AIA Integrated Project Delivery_Guide_2007 Australia - Project Alliancing Guide Integrated Agreeemement for Lean Delivery by Lichtig Article (MHA) 2008 AIA Integrated Project Delivery Agreements - Audio Podcast Sutter Contract Working Draft 2007 NBBJ Alliance Form AGC - ConsensusDOCS Press Release 9.28.07 Transformation Partnering and Outsourcing (TP&O) for Commercial Real Estate

AIA Integrated Project Delivery_Guide_2007

The AIA IPD Guide provide an understanding of the different delivery models; Design-Bid-Build, Design-Build, CM at Risk, Bridging etc. and how Integrated Project Delivery differs.  I provides a context for how IPD has evolved responding to serious limitations and problems with the other models.  It also offers guidelines for considering and developing this model. 

Australia - Project Alliancing Guide

This is the best document that explains the practical detals for forming an alliance team.  It covers team formation, sharing risk, compensation, dealing with conflict and different alliance structures.

Integrated Agreeemement for Lean Delivery by Lichtig Article (MHA)

Will Lichtig, attorney for Sutter Health, provides an overview of why and how they developed the contractual platform for their collaborative approach to project delivery.

2008 AIA Integrated Project Delivery Agreements - Audio Podcast

AIA Resource Architect, Markku Allison, leads a discussion regarding the new AIA contract documents for Integrated Project Delivery.

Sutter Contract Working Draft 2007

Sutter provides an example of a mulit-party agreement for Lean project delivery.

NBBJ Alliance Form

NBBJ pioneered alliance teams in the US and this document provides their approach. 

AGC - ConsensusDOCS Press Release 9.28.07

The AGC has developed a multi-party agreement.  This is the press release providing an overview.

Transformation Partnering and Outsourcing (TP&O) for Commercial Real Estate

1. Operational Efficiency and Optimization (value stream mapping and extensive use of pre-assembled supply chains)
2. Business and Operational Change (results oriented approach with continual changes in behavior, environment and processes)
3. Technology Leverage using a common, open source, user friendly platform.
4. Creative Commercial Model uses efficiency gains for reinvestment (creating an incentive loop)

"Suppliers need to become equipped with the knowledge and ability to providethe integration of services, focusing on business and moving away from the focus on purely offering low prices."

Suppliers move toward:

1. Integrated Delivery
2. Consultative Partners
3. Alignment with Business Goals (vs. low price)
4. From service providers to service partners

TP&O has many similar characteristics to the mindshift agenda applied to portfolio management. 

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