Ashcraft, Howard. 2013. Integrated project delivery: The owner’s perspective. Hanson Bridgett LLP.

This excerpt from an upcoming textbook, Integrated Project Delivery: Theory and Practice, explores an owner’s motivation for pursuing an IPD project and presents advice for managing project partners and responding to skepticism both within and outside an owner organization. The chapter is based on interviews with 14 owners who undertook IPD projects themselves.

Highlights:

• Demonstrates perceived benefits from an owner’s point of view.
• Explains what it takes to organize and initiate an integrated project.

Institute for Market Transformation to Sustainability. 2012. Integrative Process (IP) ANSI Consensus National Standard Guide 2.0 for Design and Construction of Sustainable Buildings. Institute for Market Transformation to Sustainability and American National Standards Institute.

This integral resource defines a framework for practicing Integrated Design. The guide covers recommended practices for steps to take, from predesign all the way through operations and performance feedback.

Highlights:

• Proven framework for how to manage the flow of people, information, and analysis.
• Answers the question of who to involve and when.
• Lists outcomes and performance measurements that should be completed at each stage of design and construction.

The “pulse model” promoted in this guide is fully explained in this resource, as is the Project Roadmap. An outline of the Integrative Process is available for free to the public here.

Lean Construction Institute. 2015. Glossary. Accessed 14 February 2015.

Highlights:

• Contains glossary of key terms.
• Offers on-demand training and education programs.

Tepfer, Sara. 2013. Realizing next-generation green; Project delivery and cost management strategies for high-performance buildings. American Institute of Architects.

This collection of four case studies provides insight into what integration strategies are most effective in highperformance projects, namely collaborative decision-making, early involvement of key participants, and metricsbased decision-making. The report also explores why projects are not pursuing IPD in its truest form, instead more commonly forgoing the multi-party contracts. One of the suggestions is that real benefits are being achieved using IPD as a driving philosophy, so project teams are happy making small changes rather than betting on large paradigm shifts, even if the latter would bring greater rewards.

Highlights:

• IPD projects are rare; true IPD projects are even more rare.
• However, even “IPD-ish” approaches have resulted

US Green Building Council. 2015. LEED integrative process credit. Accessed 11 March 2015.

Highlights:

• Helps teams capitalize on interrelationships between systems.
• Forces teams to start early: perform an energy modeling analysis and water budget analysis before schematic design.

Wilson, Oscia. 2014. The owners’ guide to starting integrated building projects. CreateSpace Independent Publishing Platform. 134 pp.

This book is a wonderful, short, approachable introduction to the components of Integrated Project Delivery for any audience, but it also offers owner-specific guidance, such as discussion points to use to win internal buy-in within the owner organization, specific advice for issuing the Request for Proposals (RFP), and suggestions for finding funding sources. Wilson’s book has greatly influenced this Guide’s stance on whether IPD contracts are always necessary or beneficial for an integrated project.

Highlights:

• Section on discussion points to win internal buy-in within owner organizations.
• Advice on “what to do if you can’t do IPD.”
• Owner-specific guidance on issuing the RFP, defining funding sources, and identifying the owner chain of command.