Industrialised, Integrated, Intelligent sustainable Construction - I3con

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SUSTAINABLE CONSTRUCTION HANDBOOK 2 higher expectations. Success and performance factors are evolving; the market is looking for increased collaboration and for a reduction in litigation (Tang 2001, Sun and Aouad 2000). There are different approaches to project delivery systems and contracting structures around the world that are heading towards achieving an integrated project. For instance in the United States the American Institute of Architects is leading the development of the integrated project delivery (IPD) (AIA National and AIA California Chapter 2007) and a coalition formed by different construction industry stakeholders released the ConsensusDocs contract documents for collaborative projects in 2007 (O’Connor 2009). On the other hand in Australia, the United Kingdom and other parts of the world the relational contracts, the alliancing and partnering structures are other platforms that support project integration and team collaboration (Rooney 2006, Rahman and Kumaraswami 2004, Skal 2005). The principles of project integration are: respect, trust and ethics among project team members in order to build a culture of collaboration; the project and the entire team should agree common goals and objectives set early in the process where the best interest of the project primes; the benefits and rewards should be linked to the performance of the project; there should be a collaborative decision making process; research, innovation and creative thinking should be encouraged; all key stakeholders should be part of the team early in the process when they can contribute more to it; the team should be formed not only by the client, designer and contractor, but also by the facility manager, the subcontractors, the suppliers, and other players depending on the nature of the project; enough time and resources should be allocated to the planning and schematic or conceptualization phase in order to make the major definitions; a culture of open communication, accountability and on time conflict resolution should be built among the team; technology should be used to standardize information exchange; top management and the client should be committed to the process; risk should be shared and when necessary should be allocated to the party that can handle it and has the capacity to bear it; the team selection process should be based on contribution potential and previous experience; adequate training should be available for the different stakeholders of the project; and integration should be vertical and horizontal (AIA National and AIA California Chapter 2007, Tang 2001,O’Connor, Whaley 2009, Skall 2005, Rooney 2006, Rahman and Kumaraswami 2004). For integration to take place, it is necessary to understand the project as a continuous flow, not separate phases carried out by different parties. The project has to be analyzed from its conceptualization and planning, design, implementation and construction, start up, and operation perspective. All the definitions and decisions should be moved to the first stages of the project, when making changes is less expensive and there is greater possibility to influence the project (AIA National and AIA California Chapter 2007, Rahman and Kumaraswami 2004, Tang 2001). In addition, risks have to be identified as a team early in the process in order to avoid them, minimize them and handle them appropriately. Risks should be shared by the team and when needed should be allocated to the party that can better bear them (Rahman and Kumaraswami 2004). Project integration would led to benefits in terms of project performance, not only in regard of enhancing project sustainability, but also in terms of overall cost and duration reduction, team relationships and productivity improvement, quality enhancement, and risks and safety issues reduction. Risk can be reduced since more details will be identified and discussed earlier in the project, along with the ability for all team members to suggest risks to be included in a risk log for mitigating issues during project execution (Tang 2001). 66 Methodology This chapter proposes a framework to explain the influence of each project team member on the optimization of the interaction between the different phases and activities of an integrated project and the sustainability criteria in order to maximise the overall sustainability of the project. The framework is based on the development of a matrix that visually represents the intersection between each project activity and each sustainability criterion showing the team member(s) that could maximise the interaction. In order to determine the activities of the construction process, the phases of the integrated project delivery were used, that is conceptualization, criteria design, detailed design, implementation
HANDBOOK 2 SUSTAINABLE CONSTRUCTION documents, construction, and operation and maintenance. These phases were expanded into 48 specific activities. The specific activities were placed on the vertical axis of the matrix. In order to define the sustainability criteria the six categories of the LEED rating system were used, that is <strong>sustainable</strong> sites, water efficiency, energy and atmosphere, materials and resources, environmental quality and innovation in design. These categories are composed of 65 different prerequisites and credits for LEED 2.2 version, and these items were used as the sustainability criteria. The sustainability criteria were placed on the horizontal axis of the matrix. The intersection cells were populated with the team members that have an influence on it; therefore these team members had an important influence not only on the activity but on the sustainability criteria. The matrix does not include all possible team members; however it includes the main team players, which are O-owner, Aarchitect, S-engineer or specialty consultant, C-general contractor, T-trade contractor, and F-facility manager. In order to populate the matrix, a comprehensive study of the LEED NC 2.2 Reference Guide (USGBC 2007) and the Impact of LEED ® NC Projects on Constructors from Michigan State University” (Syal 2007) took place. The participation of each team member was calculated as a percentage compared to the participation of all team members. Those participations are aggregated for each project phase and each LEED category or sustainability criteria group. The matrix is very extensive; therefore it is not possible to present it in this chapter. An excerpt is presented in Figure 1; it presents the design section of the matrix, for the different sustainability criteria used. 67
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Industrialised, Integrated, Intelligent sustainable Construction - I3con

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