Integrating project delivery

15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- Ref...
Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Fischer, Martin [verfasserIn] Ashcraft, Howard [verfasserIn] Reed, Dean - 1938-1986 [verfasserIn] Khanzode, Atul [verfasserIn]

Format:	E-Book
Sprache:	Englisch

Erschienen:	Hoboken, New Jersey: Wiley ; 2017

Schlagwörter:	Building, Superintendence Project management TECHNOLOGY & ENGINEERING ; Construction ; General Building ; Superintendence Gestion de projet Construction - Direction des travaux
Formangabe:	Electronic books

Anmerkung:	Includes bibliographical references and index. - Print version record
Umfang:	1 Online Ressource (XXX, 450 Seiten) ; Illustrationen

Weitere Ausgabe:	Erscheint auch als Druck-Ausgabe Fischer, Martin: Integrating project delivery - Hoboken, New Jersey : Wiley, 2017

Links:	Link aufrufen Volltext Link aufrufen
ISBN:	978-1-118-41804-8 1-118-41804-2 978-1-119-17900-9 1-119-17900-9

DOI / URN:	10.1002/9781119179009

Katalog-ID:	1659380545

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520			\|a 15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein.
520			\|a 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein.
520			\|a 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein.
520			\|a 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein.
520			\|a 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb.
520			\|a 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein.
520			\|a 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.
520			\|a A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight
520			\|a Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.
520			\|a Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein.
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abstract	15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein. 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein. 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein. 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein. 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb. 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein. 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein. Includes bibliographical references and index. - Print version record
abstractGer	15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein. 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein. 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein. 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein. 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb. 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein. 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein. Includes bibliographical references and index. - Print version record
abstract_unstemmed	15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein. 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein. 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein. 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein. 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb. 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein. 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein. Includes bibliographical references and index. - Print version record
url	https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 https://doi.org/10.1002/9781119179009
author2	Ashcraft, Howard Reed, Dean 1938-1986 Khanzode, Atul
author2Str	Ashcraft, Howard Reed, Dean 1938-1986 Khanzode, Atul
ppnlink	1632823705
callnumber-subject	TH - Building Construction
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allfields	9781118418048 978-1-118-41804-8 1118418042 1-118-41804-2 9781119179009 978-1-119-17900-9 1119179009 1-119-17900-9 9780470587355 0470587350 9781118415382 10.1002/9781119179009 doi (DE-627)1659380545 (DE-576)491139519 (DE-599)BSZ491139519 (OCoLC)973932759 (OCoLC)973932759 (OCoLC)981943984 (WILEY)9781119179009 (EBP)026534207 DE-627 ger DE-627 rda eng XD-US TH438 TEC bisacsh TEC 005000 bisacsh 525.5 njb 86.20 bkl Fischer, Martin verfasserin (DE-627)1347710132 (DE-576)277710138 aut Integrating project delivery Martin Fischer, Howard Ashcraft, Dean Reed, Atul Khanzode Hoboken, New Jersey Wiley [2017] 1 Online Ressource (XXX, 450 Seiten) Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Includes bibliographical references and index. - Print version record 15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein. 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein. 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein. 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein. 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb. 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein. 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein. Building Superintendence Project management Building Superintendence Project management TECHNOLOGY & ENGINEERING ; Construction ; General Building ; Superintendence Gestion de projet Construction - Direction des travaux Lean manufacturing Project management Electronic books Ashcraft, Howard verfasserin aut Reed, Dean 1938-1986 verfasserin (DE-588)118598929 (DE-627)079391222 (DE-576)209079746 aut Khanzode, Atul verfasserin aut 9780470587355 Erscheint auch als Druck-Ausgabe Fischer, Martin Integrating project delivery Hoboken, New Jersey : Wiley, 2017 xxx, 450 Seiten (DE-627)1632823705 (DE-576)49801648X 9780470587355 0470587350 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig Volltext https://doi.org/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig ZDB-35-UBC ZDB-35-WIC GBV_ILN_20 ISIL_DE-84 SYSFLAG_1 GBV_KXP GBV_ILN_23 ISIL_DE-830 GBV_ILN_62 ISIL_DE-28 GBV_ILN_120 ISIL_DE-715 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_2001 ISIL_DE-21 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2020 ISIL_DE-Ch1 GBV_ILN_2111 ISIL_DE-944 86.20 Schuldrecht SEPA (DE-627)106422545 BO 045F 690.0684 045F 690.068/4 20 01 0084 4055150946 CATDESC_WIL-EB CATDESC_WIL-EB z 10-02-22 23 01 0830 352776674X ACQ i z 25-10-19 62 01 0028 3528431385 OLR-Wiley-EBS Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt. Temporär im Bestand der UB Rostock z 25-10-19 120 01 0715 3528236876 Campusweiter Zugriff (Universität Oldenburg). - Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. z 25-10-19 120 02 0715 3742861549 00 --%%-- --%%-- g --%%-- alma z 26-08-20 370 01 4370 3670919295 EBS Wiley gelöscht Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. i z 25-05-20 2001 01 DE-21 3526665273 00 --%%-- --%%-- --%%-- n l01 24-10-19 2014 01 DE-90 3409626638 00 --%%-- --%%-- --%%-- --%%-- l01 06-06-18 2014 02 DE-90 3409626654 00 --%%-- --%%-- --%%-- --%%-- l02 06-06-18 2020 01 DE-Ch1 4047003999 00 --%%-- --%%-- --%%-- n Campuslizenz l01 28-01-22 2111 01 DE-944 3602531058 00 --%%-- eBook Wiley --%%-- n Elektronischer Volltext - Campuslizenz l01 03-03-20 20 01 0084 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 23 01 0830 E-books (Wiley) https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 62 01 0028 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 01 0715 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 02 0715 http://49gbv-uob-primo.hosted.exlibrisgroup.com/openurl/49GBV_UOB/UOB_services_page?u.ignore_date_coverage=true&rft.mms_id=991015039958903501 370 01 4370 E-Book: Zugriff im HCU-Netz. Zugriff von außerhalb nur für HCU-Angehörige möglich https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 01 DE-90 Zugang im Netz des KIT https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 02 DE-90 Zugang im Netz der HKA https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2020 01 DE-Ch1 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2111 01 DE-944 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 00 s eBook-Wiley-UBCM-eBook-Collection-2018 120 00 DE-715 99 ww 2111 01 DE-944 00 (DE-627)1353370437 e-Book 20 01 0084 21015967 23 01 0830 2018-01745, 2018-01746, 2018-01747, 2018-01748, 2018-01749 20 01 0084 CATDESC_WIL-EB 20 01 0084 OLR-WILEY-UBCM-KAUF 20 01 0084 ACQ 23 01 0830 ACQ 23 01 0830 olr-wiley1 23 01 0830 olr-wiley2 62 01 0028 OLR-Wiley-EBS 120 02 0715 alma 370 01 4370 EBS Wiley gelöscht 370 01 4370 olr-ebook wiley 370 01 4370 ACQ 23 01 0830 2018.12.18
spelling	9781118418048 978-1-118-41804-8 1118418042 1-118-41804-2 9781119179009 978-1-119-17900-9 1119179009 1-119-17900-9 9780470587355 0470587350 9781118415382 10.1002/9781119179009 doi (DE-627)1659380545 (DE-576)491139519 (DE-599)BSZ491139519 (OCoLC)973932759 (OCoLC)973932759 (OCoLC)981943984 (WILEY)9781119179009 (EBP)026534207 DE-627 ger DE-627 rda eng XD-US TH438 TEC bisacsh TEC 005000 bisacsh 525.5 njb 86.20 bkl Fischer, Martin verfasserin (DE-627)1347710132 (DE-576)277710138 aut Integrating project delivery Martin Fischer, Howard Ashcraft, Dean Reed, Atul Khanzode Hoboken, New Jersey Wiley [2017] 1 Online Ressource (XXX, 450 Seiten) Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Includes bibliographical references and index. - Print version record 15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein. 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein. 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein. 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein. 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb. 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein. 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein. Building Superintendence Project management Building Superintendence Project management TECHNOLOGY & ENGINEERING ; Construction ; General Building ; Superintendence Gestion de projet Construction - Direction des travaux Lean manufacturing Project management Electronic books Ashcraft, Howard verfasserin aut Reed, Dean 1938-1986 verfasserin (DE-588)118598929 (DE-627)079391222 (DE-576)209079746 aut Khanzode, Atul verfasserin aut 9780470587355 Erscheint auch als Druck-Ausgabe Fischer, Martin Integrating project delivery Hoboken, New Jersey : Wiley, 2017 xxx, 450 Seiten (DE-627)1632823705 (DE-576)49801648X 9780470587355 0470587350 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig Volltext https://doi.org/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig ZDB-35-UBC ZDB-35-WIC GBV_ILN_20 ISIL_DE-84 SYSFLAG_1 GBV_KXP GBV_ILN_23 ISIL_DE-830 GBV_ILN_62 ISIL_DE-28 GBV_ILN_120 ISIL_DE-715 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_2001 ISIL_DE-21 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2020 ISIL_DE-Ch1 GBV_ILN_2111 ISIL_DE-944 86.20 Schuldrecht SEPA (DE-627)106422545 BO 045F 690.0684 045F 690.068/4 20 01 0084 4055150946 CATDESC_WIL-EB CATDESC_WIL-EB z 10-02-22 23 01 0830 352776674X ACQ i z 25-10-19 62 01 0028 3528431385 OLR-Wiley-EBS Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt. Temporär im Bestand der UB Rostock z 25-10-19 120 01 0715 3528236876 Campusweiter Zugriff (Universität Oldenburg). - Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. z 25-10-19 120 02 0715 3742861549 00 --%%-- --%%-- g --%%-- alma z 26-08-20 370 01 4370 3670919295 EBS Wiley gelöscht Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. i z 25-05-20 2001 01 DE-21 3526665273 00 --%%-- --%%-- --%%-- n l01 24-10-19 2014 01 DE-90 3409626638 00 --%%-- --%%-- --%%-- --%%-- l01 06-06-18 2014 02 DE-90 3409626654 00 --%%-- --%%-- --%%-- --%%-- l02 06-06-18 2020 01 DE-Ch1 4047003999 00 --%%-- --%%-- --%%-- n Campuslizenz l01 28-01-22 2111 01 DE-944 3602531058 00 --%%-- eBook Wiley --%%-- n Elektronischer Volltext - Campuslizenz l01 03-03-20 20 01 0084 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 23 01 0830 E-books (Wiley) https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 62 01 0028 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 01 0715 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 02 0715 http://49gbv-uob-primo.hosted.exlibrisgroup.com/openurl/49GBV_UOB/UOB_services_page?u.ignore_date_coverage=true&rft.mms_id=991015039958903501 370 01 4370 E-Book: Zugriff im HCU-Netz. Zugriff von außerhalb nur für HCU-Angehörige möglich https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 01 DE-90 Zugang im Netz des KIT https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 02 DE-90 Zugang im Netz der HKA https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2020 01 DE-Ch1 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2111 01 DE-944 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 00 s eBook-Wiley-UBCM-eBook-Collection-2018 120 00 DE-715 99 ww 2111 01 DE-944 00 (DE-627)1353370437 e-Book 20 01 0084 21015967 23 01 0830 2018-01745, 2018-01746, 2018-01747, 2018-01748, 2018-01749 20 01 0084 CATDESC_WIL-EB 20 01 0084 OLR-WILEY-UBCM-KAUF 20 01 0084 ACQ 23 01 0830 ACQ 23 01 0830 olr-wiley1 23 01 0830 olr-wiley2 62 01 0028 OLR-Wiley-EBS 120 02 0715 alma 370 01 4370 EBS Wiley gelöscht 370 01 4370 olr-ebook wiley 370 01 4370 ACQ 23 01 0830 2018.12.18
allfields_unstemmed	9781118418048 978-1-118-41804-8 1118418042 1-118-41804-2 9781119179009 978-1-119-17900-9 1119179009 1-119-17900-9 9780470587355 0470587350 9781118415382 10.1002/9781119179009 doi (DE-627)1659380545 (DE-576)491139519 (DE-599)BSZ491139519 (OCoLC)973932759 (OCoLC)973932759 (OCoLC)981943984 (WILEY)9781119179009 (EBP)026534207 DE-627 ger DE-627 rda eng XD-US TH438 TEC bisacsh TEC 005000 bisacsh 525.5 njb 86.20 bkl Fischer, Martin verfasserin (DE-627)1347710132 (DE-576)277710138 aut Integrating project delivery Martin Fischer, Howard Ashcraft, Dean Reed, Atul Khanzode Hoboken, New Jersey Wiley [2017] 1 Online Ressource (XXX, 450 Seiten) Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Includes bibliographical references and index. - Print version record 15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein. 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein. 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein. 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein. 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb. 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein. 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein. Building Superintendence Project management Building Superintendence Project management TECHNOLOGY & ENGINEERING ; Construction ; General Building ; Superintendence Gestion de projet Construction - Direction des travaux Lean manufacturing Project management Electronic books Ashcraft, Howard verfasserin aut Reed, Dean 1938-1986 verfasserin (DE-588)118598929 (DE-627)079391222 (DE-576)209079746 aut Khanzode, Atul verfasserin aut 9780470587355 Erscheint auch als Druck-Ausgabe Fischer, Martin Integrating project delivery Hoboken, New Jersey : Wiley, 2017 xxx, 450 Seiten (DE-627)1632823705 (DE-576)49801648X 9780470587355 0470587350 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig Volltext https://doi.org/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig ZDB-35-UBC ZDB-35-WIC GBV_ILN_20 ISIL_DE-84 SYSFLAG_1 GBV_KXP GBV_ILN_23 ISIL_DE-830 GBV_ILN_62 ISIL_DE-28 GBV_ILN_120 ISIL_DE-715 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_2001 ISIL_DE-21 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2020 ISIL_DE-Ch1 GBV_ILN_2111 ISIL_DE-944 86.20 Schuldrecht SEPA (DE-627)106422545 BO 045F 690.0684 045F 690.068/4 20 01 0084 4055150946 CATDESC_WIL-EB CATDESC_WIL-EB z 10-02-22 23 01 0830 352776674X ACQ i z 25-10-19 62 01 0028 3528431385 OLR-Wiley-EBS Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt. Temporär im Bestand der UB Rostock z 25-10-19 120 01 0715 3528236876 Campusweiter Zugriff (Universität Oldenburg). - Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. z 25-10-19 120 02 0715 3742861549 00 --%%-- --%%-- g --%%-- alma z 26-08-20 370 01 4370 3670919295 EBS Wiley gelöscht Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. i z 25-05-20 2001 01 DE-21 3526665273 00 --%%-- --%%-- --%%-- n l01 24-10-19 2014 01 DE-90 3409626638 00 --%%-- --%%-- --%%-- --%%-- l01 06-06-18 2014 02 DE-90 3409626654 00 --%%-- --%%-- --%%-- --%%-- l02 06-06-18 2020 01 DE-Ch1 4047003999 00 --%%-- --%%-- --%%-- n Campuslizenz l01 28-01-22 2111 01 DE-944 3602531058 00 --%%-- eBook Wiley --%%-- n Elektronischer Volltext - Campuslizenz l01 03-03-20 20 01 0084 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 23 01 0830 E-books (Wiley) https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 62 01 0028 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 01 0715 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 02 0715 http://49gbv-uob-primo.hosted.exlibrisgroup.com/openurl/49GBV_UOB/UOB_services_page?u.ignore_date_coverage=true&rft.mms_id=991015039958903501 370 01 4370 E-Book: Zugriff im HCU-Netz. Zugriff von außerhalb nur für HCU-Angehörige möglich https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 01 DE-90 Zugang im Netz des KIT https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 02 DE-90 Zugang im Netz der HKA https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2020 01 DE-Ch1 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2111 01 DE-944 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 00 s eBook-Wiley-UBCM-eBook-Collection-2018 120 00 DE-715 99 ww 2111 01 DE-944 00 (DE-627)1353370437 e-Book 20 01 0084 21015967 23 01 0830 2018-01745, 2018-01746, 2018-01747, 2018-01748, 2018-01749 20 01 0084 CATDESC_WIL-EB 20 01 0084 OLR-WILEY-UBCM-KAUF 20 01 0084 ACQ 23 01 0830 ACQ 23 01 0830 olr-wiley1 23 01 0830 olr-wiley2 62 01 0028 OLR-Wiley-EBS 120 02 0715 alma 370 01 4370 EBS Wiley gelöscht 370 01 4370 olr-ebook wiley 370 01 4370 ACQ 23 01 0830 2018.12.18
allfieldsGer	9781118418048 978-1-118-41804-8 1118418042 1-118-41804-2 9781119179009 978-1-119-17900-9 1119179009 1-119-17900-9 9780470587355 0470587350 9781118415382 10.1002/9781119179009 doi (DE-627)1659380545 (DE-576)491139519 (DE-599)BSZ491139519 (OCoLC)973932759 (OCoLC)973932759 (OCoLC)981943984 (WILEY)9781119179009 (EBP)026534207 DE-627 ger DE-627 rda eng XD-US TH438 TEC bisacsh TEC 005000 bisacsh 525.5 njb 86.20 bkl Fischer, Martin verfasserin (DE-627)1347710132 (DE-576)277710138 aut Integrating project delivery Martin Fischer, Howard Ashcraft, Dean Reed, Atul Khanzode Hoboken, New Jersey Wiley [2017] 1 Online Ressource (XXX, 450 Seiten) Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Includes bibliographical references and index. - Print version record 15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein. 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein. 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein. 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein. 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb. 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein. 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein. Building Superintendence Project management Building Superintendence Project management TECHNOLOGY & ENGINEERING ; Construction ; General Building ; Superintendence Gestion de projet Construction - Direction des travaux Lean manufacturing Project management Electronic books Ashcraft, Howard verfasserin aut Reed, Dean 1938-1986 verfasserin (DE-588)118598929 (DE-627)079391222 (DE-576)209079746 aut Khanzode, Atul verfasserin aut 9780470587355 Erscheint auch als Druck-Ausgabe Fischer, Martin Integrating project delivery Hoboken, New Jersey : Wiley, 2017 xxx, 450 Seiten (DE-627)1632823705 (DE-576)49801648X 9780470587355 0470587350 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig Volltext https://doi.org/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig ZDB-35-UBC ZDB-35-WIC GBV_ILN_20 ISIL_DE-84 SYSFLAG_1 GBV_KXP GBV_ILN_23 ISIL_DE-830 GBV_ILN_62 ISIL_DE-28 GBV_ILN_120 ISIL_DE-715 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_2001 ISIL_DE-21 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2020 ISIL_DE-Ch1 GBV_ILN_2111 ISIL_DE-944 86.20 Schuldrecht SEPA (DE-627)106422545 BO 045F 690.0684 045F 690.068/4 20 01 0084 4055150946 CATDESC_WIL-EB CATDESC_WIL-EB z 10-02-22 23 01 0830 352776674X ACQ i z 25-10-19 62 01 0028 3528431385 OLR-Wiley-EBS Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt. Temporär im Bestand der UB Rostock z 25-10-19 120 01 0715 3528236876 Campusweiter Zugriff (Universität Oldenburg). - Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. z 25-10-19 120 02 0715 3742861549 00 --%%-- --%%-- g --%%-- alma z 26-08-20 370 01 4370 3670919295 EBS Wiley gelöscht Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. i z 25-05-20 2001 01 DE-21 3526665273 00 --%%-- --%%-- --%%-- n l01 24-10-19 2014 01 DE-90 3409626638 00 --%%-- --%%-- --%%-- --%%-- l01 06-06-18 2014 02 DE-90 3409626654 00 --%%-- --%%-- --%%-- --%%-- l02 06-06-18 2020 01 DE-Ch1 4047003999 00 --%%-- --%%-- --%%-- n Campuslizenz l01 28-01-22 2111 01 DE-944 3602531058 00 --%%-- eBook Wiley --%%-- n Elektronischer Volltext - Campuslizenz l01 03-03-20 20 01 0084 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 23 01 0830 E-books (Wiley) https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 62 01 0028 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 01 0715 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 02 0715 http://49gbv-uob-primo.hosted.exlibrisgroup.com/openurl/49GBV_UOB/UOB_services_page?u.ignore_date_coverage=true&rft.mms_id=991015039958903501 370 01 4370 E-Book: Zugriff im HCU-Netz. Zugriff von außerhalb nur für HCU-Angehörige möglich https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 01 DE-90 Zugang im Netz des KIT https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 02 DE-90 Zugang im Netz der HKA https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2020 01 DE-Ch1 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2111 01 DE-944 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 00 s eBook-Wiley-UBCM-eBook-Collection-2018 120 00 DE-715 99 ww 2111 01 DE-944 00 (DE-627)1353370437 e-Book 20 01 0084 21015967 23 01 0830 2018-01745, 2018-01746, 2018-01747, 2018-01748, 2018-01749 20 01 0084 CATDESC_WIL-EB 20 01 0084 OLR-WILEY-UBCM-KAUF 20 01 0084 ACQ 23 01 0830 ACQ 23 01 0830 olr-wiley1 23 01 0830 olr-wiley2 62 01 0028 OLR-Wiley-EBS 120 02 0715 alma 370 01 4370 EBS Wiley gelöscht 370 01 4370 olr-ebook wiley 370 01 4370 ACQ 23 01 0830 2018.12.18
allfieldsSound	9781118418048 978-1-118-41804-8 1118418042 1-118-41804-2 9781119179009 978-1-119-17900-9 1119179009 1-119-17900-9 9780470587355 0470587350 9781118415382 10.1002/9781119179009 doi (DE-627)1659380545 (DE-576)491139519 (DE-599)BSZ491139519 (OCoLC)973932759 (OCoLC)973932759 (OCoLC)981943984 (WILEY)9781119179009 (EBP)026534207 DE-627 ger DE-627 rda eng XD-US TH438 TEC bisacsh TEC 005000 bisacsh 525.5 njb 86.20 bkl Fischer, Martin verfasserin (DE-627)1347710132 (DE-576)277710138 aut Integrating project delivery Martin Fischer, Howard Ashcraft, Dean Reed, Atul Khanzode Hoboken, New Jersey Wiley [2017] 1 Online Ressource (XXX, 450 Seiten) Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Includes bibliographical references and index. - Print version record 15.2. What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein. 1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein. 13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein. 16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein. 18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb. 2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein. 4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein. Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. Bernstein. Building Superintendence Project management Building Superintendence Project management TECHNOLOGY & ENGINEERING ; Construction ; General Building ; Superintendence Gestion de projet Construction - Direction des travaux Lean manufacturing Project management Electronic books Ashcraft, Howard verfasserin aut Reed, Dean 1938-1986 verfasserin (DE-588)118598929 (DE-627)079391222 (DE-576)209079746 aut Khanzode, Atul verfasserin aut 9780470587355 Erscheint auch als Druck-Ausgabe Fischer, Martin Integrating project delivery Hoboken, New Jersey : Wiley, 2017 xxx, 450 Seiten (DE-627)1632823705 (DE-576)49801648X 9780470587355 0470587350 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig Volltext https://doi.org/10.1002/9781119179009 X:WILEY Verlag lizenzpflichtig ZDB-35-UBC ZDB-35-WIC GBV_ILN_20 ISIL_DE-84 SYSFLAG_1 GBV_KXP GBV_ILN_23 ISIL_DE-830 GBV_ILN_62 ISIL_DE-28 GBV_ILN_120 ISIL_DE-715 GBV_ILN_370 ISIL_DE-1373 GBV_ILN_2001 ISIL_DE-21 GBV_ILN_2014 ISIL_DE-90 GBV_ILN_2020 ISIL_DE-Ch1 GBV_ILN_2111 ISIL_DE-944 86.20 Schuldrecht SEPA (DE-627)106422545 BO 045F 690.0684 045F 690.068/4 20 01 0084 4055150946 CATDESC_WIL-EB CATDESC_WIL-EB z 10-02-22 23 01 0830 352776674X ACQ i z 25-10-19 62 01 0028 3528431385 OLR-Wiley-EBS Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt. Temporär im Bestand der UB Rostock z 25-10-19 120 01 0715 3528236876 Campusweiter Zugriff (Universität Oldenburg). - Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. z 25-10-19 120 02 0715 3742861549 00 --%%-- --%%-- g --%%-- alma z 26-08-20 370 01 4370 3670919295 EBS Wiley gelöscht Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. Kein systematisches Downloaden durch Robots. i z 25-05-20 2001 01 DE-21 3526665273 00 --%%-- --%%-- --%%-- n l01 24-10-19 2014 01 DE-90 3409626638 00 --%%-- --%%-- --%%-- --%%-- l01 06-06-18 2014 02 DE-90 3409626654 00 --%%-- --%%-- --%%-- --%%-- l02 06-06-18 2020 01 DE-Ch1 4047003999 00 --%%-- --%%-- --%%-- n Campuslizenz l01 28-01-22 2111 01 DE-944 3602531058 00 --%%-- eBook Wiley --%%-- n Elektronischer Volltext - Campuslizenz l01 03-03-20 20 01 0084 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 23 01 0830 E-books (Wiley) https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 62 01 0028 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 01 0715 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 120 02 0715 http://49gbv-uob-primo.hosted.exlibrisgroup.com/openurl/49GBV_UOB/UOB_services_page?u.ignore_date_coverage=true&rft.mms_id=991015039958903501 370 01 4370 E-Book: Zugriff im HCU-Netz. Zugriff von außerhalb nur für HCU-Angehörige möglich https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 01 DE-90 Zugang im Netz des KIT https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2014 02 DE-90 Zugang im Netz der HKA https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2020 01 DE-Ch1 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2111 01 DE-944 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119179009 2001 01 DE-21 00 s eBook-Wiley-UBCM-eBook-Collection-2018 120 00 DE-715 99 ww 2111 01 DE-944 00 (DE-627)1353370437 e-Book 20 01 0084 21015967 23 01 0830 2018-01745, 2018-01746, 2018-01747, 2018-01748, 2018-01749 20 01 0084 CATDESC_WIL-EB 20 01 0084 OLR-WILEY-UBCM-KAUF 20 01 0084 ACQ 23 01 0830 ACQ 23 01 0830 olr-wiley1 23 01 0830 olr-wiley2 62 01 0028 OLR-Wiley-EBS 120 02 0715 alma 370 01 4370 EBS Wiley gelöscht 370 01 4370 olr-ebook wiley 370 01 4370 ACQ 23 01 0830 2018.12.18
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What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. 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Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Die Weitergabe an Dritte sowie systematisches Downloaden sind untersagt.</subfield><subfield code="k">Temporär im Bestand der UB Rostock</subfield><subfield code="y">z</subfield><subfield code="z">25-10-19</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">120</subfield><subfield code="1">01</subfield><subfield code="x">0715</subfield><subfield code="b">3528236876</subfield><subfield code="k">Campusweiter Zugriff (Universität Oldenburg). - Vervielfältigungen (z.B. Kopien, Downloads) sind nur von einzelnen Kapiteln oder Seiten und nur zum eigenen wissenschaftlichen Gebrauch erlaubt. Keine Weitergabe an Dritte. 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What Does Success Look Like? / Phillip G. Bernstein -- 15.3. How Can This Be Done? / Phillip G. Bernstein -- 15.4. Real-Life Example / Phillip G. Bernstein -- 15.5. Interconnections / Phillip G. Bernstein -- 15.6. Reflection / Phillip G. Bernstein -- 15.7. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 16.1. Traditional Contracts Create an Inherently Antagonistic Environment / Phillip G. Bernstein -- 16.2. Traditional Contracts Are Based on a Piecework Business Model / Phillip G. Bernstein -- 16.3. Traditional Contracts Rigidly Divide Work Based on Traditional Roles / Phillip G. Bernstein -- 16.4. Traditional Contracts Constrain Communication to Specific and Inefficient Paths / Phillip G. Bernstein -- 16.5. Traditional Contracts Reward Individual, Not Group, Performance / Phillip G. Bernstein -- 16.6. Collaboration without an IPD Agreement Can Increase Risk / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">1.1. Current State of Facility Performance / Phillip G. Bernstein -- 1.2. What If? / Phillip G. Bernstein -- 1.3.A Way Forward / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 2.1. The Road to IPD / Phillip G. Bernstein -- 2.2. The Owner's Role / Phillip G. Bernstein -- 2.3.Organizing the Owner / Phillip G. Bernstein -- 2.4. Resistance from Within / Phillip G. Bernstein -- 2.5. Resistance from the AEC Community / Phillip G. Bernstein -- 2.6. Education and Training / Phillip G. Bernstein -- 2.7. The IPD Contract / Phillip G. Bernstein -- 2.8. The Right Level of Challenge / Phillip G. Bernstein -- 2.9. Frustrations / Phillip G. Bernstein -- 2.10. Target Value Design / Phillip G. Bernstein -- 2.11. Reliability / Phillip G. Bernstein -- 2.12. Value / Phillip G. Bernstein -- 2.13. Would You Do It Again? / Phillip G. Bernstein -- 2.14. Advice to Other Owners / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">13.2. What Is Collaboration, Really? / Phillip G. Bernstein -- 13.3. What Does Success Look Like? / Phillip G. Bernstein -- 13.4. How Can This Be Done? / Phillip G. Bernstein -- 13.5. Real-Life Examples / Phillip G. Bernstein -- 13.6. Interconnections / Phillip G. Bernstein -- 13.7. Reflections / Phillip G. Bernstein -- 13.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 14.1. Aspirin for Integration / Phillip G. Bernstein -- 14.2. What Is Co-location, Exactly? / Phillip G. Bernstein -- 14.3. What Does Success Look Like? / Phillip G. Bernstein -- 14.4. How Can This Be Done? / Phillip G. Bernstein -- 14.5. Real-Life Example / Phillip G. Bernstein -- 14.6. Interconnections / Phillip G. Bernstein -- 14.7. Reflections / Phillip G. Bernstein -- 14.8. Summary / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 15.1. What Is Integrated Production Management? / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">16.7. And if Traditional Contracting Is So Successful, How Do We Explain the Outcomes? / Phillip G. Bernstein -- 16.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 17.1. Introduction / Phillip G. Bernstein -- 17.2. Is the IPD Contract Really Necessary? / Phillip G. Bernstein -- 17.3. Deal First, Contract Second / Phillip G. Bernstein -- 17.4. The IPD Contracting Mindset / Phillip G. Bernstein -- 17.5.A New Business Model / Phillip G. Bernstein -- 17.6.A New Contract Structure / Phillip G. Bernstein -- 17.7. Negotiating the IPD Contract / Phillip G. Bernstein -- 17.8. IPD Contract Forms / Phillip G. Bernstein -- 17.9.A Parallel Path: The U.K. Experience / Phillip G. Bernstein -- 17.10. Interconnections / Phillip G. Bernstein -- 17.11. Reflections / Phillip G. Bernstein -- 17.12. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">18.1. What Is the High-Performing Building as a Product? / Phillip G. Bernstein -- 18.2. What Does Success Look Like? / Phillip G. Bernstein -- 18.3. How Can This Be Done? / Phillip G. Bernstein -- 18.4. Real-Life Examples / Phillip G. Bernstein -- 18.5. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- Creating a "Best for Project" Culture / J. Stuart Eckblad -- Where to Next? / Eric R. Lamb.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">2.15. Humanity and Morale / Phillip G. Bernstein -- 2.16. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 3.1.A Roadmap for Integrating Project Delivery / Phillip G. Bernstein -- 3.2. High-Performance Buildings / Phillip G. Bernstein -- 3.3. Integrated Systems / Phillip G. Bernstein -- 3.4. Process Integration / Phillip G. Bernstein -- 3.5. Integrated Organization / Phillip G. Bernstein -- 3.6. Integrated Information / Phillip G. Bernstein -- 3.7. Connecting the Dots / Phillip G. Bernstein -- 3.8. Applying the Simple Framework / Phillip G. Bernstein -- 3.9. Reflections / Phillip G. Bernstein -- 3.10. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 4.1. What Is a High-Performing Building? / Phillip G. Bernstein -- 4.2. What Does Success Look Like? / Phillip G. Bernstein -- 4.3. How Can This Be Done? / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">4.4. Interconnections / Phillip G. Bernstein -- 4.5. Reflections / Phillip G. Bernstein -- 4.6. Summary / Phillip G. Bernstein -- Reference / Phillip G. Bernstein -- 5.1. What Is a Highly Valuable Building? / Phillip G. Bernstein -- 5.2. What Does Success Look Like? / Phillip G. Bernstein -- 5.3. How Can This Be Done? / Phillip G. Bernstein -- 5.4. Real-Life Examples / Phillip G. Bernstein -- 5.5. Interconnections / Phillip G. Bernstein -- 5.6. Reflections / Phillip G. Bernstein -- 5.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 6.1. What Are Integrated Systems? / Phillip G. Bernstein -- 6.2. What Does Success Look Like? / Phillip G. Bernstein -- 6.3. How Can This Be Done? / Phillip G. Bernstein -- 6.4. Real-Life Examples / Phillip G. Bernstein -- 6.5. Interconnections / Phillip G. Bernstein -- 6.6. Reflections / Phillip G. Bernstein -- 6.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">A revolutionary, collaborative approach to design and construction project delivery Integrating Project Delivery is the first book-length discussion of IPD, the emergent project delivery method that draws on each stakeholder's unique knowledge to address problems before they occur. Written by authors with over a decade of research and practical experience, this book provides a primer on IPD for architects, designers, and students interested in this revolutionary approach to design and construction. With a focus on IPD in everyday operation, coverage includes a detailed explanation and analysis of IPD guidelines, and case studies that show how real companies are applying these guidelines on real-world projects. End-of-chapter questions help readers quickly review what they've learned, and the online forum allows them to share their insights and ideas with others who either have or are in the process of implementing IPD themselves. Integrating Project Delivery brings together the owners, architect, engineers, and contractors early in the development stage to ensure that problems are caught early, and to address them in a collaborative way. This book describes the parameters of this new, more efficient approach, with expert insight on real-world implementation.-Compare traditional procurement with IPD -Understand IPD guidelines, and how they're implemented -Examine case studies that illustrate everyday applications -Communicate with other IPD adherents in the online forum The IPD approach revolutionizes not only the workflow, but the relationships between the stakeholders - the atmosphere turns collaborative, and the team works together toward a shared goal instead of viewing one another as obstructions to progress. Integrated Project Delivery provides a deep exploration of this approach, with practical guidance and expert insight</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 9.1. Introduction / Phillip G. Bernstein -- 9.2. What Are IPD Teams? / Phillip G. Bernstein -- 9.3. What Does Success Look Like? / Phillip G. Bernstein -- 9.4. How Can This Be Done? / Phillip G. Bernstein -- 9.5. Interconnections / Phillip G. Bernstein -- 9.6. Reflections / Phillip G. Bernstein -- 9.7. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 10.1. Why Bother? / Phillip G. Bernstein -- 10.2. What Is Integrated Information? / Phillip G. Bernstein -- 10.3. What Does Success Look Like? / Phillip G. Bernstein -- 10.4. How Can This Be Done? / Phillip G. Bernstein -- 10.5. Examples and Benefits of Integrated Information Systems / Phillip G. Bernstein -- 10.6. Interconnections / Phillip G. Bernstein -- 10.7. Reflections / Phillip G. Bernstein -- 10.8. Summary / Phillip G. Bernstein -- Notes / Phillip G. Bernstein.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Reference / Phillip G. Bernstein -- 7.1. What Is Integrating Process Knowledge? / Phillip G. Bernstein -- 7.2. What Does Success Look Like? / Phillip G. Bernstein -- 7.3. How Can This Be Done? / Phillip G. Bernstein -- 7.4. Real-Life Examples / Phillip G. Bernstein -- 7.5. Interconnections / Phillip G. Bernstein -- 7.6. Reflections / Phillip G. Bernstein -- 7.7. Summary / Phillip G. Bernstein -- Note / Phillip G. Bernstein -- References / Phillip G. Bernstein -- 8.1. Introduction / Phillip G. Bernstein -- 8.2. What Is Integrated Organization? / Phillip G. Bernstein -- 8.3. What Does Success Look Like? / Phillip G. Bernstein -- 8.4. How Can This Be Done? / Phillip G. Bernstein -- 8.5. Real-Life Examples / Phillip G. Bernstein -- 8.6.A Case Study: Integrating the UCSF Medical Center Mission Bay Hospitals Project / Phillip G. Bernstein -- 8.7. Interconnections / Phillip G. Bernstein -- 8.8. Reflections / Phillip G. Bernstein -- 8.9. Summary / Phillip G. 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