Session Information
ASHE 2010 International Conference and Exhibition on Health Facility Planning Design and Construction
Click here to go to the previous page
IPD: Integrating Design and Construction Teams
Track
:
Sustainability/ Lean Efficiencies
Date:
Tuesday, March 16, 2010
Time:
3:00 PM to 4:00 PM
EST
PRIMARY SPEAKER
:
Click the plus sign to see more detailed information
about each speaker.
Click the plus sign to see more detailed information
about each speaker.
CO-PRESENTER
:
Click the plus sign to see more detailed information
about each speaker.
Click the plus sign to see more detailed information
about each speaker.
Description
This session presents theories and benefits of Integrated Project Delivery and will discuss their practical and measured application a $2 billion healthcare design and construction program. It will include discussion of:
INTEGRATING DIVERSE PROJECT TEAMS
Integrated Practice, Design Assist and Alliancing reorganize and expand traditional project teams but require innovative contract concepts for early selection of subcontractors and manufacturers and new relationships between designers and builders.
DEFINING DIVERSE AND CHANGING PROGRAM AND PROJECT REQUIREMENTS
Healthcare projects are infamous for suffering change during design and construction. Delaying some decisions, accelerating others, staging fast track and maintaining design flexibility to respond to new requirements or emerging medical technology will speed delivery and minimize the cost of change. Prototypes, standards, benchmarks and continuous improvement provide benefits but impose limitations. Rotation of people (firms), processes (procedures) and products (standards) from project workflow to program workflow improves sustainability, functionality, health, safety, public welfare and will increase predictability, improve quality, shorten schedules and lower costs.
INTEGRATING DIVERSE INFORMATION
BIM, Program Management Information Systems and Collaboration Software are the technical tools of Integrated Practice. Procedural, legal and traditional relationships (such as management and ownership of models, project and program information) must be redefined before program teams can integrate shop drawings with construction drawings, develop 3D and 4D virtual construction models and share intellectual property in centralized databases.
MANAGING DIVERSE LEADERSHIP AND ORGANIZATION BEHAVIOR
A multi-billion dollar design and construction program requires strategies for in-house, outsourced and collaborative management and must align the interests of owners, architects, engineers, consultants, CMs, subcontractors and manufacturers.
INTEGRATING DIVERSE PROJECT TEAMS
Integrated Practice, Design Assist and Alliancing reorganize and expand traditional project teams but require innovative contract concepts for early selection of subcontractors and manufacturers and new relationships between designers and builders.
DEFINING DIVERSE AND CHANGING PROGRAM AND PROJECT REQUIREMENTS
Healthcare projects are infamous for suffering change during design and construction. Delaying some decisions, accelerating others, staging fast track and maintaining design flexibility to respond to new requirements or emerging medical technology will speed delivery and minimize the cost of change. Prototypes, standards, benchmarks and continuous improvement provide benefits but impose limitations. Rotation of people (firms), processes (procedures) and products (standards) from project workflow to program workflow improves sustainability, functionality, health, safety, public welfare and will increase predictability, improve quality, shorten schedules and lower costs.
INTEGRATING DIVERSE INFORMATION
BIM, Program Management Information Systems and Collaboration Software are the technical tools of Integrated Practice. Procedural, legal and traditional relationships (such as management and ownership of models, project and program information) must be redefined before program teams can integrate shop drawings with construction drawings, develop 3D and 4D virtual construction models and share intellectual property in centralized databases.
MANAGING DIVERSE LEADERSHIP AND ORGANIZATION BEHAVIOR
A multi-billion dollar design and construction program requires strategies for in-house, outsourced and collaborative management and must align the interests of owners, architects, engineers, consultants, CMs, subcontractors and manufacturers.
LEARNER OUTCOMES:
- Apply emerging trends in Integrated Project Delivery, BIM, information management, contracting strategies and rotation of people, products and process to the program level, to lower project cost, shorten schedules and increase certainty.
- Evaluate innovative contract clauses incentive strategies for project teams
- Lead the assembly of extended project and program teams including AEs, consultants, CMs, manufacturors, fabricators, and speciality subcontractors for collaboration at both the project and program levels.
- Produce high-performance, cost-effective designs that are sustainable, code complient, functionally responsive and are adaptable to the inevitable change common in health care during and after constrution.
No items are available for this session.