Renee Cheng

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https://hdl.handle.net/11299/201403

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IPD Case Studies
(2012-03) Cheng, Renee
This study is a revision of our report published in February 2011. It advances the previous study with the inclusion of one new case study (University of California San Francisco, UCSF), report of the survey results and addition of the six cases documented in the 2010 AIA/AIA-CC publication of “Integrated Project Delivery: Case Studies.” Whereas previous case study efforts were limited to the handful of projects executing IPD, this effort is framed broadly, choosing projects of various program types, sizes, team composition and locations. Additionally, this set of case examples documents a wide range of team experience, from teams with quite a bit of IPD experience to those who are using their project as a learning experience. The level of experience of the teams is shown graphically in the at-a-glance pages of the matrix. Unique to this study is the opportunity to study projects from early phases through completion. Following projects over time, we hope to gain insight on the evolution of each project, its collaborative culture and areas of success and challenge. This document is focused on project activities that lay the foundation for collaborative practices in IPD.
Integration at its FInest: Success in High-Performance Building Design and Project Delivery in the Federal Sector
(2015-04-14) Cheng, Renee
Case study of five federal projects that were exceptionally good exemplars of collaboration to achieve extremely high energy performance goals. This report recommended that GSA consider that while some aspects of these teams are impossible to replicate for others (either due to the ARRA, a particularly successful individual team leader, or an unexpectedly positive team chemistry), others can be easily repeated for all future projects (investment in relationships, team development of their work processes, mechanisms for alignment, intentional engineering of team chemistry), and some can be strategically repeated where ROI may be lower (heavy investment in custom communication plans and custom implementation or schedule).
IPD: Performance, Expectations, and Future Use. A Report On Outcomes of a University of Minnesota Survey
(2015-09-25) Allison, Markku; Cheng, Renee
Overview: Effective project delivery meets or exceeds owner’s expectations for schedule, cost and quality. There is an emerging body of research that shows more collaborative/integrated delivery is more likely to lead to successful outcomes and high-level team performance. Within that context, this survey takes a snapshot of current perceptions of effectiveness on projects using multiparty agreements, the most formal and contractually binding of the integrated delivery methods. Conducted by the University of Minnesota and sponsored by Canada’s Integrated Project Delivery Alliance, the goal of this survey was to understand the current state of Integrated Project Delivery (IPD). This goal was pursued through use of a broad-based comparative survey.
Motivation and Means: How and Why IPD and Lean Lead to Success
(Lean Construction Institute and Integrated Project Delivery Alliance, 2016) Cheng, Renee; Johnson, Andrea
The case studies discussed in the report demonstrate how new and innovative practices, techniques, and strategies make a significant difference in project outcomes. The report explores ten projects from around the US and Canada: four Healthcare projects, two Medical Office Buildings, and four Office Buildings, including both new and renovation with scopes ranging from $9.6M to $119M. All projects utilized an integrated form of agreement and employed Lean design and construction techniques. Each project case study provides a detailed deep dive in 24 areas across five major categories: Context, Legal + Commercial, Leadership and Management, Processes and Lean, Alignment and Goals, and Building Outcomes. The major finding of this report is a striking uniformity of success for all the teams in this study, regardless of project type, scope, geographic location, or previous experience with IPD and Lean. The second finding was that the powerful complementary strength of IPD and Lean supports success.
Teams Matter: Lessons From GSA Region 5 and the American Recovery and Reinvestment Act
(2016-05) Cheng, Renee
This study compares and contrasts eleven American Recovery and Reinvestment Act (ARRA) funded projects in the Great Lakes Region (GSA Region 5). The focus of the work is team culture and its effect on building outcomes. The findings establish causal links between positive team outcomes and positive building outcomes. Included in the positive team outcomes are mutual trust and respect, aligned goals and accountability. Five of these projects for in-depth study. ARRA provided a common context to achieve the purpose of this study: to discover factors of project practices that most positively or negatively affect team collaboration and performance.
Integrated Project Delivery: An Action Guide for Leaders
(Integrated Project Delivery Alliance (IPDA), Center for Innovation in the Design and Construction Industry (CIDCI), Charles Pankow Foundation, 2018-06-05) Allison, Markku; Ashcraft, Howard; Cheng, Renee; Klawens, Sue; Pease, James
This guide is the result of a collaborative writing process between five IPD subject-matter experts that made up the guide’s core team. Much of the content found in this guide derived an IPD Advisory Council—a group of nineteen IPD-experienced industry professionals, representing public and private owners, contractors, architects, and trades from across the US and Canada—with our subject-matter experts to discuss choosing IPD and establishing goals; actions for when things go wrong; project processes and tools; and legal, commercial, management, and team-culture strategies and best practices.