Here, our long-time forward-thinking columnist uses a common hospital scenario to walk you through the shift from Design-Bid-Build to an Integrated Project Delivery approach. See how the job can get done with similar personnel on a considerably shorter schedule, resulting in a greater team investment in the project’s success and yet more time to get on to other work.
Some will say most engineering, construction, and O&M software offerings are “smart” because they are all programs built for computer applications, but I see that some software has added benefits beyond their program intent. To begin, computer programs are developed to provide a variety of technical features, such as performing energy calculations and system/equipment service that blends technical data with financial data. Even my own software programs have specific features for commissioning and air and water balancing. But what about the benefits a program can provide which maybe weren’t part of the intent?
In
recent “Tomorrow’s Environment” columns, I’ve talked about
the need for engineers to change from being a commodity and a
follower to recommitting their technical skills to engineer-driven
consulting services. I touched on some of the engineering initiatives
that are ideally suited for engineer-led teams. The heart of being a
leader of projects begins with three essential attributes: Positive
attitude, creativity, and a high energy level, followed by a need to
lead.
