Podcasts about Integrated project delivery

"The biggest thing is time, right? Like time is probably the most valuable thing that we have."  In this conversation, Devon Tilly interviews Tom Hughes, the Vice President of Construction Operations at Genesis AEC, to demystify the concept of Engineering Procurement and Construction Management (EPCM). They discuss the criticality of pre-construction and the benefits of taking a fully integrated EPCM approach. They also touch on the importance of collaboration and communication among the different disciplines involved in the construction process. Tom emphasizes the need for a cohesive team and the role of pre-construction in setting targets and controlling costs. They also discuss the scalability of EPCM for projects of different sizes. Looking to the future, he highlights the importance of embracing technology, such as artificial intelligence and robotics, to improve productivity in construction. The key takeaway is the search for continuous improvement and the willingness to embrace change. Tom Hughes has more than 20 years of professional experience as a project manager, project engineer, and superintendent on construction projects, focusing on safety and quality objectives. As Vice President of Construction Operations, he spearheads the entire lifecycle of construction projects, from design to commissioning. His expertise extends to the development and upkeep of preconstruction, construction, and closeout execution plans, alongside detailed project scope documentation, including comprehensive schedules and seamless construction activity coordination. Not content with merely meeting standards, Tom is a fervent advocate for pushing the boundaries of innovation and technology within construction. Under his leadership, Genesis is at the forefront of EPCM, BIM, Design-Assist, Integrated Project Delivery, and prefabrication. He consistently harnesses new resources to propel Genesis's lean construction initiatives forward, all in an effort to minimize waste and maximizing client value. Tom grew up and resides in Bucks County, PA (Philadelphia suburbs) where he lives with his wife (Alison), 2 children (Thomas III and Lana Rose), and their dog (Benson). Tradeline article The Morning Huddle Construction Show: Episode 36 – Tom Hughes, Practical Lean Construction Watch a clip of this virtual podcast!  Keep up with the Art of Construction (AOC) podcast on Instagram, Facebook, LinkedIn, and Youtube! Subscribe to the Art of Construction (AOC) podcast on Spotify and Apple Podcasts!

Episode Summary Michael Suljak, Vice President of Strategic Development at Eastern Construction, discusses his journey into the mass timber sector and the benefits and challenges of building with mass timber. He highlights the beauty and satisfaction of working with mass timber, the need for coordination and collaboration among trades, and the importance of early involvement of fabricators and constructors in the design process. This includes the involvement of mass timber and in the notable T3 Bayside project located near Toronto's waterfront. Michael also discusses the speed and cleanliness of mass timber construction, the premium cost associated with it, and the motivations of owners in choosing mass timber.  He concludes by mentioning the potential for hybrid solutions in the future of mass timber. The conversation explores the challenges and opportunities of using mass timber in construction. It discusses the need for sustainable practices, the high costs of insurance during construction, the importance of early collaboration with mass timber suppliers, and the shortage of experienced professionals in the industry. Craig and Michael also touch on the economic benefits of mass timber, its impact on urban living, and the potential for hybrid structures combining mass timber with steel and concrete.  In This Episode The office of Strategic Development consolidates three work groups at Eastern Construction, namely, Estimating, Procurement, and Business Development. Michael defines and executes corporate strategy, guiding a team of individuals to ensure the smooth execution of day-to-day operations and overall adherence with corporate goals. As a seasoned construction professional with over 32 years of experience, Michael has been involved in Field Operations although his focus has been in Pursuit Management and Estimating. Most of his time have been spent honing his skills in this particular segment of the industry. Michael has led well over 500 pursuits comprising of various types of contract methods including: Lump Sum, Construction Management, Design Build, Modified Design Build, Integrated Project Delivery and Alternative Financing projects valued in excess of $250 million. Michael's academic qualifications as a Professional Quantity Surveyor coupled with his track record in the field, has provided a solid foundation on which to manage relationships with existing and potential clients. Connect with Michael LinkedIn Eastern Construction  T3 Bayside Resources In This Episode

In this episode of “Knowledge Counts”, host Wendy Hobbs speaks with Geoff Lobley, Instructor of Civil Engineering Technology in the School of Construction at SAIT. They will be discussing different forms of procurement and the risks they bring to the parties involved. • Host: Wendy Hobbs, PQS(F) • Producer: Ryan Schriml • Guest: Geoff Lobley, P. Tech. (Eng.), GSC About Our Guest: Geoff Lobley, P. Tech. (Eng.), GSC has been an instructor in the School of Construction at SAIT for five years. He comes into construction naturally, as his grandfather was a builder in northern Saskatchewan, and his father supervised road construction crews. His career started working for a small trade contractor, and he soon moved into the world of general contracting. He was part of the leadership and estimating team on projects ranging from multi-family, high-rise, commercial, retail, and industrial in Alberta and British Columbia. As a project manager, Geoff managed projects under several delivery methods, including Design-Bid-Build, Design-Build, and Construction Management, as well as managing trades who worked under a unit-rate model. Since transitioning into a career as an educator, Geoff has expanded his project vocabulary to include Lean methods and Integrated Project Delivery. By helping his students understand the different ways a project can be delivered, he hopes to continue positively impacting the construction industry. For complete show notes, go to ciqs.org/podcast.

In this episode, Riccardo Cosentino sits down with fellow Oxford alumni, Rachael Patel, to discuss integrated project delivery (IPD). With a background as a registered nurse, Rachael brings her unique expertise to her current role in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in North America. The pair discuss the impediments and challenges of adoption of the IPD model, specifically how it relates to private and public healthcare major infrastructure projects and the procurement process.“You add an integrated project delivery, where the idea is risk sharing and then you use that same methodology to calculate value for money, IPD will never win because IPDs base core base is sharing risk. It's two issues in our procurement, it's the idea of what value for money is and how we calculate money.”– Rachael Patel Key Takeaways: The origin of IPD and how its optimizing project design and construction Why value for money is problematic for IPDFinding a better way to allocate risk, relational over transactional  The policy associated in procurement and how it is hindering the marketplace shift to alternative models Links Mentioned: A critical perspective on Integrated Project Delivery (IPD) applied in a Norwegian public hospital projectBenefits and challenges to applying IPD: experiences from a Norwegian mega-project If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Navigating Major Programmes PodcastRiccardo CosentinoRachael Patel Transcript:Riccardo Cosentino  00:00If you're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino. I bring over 20 years of major programme management experience. Most recently, I graduated from Oxford Universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us.  Racheal Patel is an Associate Vice President and senior project manager at a global architecture and engineering firm. She's a registered nurse, and also the Master of Science in major program management from the University of Oxford, and a Master of nursing from the University of Toronto. Racheal is a skilled leader in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in Canada and the United States. Her expertise includes guiding organization for the initial strategic planning phase, through detailed planning and design to the implementation of transformative and innovative capital projects. Hello, everyone.  Welcome to another episode of navigating major programs. I'm here today with Richard Patel. I met Racheal at Oxford University when we were completing together our mastering major program management. And I asked Racheal today to join us on the podcast to discuss her dissertation, which is quite interesting and very relevant to the topics that we've been discussing on navigating major programs. How're you doing, Racheal? Racheal Patel  02:00I'm good Ricardo. And thanks for having me here. I'm excited to have a platform to talk about my dissertation and you providing that platform to talk about major programs. So thank you very much for having me.   Riccardo Cosentino  02:14It's my pleasure. So maybe since I've tucked up your dissertation a little bit, well, what was the topic of your dissertation?  Yeah, so my topic was actually looking at the challenges of adopting integrated project delivery in health infrastructure here specifically in Ontario. And I kind of was interested in this because here in Ontario, as you know, we've been in a transactional type of model for some time, and I wanted to see could we push the boundary and look at other project delivery models that would achieve the the goals of infrastructure for healthcare in a different manner? Interesting. And you talk about transactional contracting, and you talk about IPD, can you maybe explain for some of our listeners the difference or what was in the context of your, your research, what those terms mean? Racheal Patel  03:20So when we when I say transactional, it's more of a contractual obligation. So it's what we see today, like a p3, you know, alternative delivery model where you have a relationship based on some terms and conditions. Relational, it's a similar idea in that more, they're not similar, but it's a similar idea, in that it's a relationship based model where you're working together as a team, there's no one, you know, a buyer and a seller you are, I guess, in a way, a group or collaborative, all working towards the same goal and you have incentives and so forth, in a nutshell, that it's different. We in transactional, as you know, you have contractual requirements, you're obligated to meet certain things, whereas in relational, it's really about the relationships and the collaboration and the people and people organizations that come together to deliver. So it's, it's harder, sorry, relational is more softer compared to transactional in my non legal way of trying to explain. Riccardo Cosentino  04:41So another way of putting that is an is one that of an example that I use in the past is that transactional contracting or is more of a zero sum game where there is a party, a winning party in the losing party. We're in relational contracting. We're all on the same table, we all have one common goal, one common incentive. And all of the incentives are aligned providing a more collaborative environment.   Racheal Patel  05:11Yeah, yeah, that's probably more eloquent and articulate in the way I'm trying to explain it. That yeah, like, with relational, and specifically with IPD, you have everyone coming together with a common goal objective, and you're all measured on that same group of objectives or metrics metrics. And I would say transactional is a very much risk transfer moving risk to one party to hold that and your obligation to meet those risks, that transfer of that risk. But yes, I would say what you what you said is more eloquent than how I'm trying to explain it. Riccardo Cosentino  05:54No, yours is more is more detailed and more accurate by this very broad strokes. But maybe maybe for again, for our listeners, I know, in your research, you know, part of your literature review you you actually had a bit of a dive into IPD, which means integrated project delivery. And I actually cover some of that in my dissertation. So in a previous podcast, where I talked about IPD, Alliance and collaborative contracting, maybe just for those listeners that didn't listen to that podcast. Can you talk a little bit about the origin of IPD?  Yeah, no problem. So IPD, which is integrated project delivery is the definition. It's kind of vetted by the American Institute of Architects, or specifically the California Council that came up with this notion of IPD. Being that it's a project delivery model that integrates people, businesses, and legal structures into a process that drives collaboration, while it optimizes efficiencies in the design and the construction phases of a project. So what that really means is that your you know, you're kind of like a temporary project organization, or a temporary organization all set to one vision, a shared vision, purpose, and a goal. And you're all working together, in, in what we work in organizations to achieve that. And each part like, you know, you have a joint management decision making where you come together. It's not one party oversight on one, you have key party members within your organization that sit together make decisions, for the best project outcome, you agree on the targets and goals. So what what are we trying to like? What is our project mission values, but what are we trying to achieve with this, you bring everyone to the table. So it's early engagement of parties, like in our current models, or in some of the models, we're all used to, you know, you have owner, you know, their designers are the design team, and then they work together, then you bring in somebody else later in the game, whereas in this one, everyone's sitting at the table on day one, working together to achieve the vision. The other thing with integrated project delivery is that you're sharing the risks and rewards. So it's not self interest driven. It's more we work together, and we share the risk of the solutions we put together or the rewards of the solutions like we work together to do that. So it's a pain share gain kind of model, where if we all do it together, and we're successful, we profit in it together. If we made some bad judgments, we all suffer together in a nutshell. And then the other thing that's different than probably an alliance model, is that our life, reduce liability exposure. So there's no blame game, you know, you're waiving claim and liability between each other. I mean, I'm sure there are legal mechanisms that if it's willful, or negligent, like in that way, that it's purposeful, there's repercussions. But basically, what you're trying to do is create an environment that has trust or respect. And in order to do that, you don't have legal mechanisms that will point to someone and say, Well, you did this, now you're a blame because you all are all on the same page or sharing that reward or the risk or making the decisions.  Yeah, that's why I was That's why I was talking about a zero sum game, because I think what you described it, you know, I think the legal recourse creates a situation where there's going to be a winner and a loser in case things go wrong. I mean, at the end of the day, I mean, my my experience is that yeah, a contract. If a project goes well a contrast is on the shelves and nobody looks at it, but is when things start to go wrong, that you take out the contract. Look what the contract says and you pursue your legal remedies. I think what what you did ascribe to the IPD. And to a certain extent, even the Alliance model, or any relational contract allows for that. You know, if the project starts going badly, you don't reach for the contract to start appointing blame, but you actually have to sit at the table and come up with with a solution from the project team, rather than from the contract. Racheal Patel  10:25Yeah, like it's very much in this type of model. It's working together, you know, and in my experience, too, on the other types of contracts, if a project goes well, right, yeah, you're never gonna, you're never going to open it up and blame game. But I think, as the complexities of health infrastructure continues, and I'm talking health infrastructure, like continues to grow, I think we're more heading down the line. And I've seen it going down the line where that contract is open, and that blame game starts. Whereas an IP D, and what I like what I've seen in the industry, and those that have used it, you don't see those levels of escalation, or you don't hear about yourself as an escalation, because everyone that's in this delivery in this project are working together to achieve the same thing. So if, you know if blame is shared, everyone shares I mean, if blame is to be shared, everyone shares that blame. And so that that's the difference in this model, for sure.   Riccardo Cosentino  11:28Okay, so I think I think we've set the scene and we talked about IPD. So hopefully, people listening who are not familiar with a Marvel getting a sense. So like to take you back to your dissertation. And, you know, ask, I'd like to ask you, what were the key findings of your, of your, of your research. Racheal Patel  11:52So my, just to kind of give your listeners a little bit of context. So what I was trying to understand in this in this research is, what are the impediments or the challenges of adoption of this model? And so when I looked at, when I looked at, you know, how, how I would identify them, I interviewed individuals in Ontario, both in the public and the private end of health infrastructure, that are decision makers in the process and have been involved. And, you know, we looked at different categories. So is our market even ready to accept a model? Right? Like, are we are we in Ontario, even willing to say, hey, let's look at different project delivery models? You know, what's the impact of culture and environment? The legal ramifications, financial procurement, because we work through a different procurement body? And is there any impact of our regulatory authorities on how we go through it? And so I think, overarching, like one of the biggest findings, and the resounding is, the individuals that I interviewed, were all were like, We need a different model. So it was a resounding yes. The marketplace is saying we need to look at different ways to deliver these infrastructure projects. Because the complexities, the cost they're increasing. And the current models we have, while they deliver an amount saying that P3 are not good, but they do deliver. But for what we're delivering, it's not the best solution. And from a culture and environment, I think, you know, with integrated project delivery, it's about trust and collaboration. And our environment has a huge impact on trust, how we work together and so forth. So I think, I don't think are the culture we work in or in the environment. Everyone's like, it's going to be difficult to apply this model. And I think from a procurement perspective, one of the biggest, you know, ideas that came out was, you know, our procurement, the way we procure projects, that whole process, not necessarily, the broader procurement of the BPS has to change but we have to look at it in a different way to apply this type of model. I think those were some of the key big findings. Riccardo Cosentino  14:22Okay, so I think in your, your dissertation, you you talk about some of the challenges and some of the findings and I think procurement challenges is the one that I found quite interesting. And you talk about how the how the the process to secure funding for the developing new or new health infrastructure. creates challenges in adopting IPD. And also you look at the the value for money analysis used when procuring new infrastructure now that could be a barrier for the for the deployment of integrated project delivery. And so I'm very curious to draw upon your knowledge of what the MO Ministry of Health process is, and why is it detrimental? Racheal Patel  15:18So, I mean, it comes back to so the Ministry of Health process, if we look at, you know, how hospitals kind of work within our system, the hospitals are within, you know, the Ministry of Health. And it's not that they're regulated by the Ministry of Health, because each hospitals, independent corporations, they have their own board of directors, but they're tied to a lot of the operational funding the capital funding come through the Ministry of Health, so you have to work with them in order to get funding for whether it's a renovation or a new build. And so the capital, the health capital planning process, and I know they've changed it in in the last year, or they've added some different nomenclature of stages. But basically, it's separated into two different stages, in that you have your early planning, that talks about, you know, what is the infrastructure proposal how you're going to address it. And that then is requires approval to proceed further into the actual development of the health infrastructure structure project you want to actually implement. And so there's two different approval process within the government through the Treasury Board that your project has to go through. And then during that those approval processes, set dollar amount, whatever that is, whatever is established for that project, and that includes, you know, transaction fees. And so all the other fees that are held, that number is carried across the process. And that kind of is you're upset value or your total value of the project. But when you look at the process, the duration of this process is so long, and you know, healthcare projects can take 10, to, you know, 13 years to get through this process, where you actually go to a part where you go to RFP and start to bid and build, that there's such an evolution, the way we deliver healthcare, because it's rapidly changing with technology operations, and so forth, and different models of care, that what you first envisioned in your project, maybe you're one and where you ended up, when you're about to go to bed could change, but that number doesn't change. And so it's not agile enough to respond to the market. Riccardo Cosentino  17:36I guess another challenge is that when you know, because of the planning process, you develop a design and a solution. And you develop it to probably award 5% design completion. And so you lock in in certain certain things with your, with your master planning, you block schematic as you go through the approval process. And obviously, you wouldn't be able to have an IPD contractor on board, that early on to start that collaboration is that one of the findings, one of the challenges, Racheal Patel  18:11it is a challenge, but I think if you look at the way the US where IPDS is predominantly used for healthcare, you can have your business case written and your idea written, but then you know, when you get into blocks, or schematics, you engage that contractor into the process, right. And then together with the designer, the owner, the and the contractor in some of their sub trades, you start to build or design and plan for that future facility. So in the US, they do do that. Here in Ontario, we have a very process driven stream that contractors are not engaged and their value is not added until they get the bid documents. And so could the contractor come in earlier in the process? I believe it could. But that means you're procuring certain things earlier in order to have those conversations at the table. And they would have to be integrated into this. I don't see it being a barrier. I think it's a shift in mindset and how we approach it. And if this is the what we have to do with the ministry's process and Treasury board's approval for release of funding, then I think we have to look at, you know, when does a contract or when does the sub trades When did those key individuals get involved? Riccardo Cosentino  19:33Well, yeah, because what we have is a very linear process, you know, you have all these stages and you know, you can only is a Stage Gate approach. Well, I think without with IBD, you want a more fluid, more fluid approach that creates collaboration and interaction as early as possible because that's where that's where the value is created. And that's where optimization has appearance is it's at the early stages of the project. Racheal Patel  20:02Right. And it's also where the innovation happens, right? Like with the optimization, but it's innovation and maybe how we address mechanical I mean, you look at healthcare, mechanical, maybe 45, to, if not 50, but close to 50% of the value of our healthcare project is the engineering systems that run, not a name, excluding the equipment that you know, that it's put into the organization. But when you have such a heavy value of your costs sitting, like and you don't have those players that are going to build it at the table, it's a huge detriment, right. And we ended up having issues going down. And I think that's the benefit of this process of IPD. Everyone comes to the table early in design, so you can work out those solutions and the problems, say, you know, what's the best approach for, you know, air handling? What's the best approach for, you know, feature flexibility of data and so forth? I mean, I'm not an engineering to talk technical, but, you know, I've worked in situations where you have everyone at the table, and you can create something more efficient in its operation, but also in the price. Riccardo Cosentino  21:11Yes. Yeah. You know, enough to be dangerous. That's the mean. So, touched upon value for money. So let's, let's jump on to that. Because I think that's the other that, you know, and I worked for infrastructure, Ontario, and I know the value for money methodology. But, again, I think in your findings, you describe it beautifully. Why is problematic, so I won't steal your thunder. I leave, I leave you to explain why the VFM methodology is problematic. Racheal Patel  21:52Yeah, so So you, I get in trouble and not you. Alright. So I do believe that the value for money calculation that we use in Ontario is problematic, because the way we calculate value for money is that, and, again, I've listened and not at Infrastructure Ontario. So I can't say that with certainty. But my understanding of it is that when so let me take a step back when the idea of I think it's the idea of value for money first is problematic. When we think of value for money, we think of lowest price in Ontario. But when you look at what really value for money, it's the best, it's the best solution based on financial and non financial objectives. That's what value for money is value for money is not finding the cheapest bid. And I think, in Ontario, and I'm not just talking p3, but in Ontario, whether it's through supply chain procurement, so if we always look for this lowest price, because we believe that that is value for money, that itself is problematic for IPD. Because in IPD, its value for money is based on a number of other things, right? Value for money is on the team, it's on. It's not on a fixed price, it's how the team works together, right? Like, that's, you know, when you procure IPD, you're not procuring a fixed price, what you're procuring is the team that comes to the table that will work with you to develop the solution for what you're coming together for, you know, their qualifications, their experience, how they work together, their behaviors, that is what you're evaluating how you choose a team. It's not like, here's my lowest bid. And so I think that's one of the biggest challenges in Ontario is that we had this idea of low bid is the right solution. And then sorry, go   Riccardo Cosentino  21:52yeah, I was gonna I was gonna, you seem reluctant to come to the punch line. So I was gonna I was for you, in case you're too scared. Racheal Patel  24:00Scared, so but I just wanted to say, you know, like, so when you get to value for money calculation, and the way we do it is that it's about transferring the risk, right? So when you look at the value for money calculation, and how, you know, how one thing is, like one procurement model, p3 is better. It's because they're seeing the risk allocation, the transfers of the risk to the private sector is value for money for the public sector, because they're not burdened by that risk. And so that's kind of the premise. And I don't think that's correct, because you're measuring, you know, p3, the risk transference and against a traditional model where there isn't a risk transfer. So that's kind of the issue with the value for money calculation. Now you add an integrated project delivery, where the idea is risk sharing, and then you use that same methodology to calculate value for money IPD will never win because it's IPDs base core base is sharing risk. Because, you know, the definition is if you share a risk, you share solutions, right? Like you're working together to problem solve, as opposed to transferring that problem to somebody else doesn't get to the punch. Thank you. I'm not afraid to say it. But I just wanted to kind of, you know, I think it's two issues in our procurement, it's the idea of what value for money is and how we calculate money.   Riccardo Cosentino  25:26Okay, so I think I think that paints a pretty good picture of what what are the, in my mind, I mean, I'm your research talks about other challenges. And I think there's there's most the softer type challenges, which is, you know, resources, availability of resources, and culture and environment, which you talked at the beginning, but I'm a commercial person. So I always gravitate toward the heard liabilities and the heard numbers. So not that's not the sort of stuff but you know, the soft stuff is important. And yeah, I agree with you, I mean, value for money as to be and it to be to give credit to Infrastructure Ontario for for new projects. Now, on the civil side, they are starting to use more collaborative model, the studying to assess cognitive they do cognitive behavioral assessments for all the people that work on those project, because at the end of the day, there needs to be a culture of fit of everybody's at the table, because otherwise, you're not going to achieve the collaboration that you need. Racheal Patel  26:29100%. And, you know, I, I've spoken to people at Metrolinx, as well about the different ways they're trying to approach project delivery, civil projects are so complex, I would say probably even more so than a hospital delivery. You know, I think the hospital itself is a complex, but what Civil Works does, that's even more complex, but they're willing to try different models. And so if our partners here at Metrolinx, or other organizations are looking at different models, why can't we apply that? That's kind of also why I'm driving this idea. Like, let's look outside the box of what we've traditionally done here, Ontario. Riccardo Cosentino  27:06Yeah, I couldn't agree more. Okay. So jumping on, I wanted to maybe ask you more of a broader question, which, if you have actually had the chance to look at some case studies when you were doing your research, and if there's anything that that jumped out, you might you might have not actually looked at case study, because I know your literature literature review was a bit broader than that. But any, any anything that jumped out and key successes that jumped out,   Racheal Patel  27:34you know, IPD, in general, is permanently used in the US, but I think other countries are looking at it. So when I was doing this study, specifically, I was trying to find public hospitals or public systems that have applied integrated project delivery. The one organization I found was an I'm going to pronounce this wrong, because there is a lot over one of the letters, but it's in Norway, is the Songa project. And so the Norwegian government decided they've had enough with cost overruns, scheduled delays, adversarial relationships. And they actually implemented integrated project delivery in the redevelopment of hospitals, specifically one in this specific region and can't remember the name, but I can get you the reference or anybody that wants to know it after. And so they applied integrated project delivery, because they wanted more of a collaboration and a different approach to public infrastructure, it's probably the closest thing that you would see to a true definition of integrated project delivery, with the exception is that there is no multi party contract. So in integrated project delivery, all the individuals are under a multi party contracts, you all signed together. And so in this public project, that was the only key characteristics of a true IPD. That wasn't in there. But all of the risk sharing the reduced liability, not waiver of liability was there, you know, the the key concepts were there, with the exception of the multi party agreement. So that was probably the only one. There's still in the middle of the build stages. And if you do look it up. It's multi phase project. It's very complex redevelopment in this system. But they've just started issuing case studies or publishing case studies are starting to talk to the public or the global public about this specific example. And it's successful because they have delivered and they've achieved what they've wanted to they've had innovations through the process. But it's the first example of public system using integrated project delivery for health infrastructure. Riccardo Cosentino  29:43Interesting. Okay, I'll try. I'll try to get the details. We'll put in the shownotes. Search it up. Okay, so I guess, as maybe as a final question, probably quite a challenging question but are going to have Is there any way? What will be your recommendation to Ontario policymakers? entities like MOH, or Infrastructure Ontario? To what what would they have to do to embrace IPD for future projects? How can they navigate these challenges? Effectively?   does. I think, I think if I can paraphrase. I mean, there's a there's a need for a shift for a fundamental shift in the policy, because as you describe the fact that hospitals are risk averse, and they can't really absorb too much or cost overruns, or, you know, as lower risk. But that's a funding issue. Right? That's a policy issue there. I mean, at the end of the day, hospital are a creature of the Ministry of Health, right. So ultimately, the governance could allow could be put in place to allow a hospital to to have a different approach a different commercial approach. So it is it is within the gift of the policymaker and the politicians. Racheal Patel  33:45Yeah. And 100%. And I think, you know, when you're paraphrasing it better than I wrote it, I think, but I'm trying to put, you know, 60 pages into small answer. But if you look at you know, just even the allocation of how hospitals have funding for resources to do infrastructure. In the study, a lot of individuals brought up that thing that goes, there's not even enough money to do the current projects that we have with the lack of funding, you know, because they get a certain percentage of ancillary funding in order to pay their staff. But in this situation, when we do IPD, you're going to have a plethora of individuals and experts and stuff that have to sit in the hospital organization to do this. And a hospital isn't an infrastructure professional, right? They bring in the resources to do what they need to but they're they're there to deliver service and care to their community. And so they need to bring all these specialists in but if our if our ancillary costs are how until your cost is given and or funding is given to the hospitals to have the resources doesn't meet the need of these comp, this type of project delivery, you're never going to be able to add execute it. Right now, it supports more of the transactional. So yeah, to your point that also has to be done from a ministry level saying we need to look at how money is given the allocation of funding for these types. Riccardo Cosentino  35:15Okay, so I mean, if I gonna, I'm going to try to summarize I mean, I think my three takeaways is having the there needs to be a change in changing culture, and environment. In order to bring a different type of behaviors to the table, there needs to be a change in the way that risk is allocated, or better, we need to find a better way to share risk. We need to we will need to change some of the policies associated with procurement and project development. And if all this was to happen, then potentially we could have a rich IPD market in Ontario.  Yeah, I think you separated and I think maybe IPD, just in its and probably negate everything I just said about why I'm passionate about IPD. But I, I, I think this would be true for any relational type of contracting like Alliance, Alliance, as well as IPD. They have similarities as we talked about earlier. But what you've summarize are critical for our marketplace to allow for different models. And I think that's kind of the crux of the issue is that we have a marketplace that's set up for one specific type of delivery model. And if we need to look outside the box, we need to look at these issues. Okay, now, you said it better than me, well, Racheal Patel  36:44play off of you. Riccardo Cosentino  36:47Okay, I think I think that's all we have time for today. Thank you very much for joining me today. Racheal. This was a fascinating conversation about our own province, our own in our own country. So thank you for joining me and all the best for your future endeavors. Racheal Patel  37:02Thanks, Riccardo and thank you for the platform to talk about this right now. Riccardo Cosentino  37:08That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to Navigating Major Programmes and I look forward to keeping the conversation going  Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

In der neuesten Folge geht es um die spannenden  Themen Lean Construction und Integrated Project Delivery (IPD) mit Aldo Renz von Refine Projects AG. Bei Lean Construction erfährst du, was es ist und wie es sich vom herkömmlichen Bauprozess unterscheidet und welchen Mehrwert es bringt. Bei IPD beleuchten wir die vertraglichen Unterschiede zu einer traditionellen Projektabwicklung. Aldo beantwortet Fragen und teilt Insider-Einblicke. Ein Muss für alle, die sich mit modernen Baukonzepten beschäftigen wollen!Wir freuen uns über euer Feedback. Folgt uns gerne auf LinkedIn oder auf Instagram @hslu_digitalconstruction und vergesst nicht ein Like dazulassen. Bis zum nächsten Mal!

In this week's episode, Riccardo and guest co-host, Corail, sit down with fellow alumna, Carol Tansley to discuss her Oxford Saïd Business School dissertation on the institutional barriers to adopting integrated project delivery (IPD) on a nuclear mega project. Carol's impressive career, spanning two decades, is rooted in executing major programs for the UK Government Department for Work, HMRC, and DTI. As a recognized authority in large-scale IT and business transformations, her expertise took her to the Middle East, notably participating in the groundbreaking nuclear project in Abu Dhabi, marking the inauguration of the first nuclear power plant in the Arab world. Ninety-seven percent of nuclear major programmes go over time and over budget, so how did Carol (with no nuclear background) participate in delivering one two days early? This is a conversation you won't want to miss.“IPD may represent a methodology that would work has been proven to work in first of a kind environments. And while we have the field conditions now to embrace that, we need people that are willing to go out and embrace these new ways of working and seek to implement them.” Key Takeaways: The role Eternal Beginner Syndrome plays in complex nuclear programmes.The perceived barriers against adopting new models and how cultural and cognitive biases can masquerade as genuine obstacles.Carol's experience at Nuclear Week in the UK parliament and the future trends of the nuclear industry—energy security goals, securing affordable supplies and tackling climate change.Attracting the younger generation to the nuclear sector to support climate solutions and the expected 40 percent growth rate. If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our community: Carol Tansley on LinkedInCorail Bourrelier Fabiani on LinkedInRiccardo Cosentino on LinkedIn Transcript:Riccardo Cosentino 00:05You're listening to navigate the major programes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's Day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us. Carol Tansley was appointed Vice President X energy UK new build projects in September 2022. In this role, she oversees all x-energy's activities towards establishing the XE 100 as the prominent I temperature gas reactor technology in the United Kingdom. Prior to joining IX energy, Carol served as the operational readiness Control Center Director for the early successful Emirates nuclear energy cooperation startup of the Barakah nuclear plant in the UAE. She was also the new Newa energy company director of strategic programs. Prior to this, she served as a senior director for PwC in the UK and UAE, as well as working at Accenture delivering some of the UK is largest public sector change programs. She recently graduated with distinction from the University of Oxford, with an MSc in major program management. Carol's research focuses on causes of poor performance on nuclear mega project, and potential benefits of adopting relational contracting models. Corail 02:05Hello, Carol Heller, Ricardo, I'm super happy to talk to you today. And thank you so much for the opportunity to interview Carol on your podcast, Ricardo, I think we all met in Oxford during the MMPMcourse. And it was wonderful to learn about Carol's experience about the nuclear industry, which is one of the most complex industries, you can find say, I think the listener will be so happy to hear about Carol's story and what you have to say are all about the future of this industry. First of all, I was wondering if you could tell us a little bit more about your background and how you fell into the nuclear sector. I know that there is a little value at the start of this episode to talk about your career, but it would be great to hear from your words how how you got into that very complex industry. Carol Tansley 03:05Okay, thank you very much corral. And thank you, Riccardo. I really appreciate the opportunity. One to both be back together again, because we haven't seen each other for a little while and to to talk on your podcast. So thank you very much. And just in terms of my background, my professional career has all been in delivering major projects and programs. The first I'll call it almost 20 years was in the UK, delivering major programs for the UK Government Department for Work in pensions HMRC. What was DTI. A lot of the large transformation programs that came with large scale it development programs and the business transformation that sat around that in around 2010. I moved to work on a project in the Middle East. It was for the Ministry of Interior in Abu Dhabi, a large transformation program that we're doing now it was a joint Middle East UK project and it covered the police Abu Dhabi police that covered Civil Defense prisons borders. And I was there for a couple of years. I then went to Saudi Arabia and worked for on a big transformation program for Ministry of Labor. And it was when I'd been there for a couple of years that I was asked to join the nuclear project that they were delivering in Abu Dhabi, you may be aware that they are they've delivered the first nuclear power plant in the Arab world. It was a new to nuclear country, what they've achieved there is quite phenomenal with the vision of the leaders of that country. So they pass their legislation to become a nuclear country and to get my program moving in 2009 They broke ground if you like so poured first concrete and 2012 and they got their first unit online by loading fuel for the first unit right before COVID Hit actually And two days ahead of schedule on the 17th of February 2020. And I was privileged to be part of that program, I was asked to join that program because of my background in major program delivery, not because I had anything to do with nuclear. So it was really, it was an amazing journey, great learning curve, an amazing sector to be part of, particularly now that it is going to play such an important role in the energy transition, the drive to net zero and energy security goals for countries around the world. Corail 05:33Absolutely is really impressive as well that you delivered two days early this project, which is so unusual in I think, in your research somewhere, you said that there is a study that said that over 97% of nuclear major projects are delayed, that cost overruns, etc, all across the globe. So it's quite unusual. Isn't that very unusual in that industry? How on earth did you make this happen? Like how did you manage to deliver early such a complex program? Carol Tansley 06:08Yeah, well, you're absolutely right about what you say its nuclear mega projects, I'll call them particularly nuclear new builds are recognized as being one of the most complex type of program to deliver. In fact, there are people who say Charles Perot, for example, in his textbook says that nuclear mega projects are the hardest to deliver harder and more complex than something like the International Space Station. And you're also right in what you said that one of the datasets I looked at 97% of the nuclear new build projects had gone over time and over budget. So in terms of what happened at Baraccah, it certainly wasn't me alone, it was a huge effort by a huge number of people working together over many years to achieve this. I think a lot of it came from the vision and the determination of the leaders in Abu Dhabi, they were determined to be at the forefront of clean energy. And they saw the drive for nuclear. As a critical part of that. I think we the fact that we chose a design that was in Nth of a kind if you like, so what that means is multiple units have been delivered before. So the South Koreans Catco, who delivered the units, it was proven reactor design had been delivered before, albeitin a different environment. So that created with a very experienced team. So that was a big foundation. There were many, I'll call it first of a kind variables, as we've already said, new to nuclear country, new elements of the supply chain. But the critical thing was having a really important integration function that sat across all of the teams, including the supply chain, that worked very closely with all of the internal and external stakeholders, including the regulator, that was a critically important part of what we did, and making sure that we had a schedule that was fully scoped, that we did our best to make sure it was realistic from the start, we kept assessing our past performance as we were moving forward to make sure that the schedule took account of that. And we tried to eliminate any optimism bias in our forward forecasting. It wasn't always a smooth journey. There were a few bumps in the road along the way, as you'd expect with something that complex over so many years. But I think, as I've said already the the drive and the passion of the leadership there. And you know, quite honestly, the the work ethic of all the teams that were involved, because everybody realized quite what was at stake here that just kept driving to deliver. Corail 08:49Yeah, that's, that's amazing. And so I read your paper recently that you published in nuclear industry, congratulations. Carol Tansley 08:57Okay. Thank you very much. Corail 09:00And in there, you talk a lot about this, first of a kind issue in the in the nuclear industry. Can you explain to us what are the complexities associated with this first of a kind? Program? Carol Tansley 09:17Yeah, I think so. Yes. Thank you for the question. So, on a nuclear new build program, you have so many elements of complexity uncertainty at the beginning. So you have the technology, the reactor itself, which is obviously highly technically complex, you've got all of the support systems that sit around that they delivered in highly complex institutional frameworks, I'll call them within, you know, in any particular country in any particular location, because of all of the safety levels that you have to achieve. And all of the environmental levels that you have to achieve to make sure that you're safe in that environment that you're not disturbing that environment and all So the regulation that sits around it, so lots of stakeholders that have to be engaged in that. So all of that every time you go and deliver one of these in a new environment, you have all of that complexity. And if you are using a new reactor design, in the middle of all of that, you've got all of the technical complexity as well. So first of a kind refers to any of those variables that have never been used on the delivery of a project, whether it's a nuclear project or any project in the past. And typically, because a lot of these reactors, the nuclear power plants that have been delivered over the last sort of two decades, we haven't actually done that many of them that and they take so long that it's very difficult to keep the learning on a project that's that big and takes so long. And then if the next one happens in a totally different environment, in a different country, it's very difficult to replicate what you've had in a different environment with a different supply chain with different stakeholders. So it almost means that you permanently into eternal beginner syndrome. And I think this is why, you know, in places like China, in South Korea, they've done a really good job because they have kept building their power plants. So they have very exercised andexperienced supply chains, they have stable reactor designs, they have a stable regulatory system. And all of that means that you've got a lot fewer first of a kind variables, and the fewer of those variables you have, the easier it is to deliver your project. Riccardo Cosentino 11:35So Carol, as Carell mentioned earlier, you you know, we met at Oxford, during the master image of program management, and a lot of your research was connected to the dissertation that you picked. And so my my I'm curious to know what why did you pick that topic? What what I mean, obviously, you were involved in the project, but why did you specifically wanted to research that topic? I mean, maybe introduced the topic, we don't actually have introduced the topic up to now. Carol Tansley 12:08Okay. All right. Thank you, Riccardo for the question. So my dissertation title was institutional barriers to adopting integrated project delivery on a nuclear mega project. And just to unpack that a little bit. So my experience coming as a non Nuke, shall we say, somebody with no nuclear background into the nuclear sector. One of my observations is that many people have been in that sector for many years, and very familiar with ways of working. And in some respects, not everybody, but in some respects, I find some reluctance in people to adopt new ways of thinking and different approaches to doing things. And that sort of from a theoretical point of view is looked through institutional theory. So looking at things from a regulative. So what are the rules around things, obviously, highly regulated environment in nuclear looks at the laws and the specific safety regulations. So that's one lens, looking at through normative lens. And that really is about your traditional practices, your typical work practices, the way you you do business on a daily basis, and the way people get used to it. And then the cultural cognitive piece, which is about how people perceive change, at what the mindset is generally how people look at things and think about adopting changes. So institutional theory, the institutional lens was regulative, normative and cultural cognitive. So I was interested in looking at if I brought a new idea, a new way that I thought might help to improve performance on nuclear mega projects. What would people think about that? And if they perceived barriers, which lens would they perceive it through? So that was part of it, coming back to the integrated project delivery. So this was a project delivery methodology and commercial approach that was founded, if you like, in the US in the civil construction sector, after decades of poor performance on large infrastructure projects, and what it has proven where it was adopted there, that it did improve performance. And it did this through driving inter party collaboration and using relational contracting approaches. So it wasn't the traditional contracting adversarial contracting approach. And they found that adopting integrated project delivery really did improve performance, particularly where it was a complex one off of a one of a kind project. However, I also found that that approach had never been used on a nuclear mega project. And I thought it would be really interesting to say, well, if it's improved, project performance on those kinds of projects, why I couldn't we use that in the nuclear sector. So I started to look at, you know, what, what are the facets of IPD integrated project delivery? And how do they map onto the problems that the root causes, if you like, of poor performance within nuclear mega projects, and I found there was quite a lot of symmetry there. So so what I mean by that is the root cause of poor performance, and the the items or the challenges, if you like that IPD was proven to improve. So I found a lot of overlap there. So the way I did my research was to take that case, if you like to a whole load of executives from the nuclear sector, explained to them about IPD. And get them to explain to me the challenges they'd had in delivering nuclear mega projects to sort of bring the whole concept to life, and then ask them what they foresawas potential barriers to its adoption. So a bit of a long winded answer, but that was the the underpinning of my dissertation research. Corail 16:03Yeah, thank you, Carol. I thought it was fantastic. The way you showed that exactly. The issues were potentially all resolved by the IPD. And I was wondering, now, you recently came back to the UK? Also now Modular Reactor today? Are you trying to implement IPD? In the way you're going to deliver this reactors? Carol Tansley 16:29Well, it's a great question. And the reason or one of the reasons I was asked to join extended GE, where I work now, and you're right, it's a Advanced Small Modular Reactor company, we design and develop the reactors, as well as the fuel that powers those reactors. It was actually through my dissertation research, because I contacted one of the executives who actually works the text energy. And I was trying to explain a little bit about the basis from a research to see if you'd be interested. And as I was explaining that, so he said to me, you're not talking about IP are you. And, and I was astonished because nobody else I've spoken to, I'd heard of it. And he said, Oh, he said, were trying to implement it here because and the background to it was one of their customers in North America had wanted to have an active role in the project, and asked X energy to go away and research commercial models that would enable them to do that in a collaborative way. And in going and doing that research, they'd come across IPD, and we're then implementing it with that client. And and it actually reached a point where they decided they were going to mandate it on their projects. So it was through the research and that contact that I actually ended up coming to extend ng so again, a bit of a long winded answer, but that that is what we're trying to do. Not on all of our projects, but on some of our projects within X energy. Corail 17:53That's amazing. And I'm sure your research, like looking at what would be the barriers to implementing IPD on these programs is really helpful in your work today. Are there any barriers? Actually? Are there any issues that you foresee? Or do you think it's it's simply a cultural shift to make? Carol Tansley 18:13I think it's a number of things? Um, my, I think most of them are actually fall in the cultural cognitive arm if you like, and I think but I think what happens is people express reasons that give you potential barriers that are not real, if you see what I mean. So I get I got feedback about, you know, I don't think the regulator would like it, or, you know, I don't think we'd be able to find insurance to underpin this model, or I'm not sure the procurement rules, you know, the public sector procurement rules would allow it. But when I sort of unpicked that I found out, you know, that a lot of it stemmed from the way of thinking that people had just got used to, you know, and again, just some some normative ones that came up about, again, people not they're so familiar with the the traditional contractual models that they'd rather use that even if they don't think it's going to work, or they know it doesn't work, then pick something new that they're not familiar with. Yeah. So I think it's, you know, kind of change management issue or cultural cognitive issue if you like. Corail 19:25Absolutely. I think it's also super interesting that you're working on Modular Reactor now because obviously next fall, we talk a lot about how modularity improves the performance of the complex programs. And you're right there with the with the nuclear and it's fascinating because it's, it's, we've always thought of nuclear does be the reactor that takes so many years to build, and you're trying to do it completely in a new way by creating something that can be almost like the solar panels atSome points, you know, you installed. Carol Tansley 20:01Yeah, absolutely. Corail 20:03Can you tell us a little bit more about this? And this this new technology? And how you, you, you came to get interested in that field as well? Carol Tansley 20:12Yeah. Yes. So thank you for the question. And you're absolutely right. And what I will say is the big Giga watt reactors absolutely have their place. And as I said at the beginning, they are successful, where they can be replicated and are delivered as a series. The issue is, particularly in the West, we haven't built many reactors over the past two decades. And if you think about what I was saying earlier about trying to drive out first of a kind variables and get to Nth of a kind. So that means once typically, once you get past four, or sorry, four or fifth of a kind, you've started to drive out those first time variables, and you get, you get the benefits of replication and learning by doing that if, and that's where the series effect becomes important for performance improvement, as you see in China, as you see in South Korea. But the thinking is that these small modular reactors, the kind of modular from two perspectives, they're modular in the fact that they're small. So in our example, our XC 100 reactor is an 80 megawatt reactor. And we can modularize those so that you could have a four pack, which is the ideal size of a power plant, that gives you 380 megawatts, or if it was a remote location, you might just have one, or if you wanted 12 of them together. So the idea is that you can increase capacity based on local needs. So the modular from that perspective, they're also modularized, from the perspective of the intention is that we build them so that they're built in units, that you will effect you making a factory and then you click them together, you assemble them on the site. So they're not the traditional, huge, what they call stick build, that you build a piece at a time from the ground up actually, on a on a site. So they are two benefits of it. But also, the critical benefit is because they're smaller, and simpler to construct, you get from the first of a kind to the ends of a kind a lot faster. And therefore you gain the efficiencies of the replication, the learning by doing, which means you build them faster, they're cheaper, and you can get them on the grid a lot faster. For both the power and it, like in ours, the high temperature heat and steam to decarbonize heavy industry. Corail 22:31Yes, that's amazing. And I think during with the issue with we've been through recently, with power supply, etc, we could see that the nuclear industry, I think, you know, sort of regaining funding, and people were more and more thinking that this was so important for the environment and what we're trying to achieve and reduce our carbon emission, etc. So you're definitely working on on an amazing program. You just you've just been at the Nuclear week in Parliament. So I imagine you, you, you werethere to talk about the trends in nuclear, did you see that this type of modular reactor are coming up in different ways, or is your industry still quite niche? With what? You know? Carol Tansley 23:28It's a great question. And I don't think it is considered niche anymore. I mean, you mentioned solar panels a little while ago. And obviously, one of the things that we've seen in terms of the benefits of renewables is the fact that they are easy to construct, you know, your solar panels, your wind farms. But that's where we're now getting to with nuclear. And I think there's a lot of recognition now that the scale of the challenge is so big, to help us with energy security goals, securing affordable supplies and tackling climate change, that there's a role for everybody, you know, that we've got, we need the wind, we, you know, renewables we have to have, but we need nuclear as well, to give us that reliable 24 hour a day baseload and that also can keep the grid stable alongside the renewables. And certainly from nuclear week in Parliament. You may be aware that we've now got our first minister for nuclear in the UK. He was appointed back in February, very energetic, Andrew Bowery and is very passionate about the sector very committed. And we've seen a huge increase in I would call it confidence and optimism in the in the sector this year. A lot of excitement at nuclear week this week, a lot of Parliamentarians so members of parliament and members of the House of Lords fully engaged in understanding what's happening, but an awful lot of vendor technologies there such as x energy ourselves alongside other large scale people are developing micro reactors people are developing small modular reactors as well as our advanced Modular Reactors. So I think there's recognition that we can't achieve Net Zero without nuclear. And it's got to be part of the mix. And I think we're, you know, we're starting to get the message out there. And we're starting to get a lot of traction in the UK with delivering more projects. And I think there's gonna be some announcements in the next sort of six to 12 months around that in the UK. Riccardo Cosentino 25:25Yeah, that's interesting. And just to give the North American perspective, like, you know, we are in Canada, Ontario, where I'm from, we also seeing a resurgence of nuclear, in parliament in Canada is now not a swear words, it used to be something you couldn't say out loud when you were in, in Parliament. And it's, you know, in the last 12 to 18 months, we see that the pendulum has swung the other way. Yeah. Now, it's all about nuclear. And it's, how fast can we do it? And, you know, something that was even pause, as you said, there's been decades since we built up a brand new reactor in the West. And now we're talking about new new reactors. Yeah. Beyond small modular, but even just standard nuclear reactors is something that has been contemplated, which is, which is refreshing? Carol Tansley 26:23And, yeah, yeah, I think it's good that you mentioned Canada, that because you've got a another tradition of building the CANDU reactors, I think you've built 22. All together, I mean, it's got one of the cheapest electricity prices in the world because of the amount of nuclear power that you've got in Canada. And I know that one of the things that's supporting this is regulatory harmonization between countries to try to make sure that we can bring nuclear effectively and efficiently to the market. And in terms of new builds, we've we've got four of our reactors, working with Dao, at their Seadrift site in Texas, that we're underway with constructing now. And so people are genuinely interested and, and heavy industry as well coming because they recognize that they've gotten the very hard to abate sector challenges that need nuclear to help them, you know, and these advanced technologies will also helpus with hydrogen production, and with also production of clean fuels for aviation and maritime, if you look at where all of the greenhouse gases are coming from 20% is coming from electricity, but 25% comes from transportation, and 55% comes from heating, and processes, industrial processes. So I think this combination of nuclear, with the renewables is exactly where we need to go. And I think Canada is one of the countries that's at the forefront of this alongside US, UK, France, UAE and the the Asian countries. Riccardo Cosentino 28:02Yeah. And it's, it's interesting that, you know, because obviously, if you fully understand power, you know, nuclear provides the base load. And I think what we're seeing with the renewable is that it's great. However, the renewable puts a lot of strain on the network, and the distribution network. And so, you know, I think I was researching a couple of weeks ago, about how long does it take to get a connection into renewable touring into a renewable cluster of generation. And it takes years. And, in fact, I was actually, I saw last week that there was a the auction for the contract for difference. Were in the UK. There were no bidders for, which is now correct. Yeah. So it's because it's really I'm assuming, and among might be wrong, but I'm assuming is just difficult to get the connect the connector into into the grid? Carol Tansley 29:03Yeah. And I think you Yeah, yes, that is correct. And you raise a great point, because we all need the grids upgrading as well. Because the volume of electricity we're going to need, it's not as though that staying stable was a doubling of that over the next couple of decades. And we have to be able to meet that demand. And certainly, you know, we believe that nuclear is the way to achieving that to get the base load, the stable base load that we're all going to need. And it's not just about Western societies, you know, we have to remember that democratizing energy is really important for quality of life. You know, power and energy are really important for remote communities, for countries that, you know, not maybe as privileged as ours at the moment in having readily accessible electricity and we have to help those countries as well. So that that's something we're also looking at, you know, in places like Africa that we have to allow those communities to come up and enjoy the standard of living that we all enjoy through, you know, cheaper electricity. Riccardo Cosentino 30:03It's interesting. You mentioned that because you know, you think of you don't you don't think of Canada as a place where democratization of energy is a big issue, but it's actually a very big issue in Canada, because we have remote communities in the North. The majority of these remote communities are on diesel generators. Corail 30:22Yes, no, that's absolutely right. And I think, yeah, and going back to what Corail asked a few minutes ago, I think this is another reason why these small modular reactors are so so attractive, because they can be put in those remote locations and help those communities. So they don't have to have these diesel generators anymore. Yeah, absolutely. I think in France, in my home country, we've been being a nuclear force. That unfortunately, we work very hard on developing what you said, dispatch, first of a kind, very large reactor, and then I feel for a while, we didn't really maintain or build a new one. And I feel like the capability has been lost in the in the process, you know, and I'm quite worried about thefuture of nuclear in France, and they feel like the smaller reactor as would be so amazing, because then you can build back also the capability much more quickly. Also, you don't lose it, because every time you're building very fast, and yeah, I'd love to see our government invest a lot more into that type of type of reactor, although I completely understand that all of them are very, you know, can support the future of power in our countries. Carol Tansley 31:42Yeah, so and I know France is well underway with having its own small modular reactors as well. But the point you make is really good one about the supply chain. And I mean, that in terms of the people that provide the the capability to build these nuclear reactors on all levels, and one of the things that's happened across the West, because we haven't built that many, or in some cases any, that supply chain has gradually dwindled. And now we're having to stand it back up quickly. So countries are trying to work together to invest to do that. We've got now the nuclear skills task force in the UK, we've got joint agreements between the UK and France, to leverage experience and to build that supply chain and across different countries, because I think we recognize that it's a multinational challenge, and we've got to work at it collaboratively. Corail 32:30Yeah. On the on the personal note, would you recommend people to join this industry, like, exciting for, you know, we should encourage the younger generation T's to join in? Carol Tansley 32:44Yeah, absolutely. I mean, I think, you know, I heard something the other day that said, if the younger generation now was in charge of nuclear, it would be everywhere. They're not the people blocking this, a lot of young people recognize the challenge that we're facing from a climate emergency point of view, and are really behind nuclear. They're some of the most passionate advocates. But I think nuclear is a fantastic sector to get into. And it's not, of course, there are engineers here. But it's not all about engineering and physics. And one of the things that we're launching, I think a bit later this year, early next year, is a campaign to attract more people into the sector. Because yes, attracting young people in to develop the pipeline for the future is really important. But that doesn't solve the situation we're in now. I heard a statistic the other day that said, we've got 91,000 People in the nuclear sector in the UK, and I believe that's across civil and defense, and that needs to grow by 40%. Over the next few years, well, you can't achieve that just with the young people coming in. As important as that are, we need to attract people in from other sectors across all disciplines. So that's what we're really working to try and encourage and I will just put a plug in, it's a fantastic sector to work in. I've had a brilliant time here. And I'm just encourage anybody to join. Riccardo Cosentino 34:02Second, a second day, we you know, even in Canada, it's there was a resurgence. And I think we're a bit more lucky in Canada, especially in Ontario, where, because we've been refurbishing reactors, we can look at the supply chain, and be more engaged. So we're not starting from scratch. But you know, going from a refurbishment to a new build of either traditional nuclear or more modular is going to require an injection of workforce in the in the supply chain. But as we teased the listener with your with your research, and with the dissertation, the paper that you published, and I think you covered most of the conclusion, but maybe just to reiterate, what were you find when we will what were your findings inthe from the research that you conducted in terms of implementing IPD nuclear, any any insight that you can offer? Yeah, so my overall conclusions were that Carol Tansley 35:00You know, the the root causes of poor performance traditionally, or nuclear mega projects are very complex, you know, is technical is technological, its environmental, its organizational, its institutional. But one of the things I found was that first of a kind, projects have got the worst performance. And that might sound like a statement of the blindingly obvious. But what I found, the real conclusion I drew was it wasn't the first of a kind variables per se, it was the fact that we were choosing Commercial, contractual and project delivery models that were not resilient in a first of a kind environment. So they didn't cope well, where there was a lot of emergence and uncertainty. And that was where when I looked at IPD, integrated project delivery, I found that it did perform better in environments where there was uncertainty and emergent change. And hence, as Corail mentioned earlier, that mapping between the challenges and the root causes of poor performance on nucleon mega projects, and the challenges if you like, the benefits that IPD can bring, in terms of what I found about resistance to IPD. In the sector. I found that while people raised barriers, there was one example, the one I gave earlier with the company, I now work for, where they'd gone off and, and found that the client had actually come to them, none of those barriers emerged in practice. There were sort of theoretical barriers, not realistic barriers or barriers in reality, but of course, that was only one data point. So while I think IPD can, you know, may help to improve performance on nuclear mega projects, it still needs to be proven. And I think the final piece about the institutional barriers, one of the things I discovered was that even if the field level conditions, I'll call it change, to enable new ideas to be embraced. And I'll give an example of that in the nuclear sector. Now, the climate change emergency would be considered a change in field level conditions, because everybody's interested in nuclear again. And that might be sufficient of a driver to get people to consider new approaches. And that in itself is not sufficient. What you need is what the academics was called institutional entrepreneurs. So that means people that are willing to go out and find new ways of working to solve traditional problems in new ways and actually implement those changes. So they were the conclusions it was, first of a kind, but because we choose project delivering contractual models that don't work in first of a kind environments, IPD may represent a methodology that would work has been proven to work in first of a kind environments. And while we have the field conditions now to embrace that, we need people that are willing to go out and embrace these new ways of working and seek to implement them. Corail 38:05Thank you so much, Carol, that was so fascinating. So interesting. And thank you for keeping us at the top of the trends in your sector. That's a really amazing, Carol Tansley 38:15no, it's a pleasure talking to you and and getting your perspectives as well. Riccardo Cosentino 38:20Yeah, thank you very much, Carol, this this has been fascinating. I mean, I read, I read both your dissertation, the paper that you published, and I still learn something today from you. So I'm really lightening conversation and, you know, there's going to be other opportunities. I hope to have you on the po Carol Tansley 38:44Fantastic. Well, thank you, as I say for the opportunity. It's a pleasure seeing you both again, and to have the opportunity to talk on your podcast. Riccardo Cosentino 38:52That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major programs and I look forward to keeping the conversation going Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

Aura Robinson, Manager of Enhanced Project Delivery at ISL Engineering (Canada) shares her experience with integrated project delivery (IPD) and emphasizes the importance of collaboration and valuing people in an IPD setting. She also provides tips for those considering implementing IPD, such as starting with a smaller project and finding the language of IPD and Lean Construction strategies that work for one's project and client. The conversation highlights the benefits of IPD, including decreased email volume, focus on building and experience, and increased value for all team members. This podcast interview can help construction professionals looking for insights on IPD and Lean Construction strategies for immediate use on their projects for higher collaboration and team performance.   Change-maker Aura Robinson is a Gold Seal certified Constructor with extensive experience in architecture, engineering, and project management. Aura finds new techniques and strategies to enhance project delivery in the design and construction industry. She has a passion for developing teams tailored to the industry's emerging trends, and has managed high-performing teams and projects to great success. Aura's search for a better way led her to Integrated Project Delivery (IPD). Her experience with IPD and dedication to improving the industry and helping owners realize their vision has led her to ISL Engineering. At ISL, collaborative approaches and Lean Construction strategies are at the core of their day-to-day operations, and Aura leverages her construction knowledge and unique perspective to help project owners and teams achieve their goals. Aura uses her experiences with IPD and Lean strategies to make project management easier, better, and faster.   Connect with Aura Robinson via LinkedIn at https://www.linkedin.com/in/aurarobinson/  Website at https://islengineering.com/  Email at arobinson@islengineering.com     Connect with Felipe via Social media and Free Lean and Scrum Training Resources at https://thefelipe.bio.link  RSM Podia Course Link: https://store.theebfcshow.com/rsm Subscribe on YouTube to never miss new videos here: https://rb.gy/q5vaht      --- Today's episode is sponsored by Bosch RefinemySite. It's a cloud-based construction platform. Bosch uses Lean principles to enable your entire team, from owners to trade contractors – to plan, communicate, document, and execute in real-time. It's the digital tool that supports the Last Planner System® process and puts it all together in one simple, collaborative ecosystem. Bosch RefinemySite empowers your team, builds trust, creates a culture of responsibility, and enhances communication. Learn more and Try for free at https://www.bosch-refinemysite.us/tryforfree     Today's episode is sponsored by the Lean Construction Institute (LCI). This non-profit organization operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices. Learn more at https://www.leanconstruction.org  

Nicki Dennis Stephens, Hon. AIA is the Executive Director of AIA California. Since taking the helm of AIA California in 1999, Stephens' leadership has positioned the chapter as a leader in member service, government advocacy, and public engagement. In 2003, she convened a group of talented volunteers to define a new approach to project delivery. Her efforts resulted in the landmark publications Integrated Project Delivery: A Working Definition and Experiences in Collaboration, both of which have been heralded as the best primers for Integrated Project Delivery. The initiative quickly spread through AIA, prompting the development of Integrated Project Delivery: A Guide in 2007, which shared California's design and construction process with the nation. In this episode, you'll discover how Nicki Dennis Stephens leads the American Institute of Architect's largest state component.   To learn more about Nicki visit her at the AIA: Website: https://aiacalifornia.org/ Facebook: https://www.facebook.com/AIACALIF/ Instagram: https://www.instagram.com/aiacalif/ Twitter: https://twitter.com/aiacalif   ► Feedback? Email us at podcast@businessofarchitecture.com   ► Access your free training at http://SmartPracticeMethod.com/   ► If you want to speak directly to our advisors, book a call at https://www.businessofarchitecture.com/call   ► Subscribe to my YouTube Channel for updates:   https://www.youtube.com/c/BusinessofArchitecture   *******   For more free tools and resources for running a profitable, impactful, and fulfilling practice, connect with me on: Facebook: https://www.facebook.com/groups/businessofarchitecture Instagram: https://www.instagram.com/enoch.sears/ Website: https://www.businessofarchitecture.com/ Twitter: https://twitter.com/BusinessofArch Podcast: http://www.businessofarchitecture.com/podcast iTunes: https://podcasts.apple.com/us/podcast/business-architecture-podcast/id588987926 Android Podcast Feed: http://feeds.feedburner.com/BusinessofArchitecture-podcast Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9idXNpbmVzc29mYXJjaGl0ZWN0dXJlLmxpYnN5bi5jb20vcnNz   *******   Access the FREE Architecture Firm Profit Map video here: http://freearchitectgift.com   Download the FREE Architecture Firm Marketing Process Flowchart video here: http://freearchitectgift.com     Carpe Diem!  

Welcome to episode 1 of Continuum Advisory Group's Lean and Integrated Project Delivery (IPD) Miniseries. This series explores a variety of topics and even some tools and processes in Lean Construction and Integrated Project Delivery. In this introductory episode, Clark Ellis speaks with Kelcey Henderson on CAG's background, approach, and perspectives regarding our work with Lean IPD teams and organizations.

Host Wendy Hobbs speaks with Jen Hancock, Vice President Collaborative Construction at Chandos Construction, about how IPD's (Integrated Project Delivery) work and how they differ from other contractual delivery methods. • Host: Wendy Hobbs, PQS(F) • Producer: Ryan Schriml • Guests: Jen Hancock About Our Guests: Jen Hancock BA, BEd, LEED AP BD+C Vice President Collaborative Construction at Chandos Construction Jen has worked for Chandos for the last 14 years and has helped lead may of the company's innovative practices in that time. She works primarily as a coach, facilitator and trainer for project teams with a focus on Integrated Project Delivery (IPD), collaborative construction practices, lean and sustainability. She worked on some of the first IPD projects in Canada and has been a key champion in bringing it across the country from BC to Ontario. She oversees Lean integration and training; and, was instrumental in setting up and managing the waste diversion policy in 2010 that has seen the company divert over 75% of its waste in the last 9 years. Jen is also on the board of directors and is committee chair with the Integrated Project Delivery Alliance and is on the board of directors for the Edmonton Construction Association. Jen attended the University of Alberta and has a Bachelor of Arts degree in English and Bachelor of Education Degree. She taught in both Edmonton and Seoul, South Korea; and, she uses this training extensively in her current role. Jen has lived in Edmonton for the last 25 years and loves being part of the design and construction industry. She has a passion to learn, educate and improve the industry. For complete show notes, go to https://ciqs.org/podcast

Integrated project delivery has evolved. Experts dig into adoption rates and which projects best thrive using the IPD model.

This episode Bryden Wood Head of Global Systems Jaimie Johnston MBE is joined by Tim Coldwell, President of Canada's Chandos Construction. Tim talks about being purpose-driven, 100% employee-owned, and the first and largest B Corp certified commercial general contractor in North America. In addition to recycling construction waste on 100% of projects, Chandos is also working to advance collaboration and innovation in the construction industry through Integrated Project Delivery (IPD). 

An early introduction to 3D technology in the design process for fabrication has led to Matts passion for technology adoption across mechanical system design. Focusing on LEAN concepts, Integrated Project Delivery, and sustainable, efficient ideas, Hermanson Company has successfully blended the best of the traditional industry norms with today's technology to provide superior service. Matt shares how they combine state of the art technology with good old fashioned hard work to drive market leading outcomes 

Despite female engineers having a presence in the industry for well over 100 years, encouraging female participation into STEM-related careers and achieving gender equality in the workplace continues to be an ongoing challenge.To mark International Women in Engineering Day (INWED) 2021 – an international awareness campaign to raise the profile of women in engineering and focus attention on the amazing career opportunities available to aspiring engineers in this exciting industry – WSP and AMAALA have collaborated on an exclusive podcast episode titled ‘Engineering role models for a more diverse future'.Hosted by Shona Wood, Gender Balance Steering Group Representative and Head of Integrated Project Delivery and Architecture at WSP in the Middle East, this episode features AMAALA's Development Specialist, Razan Alraddadi alongside WSP Middle East's Graduate Consultant, Ruaa Mahmoud.

Our conversation with James Pease, Executive Director - Design and Construction at UCSF Medical Center will energize you. A passionate advocate for LEAN Construction and Integrated Project Delivery, James is committed to driving down the cost of construction to do his part in increasing access to quality healthcare for all.

One of Canada's pre-eminent construction lawyers, Geza Banfai worked with the Candian Construction Documents Committee to draft CCDC 30, Canada's first IPD contract.  We visit with Geza to discuss the role of contracts in allowing us to use a full lean design and construction operating platform.  We compare and contrast construction practice in the US and Canada.  And finally we discuss "what's next?"Watch on YouTube.

Contracts are at the heart of construction projects, and often are the source of inefficiencies and ultimately litigation. Brian Perlberg, Executive Director and Senior Counsel of ConsensusDocs, walks us through how they're making better contracts, creating new contracts that empower innovations like BIM, Design-Build and more, and are formed from a huge coalition of contractors, technologists, trades and more.

When a new facility needs to be designed, built, and started up...there is a lot to consider. And a number of ways to approach it. Today I speak with Josh Miksch from CRB about their ONEsolution approach to delivering a facility in the Pharmaceutical space. From the CRB website: "ONEsolution™ is a revolutionary integrated project delivery method that leverages the combined expertise and technical excellence of ONE project team to deliver your facility in a safe, lean and collaborative way. ONEsolution™ aligns stakeholders on quality, cost and schedule, providing you with everything you need from initial planning through operational readiness. You know the old saying. “Cost, quality, or schedule. You can only pick two.” We're throwing that out the window and disrupting the current state of the construction industry." It was pretty exciting to be able to do our FIRST "Live" podcast. Given my newness to this space...I have a challenge for you...see if you can spot the 2 points I had to edit the video. We had a couple of technical difficulties, but we made it through. Josh was a great guest. Great to get to see him and his new office post COVID lockdown. Have any questions about the ONEsolution approach? Ask them here on our LInkedIn post here. I'll see if I can get Josh to say hi and answer them :) https://www.linkedin.com/in/talktojesse/ https://www.linkedin.com/company/modern-biopharma-podcast http://www.modernbiopharma.com

As the construction industry explores more collaborative business models (Design-Build, Integrated Project Delivery, Operating System 2.0), while facing an ongoing workforce shortage, The Built Revolution Podcast asks the question: What does industry need from universities? And how can we better prepare the next generation of industry leaders? Barbara Jackson (University of Denver), David Stayshich (University of Houston), and Stephen Mulva (University of Texas at Austin) offer unique perspectives from both the world of academia and the world of industry in this panel discussion with Kelcey Henderson, President of Continuum Advisory Group.

As the construction industry explores more collaborative business models (Design-Build, Integrated Project Delivery, Operating System 2.0), while facing an ongoing workforce shortage, The Built Revolution Podcast asks the question: What does industry need from universities? And how can we better prepare the next generation of industry leaders? Barbara Jackson (University of Denver), David Stayshich (University of Houston), and Stephen Mulva (University of Texas at Austin) offer unique perspectives from both the world of academia and the world of industry in this panel discussion with Kelcey Henderson, President of Continuum Advisory Group. 

Do we need #blockchain in #construction? "No," says Daniel Hall. Not at least for automation of tasks. Erika sat down to speak to Daniel Hall - Assistant Professor of Innovative and Industrial Construction at the Department of Civil, Environmental, and Geomatic Engineering of ETH Zürich. The overarching theme of his research is to enhance governance, productivity, and innovation in construction projects through a transformation from fragmented project delivery methods to new organizational models that integrate the supply chain of the vertically and horizontally fragmented construction industry. His work finds that in order to foster more innovation in products and processes, the #AEC industry must embrace new technologies, governance strategies, and organizational models. His current research interests include Industrialized Construction, Governance of Integrated Project Delivery, Blockchain in Construction, Adoption of Systemic Innovations, Industry 4.0, and Entrepreneurship in AEC.

Methods of project delivery are ever-changing. The need to see different outcomes, especially from an owner’s perspective in construction projects, has led to the adoption of approaches like Integrated Project Delivery (IPD). It's not a one-size-fits-all method, but it’s definitely worth exploring.  In this week’s podcast episode, I welcome my guest, James Pease. James is an Executive Director of Design and Construction at the UCSF Medical Center. He has experience on both sides of a construction project (owner and contractor). We discuss what IPD is and who will benefit from this kind of project delivery approach. We also address skepticism regarding this method, and James gives real-life experiences to prove that it works. We also discuss the role owners play in successful project deliveries and how to address significant roadblocks when using the method.  Tune in to this episode today!  Discussion Points: 0:00 Introduction 2:26 Biggest opportunities for improvement from the owner’s perspective4:31 Areas of conflicts between owners and general contractors5:58 Effective way or model to overcome challenges 7:43 Playing the game as owners in construction projects 9:34 Key elements of Integrated Project Delivery 11:12 Application of integrated Project Delivery in real-life 12:55 Building and maintaining trust and collaboration 13:56 The role owners play in successful project deliveries through IPD 14:30 Reasons for owners to take on IPD  15:04 Marketing IPD to owners as a general contractor 16:53 Dealing with major roadblocks 21:11 Who shouldn’t be doing IPD?23:00 Advice for GC’s who tried IPD and didn’t work 26:11 Owner cooperation is essential for successful projects 27:01 One request to ask of a GC 27:40 Think like an owner if you’re a GC 29:23 Three action items 30:18 Fundamental aspects of the Lean process  About the Guest:  James Pease is an owner's representative for delivering complex construction projects using Lean Integrated Project Delivery. He is the executive director of Health Design and Construction at the University of California, San Francisco. James is a board member of the Lean Construction Institute and is committed to improving the design and construction industry as a recognized speaker, Lean IPD Coach, and executive editor of leanipd.com. James has a B.S. in Management Science from the University of California, San Diego, and is a CA licensed, general contractor. Resources:  Do Your Project Executives Need to Become Better Leaders? Book a 10-minute call with Eric Anderton (https://10minutes.youcanbook.me/)  Visit the Lean Construction Institute website (https://www.leanconstruction.org/)  Reach out to James through his website or Linkedin and other social media channels  https://leanipd.com/ https://www.linkedin.com/in/jamespease/ Twitter: @leanipd Insta: @Leanipd  Check out James’ YouTube channel (https://www.youtube.com/channel/UCtUuR4Xv85s8MiYNhJPrLmQ) Recommended restaurants Citizen Vine, Rocklin: http://citizenvine.com/ Slanted Door, San Francisco: https://www.slanteddoor.com/ Connect with me on LinkedIn. For more podcast episodes, you may also visit my website. Tune in and subscribe to the Construction Genius: A Leadership Master-Class Podcast on Apple Podcasts, Spotify, and Stitcher. Thank you for tuning in! 

With the rise of IPD, Integrated Project Delivery method of working, Procore construction management software provides a huge benefit to design firms. We discuss how it works and the benefits of using it in your design workflow.

James Pease, Executive Director - Design and Construction at UCSF Medical Center, shares his decade-plus of experiences of integrated project delivery in healthcare, more than 20 projects and counting. James is a leading expert in the setup and structure of large, complex capital projects using Lean and Integrated Project Delivery. He has a record of driving highly reliable results with projects finishing on time and on budget. James is also the Executive Editor at the https://leanipd.com website that shares information and best practices in order to further the use of Lean Construction, Integrated Project Delivery, and Building Information Modeling to ultimately improve outcomes in the Design and Construction of capital projects. YouTube video at https://youtu.be/PsK9V6XvsZo Connect with James via LinkedIn at https://www.linkedin.com/in/jamespease Twitter at https://twitter.com/leanipd Connect with Felipe via LinkedIn at https://www.linkedin.com/in/engineerfelipe Twitter at https://twitter.com/felipe_engineer Instagram at https://www.instagram.com/thefelipeengineer Today's episode is sponsored by the Lean Construction Institute (LCI). This non-profit organization operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices. Learn more at https://www.leanconstruction.org

Eine Strategie welche im Ausland schon öfters erfolgreich angewendet wurde, wird nun durch Philipp Wieting von der Firma Werknetz Architektur und seinem Team als Pilotprojekt gestartet. Als BIM-Pionier hat er bereits 2006 sein erstes Projekt mittels BIM realisiert und in allen darauffolgenden Projekten weiterentwickelt und verfeinert. Philipp will damit die Ineffizienz im Bau und Planungsprozess eliminieren. Als IPD oder Integrated Project Delivery wird dieses Modell bezeichnet. Dies ergänzt sich auch optimal mit BIM. Ganz nach dem Motto: Was kommt nach BIM? -> IPD Weitere Informationen zu Philipp Wieting und Werknetz Architektur findest du unter folgendem Link: https://www.werknetz.ch/de/was-kommt-nach-bim-unser-strategiepapier-zu-integrierten-projekten-fuer-die-zukunft   Oder besuche mich auf meiner Homepage unter: www.marcofehr.ch

Executive Director of Design & Construction at the UCSF Medical Center, James Pease, speaks with Fieldwire's Javed Singha about the meaning behind his work. Plus, why using Lean and Integrated Project Delivery is essential for driving reliable results. Listen now.

What are the benefits of integrated project delivery? In this episode of Let’s Talk Shop, Angie Simon, CEO of Western Allied Mechanical and SMACNA president, talks with Matt Cramer, president, Dee Cramer, on how he got started with integrated project delivery (IPD). Dee Cramer has completed eight IPD projects in Michigan and have noticed a great increase in customer satisfaction when using this process.

Integrated Project Delivery er en filosofi som utfordrer dagens forståelse av verdiskaping og risikofordeling i byggenæringen. Kan rådgivere tenke nytt og selge noe annet enn timer? Er vi i gang med en kulturendring i retning av å større tillit mellom aktører i byggenæringen? Hvilken rolle vil teknologiutvikling vil spille i denne endring? Gjest i dagens episode er Erik Rigstad, Utviklingssjef i Cowis bygningsdivisjon. See acast.com/privacy for privacy and opt-out information.

As an architect, are you being forced to turn to programming? Join Todd and Christopher as they discuss the partnership between robots and people and how that propels us into the 21st century, and learn a little more about the hot topic of generative design.Christopher, who is the Director of Innovation at Applied Software, has always been passionate about learning and understanding. He contributes strong strategic thinking and experience as a design professional. He also has a Bachelor’s of Science in Architecture and a Master’s in Building Construction and Facility Management focused in Integrated Project Delivery.Thanks for listening! Please be sure to leave a rating and/or review and follow us on our social accounts.Sign up for newsletter Follow us on LinkedIn Bridging the Gap Podcast WebsiteTodd’s LinkedIn  Thank you to our sponsors!Applied Software Applied Software LinkedInOther Relevant Links:LiveLab Learning AEC Disruptors LinkedIn AEC Disruptors

Are you interested in increasing your company’s productivity? Join us as we sit down with Christopher Riddell, host of the AEC Disruptors Podcast, to discuss Autodesk Dynamo’s capabilities to help automate regular tasks and make your workday easier and much more productive.Christopher, who is the Director of Innovation at Applied Software, has always been passionate about learning and understanding. He contributes strong strategic thinking and experience as a design professional. He also has a Bachelor’s of Science in Architecture and a Master’s in Building Construction and Facility Management focused in Integrated Project Delivery.Thanks for listening! Please be sure to leave a rating and/or review and follow us on our social accounts.Sign up for newsletter Follow us on LinkedIn Bridging the Gap Podcast WebsiteTodd’s LinkedIn  Thank you to our sponsors!Applied Software Applied Software LinkedInOther Relevant Links:AEC Disruptors LinkedIn AEC Disruptors LiveLab Learning

As a Project Management leader are you focusing on your people? In this episode we chat with Colin Ellis and Charity Carr about the importance of the human element of Project Management. We kick off our discussion talking about Colin's book, The Project Book. The discussion takes us to the people side of Project Management. As we focus on the soft skills of project management we recognize these actually are the hard items to focus on. We then discuss the importance of purpose and culture to achieve the results we're looking to hit. The future of project management has us evolving away from the triple constraints and moving towards improving culture and providing value.Listeners have asked to hear from PM leaders within the Construction industry and we hit the mark with Charity. She shared with us her experiences and the work she is doing to build and expand on the Mayo Clinic campus. We learn of the similarities and differences between construction projects and technology projects. Charity shares the benefits of IDP, Integrated Project Delivery within the design and construction space that leads to improved communication and teamwork.Tune in for upcoming shows with Project Management leaders and subscribe to the podcast on Apple Podcast, iHeartRadio, Spotify, Spreaker, Stitcher,or your favorite podcast platform! Thanks to our sponsor THE PMO SQUAD. Visit www.thepmosquad.com to learn about the Purpose Driven PMO and all their project management services.

Kelcey Henderson speaks with Steve Dapper (P&G) in the second episode of a two-part miniseries on Lean Integrated Project Delivery (IPD) projects that won the Construction Users Roundtable (CURT) Project Excellence award in 2018. They discuss this unique project experience and their accomplishments on the Quicksilver Team in Albany, GA.

Kelcey Henderson speaks with Steve Dapper (P&G) in the second episode of a two-part miniseries on Lean Integrated Project Delivery (IPD) projects that won the Construction Users Roundtable (CURT) Project Excellence award in 2018. They discuss this unique project experience and their accomplishments on the Quicksilver Team in Albany, GA.

Kelcey Henderson speaks with Scott Rice (P&G) and Kevin Anderson (Fluor) in the first episode of a two-part miniseries on Lean Integrated Project Delivery (IPD) projects that won the Construction Users Roundtable (CURT) Project Excellence award in 2018. They discuss P&G's journey into Lean IPD, their experience with this award winning project, and key lessons learned during their time building a new manufacturing facility in Box Elder, Utah.

Kelcey Henderson speaks with Scott Rice (P&G) and Kevin Anderson (Fluor) in the first episode of a two-part miniseries on Lean Integrated Project Delivery (IPD) projects that won the Construction Users Roundtable (CURT) Project Excellence award in 2018. They discuss P&G's journey into Lean IPD, their experience with this award winning project, and key lessons learned during their time building a new manufacturing facility in Box Elder, Utah.

At the 20th annual LCI Congress, James Pease and Brittanie Campbell-Turner present on the topic of “How to Increase Adoption of the IPD Model by Using Blockchain.” In this presentation, James and I talked about how it's unquestionably the future to incorporate blockchain and smart contracts with construction contracting. In this presentation, we focus on integrated project delivery contracting although blockchain can impact / streamline any contracting model pending the algorithms are built correctly. James and I decided to focus IPD specifically because of the similarities of transparency contracting with both IPD and a distributed ledger technology. Find out more about James Pease: James Pease, Regional Manager of Facility and Property Services with Sutter Health, and integrated health system in Northern California spends between between 500M and 700M on their annual capital program. James is an experienced practitioner of the IPD model for 11+ years at Sutter Health. James also developed an education platform at http://LeanIPD.com (LeanIPD.com), where he has been sharing through webinars and blog posts different elements about how to be successful in running lean projects. Last year, James participated in the development of an IPD guide that shares how to carry out an IPD projects, you can find the guide at http://leanipd.com (leanipd.com). https://www.linkedin.com/in/jamespease/ (LinkedIn) https://twitter.com/leanipd?lang=en (Twitter) https://leanipd.com/ (Lean IPD) https://leanipd.com/integrated-project-delivery-an-action-guide-for-leaders/ (IPD An Action Guide for Leaders) Previous Podcast Episode with James Pease: http://How to Develop a Collaborative Culture on Every Project with James Pease (How to Develop a Collaborative Culture on Every Project with James Pease) Music By: Epic Music Supervision

Unfortunately, Howard Ashcraft can't make you a martini via the podcast, but he can answer a lot of your common questions about Integrated Project Delivery contracting and how to truly change the way you collaborate with your partners. In this episode of the Built Revolution, Kelcey sits down with Howard (Partner with Hanson Bridgett) to talk about transforming the construction industry through better contracting and true collaboration. A few resources to learn more:AIA CC Working Definition of IPD (free!)Integrated Project Delivery: An Action Guide for Leaders (free!)Integrating Project Delivery (Howard's book is available on Amazon – pricing varies by format)

Unfortunately, Howard Ashcraft can't make you a martini via the podcast, but he can answer a lot of your common questions about Integrated Project Delivery contracting and how to truly change the way you collaborate with your partners. In this episode of the Built Revolution, Kelcey sits down with Howard (Partner with Hanson Bridgett) to talk about transforming the construction industry through better contracting and true collaboration. A few resources to learn more:AIA CC Working Definition of IPD (free!)Integrated Project Delivery: An Action Guide for Leaders (free!)Integrating Project Delivery (Howard's book is available on Amazon - pricing varies by format)

Silvia Taurer, the founder of LivingRoomCraftZ, says that BIM is more than a technology or a methodology. It is a collaborative mindset that is becoming elemental for the renewal of the construction industry. LivingRoomCraftZ, a Delft company, helps clients implement BIM and Integrated Project Delivery. They are specialized in Autodesk products (e.g. Revit Architecture/Structure/MEP and AutoCAD) […] The post BIM as a Collaborative Mindset – An Interview with Silvia Taurer appeared first on AEC Business.

IPD에 대한 이야기를 나눠봅니다. Integrated Project Delivery는 프로젝트 이해당사자 간 컨센서스 기반 계약 및 프로젝트 수행 체계입니다. 프로젝트 수행 시 시너지 효과를 극대화할 수 있습니다. 2년 동안 진행했던 IPD 기반 가상건설 게임을 바탕으로 얻은 경험을 나눔해 봅니다.

James Pease, practitioner with 8+ years in using Lean Integrated Project Delivery (LIPD)/ Integrated Form of Agreement (IFOA). Subscribe at http://LeanIPD.com (LeanIPD.com) to get a sample IFOA Contract and learn more about IPD. Contact James Pease at: james@leanipd.com Find James on https://www.linkedin.com/in/jamespease/ (LinkedIn) Find out more about Integrated Project Delivery at http://leanconstruction.org (Lean Construction Institute) Find University of Minnesota case studies for IPD http://rp.design.umn.edu/resources/documents/IPD-Case-Study-Matrix-2012_corrected02.pdf (here). Music by: Epic Music Supervision Show Notes: www.constructrr.com/ep22

This episode will focus on the practical and philosophical motivations to shift the industry focus to a more comprehensive building process that integrate teams, systems, and deliver better results. We will attempt to provide clarity for creative and logical solutions that can enable architects and builders to make this kind of philosophical shift toward a more outcome based future. Join us as Kristof interviews Corey Squire from Lake|Flato Architects for a great conversation! COREY SQUIRE, LEED AP O+MSustainability Coordinator Corey works with all Lake|Flato teams to establish sustainability goals, analyze designs with simulation software, and collects post-occupancy performance data. He received a Bachelor of Arts in Environmental Studies from Oberlin College and a Master of Architecture from Tulane University. In 2012, Squire was awarded the Eskew+Dumez+Ripple Research Fellowship to study building post-occupancy energy performance and sustainable design processes.

I had the pleasure of meeting with Lauri Merikallio, Partner at Vison Alliance Partners, in Helsinki. During the interview Lauri explains how he got involved in Integrated Project Delivery, IPD,  and how it’s been implemented in Finland. Lauri Merikallio has become thoroughly familiar with the LEAN philosophy and its application in projects and provision of services. One of the innovations […] The post State of IPD in Finland – Interview with Lauri Merikallio appeared first on AEC Business.

This is the Florida Bar Construction Law Committee's November 2014 meeting including a presentation by Florida attorney George Meyer regarding Integrated Project Delivery. The Construction Law Committee is part of the Real Property, Probate, and Trust Law Section of the Florida Bar.

What are the benefits and success factors of Integrated Project Delivery, IPD? Ravi Bhatia, Principal at PLG Consulting, shares his insight in this interview. Ravi has over 25 years of real estate, construction and infrastructure project leadership experience on high-visibility projects for Fortune 500 clients, multinational corporations, private investors and large public institutions. He provides […] The post The Present and Future of IPD – Interview with Ravi Bhatia appeared first on AEC Business.

On today’s episode I bring you an introduction to the topic of Integrated Project Delivery, also known as simply IPD. As both a philosophy and a delivery method, IPD seems to address many of the shortcomings of the traditional Design-Bid-Build and the Construction-Manager-at-Risk models. Some of the issues that IPD addresses involve the sharing of […]

This podcast, part of e-Builder's Knowledge Sharing Initiative, provides insights into Integrated Project Delivery (IPD) concepts, benefits, and applications. The speaker, Chuck Thomsen, has over 35 years of experience in the AEC industry, has published several articles and books through the Construction Management Association of America, and is a recognized thought leader on the topic.