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Special Issue:
Integrated Project Delivery & Lean Project Delivery
Call for
papers
Guest Editors:
Ryan
E. Smith, Integrated Technology in Architecture Center, University of Utah,
USA
Stephen
Emmitt, Civil & Building Engineering, Loughborough University, UK
Special
Issue LCJ Editor:
Alan
Mossman, The Change Business Ltd, UK
Background
to the call. In 2000 Ballard proposed a high level map of the end-to-end
design, construction, facility management and demolition cycle — the
Lean Project Delivery System. At about the same time a group of
Florida-based companies sought to align interests, objectives and practices
through a team-based approach they called Integrated Project Delivery®
(IPD), which they trademarked in 2005. For the last four years The American
Institute of Architects has been championing Integrated Project Delivery.
In the UK in 2002 the Strategic Forum for Construction published
‘Accelerating Change’, which also called for integrated project
teams, integrated supply chains and integrated work flows. In 2008, the
Construction Users Round Table (CURT) published ‘Key Agent’s of
Change’ redefining lean construction as lean project delivery to
emphasize that the principles of lean are about the entirety of the
building industry, including owner, design and construction teams. During
the past ten years or so integrated project design & delivery (or lean
project delivery) research has, and continues to be, led by practitioners.
It is a paradigm shift with far reaching social, cultural, legal,
environmental, and economic implications giving rise to questions such
as:
• How
can the design and the build team integrate effectively to deliver more
value for the client?
• How
can technology support designers and constructors working together?
• What
additional skills do the participants need?
• What
processes and commercial arrangements help them work together to create the
value that
clients, owners and users want?
• what
makes it difficult to create the desired value?
This call solicits
high-quality, practical and integrative papers on integrated design and
construction practice from practitioners, consultants and scholars that
explore one or more of the questions above in relation to:
• Sociology
of collaboration and lean integration
• Relational
and integrated delivery contracts: (how) are they lean?
• Integration
in particular national contexts
• Insurances
in integrated contracts
• Lean
work flow and communication strategies
• Leaning
the design to fabrication integration
• Socio-technical
aspects of BIM & information transfer
• BIM
and simulation for 4D and 5D analysis
• Evidence
based design
• Set
based design
• Target
value design
• Lean
case studies: barriers and challenges / opportunities, failures and
successes
• Conjecture
on the future of lean and integrated design and construction practice
All
submissions will be reviewed by both practitioners and scholars. To ensure
that this issue is a literal integrator of the conversations surrounding
integration in our industry reviewers will be asked to check that
submissions address the following criteria:
• lean
and integrated projects
• design
and delivery
• people,
process and production
• the
social and the technological aspects
• the
practical and the theoretical issues
Submissions,
written in plain and accessible English, should be in the form of:
• Full
research papers (generally < 5000 words)
• Case
studies (<5000 words)
• Forum
papers and literature based papers/reviews(<5000 words)
• Book
reviews (around 2000 words) and review articles (<5000 words)
• Brief
stories from the workplace that illustrate pertinent issues (around 2000
words)
Deadline for submissions is September 10th,
2010.
Information
for authors, including a document template is to be found at http://www.leanconstructionjournal.org
All
submissions and expressions of interest relating to this call should be
addressed to:
editors.IPD-LPD@leanconstructionjournal.org
Informal
enquiries may be made to the any of the editors, email;
rsmith@arch.utah.edu; s.emmitt@lboro.ac.uk; alanmossman@mac.com.
Ryan E.
Smith, Stephen Emmitt and Alan Mossman on behalf of the Lean Construction
Journal, June 2010.
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