The concept of integrated project delivery (IPD) has evolved as a result of the need for highly expert teams of people to collaborate to deliver extremely complex projects, to manage expectations about delivery speed, changes in governance standards and to take advantage of and manage expectations raised by rapid advances in technology. All this demands effective change management. This is the first Handbook to contextualise and thematically explore the concept with an emphasis on rigorous practical and theoretical validation.
The Handbook is divided into five sections, each with a focus on several interconnected themes including:
An introduction to IPD concepts.
The foundational elements and characteristics of IPD.
People, culture and collaboration as key ingredients to successful and effective IPD.
Technology and process aspects of relational contracting forms such as IPD.
New and relevant perspectives to IPD that have received scant attention to date.
Aspects and emerging issues that are rarely consciously considered in traditional project delivery due to the commercial imperative that drives firms and client organisations.
The Handbook offers both discussions of these key themes, and also in-depth research into construction and other industry project procurement and delivery that spans decades. In addition, the Handbook presents best and better practice, but also includes insights into cutting-edge experimental developments in technology and practices where proof of concept is currently being developed into emerging practice. Contributing authors in this Handbook collaborate with the co-editors to draw together an integrated set of chapters that align to deliver a coherent narrative of the IPD concept. It is an invaluable reference for practitioners and academics alike, and useful as core course content for numerous degree programs of study and professional development courses.
| Contributors |
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viii | |
| Preface |
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xii | |
| Acknowledgements |
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xiv | |
| Abbreviations |
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xv | |
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1 | (66) |
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1 Introduction and context |
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3 | (17) |
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2 Characteristics of IPD: a Collaboration Framework overview |
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20 | (21) |
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3 The global state of play of IPD |
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41 | (26) |
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67 | (128) |
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4 Value from an IPD perspective |
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69 | (15) |
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84 | (15) |
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6 Thinking systemically to mobilise IPD capability |
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99 | (23) |
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7 Where is IPD coming from and where is it going to? |
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122 | (20) |
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8 The role of IPD in facilitating design thinking and creativity |
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142 | (26) |
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9 Foundational elements of the IPD Collaboration Framework |
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168 | (27) |
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195 | (150) |
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10 IPD from a culture perspective |
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197 | (22) |
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11 Knowledge, skills, attributes and experience (KSAE) for IPD-alliancing task motivation |
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219 | (26) |
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12 People, careers and IPD human resource management |
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245 | (19) |
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13 IPD from a participant trust and commitment perspective |
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264 | (24) |
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14 IPD from a stakeholder perspective |
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288 | (27) |
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15 Behavioural elements of the IPD Collaboration Framework |
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315 | (30) |
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345 | (138) |
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16 The new role for emerging digital technology to facilitate IPD and improve collaboration: a disruptive innovation perspective |
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347 | (18) |
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17 IPD from a Lean-supply-chain management perspective |
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365 | (28) |
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18 IPD: facilitating innovation diffusion |
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393 | (24) |
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19 IPD governance implications |
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417 | (22) |
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20 Information management in the built environment |
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439 | (15) |
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21 Processes and means elements of the IPD Collaboration Framework |
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454 | (29) |
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483 | (144) |
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22 Integrating capital project delivery: an activity theory-based approach |
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485 | (18) |
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23 IPD from an ethics perspective |
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503 | (23) |
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24 Design and construction for operability |
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526 | (17) |
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25 IPD and safety management: a productive combination |
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543 | (14) |
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26 IPD performance and incentive management |
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557 | (24) |
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27 IPD and TOC development |
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581 | (24) |
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28 An IPD approach to disaster recovery |
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605 | (22) |
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| Index |
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627 | |
Derek H. T. Walker is Emeritus Professor, RMIT University, School of Property, Construction and Project Management in Melbourne Australia. He has been actively publishing from his research work in this area. His first book in this area, specifically in the project procurement and delivery field, had its focus on research results from an extensive longitudinal study of the Australian National Museum project, which was a first for an Australian institutional building project alliance (Walker and Hampson, 2003). That book was followed by Procurement Systems A Cross Industry Project Management Perspective (Walker and Rowlinson, 2008a). In 2015 he co-authored Collaborative Project Procurement Arrangements (Walker and Lloyd-Walker, 2015), which reported on a global study of alliancing and related similar project delivery forms. He has also collaborated with others writing many book chapters, journal and conference papers. He received the 2018 International Project Management Association research excellence award for lifetime achievement in project management.
Steve Rowlinson is Chair Professor (Construction Project Management) at the University of Hong Kong Faculty of Architecture. He has been coordinator of the CIB W092 working commission on Procurement Systems since its inception in 1990 and has co-organised numerous conferences and symposia in this capacity. He has also been co-author on a number of books in this field, for example the seminal text Procurement Systems A Guide to Best Practice in Construction (Rowlinson and McDermott, 1999), Procurement Systems A Cross-Industry Project Management Perspective (Walker and Rowlinson, 2008a) and more recently New Forms Of Procurement: PPP and Relational Contracting in the 21st Century (Jefferies and Rowlinson, 2016). He has co-authored many book chapters, journal and conference papers.
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