Construction Innovation.
There is little value in ten high-quality design packages if they do not interface and deliver efficiency in construction and effectiveness in operation.The integrated team need to be much more proactive and collaborative than design-coordination, which is a lagging process, detecting and correcting clashes.
Instead we need a design integration approach which progressively and iteratively develops the design philosophy that will deliver the value in construction and operations..All the parties involved in the IPD need to share in the value of the project.The core project management KPI’s are scope, cost and time however purely focusing on these has two fundamental contra-indications.
Firstly, they provide a limit to the value which can be delivered to the client: - as long as we get,., close to the time, cost and scope we have done a good enough job.
If we shoot for the moon and get into orbit we have done well enough.. Secondly, there will be direct antagonism in the value sought by each delivery organisation, the parties will not be aligned in value drivers.. Open discussions and agreements need to be had about what value means firstly for the intent of the endeavour e.g.
patients looking for access to medicines; secondly for the party who own the endeavour e.g.Starting to engage key suppliers in the provision of standardised equipment to give certainty of pipeline to the supplier, and certainty of cost and availability to the client.
Prefabricating sections or ‘lower order Chips’ (the standardisation process means the lower order Chips are often designed in a way that means they can be prefabricated e.g.an MEP cassette).
Culminating in the development or adoption of a platform solution to the reference design..Learn more about.