Industrialised, Integrated, Intelligent sustainable Construction - I3con

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SUSTAINABLE CONSTRUCTION HANDBOOK 2 understands the project goals and objectives and can fully utilize their specialized capabilities to benefit the project. Each key stakeholder plays a different role within the project as it evolves, and the intention of the integrated approach is to maximize these roles, with the support of other team members. Construction project integration should be attained in two different levels; one is the integration of project components and systems, and the other is integration of processes and the team. The first approach on the conception and understanding of the project as a holistic system, composed of interacting subsystems; therefore the optimization of that system is reached when synergies among those subsystems is attained, because the whole is more than the sum of its parts. In order to achieve systems integration, it is necessary to achieve the second level of integration. The process and team integration seeks to carry out a collaborative process integrated by the key project team members, who actively participate in the establishment of common goals and objectives at the early stages of the project on a participative decision making process. The team is formed very early in the process and is built upon a culture of trust and ethics. The responsibilities and the risks are allocated to the party which can better handle them and which has the capacity to minimize the risks. Information is exchanged between different parties through a process of open communication, making correct use of technology to improve the communication process. The different parties are working on the best interest of the project and not on the best interest of the party, because performance is measured in terms of project optimization and not local optimization. These changes should be led to a large extent by the clients and top management, because they should select the delivery system that will be used and should set the culture of the project. However, the changes will not take place if they are not implemented by the entire supply chain. It is necessary to change the contracting and reward structure towards a structure that rewards the achievement of common goals in the best interest of the project, and not individual local optimization. These changes are not going to be possible while the team selection, contracting and reward are based on a design bid build (DBB) project delivery method. On DBB the selection criteria is based only on costs and the contract wording rewards only the individual performance and does not allow innovation. Moreover most team members come on board when major decisions have been made and most of their knowledge input has been lost. In addition to changes in delivery system, it is necessary to change the industry culture towards a culture of trust and ethics, therefore commitment should be not only from the client and the top management but also from the entire team. In order to make projects more sustainable, effective and able to meet all objectives, the selection of project delivery system is paramount, enabling a culture of trust and ethics, commitment from owners, and the entire team. Otherwise sustainability, satisfactions and savings are sacrificed. 74 Acknowledgements This research was funded by the Construction Sciences Research Foundation, under the Charles R. Carroll, Jr. grant. References AIA – The American Institute of Architects National, and AIA California Council (2007) Integrated Project Delivery: A Guide Augenbroe, G., and Pearce, A. (1998) Sustainable Construction in the USA: a Perspective to the Year 2010, CIB report 225, Ch. 14 Bentivegna, V., Curwells, S., Deakin, M., Lombardi, P., Mithchell, G., Nijkamp, P. (2002) A Vision and Methodology for Integrated Sustainable Urban Development: BQUEST, Journal of Building Research and Information, Vol. 30, No. 2, pp. 83-94 Busby Perkins and Will, and Santec (2007) Roadmap for the Integrated Design Process BC Green Building Round Table Forcada Matheu, N. (2005) Life Cycle Document Management System for Construction, PhD Thesis Universitat Politecnica de Catalunya, Barcelona, Spain Matthews, O., and Howell, G. (2005) Integrated project delivery an example of relational contracting, Lean Construction Journal, Vol. 2, No. 1, pp. 46-61
HANDBOOK 2 SUSTAINABLE CONSTRUCTION O’Connor, P. (2009) Integrated Project Delivery: Collaboration through New Contract Forms Rahman, M. M., and Kumaraswami, M. M. (2004) Contracting Relationship Trends and Transitions, Journal of Management in Engineering, Vol. 20, No.4, pp. 147-161 Rooney, G. (2006) The Project Alliancing and Relationship Contracting Experience Skal, M. (2005) Project Alliancing: A Relational Contracting Mechanism for Dynamic Projects, Lean Construction Journal, Vol. 2, No.1, pp. 67-79 Sullivan, C.C. (2009) Best Practices in Integrated Project Delivery for Overall Improved Services Delivery Management, McGraw Hill Construction-Continuing Education Program Sun, M., and Aouad, G. (2000) Integration technologies to support organizational changes in the construction industry, 7th ISPE International Conference on Concurrent Engineering, Lyon, France, pp. 596-604 Syal, M. (2007) Impact of LEED® NC Projects in Construction, Research Report Michigan State University, AGC Education and Research Foundation Tang, H. (2001) Construct for Excellence: Report of the Construction Industry Review Committee, Hong Kong USGBC (2007) Reference Guide for New Construction: LEED® -NC, Version 2.2, US Green Building Council Whaley, M. (2009) There is no I in IPD, http://www.aecbytes.com/viewpoint/2009/issue_45 (date accessed: 4 August, 2009) Zaghloul, R., and Hartman, F. (2003) Construction Contracts: the Cost of Mistrust, International Journal of Project Management, Vol. 21, pp. 419-424 Authors’ Biographies Angelica M. Ospina-Alvarado is a PhD Student at the Building Construction program from the Georgia Institute of Technology, she holds a master’s degree in Building Construction from the same University and two bachelor’s degrees, one in Civil Engineering and other in Environmental Engineering from Universidad de los Andes. Dr. Daniel Castro-Lacouture is Associate Professor at the Building Construction program at the Georgia Institute of Technology. He holds a PhD degree in Civil Engineering from Purdue University, a master’s degree in construction management and engineering from the University of Reading, and a bachelor degree from Universidad de los Andes. Kathy O. Roper is Associate Professor and Chair, Integrated Facility Management in the College of Architecture at Georgia Institute of Technology where she teaches courses in facility and property management, project management, strategic facility planning and benchmarking. With more than 20 years experience managing facilities and property for corporate, government and not-for profit organizations, she brings diverse experience to her teaching and research. 75
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