Any organization can consistently assure best value outcomes for facilities repair, renovation, maintenance, and new builds. All the tools and support services are readily available. Robust processes have been proven and available for decades and have now evolved into full solution frameworks for improving construction productivity
Integrating People, Process, Information, and Technology with a framework that combines and standardizes Planning, Procurement, and Project Delivery maximizes early and ongoing communication and enables consistent best value outcomes for ALL participants and stakeholders.
The core components of Integrated Project Delivery (IPD), for major construction, and LEAN Job Order Contracting (JOC), for repair, renovation, maintenance, and minor new builds, are now available within frameworks that include support services, information environments, and enabling collaborative technologies.
Collaboration is critical in achieving best value construction outcomes. The success of any repair, renovation, maintenance, or new build project is dependent upon early and ongoing collaboration among key parties. Developing and maintaining a collaborative environment is relatively simple with appropriate levels of owner leadership and competency.
Integrated planning, procurement, and project delivery frameworks enable multidisciplinary individuals to work together efficiently in support of multifunctional tasks. Coordinating collaboration among individuals and teams with diverse background is accomplished by not only assuring early and ongoing communication, but REQUIRING initial and ongoing training and a common data environment (CDE). Training includes processes and workflows for how teams work together. A requisite component of the common data environment is a locally researched unit price book (UPB). A UPB is detailed listing of construction tasks that specific labor, material, and equipment requirements at a granular level. As information is presented in plain English, using industry standard terms, and in a standardized format (CSI MasterFormat), all key participants have full financial and technical visibility into the full scope of work at any point in time.
LEAN process and workflows provide the primary solution, however, enabling technology plays a role in lowering deployment costs, assuring consistency, providing current information for all participants (a single source of truth), and continuously monitoring key performance indicators (KPIs).
via Four BT, LLC –
Four BT, LLC provides innovative integrated project delivery solutions inclusive of detailed locally researched construction cost data, and enabling SAAS technology. We help guide organizations to achieve accelerated improvement of their facilities repair, renovation, and construction outcomes, via client-specific programs centered upon achieving best value outcomes.
Proven LEAN construction planning, procurement and project delivery processes, actionable data, enabling cloud technology and ongoing training, are the proven path to significant gains in efficiency and satisfaction. www.4bt.us
REFERENCES
AIA. (2008). AIA Document C195 – 2008, Standard Form Single Purpose Entity Agreement for Integrated Project Delivery, Exhibit D (Work Plan). US: AIA.
AIA California Council. (2007). Integrated Project Delivery: A Working Definition (2nd ed.). US.
AIA National, & AIA California Council. (2007). Integrated Project Delivery: A Guide (1st ed.). U.S.: AIA.
Ashcraft, H. W. (2011). IPD Teams: Creation, Organization and Management. San Francisco: Hanson Bridgett LLP.
Association for Project Management. (2000). APM Body of Knowledge. In M. Dixon (Ed.). UK: APM.
Baiden, B. K., & Price, A. D. F. (2011). The effect of integration on project delivery team effectiveness. International Journal of Project Management, 29(2), 129-136. doi: http://dx.doi.org/10.1016/j.ijproman.2010.01.016
Barlish, K. (2011). How To Measure the Benefits of BIM: A Case Study Approach. (Master of Science), Arizona State University, Arizona, US.
Barrett, R. (2013). Liberating the Corporate Soul: Taylor & Francis.
Brennan, M. D. (2011). Integrated Project Delivery: A Normative Model For Value Creation In Complex Military Medical Projects. University of Illinois at Urbana-Champaign, IL, US.
Brewer, W., & Mendelson, M. I. (2003). Methodology and Metrics for Assessing Team Effectiveness. The International Journal of Engineering Education, 19, 777-787.
Chelson, D. E. (2010). The Effects of Building Information Modeling on Construction Site Productivity. University of Maryland, College Park, US
Cleves, J. A., & Dal Gallo, L. (2012). Integrated Project Delivery: The Game Changer. Paper presented at the American Bar Association Meeting: Advanced Project Delivery: Improving the Odds of Success.
Coates, P., Arayici, Y., Koskela, L., Kagioglou, M., Usher, C., & O’Reilly, K. (2010). The key performance indicators of the BIM implementation process. Paper presented at the The International Conference on Computing in Civil and Building Engineering, Nothingham, UK.
ConsensusDOCS. (2007). ConsensusDOCS 300: Standard Tri-Party Agreement for Integrated Project Delivery (IPD). US.
Constructing Excellence. (2006). UK Construction Industry: Key Performance Indicators. UK.
Cooper, D., Jones, M., & Spencer, L. (2009). Delivery of Sydney Water’s Energy Partnering Relationship Agreement: Transfield Worley Services.
Cox, R., Issa, R., & Ahrens, D. (2003). Management’s Perception of Key Performance Indicators for Construction. Journal of Construction Engineering and Management, 129(2), 142-151. doi: 10.1061/(ASCE)0733-9364(2003)129:2(142)
Department of Treasury and Finance. (2006). Project Alliancing: Practitioner’s Guide. Australia: Department of Treasury and Finance.
El Asmar, M. (2012). Modeling and Benchmarking Performance for the Integrated Project Delivery (IPD) System. (Doctor of Philosophy), University of Wisconsin – Madison, US.
El Asmar, M., Hanna, A., & Loh, W. (2013). Quantifying Performance for the Integrated Project Delivery System as Compared to Established Delivery Systems. Journal of Construction Engineering and Management, 04013012. doi: 10.1061/(ASCE)CO.1943-7862.0000744
Ertel, D., Weiss, J., & Visioni, L. J. (2001). Managing Alliance Relationships: A Cross Industry Study of How to Build and Manage Successful Alliances. Massachusetts, US: Vantage Partners.
Franz, B., & Leicht, R. (2012). Initiating IPD Concepts on Campus Facilities with a “Collaboration Addendum” Construction Research Congress 2012 (pp. 61-70): American Society of Civil Engineers.
Freeman, J., Weil, S. A., & Hess, K. P. (2006). Measuring, Monitoring, and Managing Knowledge in Command and Control Organizations, NY.
Galloway, P. D. (2013). Managing