We call this method ‘Design to Value ’.
Although different parties become engaged with design and delivery, it is the integration of the design which leads to the required outcomes.There is little value in ten high-quality design packages if they do not interface and deliver efficiency in construction and effectiveness in operation.
The integrated team need to be much more proactive and collaborative than design-coordination, which is a lagging process, detecting and correcting clashes.Instead we need a design integration approach which progressively and iteratively develops the design philosophy that will deliver the value in construction and operations..All the parties involved in the IPD need to share in the value of the project.
The core project management KPI’s are scope, cost and time however purely focusing on these has two fundamental contra-indications.Firstly, they provide a limit to the value which can be delivered to the client: - as long as we get,.
, close to the time, cost and scope we have done a good enough job.
If we shoot for the moon and get into orbit we have done well enough.. Secondly, there will be direct antagonism in the value sought by each delivery organisation, the parties will not be aligned in value drivers.. Open discussions and agreements need to be had about what value means firstly for the intent of the endeavour e.g.However, codifying these rules to drive an algorithmic or computational design process, results in a dramatic increase in the speed and quality of adapting Reference Design to a myriad of constraints and needs.
On our website, for example, you can see.an app that tests the suitability of new sites for schools.
by configuring the potential options in 10 minutes,.an apartment block configured in half an hour.
(Editor: All-in-One Weights)