Bibliographies thématiques / Project Design, Integrated Project Delivery (IPD)

Littérature scientifique sur le sujet « Project Design, Integrated Project Delivery (IPD) »

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Publié le 10 mars 2023

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Articles de revues sur le sujet "Project Design, Integrated Project Delivery (IPD)"

Mohamed Salleh, Rozana, Nur Emma Mustaffa, Nafisah Abdul Rahiman, Hamizah Liyana Tajul Ariffin et Norazam Othman. « THE PROPENSITY OF BUILDING INFORMATION MODELLING AND INTEGRATED PROJECT DELIVERY IN BUILDING CONSTRUCTION PROJECT ». International Journal of Built Environment and Sustainability 6, n^o 1-2 (1 avril 2019) : 83–90. http://dx.doi.org/10.11113/ijbes.v6.n1-2.386.

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The Building Information Modelling (BIM) implementation is to create a centralised knowledge sharing resource that contains all the necessary design and operational information about the project. BIM is a collaborative approach and integrated project delivery to design and delivery embraced by various construction teams in the construction projects. In the context of the most suitable project delivery to be used, with regards to the use of BIM, the Integrated Project Delivery (IPD) approach is highlighted as the best method which correlates building procurement of the design-to-construction business process through literature review analysis. IPD is developed as project delivery system that integrates people in effective collaborative approach between the key players in the project. IPD is going to be particularly beneficial for BIM because the contracts relation between the contractor, designers, consultants, constructors, sub-contractors and suppliers were binded and expressly determined at earlier stage. This relationship between these two subjects will helped the project team to achieve the project goals in terms of timely schedule, life cycle costs, quality and sustainability in construction project. Therefore, this study investigates on the propensity of the best methodology of project delivery system which can correlate with procurement adoption for projects adapt BIM concept. This is a descriptive study and the method used is based on review of the literature in relation to BIM and IPD. The analysis revealed that propensity of adopting IPD project delivery and the adoption of BIM are based on these factors: improve the communication, closer collaboration; liability and legal relationships are specifically determined, the best quality outcome; and lastly with reductions in design and construction period, it provides a cost effectiveness and a saving in overall construction period.

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Andary, Elie Georges, Caesar Abi Shdid, Arindam Chowdhury et Irtishad Ahmad. « Integrated project delivery implementation framework for water and wastewater treatment plant projects ». Engineering, Construction and Architectural Management 27, n^o 3 (1 novembre 2019) : 609–33. http://dx.doi.org/10.1108/ecam-02-2019-0075.

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Purpose The public nature of water and wastewater construction capital projects has rendered design-bid-build (DBB) as the delivery method of choice for such projects over the past years. Shortcomings inherent to DBB have had a negative effect on the key performance indicators (KPIs) of these projects. Numerous studies have been published about the benefits offered by integrated project delivery (IPD) in improving the delivery of DBB projects. Links correlating IPD principles to improvements in KPIs of DBB construction projects have not been established scientifically, thus leaving owners with no guidance on which IPD principle(s) to implement in order to improve a particular project KPI. The paper aims to discuss this issue. Design/methodology/approach Actual data were collected from 43 water and wastewater construction projects – including two control projects with full implementation of selective IPD principles – and used to compute major projects KPIs. Regression analysis and a focus group are then utilized to determine the effect of each implemented IPD principle on various project KPIs. Findings Implementation of open communication was found to have a significant effect on reducing project cost overrun, and the co-location of teams significantly reduced the time to respond to RFIs. Collaborative decision making significantly reduced the cost of field rework. Other IPD principles showed less-significant effects on project KPIs and were concluded to be ineffective at improving the projects’ performance. Practical implications An implementation framework is developed that can guide utility owners on which IPD principle(s) to implement in order to improve specific project KPIs. Originality/value This study demonstrates that not all IPD principles will result in performance improvement of a project. A selective and cost-effective implementation of certain IPD principle will have to be based on the nature of the project and the particular KPIs targeted for improvement.

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Mesa, Harrison A., Keith R. Molenaar et Luis F. Alarcón. « Modeling Supply Chain Integration in an Integrated Project Delivery System ». Sustainability 12, n^o 12 (23 juin 2020) : 5092. http://dx.doi.org/10.3390/su12125092.

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The supply chain relationship is an essential factor in the performance of Integrated Project Delivery (IPD). The IPD system encourages the early involvement of key participants in the design stage. Consequently, this early involvement requires a new configuration of the supply chain relationship in the IPD system. However, there is a lack of knowledge in understanding the performance of the supply chain relationship in the IPD system. To fill this gap, we applied a simulation model, Virtual Design Team (VDT), to explore the dynamics of the supply chain integration in terms of project organization and project delivery process in design. This study presents a conceptual and qualitative analysis of the VDT model applied in two IPD projects. The results explored different behaviors of integration at inter-organizational and project levels throughout project organization, contractual and technological mechanisms of coordination. The project organization characteristics influence the performance of the construction supply chain.

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Kantola, Mikko, et Arto Saari. « Project delivery systems for nZEB projects ». Facilities 34, n^o 1/2 (1 février 2016) : 85–100. http://dx.doi.org/10.1108/f-03-2014-0025.

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Purpose – The paper aims to reveal the most functioning project delivery systems for nearly zero-energy building (nZEB) projects. The focus is set to reveal the qualities of the systems that support the nZEB goals and sustainability. Design/methodology/approach – Research method used in this paper is inductive reasoning. The reasoning is based on existing literature, and conclusions are drawn by combining pieces of that literature. Findings – The state-of-the-art heating, ventilation and air conditioning (HVAC) and insulation requirements of nZEB technology and the lack of experience in the industry regarding nZEB projects suggest that modern collaboration-based project delivery systems should be favoured. The authors found that the most suitable project delivery system for a standard nZEB project is the integrated project delivery (IPD), which binds the financial goals of the main parties together via a reimbursement solution: target pricing. The authors also found the construction management (CM) at-risk system a suitable solution, especially if it is modified by adding the tools utilised in the IPD approach, thereby making it an IPD lite system. Originality/value – The paper has value for the entire construction industry in Finland and European Union (EU). The owners and construction companies can use the findings in their development efforts towards nZEB construction. The EU 2020 nZEB degree makes all the findings concerning practicalities of nZEB projects valuable due to the lack of time and the lack of experience in the industry.

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Khanna, Manas, Faris Faris Elghaish, Stephen McIlwaine et Tara Tara Brooks. « Feasibility of implementing IPD approach for infrastructure projects in developing countries ». Journal of Information Technology in Construction 26 (4 novembre 2021) : 902–21. http://dx.doi.org/10.36680/j.itcon.2021.048.

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Alternative project delivery approaches have been proposed to overcome the inefficiencies of conventional delivery methods such as design-bid-build. Integrated Project Delivery (IPD) has recently emerged as a feasible substitute to traditional project delivery approaches. Despite widespread awareness of the benefits of IPD in integration with information and communication technology (ICT) to enhance the delivery of construction projects, IPD implementation has so far been sluggish in developing countries such as India. The feasibility of implementing IPD approach and applying its principles is investigated in this study. It assesses the maturity of delivery techniques, and the potential benefits and limitations of using IPD for infrastructure projects in developing countries, using India as a case study. This study has been carried out using an in-depth investigation of the literature in combination with a qualitative method involving interviews with ten highly experienced BIM professionals from the Indian AEC sector. The findings of this study have revealed that adopting integrated project delivery while leveraging the BIM process in conjunction with ICT has the potential to effectively deliver mega infrastructure projects in developing countries. The resistance to change, lack of experience and skills, and lack of awareness among project owners are recognized as the primary obstacles to IPD adoption. The main benefits for practice following adoption could include enhanced project delivery, more effective coordination among stakeholders, and greater transparency with cost and time savings through all stages of the project. It is recommended that the regulatory bodies establish governing standards and frameworks, amend regulations to accept IPD concepts, and upskill the workforce through training and knowledge transfer for its successful adoption. One novel aspect of this study may be recognized since most previous research has focused on limitations, benefits, and adoption frameworks for IPD whereas there has been no definitive study on the practicality of IPD combined with BIM and the use of ICT for successful infrastructure project delivery in developing countries. This study contributes to the body of knowledge by serving as an exemplary paper for future studies on the adoption of BIM and ICT approaches such as cloud computing, blockchain, IoT, and mixed realities to deliver projects with integrated project delivery. Furthermore, it provides a deeper understanding of the future of this delivery approach in developing nations.

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Abdirad, Hamid, et Carrie S. Dossick. « Restructuration of architectural practice in integrated project delivery (IPD) : two case studies ». Engineering, Construction and Architectural Management 26, n^o 1 (18 février 2019) : 104–17. http://dx.doi.org/10.1108/ecam-05-2018-0196.

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Purpose The purpose of this paper is to clarify that while integrated project delivery (IPD) methods can be momenta for restructuring architectural practice, they do not predetermine specific patterns of restructuration for the roles, responsibilities and services of architects. Design/methodology/approach This paper is based on a multiple case study design; two IPD projects were theoretically sampled and studied. The data collection methods included semi-structured interviews and observations. An inductive data analysis approach was applied to frame the phenomena, conduct cross-case comparisons and develop propositions. Findings While IPD implementations set expectations for new structures for practices, it is the project participants’ situated decisions that lead to the restructuration of some dimensions of architectural practice. The dimensions in this study included team formation, design leadership and collaboration and architectural services. IPD project participants locally changed and redefined conventional roles, responsibilities and project artifacts (e.g. drawings and models) that concerned design development and coordination. Practical implications IPD context, by itself, does not predetermine a fixed pattern of change in establishing designers’ roles, responsibilities and services because restructuration is highly negotiated amongst the IPD parties and can lead to different responses to this contractual setting. Contracts set expectations for collaborative behavior, but the fulfillment of these expectations is situated and emerging as project participants negotiate to develop practices. Originality/value While IPD research and guidelines aim to provide recipes for IPD implementation, this study contributes to the body of knowledge by clarifying that IPD is a context in which unprecedented ways of practice restructuration could emerge.

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Hamzeh, Farook, Farid Rached, Youssef Hraoui, Antoine Joseph Karam, Zeina Malaeb, Mounir El Asmar et Yara Abbas. « Integrated project delivery as an enabler for collaboration : a Middle East perspective ». Built Environment Project and Asset Management 9, n^o 3 (15 juillet 2019) : 334–47. http://dx.doi.org/10.1108/bepam-05-2018-0084.

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Purpose This study investigates the extent to which the popular forms of contract adopted in the Middle East (ME) address collaboration. The purpose of this paper is to assess how collaboration features weaved into the construct of integrated project delivery (IPD) may impact projects in the ME. In this context, the study identifies features in IPD and existing delivery methods that may enable or inhibit collaboration and evaluates their impact on project success from the perspective of various contract managers in the ME. Design/methodology/approach The study employs structured face-to-face interviews with 41 construction industry practitioners in top contract management positions in the ME to evaluate the significance of collaboration features in IPD. Data collected from the structured interviews/surveys were analyzed using statistical tools in R and Excel. Findings Results reveal that while experts recognize the collaboration benefits which IPD features may contribute to a project, the current contractual environment of the industry does not optimally encompass these features. The current status of project delivery does not favor IPD implementation nor does it enable its collaborative features. Originality/value This study contributes to the growing international body of knowledge addressing the application of collaborative contracts in construction projects, and it is innovative in evaluating collaboration features within IPD and exiting project deliveries in the ME.

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Paolillo, William, Branka V. Olson et Edward Straub. « People Centered Innovation : Enabling Lean Integrated Project Delivery and Disrupting the Construction Industry for a More Sustainable Future ». Journal of Construction Engineering 2016 (11 mai 2016) : 1–7. http://dx.doi.org/10.1155/2016/3704289.

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People-centered innovation is a paradigm shift in the construction industry. It is derived from the supposition that people not methods, schedules, or budgets deliver projects. Our data suggest that a multilevel, multidisciplinary project team through shared vision, values, and a common vernacular defines, designs, and delivers more successful projects than traditional methods. These projects meet the needs of shareholders, the community, stakeholders, and the planet. We employ the concepts of emotional intelligence and agency theory to explain an integrated project delivery (IPD) construction project using lean tactics that not only delivered, but also exceeded expectations resulting in a six-month schedule acceleration and $60M savings over the original estimated cost of the project calculated assuming traditional project delivery methods. The safety rating for this project was 50% better than the national average and the expected improvement in operating margin for the new building is 33% greater. This paper introduces the notion of people-centered innovation to an industry that has struggled to adapt and show positive results over recent decades. Our case study describes the significance of people-centered innovation in construction project delivery. We discuss the implications for the construction industry going forward.

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Yang, Yun Hui. « Green Building Implementation through Integrated Project Delivery System ». Advanced Materials Research 1065-1069 (décembre 2014) : 2177–81. http://dx.doi.org/10.4028/www.scientific.net/amr.1065-1069.2177.

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The building industry is undergoing a substantial transition period. There are three significant trends that are driving these changes in the industry. These trends are building information modeling (BIM), sustainable design and construction (green), and integrated project delivery system (IPD). They are not only re-shaping the building industry, but also reshaping the construction management and career education. This paper presents the advantages and challenges of green building implementation through integrated project delivery system (IPD). Which was refined based on literature reviews, requests for information from professionals and members of the industry advisory group.

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Rowlinson, Steve. « Building information modelling, integrated project delivery and all that ». Construction Innovation 17, n^o 1 (3 janvier 2017) : 45–49. http://dx.doi.org/10.1108/ci-05-2016-0025.

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Purpose This paper aims to review the development of building information modelling (BIM) and integrated project delivery (IPD) in recent years and the process changes that BIM and IPD require. Design/methodology/approach A qualitative research methodology was applied which involved a comprehensive review of relevant literature leading to a better understanding of the history and development of BIM and IPD. A way forward is suggested for the future development of BIM and IPD. Findings The research revealed that the IPD approach is already ingrained within certain organisations and their supply chains. The issues of political will and business desire to change the existing procurement systems are examined. The need for fit with regional and national economic and cultural characteristics is a pre-requisite for successful change. Collaborative working, information exchange and trust only exist within the context of a trusted and reliable building information model that all can access, understand and manage. Originality/value This research pointed out that there is a need to overcome the institutional inertia that besets governments and their agencies and suggested that exemplar institutions and their projects are needed to lead the industry by integrating BIM into IPD through process change.

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Thèses sur le sujet "Project Design, Integrated Project Delivery (IPD)"

Ahlbäck, Moa. « Integrerade arbetsmetoder med Virtual Design and Construction ». Thesis, KTH, Fastigheter och byggande, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-231601.

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Virtual Design and Construction (VDC) introducerades tidigt på 2000-talet för att främja ett arbete med datorbaserade modeller samt involvering av produktionsplanering i designfasen. VDC är ett koncept som idag har anammats inom många bygg- och konsultföretag för att utveckla arbetet med Building Information Model (BIM), innovationer och samverkan inom byggprojekt. Konceptet VDC förändras ständigt och omdefinieras av enskilda individer och företag. Det här resulterar i att det råder en begreppsförvirring hur VDC ska definieras och hur arbete med VDC ska genomföras. Vidare tenderar många byggprojekt att vara fragmenterade med projektmedlemmar som främst fokuserar på sitt eget teknikområde. För att minska fragmentering mellan projektmedlemmar kan integrerade arbetsmetoder tillämpas. Syftet med examensarbetet är därför dels att undersöka innebörden av VDC som koncept och även hur VDC kan stimulera integrerade arbetsmetoder. Ämnet utforskas kvalitativt med vetenskaplig litteratur och intervjustudie. Den vetenskapliga litteraturen definierar konceptuellt VDC och två integrerade arbetsmetoder Integrated Concurrent Engineering (ICE) och Integrated Project Delivery (IPD). Varvid intervjustudien inkluderar respondenter från byggsektorn vars reflektioner om det studerade ämnet presenteras. Studien är geografiskt avgränsad till Sverige. I resultatet påvisas den rådande tvetydigheten huruvida VDC definieras. För att undvika begreppsförvirring kan det vara behövligt med en gemensam definition av VDC i byggbranschen och även nationella riktlinjer vilka beskriver hur arbete med VDC ska utföras. Vidare kan VDC stimulera ett integrerat arbetssätt genom en ökad samhörighet inom byggprojekt med bland annat gemensamma formuleringar av projektmål och gemensam problemlösning mellan projektmedlemmar.
Virtual Design and Construction (VDC) was introduced early in the 21st century in order to encourage work with computer based models and construction planning in the design phase. VDC is a concept that has been embraced by several construction and consulting companies in order to develop their work with Building Information Model (BIM), innovations and cooperation within construction projects. VDC is a concept that keeps evolving and is being redefined by individuals and companies. This has contributed to a conceptual confusion within the construction sector about the definition of VDC. Furthermore, construction projects tend to be fragmented with project members that are working in silos and primarily focusing on their own discipline. In order to decrease the fragmentation within construction projects integrated working methods can be applied. Therefor the purpose of this master thesis is to explore the concept VDC and how it can stimulate integrated working methods. The study is examined using qualitative methods based on scientific literature and an interview study. The scientific literature is defining VDC conceptually and two integrated working methods Integrated Concurrent Engineering (ICE) and Integrated Project Delivery (IPD). Furthermore, the interview study includes respondents from the construction industry whose reflections and thoughts about the subject are being presented. The study is geographically limited to Sweden. The result shows the current ambiguity of how VDC is defined. In order to avoid a conceptual confusion a common definition should be formulated with national guidelines that describe how work with VDC should be conducted. Furthermore, VDC can stimulate an integrated approach through increased cohesion within construction projects, including common objectives within the project and joint problem solving between project members.

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Niemi, Anton, et Stefan Johansson. « Integrated Project Delivery ». Thesis, Luleå tekniska universitet, Institutionen för samhällsbyggnad och naturresurser, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-75047.

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Fish, Amanda. « Integrated project delivery : the obstacles of implementation ». Kansas State University, 2011. http://hdl.handle.net/2097/8554.

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Master of Science
Department of Architectural Engineering and Construction Science
Julia A. Keen
The purpose of this report is to provide information on Integrated Project Delivery (IPD) as a construction project delivery method and identify some of the obstacles that are limiting its implementation into the design and construction industry. This report includes a general overview of IPD and a comparison to traditional project delivery methods: Design-Bid-Build, Design-Build, and Construction Manager at Risk. The advantages of IPD and its possible positive impact on the industry is introduced followed by the three major obstacles that must be evaluated and resolved before this delivery method can begin to be embraced by the industry. The three major obstacles include: contracts, insurance, and IPD structure for facilitation. Each of these obstacles is explored in detail and solutions being successfully implemented by industry professionals are presented. Finally, conclusions about the future of IPD are presented along with future research that needs to be conducted for a better overall understanding of IPD.

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Wang, Jilei. « Integrated project delivery achieving relational contracting through traditional project management methods / ». Cincinnati, Ohio : University of Cincinnati, 2008. http://rave.ohiolink.edu/etdc/view.cgi?acc_num=ucin1218820957.

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Thesis (M.S.)--University of Cincinnati, 2008.
Advisors: Cynthia Tsao C.Y. (Committee Chair), T. Michael Baseheart (Committee Member), Harfmann Anton C. (Committee Member) Title from electronic thesis title page (viewed Sept. 27, 2008). Includes abstract. Keywords: Integrated Project Delivery (IPD); relational contracting; relational relationship; innovation Includes bibliographical references.

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Pila, Huancachoque Yuri Gabriel. « Integrated Project Delivery (IPD) : Un marco integrador de ejecución de proyectos ». Civilizate, 2017. http://repositorio.pucp.edu.pe/index/handle/123456789/114657.

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Los proyectos de construcción suelen tener relaciones adversarias entre colaboradores, bajos ratios de productividad, alto grado de ineficiencia y re trabajo, frecuentes disputas y poca innovación. Como resultado, se tienen proyectos que son muy costosos y que no cumplen con los plazos especificados. Este panorama puede ser visto desde enfoques diversos de solución, empezando por la mejora de la productividad, la tecnología, entre otros. Sin embargo, es necesario revisar las bases mismas de la relación entre las empresas que forman parte de un proyecto y, a partir de ello, presentar un nuevo modo de trabajo colaborativo: el IPD, un marco de trabajo integrador de resultados fascinantes.

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Worden, Kathleen. « BIM and Communication : Implementation of Building Information Modeling into an Integrated Project Delivery contract to encourage project teams to communicate ». DigitalCommons@CalPoly, 2016. https://digitalcommons.calpoly.edu/theses/1619.

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The objective of this thesis is to explore BIM, IPD and their implementation into a building project contract. The Integrated Delivery Processes is comprised of a collaborative team of Designers, Constructors, and Owners working side by side to create a successful project. BIM has been introduced as a technology into the industry, as a tool that these parties can use for better understanding the project. Through case studies of IPD projects using BIM are observed, it was determined that although BIM was used, one problem faced is the lack of BIM standards included initially in a contract for in an IPD project. There are templates available by the AIA, AGC, and USACE, but they are not all standalone documents. A guideline for the parities to discuss will be introduced as conversation piece that would help segue into what might be included in the contract documents.

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Vio, Carrasco Jaime Andrés. « La estrategia de ejecución de proyectos IPD (Integrated Project Delivery)situación actual y tendencias ». Tesis, Universidad de Chile, 2017. http://repositorio.uchile.cl/handle/2250/145241.

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Ingeniero Civil
Las estrategias de ejecución de proyectos corresponden a la forma en el cual el mandante materializa las fases de Ingeniería y Construcción de su proyecto, estableciendo a las diferentes empresas participantes, en qué momento se incorporan éstas al proyecto, cómo se distribuyen las responsabilidades, entre otros aspectos. Todo lo definido en este proceso se establece en los contratos entre el dueño de proyecto y las diferentes empresas de Ingeniería y Construcción. Uno de los principales problemas que evidencian las estrategias tradicionales de ejecución de proyectos, es que en general se desarrollan bajo un ambiente donde cada empresa participante busca obtener los mayores beneficios con el menor esfuerzo posible, en una estructura jerárquica vertical (mandante-diseñadores-constructores) donde cada actor se aboca al desarrollo del trabajo propio involucrándose escasamente con otras especialidades. La estrategia de ejecución de proyectos conocida como Integrated Project Delivery (IPD), presentada en el año 2007, por The American Institute of Architects (AIA) busca dar solución a los principales problemas que generan las estrategias de ejecución comúnmente utilizadas (DB, DBB, EPC, EPCM y CMc). La estrategia IPD se caracteriza por involucrar tempranamente a los principales actores en fases de diseño del proyecto en un ambiente de cooperación, innovación y coordinación enfocándose en optimizar los recursos, procesos y actividades para finalizar en forma eficaz el proyecto. El objetivo principal de esta memoria es analizar la situación actual y tendencias de la estrategia IPD en proyectos. Para contextualizar al lector, se realiza un estudio sobre las estrategias tradicionales de ejecución de proyectos, y en particular sobre la estrategia IPD, para entender su aplicación en cada una de las fases del ciclo de vida del proyecto. Se entrevistan a profesionales expertos en la materia para obtener información acerca de los procesos de definición de las estrategias de ejecución y para saber si la estrategia IPD podría ser aplicable en proyectos que se desarrollan en Chile, en particular, si la cultura de las empresas favorece la implementación de los principios y aspectos contractuales que establece la estrategia IPD. Una de las principales conclusiones obtenidas en esta memoria, es que no existiría una mejor estrategia de ejecución, todas muestran ventajas y desventajas ante ciertos escenarios. La estrategia IPD posee características y principios que aumentan las probabilidades de éxito y de obtención de mejores soluciones tanto de diseño como constructivas. Sin embargo, en relación a su implementación, se debe reconocer que se requiere un importante cambio cultural en las organizaciones para poder establecer contratos acordes con estas características, algo que en el corto plazo parece difícil y que en la actualidad solo algunas empresas y dueños podrían llevar a cabo con éxito.

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Pishdad-Bozorgi, Pardis. « Case-based Study and Analysis of Integrated Project Delivery (IPD) Approach and Trust-Building Attributes ». Diss., Virginia Tech, 2012. http://hdl.handle.net/10919/77143.

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The goal of this Ph.D. research is to explore the IPD contractual strategies, to highlight the elements that distinguish IPD from a traditional delivery approach, to analyze how trust-based relationships are established and promoted, and to demonstrate if/how trust and IPD contractual principles correlate. The result of this research will promote the understanding of the industry on the strategies that promote trust and integration through real world case studies. The significance of the subject becomes more evident when reflecting on the current industry's crisis: productivity loss, fragmented delivery process, and lack of trust and collaboration. Through a literature review a Project Delivery and Contracting Strategies (PDCS) framework, an IPD traits framework, and a trust-Building framework are developed. The frameworks are used as the organizational tools to structure and inquire relevant information on the two IPD projects. An expert panel is assembled to discuss the frameworks and the findings of literature analysis and to seek the industry's insight on the units of analysis for contract, and the units of measure for trust. The units of analysis for contract are elements, such as strategies for risks/rewards sharing, liability considerations, decision making authority, and governance. The units of measure for trust are the individuals' perception, and the trust-building attributes as outlined in table 4-1. Two IPD projects were selected and their contract agreements were studied. A questionnaire including both open-ended questions and multiple choice questions was developed based on the information collected through: 1. the IPD agreements in each case study, 2. the literature-based frameworks on trust and project delivery contracting strategies. Accordingly, two IPD case studies are developed following the analysis of their IPD agreements and the individual one-on-one interviews with their key IPD players. The trust-building framework presented in this work includes a series of techniques that the contracting parties can follow when establishing their contractual and managerial strategies and also when interacting with each other.
Ph. D.

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Lins, Deborah Martins de Oliveira. « Integrated Project Delivery : Guidelines for Project Companies working in Social Housing ». Universidade Federal do CearÃ, 2013. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=11224.

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CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior
The âMinha Casa Minha Vidaâ (MCMV), which aims to reduce the housing deficit, launched its second phase, with a bold goal to hire two million housing units by the year 2014. While this economic environment encouraged companies in the Construction Industry, they were not adequately prepared to absorb the new demands. To reach them, we need to implement innovations in traditional processes of design and construction of this type of housing, increasing productivity, but without loss of quality of the products generated. The projects related to housing construction have become increasingly complex, and has increased the number of projects needed to better execution of the work, causing serious problems of compatibility and rework. In view of the peculiar characteristics of the enterprises of Social Housing (HIS), the profit margins offered by these are greatly reduced, forcing companies to pursue lower production costs and execution time of compression, in order to minimize the incidence of fixed costs. It is worth noting that the initial stages of development, such as program and project are those that present the greatest opportunities for intervention and value. In some countries, especially the United States, these problems have been minimized through approaches such as Integrated Project Delivery (IPD) and the use of design tools such as the Building Information Modeling (BIM). In turn, the vast majority of projects in Brazil, especially the HIS, are not designed with this in mind integration. Within this context, the aim of this work is to propose guidelines for increasing the level of integrated management for design firms that operate in MCMV (range 0-3 minimum wages), based on the principles of IPD. This is a qualitative study with an exploratory-descriptive and research strategy used was the multiple case study, divided into four phases: literature review, exploratory stage, stage of conducting case studies and step analyzes and propositions . Therefore, we carried out a survey to contextualize the partial results of the program and analyze the role of each of the major players involved. There was a peculiarity in the state of CearÃ: the Sinduscon-Ce provides companies affiliated three types of architectural design, installations and structures (reference projects). We investigated how was the design process of these types and the level of integration between professionals. The main tool for data collection were semi-structured interviews with the designers, with the representative of Box and Sinduscon. Based on these data, we carried out a cross-sectional analysis of business and design, as well as a diagnosis of these assumptions with respect to the IPD. We also propose an adaptation of the principles of IPD directed to designers Finally, the main contribution of this work is to propose guidelines for increasing the level of integrated management between designers working in MCMV, relating them to the principles of IPD .
O Programa Minha Casa Minha Vida (MCMV), que tem por finalidade reduzir o dÃficit habitacional brasileiro, lanÃou sua segunda fase, com uma meta ousada de contratar dois milhÃes de unidades habitacionais atÃ o ano de 2014. Ao mesmo tempo em que este cenÃrio econÃmico incentivava as empresas da IndÃstria da ConstruÃÃo Civil, estas nÃo estavam adequadamente preparadas para absorver as novas demandas. Para alcanÃÃ-las, Ã preciso implementar inovaÃÃes nos processos tradicionais de projeto e construÃÃo deste tipo de moradia, aumentando a produtividade, porÃm sem prejuÃzo de qualidade dos produtos gerados. Os projetos ligados Ã construÃÃo habitacional tÃm se tornado cada vez mais complexos, bem como tem aumentado a quantidade de projetos necessÃrios a uma melhor execuÃÃo da obra, provocando sÃrios problemas de compatibilizaÃÃo e retrabalho. Em face das caracterÃsticas peculiares dos empreendimentos de HabitaÃÃo de Interesse Social (HIS), as margens de lucro proporcionadas por estes sÃo bastante reduzidas, forÃando as empresas a perseguirem menores custos de produÃÃo e a compressÃo dos prazos de execuÃÃo, como forma de minimizar a incidÃncia de custos fixos. Cabe ressaltar ainda que as etapas iniciais do empreendimento, tais como o programa e o projeto, sÃo as que apresentam as maiores oportunidades de intervenÃÃo e agregaÃÃo de valor. Em alguns paÃses, principalmente nos Estados Unidos, estes problemas tÃm sido minimizados atravÃs de abordagens como o Integrated Project Delivery (IPD) e do uso de ferramentas de projeto tais como o Building Information Modeling (BIM). Por sua vez, a grande maioria dos empreendimentos brasileiros, especialmente os de HIS, nÃo sÃo desenvolvidos dentro deste espÃrito de integraÃÃo. Dentro deste contexto, o objetivo deste trabalho Ã propor diretrizes para aumentar o nÃvel de gestÃo integrada em empresas de projeto que atuam no programa MCMV (faixa de 0-3 salÃrios mÃnimos), com base nos princÃpios do IPD. Trata-se de um estudo qualitativo, com carÃter exploratÃrio-descritivo, e a estratÃgia de pesquisa utilizada foi o estudo de caso mÃltiplo, dividida em quatro fases: pesquisa bibliogrÃfica, etapa exploratÃria, etapa de conduÃÃo dos estudos de caso e etapa de anÃlises e proposiÃÃes. Para tanto, realizou-se um levantamento para contextualizar os resultados parciais do referido programa e analisar o papel de cada um dos principais agentes envolvidos. Verificou-se uma particularidade no estado do CearÃ: o Sinduscon-Ce disponibiliza Ãs empresas filiadas trÃs tipologias de projeto de arquitetura, instalaÃÃes e estruturas (projetos de referÃncia). Investigou-se como se deu o processo de projeto destas tipologias e qual o nÃvel de integraÃÃo entre os profissionais. A principal ferramenta para a coleta de dados foram as entrevistas semiestruturadas com os projetistas, com representante da Caixa e do Sinduscon. Com base nesses dados, realizou-se uma anÃlise cruzada das empresas e projeto, assim como um diagnÃstico destas com relaÃÃo aos postulados do IPD. PropÃe-se ainda uma adaptaÃÃo dos princÃpios do IPD direcionada para os projetistas Por fim, a principal contribuiÃÃo deste trabalho Ã a proposiÃÃo de diretrizes para aumentar o nÃvel de gestÃo integrada entre os projetistas que atuam no programa MCMV, relacionando-as aos princÃpios do IPD.

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Ljung, Alex, et Henrik Jonsson. « Implementering av Integrated Project Delivery i den svenska byggsektorn : En vidareutveckling av Samverkan ». Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-413096.

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This thesis examines an American form of partnering, Integrated project Delivery (IPD) for the purpose of implementing it in the Swedish construction industry. To do this the current Swedish standard of partnering, Samverkan, is compared to IPD. The cooperating company is In3prenör AB who are interested in IPD and want to establish if profitable elements can be implemented in their current modus operandi. The thesis was carried out in ten weeks. The thesis was limited to the implementation of IPD towards suppliers, sub- and joint contractors and has held a more speculative view towards employers. Methodically a literature study was done to collect data and knowledge about IPD. Through an interview study data was collected from key figures in two partnering projects who all had previous experience with partnering. From this data a status analysis was done for the purpose of comparing IPD and Samverkan. The results showed that the respondents have had positive experiences with partnering. The majority group of respondents feel partnering results in a nicer working environment and a best-for-project mindset. The respondents held the view that Samverkan is "merely nice words" but the results prove otherwise. The thesis concludes that the primary differences lie in IPD's more complete framework and Samverkan's softer values. The relationship between buyer and main contractor needs to be reworked on the contractual level. Based on the interviews, the authors believe that there is much to be gained through long-term relationships. At the start of new project, the desired results can then be advanced rather than re-established.

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Livres sur le sujet "Project Design, Integrated Project Delivery (IPD)"

Harvard University. Graduate School of Design, dir. A Framework for Building Performance Simulation in integrated project delivery process. 2010.

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Shigemura, Tamaho. A Framework for Building Performance Simulation in integrated project delivery process. 2010.

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Chapitres de livres sur le sujet "Project Design, Integrated Project Delivery (IPD)"

Walker, Derek H. T., et Steve Rowlinson. « The role of IPD in facilitating design thinking and creativity ». Dans Routledge Handbook of Integrated Project Delivery, 142–67. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-10.

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Andersen, Bjørn, Ole Jonny Klakegg et Derek H. T. Walker. « IPD governance implications ». Dans Routledge Handbook of Integrated Project Delivery, 417–38. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-23.

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Walker, Derek H. T., et Beverley Lloyd-Walker. « Characteristics of IPD ». Dans Routledge Handbook of Integrated Project Delivery, 20–40. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-3.

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Emdanat, Samir, Digby Christian et Lincoln H. Forbes. « The Integrated Project Delivery (IPD) method ». Dans Lean Project Delivery and Integrated Practices in Modern Construction, 228–67. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2020. | Originally published : Modern construction. Boca Raton, FL : CRC Press, c2011. : Routledge, 2020. http://dx.doi.org/10.1201/9780429458989-13.

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Love, Peter E. D., et Derek H. T. Walker. « IPD : facilitating innovation diffusion ». Dans Routledge Handbook of Integrated Project Delivery, 393–416. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-22.

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Rowlinson, Steve. « IPD and safety management ». Dans Routledge Handbook of Integrated Project Delivery, 543–56. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-30.

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Walker, Derek H. T., et Alan McCann. « IPD and TOC development ». Dans Routledge Handbook of Integrated Project Delivery, 581–604. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-32.

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Walker, Derek H. T., et Steve Rowlinson. « IPD from a culture perspective ». Dans Routledge Handbook of Integrated Project Delivery, 197–218. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-13.

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Aaltonen, Kirsi, Martina Huemann, Christof Kier, Pernille Eskerod et Derek H. T. Walker. « IPD from a stakeholder perspective ». Dans Routledge Handbook of Integrated Project Delivery, 288–314. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-17.

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Lloyd-Walker, Beverley, et Derek H. T. Walker. « IPD from an ethics perspective ». Dans Routledge Handbook of Integrated Project Delivery, 503–25. First edition. | New York : Routledge, 2019. : Routledge, 2019. http://dx.doi.org/10.1201/9781315185774-28.

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Actes de conférences sur le sujet "Project Design, Integrated Project Delivery (IPD)"

Cleary, Andrew, Edward M. DePaola et Christopher R. Horch. « One Vanderbilt : Unprecedented Project Delivery Through Integrated Innovation ». Dans IABSE Congress, New York, New York 2019 : The Evolving Metropolis. Zurich, Switzerland : International Association for Bridge and Structural Engineering (IABSE), 2019. http://dx.doi.org/10.2749/newyork.2019.1851.

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One Vanderbilt Avenue, currently under construction in midtown Manhattan, will be one of the tallest buildings in New York. By collaborating with the construction teams in the early stages of the design, the foundations and the superstructure were able to proceed well in advance of a typical project. For example, the structural steel was erected to the 6th floor, was fabricated to the 32nd Floor, and the shop drawings were checked up to the 45th floor on the day that the 100% Construction Documents were issued.The structural steel frame was designed so that its core columns only carried 12 levels of framing and construction loads during the tower’s erection. A concrete shear wall system followed the steel framing, permitting the steel erection to proceed without regard to the concrete operations. When complete, the project will stand 1,401 feet tall and contain 26,000 tons of structural steel, and 93,000 cubic yards of concrete.The presentation focuses on the challenges and technological requirements for vertical construction in dense urban environments. It explains the amount of detail, thought, and knowledge of construction that must happen earlier in the design process and the participants will appreciate how the fast‐track process can be applied to complex architectural, mechanical and structural designs.It describes the integration of design team parametric modelling with the construction process early in the design schedule. Fast‐track projects with complex designs like One Vanderbilt can be successfully completed by understanding and integrating an IPD process, even with competing objectives. The presentation discusses the challenges and technological requirements for vertical construction in dense urban environments, including the importance of direct links to mass transportation.This type of team structure is the future of the industry, and One Vanderbilt is the first of its kind to illustrate how innovative design ambitions are being realized through the use of increasingly refined and advanced technology.

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Brownlie, Keith, et Biljana Rajlic. « Kingston Third Crossing ». Dans IABSE Congress, New York, New York 2019 : The Evolving Metropolis. Zurich, Switzerland : International Association for Bridge and Structural Engineering (IABSE), 2019. http://dx.doi.org/10.2749/newyork.2019.0921.

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Kingston Ontario is a city on the north eastern shore of Lake Ontario at the south end of the 202km long Rideau Canal, the oldest continually operated canal system in North America and a UNESCO World Heritage Site. The Cataraqui river forms the lower portion of the canal and separates central Kingston from its eastern suburbs.The Third Crossing is a new 1.2km long multi-span two-lane highway bridge across the Cataraqui river, planned to increase east-west journey capacity and reduce congestion on existing routes and crossings. The project is intended to facilitate a significant increase in bike journeys, minimize maintenance liabilities and maximize service life.The project is believed to be the first bridge in North America to adopt an Integrated Project Delivery (IPD) model, involving an alliance of the city, design and construction partners. The city’s Preliminary Design was radically revised through the IPD process to bridge a significant affordability gap. Strict funding deadlines required the re-design to be completed within the short period allocated for validation of the original design. The IPD model allowed that undertaking to progress efficiently and keep the project on track in challenging circumstances.The revised design addresses complex environmental, stakeholder and heritage issues. A key requirement to acknowledge the World Heritage asset is addressed with a weathering steel arched bridge spanning 100m across the river’s boating channel to form a dynamic gateway to the canal.

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Stanfill, R. Keith, Gloria J. Wiens, William E. Lear et E. Dow Whitney. « Institutionalized University and Industry Partnership in Multidisciplinary Design and Build : Product and Process Realization ». Dans ASME 2001 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/imece2001/med-23336.

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Abstract The intent of this paper is to describe a unique, multidisciplinary undergraduate experiential education program developed at the University of Florida and to share program experiences from 1995 to 2000. The uniqueness of the Integrated Product and Process Design (IPPD) Program comes from the diversity of the 10 student and faculty disciplines involved, the variety of project types undertaken — including hardware, process and software orientations, the support from a variety of industries and the delivery of the course content to support such a wide range of disciplines and project definitions. The specifics presented in this paper will focus more on the hardware development than the software development. IPPD is institutionalized at the University of Florida and approximately 25% of the students within each participating engineering discipline participate.

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AL SUBAIH, ADEL SABEEH. « Integrated Project Delivery (IPD) : A paradigm shift for Oil & ; Gas Giga Projects ». Dans Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/171722-ms.

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Whyte, A., et M. Luca. « Building Information Modelling (Bim) & ; Integrated Project Delivery (Ipd) : Workplace Utilisation In W. Australia ». Dans The Seventh International Structural Engineering and Construction Conference. Singapore : Research Publishing Services, 2013. http://dx.doi.org/10.3850/978-981-07-5354-2_aae-15-287.

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Hall, Daniel. « Integrated Project Delivery and Blockchain ». Dans Construction Blockchain Conference 2021. Design Computation, 2021. http://dx.doi.org/10.47330/cbc.2021.xqoi5629.

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Blockchain and other distributed ledger technologies represent a new form of economic coordination. Beyond just cryptocurrency transactions, blockchain has inherent affordances that can also be useful to design a new project delivery system. This presentation describes the traditional project delivery system and the integrated project delivery model as past forms of project governance.

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Pishdad-Bozorgi, Pardis, et Divyansh Srivastava. « Assessment of Integrated Project Delivery (IPD) Risk and Reward Sharing Strategies from the Standpoint of Collaboration : A Game Theory Approach ». Dans Construction Research Congress 2018. Reston, VA : American Society of Civil Engineers, 2018. http://dx.doi.org/10.1061/9780784481271.020.

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Perdomo, José L., et Humberto Cavallin. « Transforming Building Design through Integrated Project Delivery in Architectural and Engineering Education ». Dans Construction Research Congress 2014. Reston, VA : American Society of Civil Engineers, 2014. http://dx.doi.org/10.1061/9780784413517.037.

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Almuallim, Mustafa, Rohit Kumar Agarwal, Alexey Ruzhnikov, Paul Silva, Jaffar Al Shaikh, Alberto Gomez Aldape et Mohammad Al-Herz. « Holistic Approach Recipe for a Successful Deployment of ICD Lower Completion Achieving 31% Time Optimization for LSTK Projects in a Middle East Field ». Dans International Petroleum Technology Conference. IPTC, 2023. http://dx.doi.org/10.2523/iptc-22871-ms.

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Abstract Considering the nature of lumpsum turnkey contracts in the Middle East, multiple performance optimization initiatives have been engineered to accelerate well delivery without compromising well acceptance and compliance criteria. One of the most critical operations in these wells is the successful and efficient running of Inflow Control Device (ICD) as part of the lower completion across ±5, 000 feet of 6⅛-in. open hole lateral. Historically, this operation was associated with severe non-productive events and in worst case scenario, abandonment of entire section and eventual sidetrack. This study discusses detailed engineering analysis to enhance open preparation without a need to perform wiper trip with drilling BHA by creatively optimizing the design of cleanout and reaming bottom hole assemblies (BHAs) and the strategy of logging operation. Historically, dedicated trips were separately performed for borehole logging, open hole conditioning and cased hole cleanout. These trips were combined into a single BHA through application of fit-for-purpose technologies and optimization of operational sequence to minimize completion phase operational time. Moreover, risk of differential sticking while running completion string across highly permeable horizontal lateral was reduced by utilization of optimum completion fluids and efficient centralization program. Finally, an integrated model of real-time monitoring that interlinks trajectory, open hole, and BHA data and produces a sophisticated and accurate simulation of wellbore conditions based on previous logging and tripping data allowing for in-time intervention even prior to running completion string into wellbore. During the completion campaign of over 30 wells, all engineering, operational and monitoring solutions have been implemented and successfully allowed for 31%-time reduction in completion related operation. The creative drilling BHA design enabled elimination of mechanical wellbore risks associated with wellbore tortuosity and under-gauge and washed-out hole and thereby eradicating the need for wiper trip during drilling phase which was conducted to confirm hole conations prior to preforming Wire Line Tough Logging Condition (TLC) operation. This decreased well construction time by more than ±12-24 hours as the drilling BHA was directly pulled out hole to surface after reaching target well depth. Combined BHA strategy and optimization of operational sequence enabled wellbore cleanout, logging, and simulation to be conducted on single BHA run instead of three runs (TLC-logging run, reaming/ dummy BHA run, cleanout BHA run) which reduced overall well construction time by over ±48 hours. The three BHA runs were not historically possible to be combined due to tools and technology limitation as will be discussed in the following manuscript. Finally, proper selection of optimum drilling fluids, and bridging strategy integrated with enhanced centralization program and real-time monitoring system of open hole have successfully ensured the deployment success of ICD lower completion in all wells where the approach was implemented. The manuscript shifts the focus away from fragmented engineering solutions into more integrated and multidisciplinary solutions that maximize the optimization's impact on the entire construction process rather than individual operation. The impact of this project has been acknowledged regionally and established a benchmark on the way of conducting lumpsum turnkey business.

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Jung, Wooyong, Glenn Ballard, Yong-Woo Kim et Seung Heon Han. « Understanding of Target Value Design for Integrated Project Delivery with the Context of Game Theory ». Dans Construction Research Congress 2012. Reston, VA : American Society of Civil Engineers, 2012. http://dx.doi.org/10.1061/9780784412329.056.

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