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IPD与传统工程交付模式相比优势巨大

发布时间:2011年06月09日 08:37 来源:BDC&同济大学网站
摘要:

“IPD领先传统工程交付模式好几个光年” HowardW.Ashcraft,Jr.:'IPDislightyearsaheadoftraditionaldelivery' 来源:编译自《BuildingDesignandConstruction》作者:冯炎霍华德•W&bu

“IPD领先传统工程交付模式好几个光年”
Howard W. Ashcraft, Jr.: 'IPD is light years ahead of traditional delivery'
来源:编译自《Building Design and Construction》 作者:冯炎

霍华德•W•阿西可拉夫特是建筑律师美国学院的成员,也是美国建筑师联合会加利福尼亚委员会的名誉会员,还是集成项目交付(IPD:Integrated Project Delivery)特别工作组的成员之一。他任职于美国仲裁协会,在专门仲裁加利福尼亚和内华达州大型和复杂建筑案件的小组里工作,并在工程公司美国委员会法律顾问论坛里任职,他还曾获准在美国的最高法院做律师。他拥有斯坦福大学的学士学位、以及加州伯克利伯特霍尔法学院(Boalt Hall)的法学博士学位。
Howard W. Ashcraft, Jr., is a Fellow of the American College of Construction Lawyers, an honorary member of the AIA California Council, and a member of the Integrated Project Delivery task force. He serves on the American Arbitration Association panel for Large and Complex Construction Cases for California and Nevada and on the Legal Counsel Forum of the American Council of Engineering Companies, and has been admitted to the bar of the U.S. Supreme Court. He holds a bachelor's degree from Stanford and a JD degree from Boalt Hall at UC Berkeley.

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BD+C:IPD是不是工程成功的秘诀?
BD+C: Is IPD the answer to aligning incentives with project success?

阿西可拉夫特:这是在传统传输方法基础上的巨大改进。你想将人们安排得人人都握有铁锤,IPD还没到这个程度,但是也比传统的传输方法要先进几个光年了。
Howard Ashcraft: It's a quantum improvement over traditional delivery processes. You want to align people down to the individual holding the hammer. IPD doesn't go down to that level, but it's light years ahead of the traditional delivery process.

BD+C:你在Autodesk的办公室项目上写过IPD合约,你在那些项目中得到了什么功效?
BD+C: You wrote the IPD contracts on Autodesk's office projects. What efficiency gains did you see on those projects?

阿西可拉夫特:在旧金山项目中,因这个讨论,RFI(信息征询表)周转时间就平均不到一小时了。这个即时的回复大概在20分钟内,使得人们可以更快地向前。在马萨诸塞州的沃尔瑟姆,最终的方案管理决定是在低层做出的,这可使他们在困难时期将该项目继续推进。在两个工程中,时间都非常紧,但是他们完成了。在这两种情形下,建筑师开始懂得承包人多么需要他们的信息来加强成本信息内容。他们开始为承包人绘出可视图,这在建楼过程中能节约时间。
HA: In the San Francisco project, the RFI turnaround averaged well under an hour because of this discussion. It was in the realm of 20 minutes with instant responses that allowed people to move forward much more swiftly. In Waltham, Mass., final project management decisions were made at a low level and that allowed them to move the project forward in really tough times. There were tight schedules on both projects, but they met them. In both situations the architects began to understand how the contractors needed their information to develop costing information. They started to visually draw for the contractor, which saved time in the erection process.

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