. This reflects the IPD idea of the owner, contractor and designer working together as a unit and shows the value of leaders using IPD. The research is limited by a single case study and the contractor's perspective. Further work might study different projects or increase the differentiation in roles and data collection.

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Section: Project Teams In Construction Projectsmentioning

confidence: 99%

Effects of IPD in Norway – A Case Study of the Tønsberg Project

Simonsen¹,

Skoglund²,

Engebø³

et al. 2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

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“…In the architecture, engineering, and construction (AEC) industry, MDO has been stated to be used "to improve product quality and reduce time to market" [11]. Some cited benefits of MDO are "22 percent cost savings on average…20 percent less time" [12], "maximize energy efficiency" [13], and "reducing total project construction cost by 7 percent" [11], "in a multidisciplinary design environment, use of the collaborative architecture provides additional operational advantages" [14], and "collaborative design is an emerging promising field…optimizing the use of materials and energy can be effectively achieved using these new technologies" [15]. The following KPI's have been identified as project performance objectives achieved through good design optimization; i)Cost savings, ii) Schedule savings, iii) Energy/water efficiency, iv) Operational Functionality, v) Adaptability, and vi) Material Optimization (Reduced waste)…”

Section: Comparison Of Kpis In Commercial Building and Infrastructurementioning

confidence: 99%

Comparison of Key Project Performance Indicators of Different Construction Sectors in Terms of Collaboration and Integration

Barutha¹,

Jeong²,

Kang³

2019

Proceedings of the Creative Construction Conference 2019

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There is strong evidence to suggest that the use of collaboration and integration principles and methods improve overall project performance in the construction industry. Commercial Integrated Project Delivery (IPD) and Civil Infrastructure Alliance Contracting have specific collaboration and integration principles that define each as a unique delivery method. This paper investigates the similarities and differences between IPD and alliancing in terms of their key principles and explains the differences using the inherent differences between the construction sectors that have dominantly used each of the project delivery methods. The study uses 14 key performance indicators that are typically used to measure the performance of construction projects categorized into a) design optimization and b) construction risk management. The study concludes that IPD is more preferable for projects that require design optimization as the major KPI while alliancing might be more suitable for projects that deal with a significant amount of construction risks. The findings of this study can serve as a guide to properly identify collaboration and integration principles that will allow for better and enhanced project performance in a specific construction sector.

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“…Fischer, Ashcraft, Reed and Khanzode went beyond Tillmann and her co-authors' idea of an integrated organization to the bigger idea of a system model, where each element depends on all the others and can consistently produce a high-performing facility (Fischer et al 2014;Fischer et al 2017).…”

Section: Lean Production and Integrationmentioning

confidence: 99%

“…However, traditional practice focuses primarily on designing a building primarily for lowest construction cost and fastest delivery. Project objectives and client objectives are not aligned (Evbuomwan & Anumba 1998;Fischer et al 2017).…”

Section: Client Goals and Project Objectivesmentioning

confidence: 99%

Integration Enabled by Virtual Design & Construction as a Lean Implementation Strategy

Rischmoller¹,

Reed²,

Khanzode³

et al. 2018

26th Annual Conference of the International Group for Lean Construction

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This theory paper probes the intersections of Lean, Mass Production and conventional Construction, Lean Construction, the Simple Framework for Integrating Project Delivery model, and Virtual Design and Construction (VDC). The authors argue that Toyota recognized that integration was necessary to achieve the goal of global optimization in design and production and that this imperative confronts Lean Construction today. They briefly describe the Simple Framework for Integrating Project Delivery as a system model to achieve the high level of integration required to deliver a valuable, highperforming building. Then they focus on how VDC fits within and enables the Simple Framework model, explaining each element of VDC and how project teams can leverage it to consistently deliver high-performing buildings.

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Integrating Project Delivery

Cited by 105 publications

References 0 publications

Effects of IPD in Norway – A Case Study of the Tønsberg Project

Effects of IPD in Norway – A Case Study of the Tønsberg Project

Comparison of Key Project Performance Indicators of Different Construction Sectors in Terms of Collaboration and Integration

Integration Enabled by Virtual Design & Construction as a Lean Implementation Strategy

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