Routledge Handbook of Integrated Project Delivery

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.

1

Introduction and Context

Walker & Rowlinson

2

Characteristics of IPD: A Collaboration Framework Overview

Derek H.T. Walker & Beverley Lloyd-Walker

3

The Global State of Play of IPD

Derek Walker & Steve Rowlinson

4

Value from an IPD perspective

Steve Rowlinson & Derek Walker

5

The Role of the Client

Steve Rowlinson & Derek Walker

6

Thinking systemically to mobilise IPD capability

Bronte van der Hoorn, Jonathan Whitty, and Derek Walker

7

Where is IPD coming from and where is it going to?

Leins Wang and Steve Rowlinson

8

The role of IPD in facilitating design thinking and creativity

Derek Walker & Steve Rowlinson

9

Foundational elements of the IPD Collaboration Framework

Derek Walker, Beverley Lloyd-Walker

10

IPD from a culture perspective

Derek Walker & Steve Rowlinson

11

Knowledge, Skills, Attributes and Experience (KSAE) for IPD-Alliancing task motivation

Derek Walker and Beverley Lloyd-Walker

12

People, Careers and IPD Human Resource Management

Beverley Lloyd-Walker, Lynn Crawford, Erica French and Derek H.T. Walker

13

IPD from a participant trust and commitment perspective

Peter Davis, Derek Walker

14

IPD from a stakeholder perspective

Kirsi Aaltonen, Martina Huemann, Christof Kier, Pernille Eskerod, and Derek Walker

15

Behavioural elements of the IPD Collaboration Framework

Derek Walker, Beverley Lloyd-Walker

16

The new role for emerging digital technology to facilitate IPD and improve collaboration: a disruptive innovation perspective

Newton, S., Lowe, R., Rowlinson, S. and Walker, D. H. T.

17

IPD from a Lean Supply Chain Management Perspective

Derek Walker and Juri Matinheikki

18

IPD Facilitating Innovation Diffusion

Peter E.D. Love and Derek H.T. Walker

19

IPD Governance Implications

Bjørn Andersen, Ole Jonny Klakegg, Derek H.T. Walker

20

Information Management in the Built Environment

Duzgun Agdas, Marc Miska, Shoeb Ahmed Memon, Steve Rowlinson and Derek H. T. Walker

21

Processes and means elements of the IPD Collaboration Framework

Derek Walker, Beverley Lloyd-Walker

22

Integrating Capital Project Delivery: An Activity Theory Based Approach

Richard James Synott, Steve Rowlinson, Derek Walker

23

IPD from an Ethics Perspective

Beverley-Lloyd Walker, Derek Walker

24

Design and Construction for Operability

Brian Aitkin and Steve Rowlinson

25

IPD and safety management: a productive combination

Steve Rowlinson

26

IPD Performance and Incentive Management

Derek Walker and Steve Rowlinson

27

IPD and TOC Development

Derek Walker and Alan McCann

28

An IPD approach to disaster recovery

Erica Mulowayi and Derek Walker

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.