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This collaboration includes the development of a target value design10 plan by the group to best serve the owner s value proposition Target value design makes value, cost, schedule, and constructability (including work structuring) basic design criteria11 The collaboration encourages the team to share in the design decisions throughout the process, rather than it being a handoff of documents at the end of a phase Collaboration continues into the construction phase, where lack of coordination traditionally causes large amounts of rework12 The Integrated Agreement calls for a built-in quality plan to be developed by the project team The success of such a plan will depend on the communication of the designer s expectations to the contractors executing the work The emphasis is on solving problems before installation and avoiding rework The success of an Integrated Agreement heavily depends upon the ability of the project team members to meet their commitments to one another Open communication is paramount, and personal contact will greatly assist in keeping communication open and forthright Solving issues verbally and personally will reduce the misunderstandings to a minimum, and again it is clearly of great assistance to have a 3D model as the means to share and visualize ideas The Integrated Agreement seeks to share risk among the team members, rather than shift it This will provide incentive to collaborate, and thus improve coordination, and reduce risk Risk is further shared by creating one IPD team performance contingency for the project, rather than having separate design and construction contingencies Thus the success of every team member is directly tied to the performance of all members of the IPD Team 13 This is further incentive for collaboration and communication The Integrated Agreement also includes clauses about fees, financial responsibilities, liabilities, etc; but these are beyond the scope of this discussion It is interesting to note that a contract of this type will certainly provide the incentive for a new approach to construction planning and management, and that it is so comprehensive that this is not likely to be able to be implemented without the BIM approach1 The owner is requiring the project team to sign such a contract, thus paving the way for the change.

Table 5-1

1.7 Summary

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Once you ve planned out the locations of all your security system components, you need to measure how much cabling you ll need to run between the control panel and the component, then purchase and install the cabling Planning If you re using a map that s to scale, you should be able to measure out how much cabling you ll need for each run between the control panel and the component However, don t just rely on the map, do a reality check first Take a look at where you ll be running the cable and look for any obstacles Are you going to have to maneuver around a bunch of pipes or ductwork If so, how much extra cable will you need for that particular run Once you ve got an idea of how much cabling you need, add an extra foot or two to the number (this will provide enough working cable length during the trim-out stage) and jot it down next to the sensor on your blueprint

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they see little chance to create a benefit for themselves from it This includes risk issues; as long as the owner ultimately bears the risk, there is no incentive for change, except from the owner At this time most of the contractual and management process changes are still mandated by owners It is, however, primarily through the removal of risk that it is possible to change the nature of the construction industry Project economics are forcing the improvement of construction efficiency, and competition will rearrange the major players in the field Litigation Litigation and construction have been virtually synonymous for too long Due to the overwhelming complexity of the construction industry, there are too many opportunities for disagreements about the resolution of conflicts, and errors and omissions, generally originating from the planning phase of the project Project team members are often well advised to build the cost of a certain amount of litigation into their bid proposal Litigation happens when there is not enough communication and collaboration among the project team members Almost all differences can be worked out in compromise through effective communication Since the legal industry is the only entity that really benefits from litigation, it is in the team s best interest to collaborate and minimize these avoidable expenses

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