The purpose of this research is to see how Integrated Project Delivery (IPD) principles and practices can be used on high end custom residential construction projects to increase the collaboration and efficiency of the project team. A case study was conducted on a custom home project to observe how and what IPD principles were used. Observations, interviews and a survey were used as part of that case study to gain insights. This research found that IPD principles and practices could be used on residential projects. In addition, the research found that those involved found the experience positive and beneficial to their success on the project.

Master of Science / Department of Architectural Engineering and Construction Science / Julia A. Keen / The purpose of this report is to provide information on Integrated Project Delivery (IPD) as a construction project delivery method and identify some of the obstacles that are limiting its implementation into the design and construction industry. This report includes a general overview of IPD and a comparison to traditional project delivery methods: Design-Bid-Build, Design-Build, and Construction Manager at Risk. The advantages of IPD and its possible positive impact on the industry is introduced followed by the three major obstacles that must be evaluated and resolved before this delivery method can begin to be embraced by the industry. The three major obstacles include: contracts, insurance, and IPD structure for facilitation. Each of these obstacles is explored in detail and solutions being successfully implemented by industry professionals are presented. Finally, conclusions about the future of IPD are presented along with future research that needs to be conducted for a better overall understanding of IPD.

A abordagem tradicional de gestão de projetos trata como similares todos os projetos, sem considerar o contexto de cada um, e carece de uma fundamentação teórica mais ampla e aprofundada. Nesta abordagem, projetos mais complexos, nos quais, muitas vezes, as soluções somente emergem ao longo do projeto, são gerenciados da mesma forma que projetos simples, com objetivos claros e soluções evidentes. Como consequência, os projetos, em sua maioria, não têm atingido seus propósitos, deixando assim de agregar valor às organizações, além de gerar litígios entre clientes e empresas executoras. Alternativamente à abordagem tradicional, o presente trabalho abordou um modelo de Sistema de Gestão de Projeto (SGP) para os projetos de instalações industriais baseado nos princípios de Integrated Project Delivery (IPD), associado às práticas de Lean Project Delivery System (LPDS) e termos comerciais voltados a contratos relacionais. É uma forma de gerir projetos de maneira mais colaborativa entre as partes, através da construção de times integrados, compartilhamento de riscos e benefícios, redução das perdas no processo e geração de valor. Inicialmente, o presente trabalho buscou caracterizar as práticas correntes da gestão de projetos de instalação industrial, por meio de um estudo de caráter exploratório realizado numa indústria de base. Posteriormente, foram realizadas entrevistas com agentes chaves de clientes e executores, com o objetivo de coletar a experiência destes agentes com as práticas correntes. Adicionalmente às entrevistas, foram realizados dois estudos de caso breves em projetos de construção. Através da análise das entrevistas e casos estudados, foi possível levantar as principais barreiras e oportunidades para implantação desta nova abordagem no contexto industrial brasileiro. Por fim, o presente trabalho desenvolveu um modelo para a implantação gradual desta nova abordagem para gestão dos projetos de instalações da indústria de base, levando em consideração o contexto atual e o patamar a ser alcançado. / The traditional project management approach treats projects similarly without enough consideration of the context, and needs a broader and deeper theoretical foundation. In this approach, complex projects, in which solutions only emerge along the process, are managed similarly to simple projects, which have clear objectives and known solutions. Moreover, processes are assumed to be sequential and fragmented, and being divided in many small parts. Consequently, the majority of projects do not achieve their purposes, being ineffective in terms of generating value for stakeholders, and there is often litigation between client and contractors. As an alternative to the traditional approach, this study discusses a new form of Project Delivery System (PDS) to be used in industrial installation projects, based on Integrated Project Delivery (IPD) principles, associated with Lean Project Delivery System (LPDS) practices, and the commercial terms of relational contracts. In this PDS, project management is based on collaboration and integration among parts, and risks and benefits are shared, reducing process waste and improving value generation. Initially, this study sought to understand the existing project management practices in industrial installation projects, through an exploratory study on a base industry. Then, a set of interviews was carried out with key stakeholders, such as clients and subcontractors, with the aim of collecting data about their experience with existing practices. Additionally, two brief case studies in construction projects that had some innovative project management practices were undertaken. Based on the interviews and cases studies, the main barriers and opportunities for use the new PDS approach in the Brazilian industrial context were identified. Finally, a model for the gradual implementation of the proposed PDS in base industry projects was built, considering the current state and the desired state of project management practices.

Collaborative project delivery methods are believed to contribute to faster completions times, lower overall project costs and higher quality. Contracts are expected to influence the degree of collaboration on a given project since they allow or restrict certain lines of communication in the decision making process. Various delivery systems rank differently on the spectrum of collaboration. Because collaborative project delivery methods require owners and AEC stakeholders to meet frequently early in the delivery process, they are thought to add additional upfront costs to the project. The purpose of this study is to test if collaborative project delivery methods impart enough value so that the upfront cost incurred at the beginning of project is eventually surpassed by realized savings. Ideally, the extreme forms of project delivery methods, that is, Integrated Project Delivery (IPD) and Design-Bid-Build (DBB), should be compared to test the effects of collaboration on benefits to the owner. Due to difficulty in obtaining data on IPD and similarly scaled DBB projects, for this study, their close cousins, CM-at-Risk (CMR) and Competitive Sealed Proposal (CSP) were compared. The study engaged statistical comparison of cost of change orders and overall project cost performance of 17 CMR and 13 CSP projects of similar scales by same owner. Project cost performance observed under CMR projects was found significantly more than those under CSP. This study is expected to help boost confidence in the benefits of collaborative project delivery methods. It is likely that the results will encourage acceptance of IPD for public projects. Owners who were previously discouraged by the increased upfront cost of collaborative projects may also find interest in the results of this study.

According to September 2011 information from the U.S. Census Bureau, the construction industry in the United States is valued at nearly eight hundred billion dollars annually. A 2004 collaborative study by Construction Industry Institute and Lean Construction Institute suggests that as much as fifty seven percent of time, effort, and material investment in construction projects do not add value to the final product. When compared with twenty six percent wastes in the manufacturing industry, it becomes obvious that the construction industry has a problem. Construction projects that come in over budget and behind schedule have become the rule rather than the exception, leading to contentious business relationships and costly litigation. This study will strive to identify and analyze the primary sources of these problems. Research and industry experience point to a lack of communication and cooperation among the various entities required to complete a construction project as the leading causes of waste in the industry. Further analysis suggests that traditional forms of construction contracts encourage adversarial and non-cooperative behavior between parties. Additionally, poor communication between various contributors opens the door for additional wasted cost. Fortunately, the development of tools such as Integrated Project Delivery (IPD) and Building Information Modeling (BIM) present new options to construction professionals that are proving to help address some of the challenges the industry faces today. IPD as a project delivery method creates a culture of collaboration and teamwork, where a culture of risk avoidance and conflict once stood, while BIM provides a platform for better communication among parties. When used together, these tools can reduce or eliminate many of the major sources of waste within the industry. This thesis will provide descriptions, analysis, and case studies that demonstrate the use of these tools and the potential they have to make a positive impact on the construction industry. / text

This document provides a summary report of the M.I.T. Masters Thesis, "Systematic IPT Integration in Lean Development Programs" by Tyson R. Browning. These studies argue for the inclusion of program integration principles as an essential aspect of lean enterprise product development and organization. / Lean Aerospace Initiative

A abordagem tradicional de gestão de projetos trata como similares todos os projetos, sem considerar o contexto de cada um, e carece de uma fundamentação teórica mais ampla e aprofundada. Nesta abordagem, projetos mais complexos, nos quais, muitas vezes, as soluções somente emergem ao longo do projeto, são gerenciados da mesma forma que projetos simples, com objetivos claros e soluções evidentes. Como consequência, os projetos, em sua maioria, não têm atingido seus propósitos, deixando assim de agregar valor às organizações, além de gerar litígios entre clientes e empresas executoras. Alternativamente à abordagem tradicional, o presente trabalho abordou um modelo de Sistema de Gestão de Projeto (SGP) para os projetos de instalações industriais baseado nos princípios de Integrated Project Delivery (IPD), associado às práticas de Lean Project Delivery System (LPDS) e termos comerciais voltados a contratos relacionais. É uma forma de gerir projetos de maneira mais colaborativa entre as partes, através da construção de times integrados, compartilhamento de riscos e benefícios, redução das perdas no processo e geração de valor. Inicialmente, o presente trabalho buscou caracterizar as práticas correntes da gestão de projetos de instalação industrial, por meio de um estudo de caráter exploratório realizado numa indústria de base. Posteriormente, foram realizadas entrevistas com agentes chaves de clientes e executores, com o objetivo de coletar a experiência destes agentes com as práticas correntes. Adicionalmente às entrevistas, foram realizados dois estudos de caso breves em projetos de construção. Através da análise das entrevistas e casos estudados, foi possível levantar as principais barreiras e oportunidades para implantação desta nova abordagem no contexto industrial brasileiro. Por fim, o presente trabalho desenvolveu um modelo para a implantação gradual desta nova abordagem para gestão dos projetos de instalações da indústria de base, levando em consideração o contexto atual e o patamar a ser alcançado. / The traditional project management approach treats projects similarly without enough consideration of the context, and needs a broader and deeper theoretical foundation. In this approach, complex projects, in which solutions only emerge along the process, are managed similarly to simple projects, which have clear objectives and known solutions. Moreover, processes are assumed to be sequential and fragmented, and being divided in many small parts. Consequently, the majority of projects do not achieve their purposes, being ineffective in terms of generating value for stakeholders, and there is often litigation between client and contractors. As an alternative to the traditional approach, this study discusses a new form of Project Delivery System (PDS) to be used in industrial installation projects, based on Integrated Project Delivery (IPD) principles, associated with Lean Project Delivery System (LPDS) practices, and the commercial terms of relational contracts. In this PDS, project management is based on collaboration and integration among parts, and risks and benefits are shared, reducing process waste and improving value generation. Initially, this study sought to understand the existing project management practices in industrial installation projects, through an exploratory study on a base industry. Then, a set of interviews was carried out with key stakeholders, such as clients and subcontractors, with the aim of collecting data about their experience with existing practices. Additionally, two brief case studies in construction projects that had some innovative project management practices were undertaken. Based on the interviews and cases studies, the main barriers and opportunities for use the new PDS approach in the Brazilian industrial context were identified. Finally, a model for the gradual implementation of the proposed PDS in base industry projects was built, considering the current state and the desired state of project management practices.

A abordagem tradicional de gestão de projetos trata como similares todos os projetos, sem considerar o contexto de cada um, e carece de uma fundamentação teórica mais ampla e aprofundada. Nesta abordagem, projetos mais complexos, nos quais, muitas vezes, as soluções somente emergem ao longo do projeto, são gerenciados da mesma forma que projetos simples, com objetivos claros e soluções evidentes. Como consequência, os projetos, em sua maioria, não têm atingido seus propósitos, deixando assim de agregar valor às organizações, além de gerar litígios entre clientes e empresas executoras. Alternativamente à abordagem tradicional, o presente trabalho abordou um modelo de Sistema de Gestão de Projeto (SGP) para os projetos de instalações industriais baseado nos princípios de Integrated Project Delivery (IPD), associado às práticas de Lean Project Delivery System (LPDS) e termos comerciais voltados a contratos relacionais. É uma forma de gerir projetos de maneira mais colaborativa entre as partes, através da construção de times integrados, compartilhamento de riscos e benefícios, redução das perdas no processo e geração de valor. Inicialmente, o presente trabalho buscou caracterizar as práticas correntes da gestão de projetos de instalação industrial, por meio de um estudo de caráter exploratório realizado numa indústria de base. Posteriormente, foram realizadas entrevistas com agentes chaves de clientes e executores, com o objetivo de coletar a experiência destes agentes com as práticas correntes. Adicionalmente às entrevistas, foram realizados dois estudos de caso breves em projetos de construção. Através da análise das entrevistas e casos estudados, foi possível levantar as principais barreiras e oportunidades para implantação desta nova abordagem no contexto industrial brasileiro. Por fim, o presente trabalho desenvolveu um modelo para a implantação gradual desta nova abordagem para gestão dos projetos de instalações da indústria de base, levando em consideração o contexto atual e o patamar a ser alcançado. / The traditional project management approach treats projects similarly without enough consideration of the context, and needs a broader and deeper theoretical foundation. In this approach, complex projects, in which solutions only emerge along the process, are managed similarly to simple projects, which have clear objectives and known solutions. Moreover, processes are assumed to be sequential and fragmented, and being divided in many small parts. Consequently, the majority of projects do not achieve their purposes, being ineffective in terms of generating value for stakeholders, and there is often litigation between client and contractors. As an alternative to the traditional approach, this study discusses a new form of Project Delivery System (PDS) to be used in industrial installation projects, based on Integrated Project Delivery (IPD) principles, associated with Lean Project Delivery System (LPDS) practices, and the commercial terms of relational contracts. In this PDS, project management is based on collaboration and integration among parts, and risks and benefits are shared, reducing process waste and improving value generation. Initially, this study sought to understand the existing project management practices in industrial installation projects, through an exploratory study on a base industry. Then, a set of interviews was carried out with key stakeholders, such as clients and subcontractors, with the aim of collecting data about their experience with existing practices. Additionally, two brief case studies in construction projects that had some innovative project management practices were undertaken. Based on the interviews and cases studies, the main barriers and opportunities for use the new PDS approach in the Brazilian industrial context were identified. Finally, a model for the gradual implementation of the proposed PDS in base industry projects was built, considering the current state and the desired state of project management practices.

Masters of Science / Invasive pneumococcal disease (IPD), which includes potentially fatal conditions such as meningitis, septicaemia and pneumonia poses a threat in children aged <5 years, pneumonia being the leading cause of child mortality worldwide. Even though capsular polysaccharides are the main antigens involved in the immunity to encapsulated bacteria, it was found that in children in that age group, the immune system was unresponsive. Conjugate vaccines however induce immunologic memory and provide long-term protective immunity. Therefore the aim of this project was to develop novel conjugation strategies towards a pneumococcal conjugate vaccines and focuses mainly on the serotypes that are a burden to the African continent. The chemistry involved in developing a conjugate vaccine is of importance beacuse while some polysaccharides contain chemical grouping which can be conveniently utilized for conjugation, many medically important ones require derivatization before they can be coupled to protein. Derivatization of which can be achieved through various strategies, important to note is through hypervalent iodine oxidants. Two hypervalent iodine reagents, O-Methyl substituted-1-hydroxy-1,2-benziodoxol-3(1H)-one 1-oxide (Me-IBX)and modified 1-hydroxy-1,2-benziodoxol-3(1H)-one 1-oxide (mIBX)were successfully synthesized in preparation for the use in polysaccharide, polyribitol phosphate, (PRP) oxidation. The polysaccharide to be oxidised was first size reduced by microfluidisation to allow maximum oxidation. However, the extent to which oxidisation was achieved was not enough to conjugate the polysaccharide to the protein of preference, Bovine Serum Albumin, (BSA).

This thesis examines an American form of partnering, Integrated project Delivery (IPD) for the purpose of implementing it in the Swedish construction industry. To do this the current Swedish standard of partnering, Samverkan, is compared to IPD. The cooperating company is In3prenör AB who are interested in IPD and want to establish if profitable elements can be implemented in their current modus operandi. The thesis was carried out in ten weeks. The thesis was limited to the implementation of IPD towards suppliers, sub- and joint contractors and has held a more speculative view towards employers. Methodically a literature study was done to collect data and knowledge about IPD. Through an interview study data was collected from key figures in two partnering projects who all had previous experience with partnering. From this data a status analysis was done for the purpose of comparing IPD and Samverkan. The results showed that the respondents have had positive experiences with partnering. The majority group of respondents feel partnering results in a nicer working environment and a best-for-project mindset. The respondents held the view that Samverkan is "merely nice words" but the results prove otherwise. The thesis concludes that the primary differences lie in IPD's more complete framework and Samverkan's softer values. The relationship between buyer and main contractor needs to be reworked on the contractual level. Based on the interviews, the authors believe that there is much to be gained through long-term relationships. At the start of new project, the desired results can then be advanced rather than re-established.