How was decision making handled What contractual structure was used Did any

How was decision making handled what contractual

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How was decision-making handled? What contractual structure was used? Did any issues arise that were not addressed well by the contract? Were there any problems with the team? When was the budget established? Did variations from the budget occur? How were they handled? What kind of benefits did you observe that could be attributed to IPD? What kind of obstacles did you run into? What kind of metrics developed to determine project performance? How was compensation of the team members structured? Was BIM used and to what extent? What team members contributed? Case Study Autodesk One Market The following case study describes how the above principles have been applied on a specific project. The project, Autodesk One Market, located at One Market Street, San Francisco, California, was a commercial interior renovation consisting of a roughly $10 million budget and an aggressive twenty-two week construction schedule. The project’s core group included the following four companies: Autodesk (owner), DPR (general contractor), Anderson Anderson and HOK (architects). Team selection began in October 2007, and the project was completed in August 2008. The owner’s program called for two separate spaces –a 16,500 sq ft customer-briefing center and gallery designed by Anderson Anderson and 29,295 sq ft of office space designed by HOK. Unique aspects of the project include the pursuit of Leadership in Energy and Environmental Design (LEED) Platinum Certification from
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the United States Green Building Council (USGBC) and a highly sophisticated use of audio-visual equipment, consisting of about 10% of the construction cost. This A/V system, coupled with a custom open ceiling system, comprises one of the major design elements of the gallery. Autodesk stated that they used IPD ―because it is an emerging and innovative trend in the industry and also leverages technology that the company produces. It is a great way for Autodesk to demonstrate leadership in the industry and learn lessons that can be applied to improve the software‖. This was the first project that Autodesk completed using IPD and they have since used this delivery method for their AEC Headquarters project in Waltham, Massachusetts. Multi-Party Agreement: A four-party agreement was entered by the owner, general contractor, and two architects that bound together each party and specified their roles, decision-making process and compensation structure. Any subcontractors or consultants whose contract consisted of more than 5% of the construction cost held a similar agreement with one of these parties. The A/V consultant (Charles Sulter Associates) and the electrical subcontractor (Decker Electric) each held such an agreement. Each party was primarily responsible for their traditional expertise on the project but also provided input during each phase and area of work and shared the risks associated with their completion. The contract organized the team into three levels to facilitate the decision-making process: the Project Implementation Team (PIT), Project Management Team (PMT) and Executive Committee. The PIT was the first level, managing daily technical activities and identifying issues in the field. When the PIT could not reach a
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