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008 200713s2017 xx o ||||0 eng d
020 9781118415382|q(electronic bk.)
020 |z9780470587355
035 (MiAaPQ)EBC4816364
035 (Au-PeEL)EBL4816364
035 (CaPaEBR)ebr11355643
035 (CaONFJC)MIL995705
035 (OCoLC)975224502
040 MiAaPQ|beng|erda|epn|cMiAaPQ|dMiAaPQ
050 4 HD69.P75
082 0 658.404
100 1 Fischer, Martin
245 10 Integrating Project Delivery
264 1 Somerset :|bJohn Wiley & Sons, Incorporated,|c2017
264 4 |c©2017
300 1 online resource (560 pages)
336 text|btxt|2rdacontent
337 computer|bc|2rdamedia
338 online resource|bcr|2rdacarrier
505 0 Intro -- Title Page -- Copyright -- Table of Contents --
Foreword -- Foreword -- Preface -- What This Book Is About
-- Harder without a Map -- How This Book Is Organized --
Getting the Most Out of This Book -- References --
Acknowledgments -- Chapter 1: What Would Make Us Proud? --
1.1 Current State of Facility Performance -- 1.2 What If?
-- 1.3 A Way Forward -- Notes -- References -- Chapter 2:
Transitioning to Integrated Project Delivery: The Owner's
Experience -- 2.1 The Road to IPD -- 2.2 The Owner's Role
-- 2.3 Organizing the Owner -- 2.4 Resistance from Within
-- 2.5 Resistance from the AEC Community -- 2.6 Education
and Training -- 2.7 The IPD Contract -- 2.8 The Right
Level of Challenge -- 2.9 Frustrations -- 2.10 Target
Value Design -- 2.11 Reliability -- 2.12 Value -- 2.13
Would You Do It Again? -- 2.14 Advice to Other Owners --
2.15 Humanity and Morale -- 2.16 Summary -- Note --
References -- Chapter 3: A Simple Framework -- 3.1 A
Roadmap for Integrating Project Delivery -- 3.2 High-
Performance Buildings -- 3.3 Integrated Systems -- 3.4
Process Integration -- 3.5 Integrated Organization -- 3.6
Integrated Information -- 3.7 Connecting the Dots -- 3.8
Applying the Simple Framework -- 3.9 Reflections -- 3.10
Summary -- Notes -- References -- Chapter 4: Defining High
-Performing Buildings -- 4.1 What Is a High-Performing
Building? -- 4.2 What Does Success Look Like? -- 4.3 How
Can This Be Done? -- 4.4 Interconnections -- 4.5
Reflections -- 4.6 Summary -- Reference -- Chapter 5:
Achieving Highly Valuable Buildings -- 5.1 What Is a
Highly Valuable Building? -- 5.2 What Does Success Look
Like? -- 5.3 How Can This Be Done? -- 5.4 Real-Life
Examples -- 5.5 Interconnections -- 5.6 Reflections -- 5.7
Summary -- Note -- References -- Chapter 6: Integrating
the Building's Systems -- 6.1 What Are Integrated Systems?
505 8 6.2 What Does Success Look Like? -- 6.3 How Can This Be
Done? -- 6.4 Real-Life Examples -- 6.5 Interconnections --
6.6 Reflections -- 6.7 Summary -- Notes -- Reference --
Chapter 7: Integrating Process Knowledge -- 7.1 What Is
Integrating Process Knowledge? -- 7.2 What Does Success
Look Like? -- 7.3 How Can This Be Done? -- 7.4 Real-Life
Examples -- 7.5 Interconnections -- 7.6 Reflections -- 7.7
Summary -- Note -- References -- Chapter 8: Integrating
the Project Organization -- 8.1 Introduction -- 8.2 What
Is Integrated Organization? -- 8.3 What Does Success Look
Like? -- 8.4 How Can This Be Done? -- 8.5 Real-Life
Examples -- 8.6 A Case Study: Integrating the UCSF Medical
Center Mission Bay Hospitals Project -- 8.7
Interconnections -- 8.8 Reflections -- 8.9 Summary --
Notes -- References -- Chapter 9: Leading Integrated
Project Teams -- 9.1 Introduction -- 9.2 What Are IPD
Teams? -- 9.3 What Does Success Look Like? -- 9.4 How Can
This Be Done? -- 9.5 Interconnections -- 9.6 Reflections -
- 9.7 Summary -- Notes -- References -- Chapter 10:
Integrating Project Information -- 10.1 Why Bother? --
10.2 What Is Integrated Information? -- 10.3 What Does
Success Look Like? -- 10.4 How Can This Be Done? -- 10.5
Examples and Benefits of Integrated Information Systems --
10.6 Interconnections -- 10.7 Reflections -- 10.8 Summary
-- Notes -- References -- Chapter 11: Managing with
Metrics -- 11.1 What Are Measurable Value and Control? How
Do They Relate? -- 11.2 What Does Success Look Like? --
11.3 How Does a Project Team Measure and Control the
Delivery of Value? -- 11.4 Interconnections -- 11.5
Reflections -- 11.6 Summary -- Note -- References --
Chapter 12: Visualizing and Simulating Building
Performance -- 12.1 What Are Simulation and Visualization?
-- 12.2 What Does Success Look Like? -- 12.3 How Can This
Be Done? -- 12.4 Real-Life Examples
505 8 12.5 Interconnections -- 12.6 Reflections -- 12.7 Summary
-- Notes -- References -- Chapter 13: Collaborating in an
Integrated Project -- 13.1 So What's the Problem? -- 13.2
What Is Collaboration, Really? -- 13.3 What Does Success
Look Like? -- 13.4 How Can This Be Done? -- 13.5 Real-Life
Examples -- 13.6 Interconnections -- 13.7 Reflections --
13.8 Summary -- Notes -- References -- Chapter 14: Co-
locating to Improve Performance -- 14.1 Aspirin for
Integration -- 14.2 What Is Co-location, Exactly? -- 14.3
What Does Success Look Like? -- 14.4 How Can This Be Done?
-- 14.5 Real-Life Example -- 14.6 Interconnections -- 14.7
Reflections -- 14.8 Summary -- References -- Chapter 15:
Managing Production as an Integrated Team -- 15.1 What Is
Integrated Production Management? -- 15.2 What Does
Success Look Like? -- 15.3 How Can This Be Done? -- 15.4
Real-Life Example -- 15.5 Interconnections -- 15.6
Reflection -- 15.7 Summary -- References -- Chapter 16:
Avoiding the Pitfalls of Traditional Contracts -- 16.1
Traditional Contracts Create an Inherently Antagonistic
Environment -- 16.2 Traditional Contracts Are Based on a
Piecework Business Model -- 16.3 Traditional Contracts
Rigidly Divide Work Based on Traditional Roles -- 16.4
Traditional Contracts Constrain Communication to Specific
and Inefficient Paths -- 16.5 Traditional Contracts Reward
Individual, Not Group, Performance -- 16.6 Collaboration
without an IPD Agreement Can Increase Risk -- 16.7 And if
Traditional Contracting Is So Successful, How Do We
Explain the Outcomes? -- 16.8 Summary -- Notes --
References -- Chapter 17: Contracting for Project
Integration -- 17.1 Introduction -- 17.2 Is the IPD
Contract Really Necessary? -- 17.3 Deal First, Contract
Second -- 17.4 The IPD Contracting Mindset -- 17.5 A New
Business Model -- 17.6 A New Contract Structure -- 17.7
Negotiating the IPD Contract
505 8 17.8 IPD Contract Forms -- 17.9 A Parallel Path: The U.K.
Experience -- 17.10 Interconnections -- 17.11 Reflections
-- 17.12 Summary -- Notes -- References -- Chapter 18:
Delivering the High-Performing Building as a Product --
18.1 What Is the High-Performing Building as a Product? --
18.2 What Does Success Look Like? -- 18.3 How Can This Be
Done? -- 18.4 Real-Life Examples -- 18.5 Summary -- Notes
-- References -- Afterword -- Creating a "Best for
Project" Culture -- Afterword -- Where to Next? -- Index -
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590 Electronic reproduction. Ann Arbor, Michigan : ProQuest
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655 4 Electronic books
700 1 Khanzode, Atul
700 1 Reed, Dean
700 1 Ashcraft, Howard W
776 08 |iPrint version:|aFischer, Martin|tIntegrating Project
Delivery|dSomerset : John Wiley & Sons, Incorporated,c2017
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