DTU ProjectLab - User contributions [en-gb]

Integrated Design Process (IDP)

2019-01-11T08:59:54Z

S173562:

''Developed by Jonas Greaker Sjøen''

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process. This particular graph is created by the author of the article, Jonas Greaker Sjøen, for the purposes of the APPPM course]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|500px|'''Figure 2''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 3''':Costs and staffing compared with project time. Adapted from figure 2.8 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Fifth Edition. Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

=== Contracts ===

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 3. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can result in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing. If the process is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides insight into the theory behind IDP, and additional extensive practical information from the construction point of view.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Concurrent Engineering

2018-02-27T18:54:55Z

S173562: /* Challenges */

__TOC__

==Abstract==
Integrated Concurrent Engineering, ICE, is a working method used in several industries and starting to get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the feedback in the project team by combining analysis and communication. <ref>Massachusetts Institute of Technology, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.506.6303&rep=rep1&type=pdf», Retrieved 2018-02-22 </ref> Here is some of the key benefits ICE provides:

*Decision-making, together
*Time and money saving
*Improvement of the quality
*Shortening design iterations
*Reduced wasted effort

The method grabs old challenges like easy misunderstandings, poor formulations and other challenges which was common earlier. Then, the communication and workflow was, and still are in most cases, by email, telephone and file sharing. By facing and solving challenges in an early design phase face to face with the different disciplines in work sessions, is the idea that the project will run smoother with less complications and collisions in the project phase. The method is not new and is used in several industries, and some large engineering companies have made their own guides that employees can use. Projects in Norway and Unites States of America are successfully using the method. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

The construction industry has by the last decades been facing a negative trend when it comes to efficiency. While other industries increase the efficiency of time schedules and economy, the construction industry seems to be heading the other direction.
The article will look further into ICE as a working method. The method will be explained step by step, and with fictional examples from the industry. The article will show how the method can be implemented into a project, and how a management teams can benefit and or have challenges with the method.

==Background==
Established systems, and old ways of doing tasks, often destroys new ways of thinking and practices. Many projects have a clear hierarchy of how decisions should be made, and things must be approved on different levels. Messages must be sent, and small and big decisions, could take days to solve. This is an inefficient way of solving challenges, and when time is crucial, decisions needs to be taken faster, more accurate and efficient. As a reaction to this sequential engineering, a possible solution is ICE with work sessions.
Integrated Concurrent Engineering is a method that can be adjusted from work group to work group and project to project. The method is therefore seen as flexible and adjustable.
When a workgroup is sitting together in work sessions, with different disciplines from different subjects, interactions could be discovered right away, and because the manager are at present, discussions and decisions could be taken right away. A new way of working, a better way of discussing and solve interactions and a much faster decision process, with a flat organizational hierarchy.
The method is useful in the way that it solves problems discovered in the design phase along the way in projects. A problem engineers have today, when they are sending drawings and project documents back and forth to each other and work step by step, is that the different disciplines doesn’t know what needs to be taken into account when designing. Therefore, some parts often must be redesigned, when all the disciplines have done their design.

The method is time efficient. Decisions made in the design phase, and the planning done before making a product, and all the decisions planned ahead of manufacturing, are time consuming. The more you plan, the less you will be surprised in the construction, building or assembly phase. <ref> National Cheng Kung University «https://content-iospress-com.proxy.findit.dtu.dk/download/integrated-computer-aided-engineering/ica00025?id=integrated-computer-aided-engineering%2Fica00025», Retrieved 2018-02-20 </ref>

==The method==
In the design phase of a project today, meetings are the only face-to-face communication the team has. Meetings are often based on one moderator going through an agenda, and figuring out how the different disciplines should solve the problems after the meeting. In a work session, one can for example solve problems while designing at the session, and everybody having interference with that part of the project, will contribute.

Decisions in the process are made based on reasonability. The organizational hierarchy is flat, and everybody in the team knows the goal. The work session manager is not the boss, but the manager. The manager works with the team and gives guidelines, when the boss more directly tells what the team should do. ICE distributes the responsibility to the whole team, and makes everybody pull in the same direction. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

The method suits many projects well. A common goal, given start and end date and a budget, should give a drive to the group to work together towards this. The flexibility and the adaptability of the method suits different sectors well. Examples of industries where the method can fit in:

''Construction business''

The design phase in the construction industry today are inefficient. A too short design phase, and an eager to start building, influences the design. Companies are forced to build before the design phase are finished. The industry is now building and solving problems along the construction phase, instead of having a good plan by designing and solving the solution first, and building it afterwards. <ref> Teknisk Ukeblad, «https://www.tu.no/artikler/byggebransjen-begynner-a-bygge-for-de-er-ferdige-med-prosjekteringen/235189», Retrieved 2018-02-08 </ref> If ICE had been used more, solutions could have been discussed and solved instead of passed on to the contractor at the construction site. It is easier to brush out a pencil line on a drawing, then tearing down an already built construction.

''Oil and gas section''

The business in this section have a lot of different projects which suits this method well. It is the complex projects which must be solved together in close collaboration, and that makes the method good for this section. Companies here have already made their own manuals for ICE. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Spacecraft industry''

The spacecraft industry was early when implementing integrated concurrent engineering. Massachusetts Institute of Technology was writing about ICE already in 2006, and NASA was using Concurrent Engineering, the predecessor to ICE, as early as 1990. <ref> NASA, «https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19910006666.pdf», Retrieved 2018-02-22 </ref> With all the small details and zero tolerance for failure in the industry, the collaborative method suits the section well.

''Car industry''

The industry making cars, and other businesses characterized by assembly lines, can benefit ICE. When a product is to be produced many times, the design and planning phase is very important. Sitting together solving the different problems, could benefit and abbreviate this phase.

==Project management in ICE==
When implementing ICE, a project team can experience to work way different than before, depending on how problems were solved from earlier. ICE with work sessions, tries to gather the different experience from the different disciplines from earlier projects, and use this knowledge into the design phase of a new project.
There are several ways to solve a problem, and many ways to do project management. Experience comes by working with new challenges and climb new trials, sometimes alone, sometimes with a team. A project is temporary, and the goals can vary, but gained experience is something that lasts.
No project is the same, and a project manager or a project team must manage to readjust for the different projects. Skills acquired, must be used in the right way to solve the new project. A good project team, adjust to the actual problem, and sees obstacles and solutions in different ways.
The team should have the overview at all time, and still be able to solve all small problems along the way. In the start, have an overview of the requirements of the projects, read and understand the contract for example and understand the scope. Later, the project team must manage and balance the scope, and juggle with quality, budget, time schedule, resources and risk. <ref> Annex A1, 1996 ed. PMBOK® Guide </ref>
The method can, as mentioned, be used on different projects and teams. Dedicated projects will be full-time management and part-time project teams are working at the same time on other projects. <ref> Chapter 2.3, 1996 ed. PMBOK® Guide </ref> ICE with work-sessions can be implemented on both types of project teams. In a dedicated project team, the work-sessions will be more often. In part-time projects where meetings usually have been the working method, work-sessions now can be applied.

==Scheduling==
In many projects, the lack of cooperation is high. People are working on their own, and sending their work forward, having faith in that no one would have problems. Problems will occur, and there will be revisions because of collisions and complications. The figure explains how it often is, and how ICE implantation can solve the problem.

[[File:ICE.png|center|thumb|450px|'''Figure 1''': Integraded Concurrent Engineering. Adapted from figure 3 in ''Observation, Theory, and Simulation of Integrated Concurrent Engineering: Grounded Theoretical Factors that Enable Radical Project Acceleration '', (2004). <ref> Stanford University, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.319.3117&rep=rep1&type=pdf>> Retrieved 2018-02-13 </ref>]]

The design phase will be more efficient, because problems doesn’t have to be solved many times. Making a good decision once, is much more efficient then solving the challenge several times through revisions. Tasks are solved in work sessions, and when a detail is to be made or produced, the process have been thought through. This will make the process after the design phase much faster, because there will be less need for communication between the executing part and the designers.

==Application of Integrated Concurrent Engineering==
The method is flexible, but if the project should benefit the given key points as mentioned in the abstract, the implementation must follow a certain structure to be working. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Work sessions''

A work session, the main thing about this method, is when everybody in the work group are sitting in the same room, working on the same project, together. The work session has a manager, who controls the agenda and assures progress. A clear agenda for the work sessions are established prior to the session by the work session manager, and a well-prepared group works together towards a common goal for the work session.
A typical work session lasts from a couple of hours to a whole or several days, and it depends on the task about to be solved. The duration is adjusted according to the tasks and are influenced by what stage the project is in. Typically, the longest sessions with most collaboration, is at later stage in the design phase, when more disciplines are represented. It is important to mention that work sessions with a duration longer than 2 hours without a break can be inefficient, and the planned long sessions should have intentional breaks. These breaks should be administered by the work sessions manager.
A work-session can for example have the topic ''Technical floor'' if it is a building which is about to be designed. Here will different disciplines like structural, mechanical, electrical, architectural and energy engineers sit together. They could be solving for example how to calculate the size of the room, place the equipment, design the different loads at the floor or how it actually is going to be built. The sessions should end up with a clarification on the goals for the session are met, and what is going to be done until the next time. A report of the sessions should be made by the work session manager, and be sent to the participants later.
[[File:Work-Sessions.png|center|thumb|450px|'''Figure 2''': Suggestion of two different types of seating in work-sessions]]

''Work sessions manager''

The work session has a level of discussion where everybody contributes, but a manager for the session is necessary. Decisions made in sessions are done together, and with everybody who has something to do with the matter, but in some cases a decision needs a leader. Other responsibilities are taking care of time, making the agenda and a report afterwards. The work session manager also sends the invitation to the different sessions. If the sessions should be daily, weekly, monthly or other, is up to the manager, but as often as necessary according to where in design phase the project is in, and what needs to be done. This again shows how flexible the method is.
Feedback and a report of a work sessions is important, especially at the early stage. This will help everybody in the session, and particularly the work session manager in the implementation phase. Since the flexibility is so wide, it will help to form the method to the special case, and make it work as good as possible through the project. No project is the same, and adjustments in the method is therefore necessary and important.

==Benefits and disadvantages==

The method has many advantages, but also some disadvantages. The method requires a group willing to work together towards a common goal, and want to try something new. A work session can also divide the group in discussions and disagreements, but this is also something that the method is perfect for, because problems then can be solved right away.
Some participants at a work session can feel that they are redundant, because they are directly influenced by the current case. The work session manager can decide that other tasks or projects also can be worked with simultaneously, because it is the presence of the discipline in the sessions that is important. It is being in the room and have the possibility to answer questions immediately when a problem occurs, that is the clue to this method. The session manager has here the manager role, and must lead the group towards the common goal for the session.

A trend these days is to use resources in low-cost countries with cheaper salaries, to do the tasks people in the high-cost countries does nott want to or have the time to do. The task is done faster and cheaper somewhere else, and can just be sent in the afternoon, and be received solved the morning after because of the time difference. This is highly efficient, but does not create the necessary collaboration in the team and efficient problem solving. And if something needs to be revised or discussed, the problem then again will have to be sent to the other side of the world, and the project must wait another day for the solution. This underlines the possibilities regarding effectiveness with this method. And this kind of working doesn’t fit the ICE method well.

==Challenges==

The method does not fit every project, industry or people, and different challenges can occur in use. The method is flexible, but there are things that should be avoided if possible.
To include stakeholders or disciplines to early, could make challenges. If people feel that they are redundant already in the first couple of sessions, they will not appreciate that method of working, and you might risk that they don’t care later on in the different sessions. Also, if stakeholders are at present too early in the case, and force input on solutions and cases they don’t have anything to do with, but just have interest in, they can come with input that benefits their interest and their opinion, and not the project in total, without the manager noticing. This can ruin details in the project, and make the project go in the wrong direction.

Too many people in the room, who doesn’t have anything to do with actual case, can also be very disturbing. Because the team working on a specific case can be disturbed by the noise. As mentioned, people can, and should, be at present if they have influence on the case, and can then be working with other projects if at present, but this should be limited.

People who do not get along is always a case in teams. The work sessions can have many discussions and disagreements, and people will work close for a longer period of time. If members do not get along, and have a hard time to separate work and leisure, it can ruin the whole method, because everybody will be influenced by it. Cultural differences could also have the same effect. Therefore, good conflict management and team building is of importance.

The other way around, it is crucial that everybody that have something to do with the case at the different work sessions are represented. No one is irreplaceable, but the sessions can be amputated without the most important disciplines. If the different work sessions are once a week, the extra week for the next session, can be decisive. That is one of the disadvantages with ICE, when it is a group with so few people working together. This makes it harder for other people to deputize into a work-session, because it is nearly impossible to continue where other people have left their work. This can stop the process.
Misunderstandings and wrong use of the method, according to the intendancy, will not make this method work. A tool can be as good as it wants, but it is not working well if it is not used right. This is also the conclusion in other papers. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

==Bibliography==

'''William R. Duncan (1996): A Guide to The Project Management Body of Knowledge:''' The guide gave insight into project management, project integration management and time scheduling.

'''Margit Hermundsgård (2017): Integrated Concurrent Engineering:''' A guide about how Integrated Concurent Engineering could be implemented in a project.

'''Steinar G. Rasmussen (2016): Integrated Concurrent Engineering i Samferdselsprosjekter:''' A master thesis about how Integrated Concurrent engineering can be introduced into infrastructure projects.

==Referance list==
<References/>

Integrated Concurrent Engineering

2018-02-27T18:53:27Z

S173562: /* Challenges */

__TOC__

==Abstract==
Integrated Concurrent Engineering, ICE, is a working method used in several industries and starting to get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the feedback in the project team by combining analysis and communication. <ref>Massachusetts Institute of Technology, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.506.6303&rep=rep1&type=pdf», Retrieved 2018-02-22 </ref> Here is some of the key benefits ICE provides:

*Decision-making, together
*Time and money saving
*Improvement of the quality
*Shortening design iterations
*Reduced wasted effort

The method grabs old challenges like easy misunderstandings, poor formulations and other challenges which was common earlier. Then, the communication and workflow was, and still are in most cases, by email, telephone and file sharing. By facing and solving challenges in an early design phase face to face with the different disciplines in work sessions, is the idea that the project will run smoother with less complications and collisions in the project phase. The method is not new and is used in several industries, and some large engineering companies have made their own guides that employees can use. Projects in Norway and Unites States of America are successfully using the method. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

The construction industry has by the last decades been facing a negative trend when it comes to efficiency. While other industries increase the efficiency of time schedules and economy, the construction industry seems to be heading the other direction.
The article will look further into ICE as a working method. The method will be explained step by step, and with fictional examples from the industry. The article will show how the method can be implemented into a project, and how a management teams can benefit and or have challenges with the method.

==Background==
Established systems, and old ways of doing tasks, often destroys new ways of thinking and practices. Many projects have a clear hierarchy of how decisions should be made, and things must be approved on different levels. Messages must be sent, and small and big decisions, could take days to solve. This is an inefficient way of solving challenges, and when time is crucial, decisions needs to be taken faster, more accurate and efficient. As a reaction to this sequential engineering, a possible solution is ICE with work sessions.
Integrated Concurrent Engineering is a method that can be adjusted from work group to work group and project to project. The method is therefore seen as flexible and adjustable.
When a workgroup is sitting together in work sessions, with different disciplines from different subjects, interactions could be discovered right away, and because the manager are at present, discussions and decisions could be taken right away. A new way of working, a better way of discussing and solve interactions and a much faster decision process, with a flat organizational hierarchy.
The method is useful in the way that it solves problems discovered in the design phase along the way in projects. A problem engineers have today, when they are sending drawings and project documents back and forth to each other and work step by step, is that the different disciplines doesn’t know what needs to be taken into account when designing. Therefore, some parts often must be redesigned, when all the disciplines have done their design.

The method is time efficient. Decisions made in the design phase, and the planning done before making a product, and all the decisions planned ahead of manufacturing, are time consuming. The more you plan, the less you will be surprised in the construction, building or assembly phase. <ref> National Cheng Kung University «https://content-iospress-com.proxy.findit.dtu.dk/download/integrated-computer-aided-engineering/ica00025?id=integrated-computer-aided-engineering%2Fica00025», Retrieved 2018-02-20 </ref>

==The method==
In the design phase of a project today, meetings are the only face-to-face communication the team has. Meetings are often based on one moderator going through an agenda, and figuring out how the different disciplines should solve the problems after the meeting. In a work session, one can for example solve problems while designing at the session, and everybody having interference with that part of the project, will contribute.

Decisions in the process are made based on reasonability. The organizational hierarchy is flat, and everybody in the team knows the goal. The work session manager is not the boss, but the manager. The manager works with the team and gives guidelines, when the boss more directly tells what the team should do. ICE distributes the responsibility to the whole team, and makes everybody pull in the same direction. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

The method suits many projects well. A common goal, given start and end date and a budget, should give a drive to the group to work together towards this. The flexibility and the adaptability of the method suits different sectors well. Examples of industries where the method can fit in:

''Construction business''

The design phase in the construction industry today are inefficient. A too short design phase, and an eager to start building, influences the design. Companies are forced to build before the design phase are finished. The industry is now building and solving problems along the construction phase, instead of having a good plan by designing and solving the solution first, and building it afterwards. <ref> Teknisk Ukeblad, «https://www.tu.no/artikler/byggebransjen-begynner-a-bygge-for-de-er-ferdige-med-prosjekteringen/235189», Retrieved 2018-02-08 </ref> If ICE had been used more, solutions could have been discussed and solved instead of passed on to the contractor at the construction site. It is easier to brush out a pencil line on a drawing, then tearing down an already built construction.

''Oil and gas section''

The business in this section have a lot of different projects which suits this method well. It is the complex projects which must be solved together in close collaboration, and that makes the method good for this section. Companies here have already made their own manuals for ICE. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Spacecraft industry''

The spacecraft industry was early when implementing integrated concurrent engineering. Massachusetts Institute of Technology was writing about ICE already in 2006, and NASA was using Concurrent Engineering, the predecessor to ICE, as early as 1990. <ref> NASA, «https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19910006666.pdf», Retrieved 2018-02-22 </ref> With all the small details and zero tolerance for failure in the industry, the collaborative method suits the section well.

''Car industry''

The industry making cars, and other businesses characterized by assembly lines, can benefit ICE. When a product is to be produced many times, the design and planning phase is very important. Sitting together solving the different problems, could benefit and abbreviate this phase.

==Project management in ICE==
When implementing ICE, a project team can experience to work way different than before, depending on how problems were solved from earlier. ICE with work sessions, tries to gather the different experience from the different disciplines from earlier projects, and use this knowledge into the design phase of a new project.
There are several ways to solve a problem, and many ways to do project management. Experience comes by working with new challenges and climb new trials, sometimes alone, sometimes with a team. A project is temporary, and the goals can vary, but gained experience is something that lasts.
No project is the same, and a project manager or a project team must manage to readjust for the different projects. Skills acquired, must be used in the right way to solve the new project. A good project team, adjust to the actual problem, and sees obstacles and solutions in different ways.
The team should have the overview at all time, and still be able to solve all small problems along the way. In the start, have an overview of the requirements of the projects, read and understand the contract for example and understand the scope. Later, the project team must manage and balance the scope, and juggle with quality, budget, time schedule, resources and risk. <ref> Annex A1, 1996 ed. PMBOK® Guide </ref>
The method can, as mentioned, be used on different projects and teams. Dedicated projects will be full-time management and part-time project teams are working at the same time on other projects. <ref> Chapter 2.3, 1996 ed. PMBOK® Guide </ref> ICE with work-sessions can be implemented on both types of project teams. In a dedicated project team, the work-sessions will be more often. In part-time projects where meetings usually have been the working method, work-sessions now can be applied.

==Scheduling==
In many projects, the lack of cooperation is high. People are working on their own, and sending their work forward, having faith in that no one would have problems. Problems will occur, and there will be revisions because of collisions and complications. The figure explains how it often is, and how ICE implantation can solve the problem.

[[File:ICE.png|center|thumb|450px|'''Figure 1''': Integraded Concurrent Engineering. Adapted from figure 3 in ''Observation, Theory, and Simulation of Integrated Concurrent Engineering: Grounded Theoretical Factors that Enable Radical Project Acceleration '', (2004). <ref> Stanford University, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.319.3117&rep=rep1&type=pdf>> Retrieved 2018-02-13 </ref>]]

The design phase will be more efficient, because problems doesn’t have to be solved many times. Making a good decision once, is much more efficient then solving the challenge several times through revisions. Tasks are solved in work sessions, and when a detail is to be made or produced, the process have been thought through. This will make the process after the design phase much faster, because there will be less need for communication between the executing part and the designers.

==Application of Integrated Concurrent Engineering==
The method is flexible, but if the project should benefit the given key points as mentioned in the abstract, the implementation must follow a certain structure to be working. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Work sessions''

A work session, the main thing about this method, is when everybody in the work group are sitting in the same room, working on the same project, together. The work session has a manager, who controls the agenda and assures progress. A clear agenda for the work sessions are established prior to the session by the work session manager, and a well-prepared group works together towards a common goal for the work session.
A typical work session lasts from a couple of hours to a whole or several days, and it depends on the task about to be solved. The duration is adjusted according to the tasks and are influenced by what stage the project is in. Typically, the longest sessions with most collaboration, is at later stage in the design phase, when more disciplines are represented. It is important to mention that work sessions with a duration longer than 2 hours without a break can be inefficient, and the planned long sessions should have intentional breaks. These breaks should be administered by the work sessions manager.
A work-session can for example have the topic ''Technical floor'' if it is a building which is about to be designed. Here will different disciplines like structural, mechanical, electrical, architectural and energy engineers sit together. They could be solving for example how to calculate the size of the room, place the equipment, design the different loads at the floor or how it actually is going to be built. The sessions should end up with a clarification on the goals for the session are met, and what is going to be done until the next time. A report of the sessions should be made by the work session manager, and be sent to the participants later.
[[File:Work-Sessions.png|center|thumb|450px|'''Figure 2''': Suggestion of two different types of seating in work-sessions]]

''Work sessions manager''

The work session has a level of discussion where everybody contributes, but a manager for the session is necessary. Decisions made in sessions are done together, and with everybody who has something to do with the matter, but in some cases a decision needs a leader. Other responsibilities are taking care of time, making the agenda and a report afterwards. The work session manager also sends the invitation to the different sessions. If the sessions should be daily, weekly, monthly or other, is up to the manager, but as often as necessary according to where in design phase the project is in, and what needs to be done. This again shows how flexible the method is.
Feedback and a report of a work sessions is important, especially at the early stage. This will help everybody in the session, and particularly the work session manager in the implementation phase. Since the flexibility is so wide, it will help to form the method to the special case, and make it work as good as possible through the project. No project is the same, and adjustments in the method is therefore necessary and important.

==Benefits and disadvantages==

The method has many advantages, but also some disadvantages. The method requires a group willing to work together towards a common goal, and want to try something new. A work session can also divide the group in discussions and disagreements, but this is also something that the method is perfect for, because problems then can be solved right away.
Some participants at a work session can feel that they are redundant, because they are directly influenced by the current case. The work session manager can decide that other tasks or projects also can be worked with simultaneously, because it is the presence of the discipline in the sessions that is important. It is being in the room and have the possibility to answer questions immediately when a problem occurs, that is the clue to this method. The session manager has here the manager role, and must lead the group towards the common goal for the session.

A trend these days is to use resources in low-cost countries with cheaper salaries, to do the tasks people in the high-cost countries does nott want to or have the time to do. The task is done faster and cheaper somewhere else, and can just be sent in the afternoon, and be received solved the morning after because of the time difference. This is highly efficient, but does not create the necessary collaboration in the team and efficient problem solving. And if something needs to be revised or discussed, the problem then again will have to be sent to the other side of the world, and the project must wait another day for the solution. This underlines the possibilities regarding effectiveness with this method. And this kind of working doesn’t fit the ICE method well.

==Challenges==

The method does not fit every project, industry or people, and different challenges can occur in use. The method is flexible, but there are things that should be avoided if possible.
To include stakeholders or disciplines to early, could make challenges. If people feel that they are redundant already in the first couple of sessions, they will not appreciate that method of working, and you might risk that they don’t care later on in the different sessions. Also, if stakeholders are at present too early in the case, and force input on solutions and cases they don’t have anything to do with, but just have interest in, they can come with input that benefits their interest and their opinion, and not the project in total, without the manager noticing. This can ruin details in the project, and make the project go in the wrong direction.

Too many people in the room, who doesn’t have anything to do with actual case, can also be very disturbing. Because the team working on a specific case can be disturbed by the noise. As mentioned, people can, and should, be at present if they have influence on the case, and can then be working with other projects if at present, but this should be limited.

People who do not get along is always a case in teams. The work sessions can have many discussions and disagreements, and people will work close for a longer period of time. If members don’t get along, and have a hard time to separate work and leisure, it can ruin the whole method, because everybody will be influenced by it. Cultural differences could also have the same effect.

The other way around, it is crucial that everybody that have something to do with the case at the different work sessions are represented. No one is irreplaceable, but the sessions can be amputated without the most important disciplines. If the different work sessions are once a week, the extra week for the next session, can be decisive. That is one of the disadvantages with ICE, when it is a group with so few people working together. This makes it harder for other people to deputize into a work-session, because it is nearly impossible to continue where other people have left their work. This can stop the process.
Misunderstandings and wrong use of the method, according to the intendancy, will not make this method work. A tool can be as good as it wants, but it is not working well if it is not used right. This is also the conclusion in other papers. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

==Bibliography==

'''William R. Duncan (1996): A Guide to The Project Management Body of Knowledge:''' The guide gave insight into project management, project integration management and time scheduling.

'''Margit Hermundsgård (2017): Integrated Concurrent Engineering:''' A guide about how Integrated Concurent Engineering could be implemented in a project.

'''Steinar G. Rasmussen (2016): Integrated Concurrent Engineering i Samferdselsprosjekter:''' A master thesis about how Integrated Concurrent engineering can be introduced into infrastructure projects.

==Referance list==
<References/>

Integrated Concurrent Engineering

2018-02-27T18:52:38Z

S173562: /* Challenges */

__TOC__

==Abstract==
Integrated Concurrent Engineering, ICE, is a working method used in several industries and starting to get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the feedback in the project team by combining analysis and communication. <ref>Massachusetts Institute of Technology, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.506.6303&rep=rep1&type=pdf», Retrieved 2018-02-22 </ref> Here is some of the key benefits ICE provides:

*Decision-making, together
*Time and money saving
*Improvement of the quality
*Shortening design iterations
*Reduced wasted effort

The method grabs old challenges like easy misunderstandings, poor formulations and other challenges which was common earlier. Then, the communication and workflow was, and still are in most cases, by email, telephone and file sharing. By facing and solving challenges in an early design phase face to face with the different disciplines in work sessions, is the idea that the project will run smoother with less complications and collisions in the project phase. The method is not new and is used in several industries, and some large engineering companies have made their own guides that employees can use. Projects in Norway and Unites States of America are successfully using the method. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

The construction industry has by the last decades been facing a negative trend when it comes to efficiency. While other industries increase the efficiency of time schedules and economy, the construction industry seems to be heading the other direction.
The article will look further into ICE as a working method. The method will be explained step by step, and with fictional examples from the industry. The article will show how the method can be implemented into a project, and how a management teams can benefit and or have challenges with the method.

==Background==
Established systems, and old ways of doing tasks, often destroys new ways of thinking and practices. Many projects have a clear hierarchy of how decisions should be made, and things must be approved on different levels. Messages must be sent, and small and big decisions, could take days to solve. This is an inefficient way of solving challenges, and when time is crucial, decisions needs to be taken faster, more accurate and efficient. As a reaction to this sequential engineering, a possible solution is ICE with work sessions.
Integrated Concurrent Engineering is a method that can be adjusted from work group to work group and project to project. The method is therefore seen as flexible and adjustable.
When a workgroup is sitting together in work sessions, with different disciplines from different subjects, interactions could be discovered right away, and because the manager are at present, discussions and decisions could be taken right away. A new way of working, a better way of discussing and solve interactions and a much faster decision process, with a flat organizational hierarchy.
The method is useful in the way that it solves problems discovered in the design phase along the way in projects. A problem engineers have today, when they are sending drawings and project documents back and forth to each other and work step by step, is that the different disciplines doesn’t know what needs to be taken into account when designing. Therefore, some parts often must be redesigned, when all the disciplines have done their design.

The method is time efficient. Decisions made in the design phase, and the planning done before making a product, and all the decisions planned ahead of manufacturing, are time consuming. The more you plan, the less you will be surprised in the construction, building or assembly phase. <ref> National Cheng Kung University «https://content-iospress-com.proxy.findit.dtu.dk/download/integrated-computer-aided-engineering/ica00025?id=integrated-computer-aided-engineering%2Fica00025», Retrieved 2018-02-20 </ref>

==The method==
In the design phase of a project today, meetings are the only face-to-face communication the team has. Meetings are often based on one moderator going through an agenda, and figuring out how the different disciplines should solve the problems after the meeting. In a work session, one can for example solve problems while designing at the session, and everybody having interference with that part of the project, will contribute.

Decisions in the process are made based on reasonability. The organizational hierarchy is flat, and everybody in the team knows the goal. The work session manager is not the boss, but the manager. The manager works with the team and gives guidelines, when the boss more directly tells what the team should do. ICE distributes the responsibility to the whole team, and makes everybody pull in the same direction. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

The method suits many projects well. A common goal, given start and end date and a budget, should give a drive to the group to work together towards this. The flexibility and the adaptability of the method suits different sectors well. Examples of industries where the method can fit in:

''Construction business''

The design phase in the construction industry today are inefficient. A too short design phase, and an eager to start building, influences the design. Companies are forced to build before the design phase are finished. The industry is now building and solving problems along the construction phase, instead of having a good plan by designing and solving the solution first, and building it afterwards. <ref> Teknisk Ukeblad, «https://www.tu.no/artikler/byggebransjen-begynner-a-bygge-for-de-er-ferdige-med-prosjekteringen/235189», Retrieved 2018-02-08 </ref> If ICE had been used more, solutions could have been discussed and solved instead of passed on to the contractor at the construction site. It is easier to brush out a pencil line on a drawing, then tearing down an already built construction.

''Oil and gas section''

The business in this section have a lot of different projects which suits this method well. It is the complex projects which must be solved together in close collaboration, and that makes the method good for this section. Companies here have already made their own manuals for ICE. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Spacecraft industry''

The spacecraft industry was early when implementing integrated concurrent engineering. Massachusetts Institute of Technology was writing about ICE already in 2006, and NASA was using Concurrent Engineering, the predecessor to ICE, as early as 1990. <ref> NASA, «https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19910006666.pdf», Retrieved 2018-02-22 </ref> With all the small details and zero tolerance for failure in the industry, the collaborative method suits the section well.

''Car industry''

The industry making cars, and other businesses characterized by assembly lines, can benefit ICE. When a product is to be produced many times, the design and planning phase is very important. Sitting together solving the different problems, could benefit and abbreviate this phase.

==Project management in ICE==
When implementing ICE, a project team can experience to work way different than before, depending on how problems were solved from earlier. ICE with work sessions, tries to gather the different experience from the different disciplines from earlier projects, and use this knowledge into the design phase of a new project.
There are several ways to solve a problem, and many ways to do project management. Experience comes by working with new challenges and climb new trials, sometimes alone, sometimes with a team. A project is temporary, and the goals can vary, but gained experience is something that lasts.
No project is the same, and a project manager or a project team must manage to readjust for the different projects. Skills acquired, must be used in the right way to solve the new project. A good project team, adjust to the actual problem, and sees obstacles and solutions in different ways.
The team should have the overview at all time, and still be able to solve all small problems along the way. In the start, have an overview of the requirements of the projects, read and understand the contract for example and understand the scope. Later, the project team must manage and balance the scope, and juggle with quality, budget, time schedule, resources and risk. <ref> Annex A1, 1996 ed. PMBOK® Guide </ref>
The method can, as mentioned, be used on different projects and teams. Dedicated projects will be full-time management and part-time project teams are working at the same time on other projects. <ref> Chapter 2.3, 1996 ed. PMBOK® Guide </ref> ICE with work-sessions can be implemented on both types of project teams. In a dedicated project team, the work-sessions will be more often. In part-time projects where meetings usually have been the working method, work-sessions now can be applied.

==Scheduling==
In many projects, the lack of cooperation is high. People are working on their own, and sending their work forward, having faith in that no one would have problems. Problems will occur, and there will be revisions because of collisions and complications. The figure explains how it often is, and how ICE implantation can solve the problem.

[[File:ICE.png|center|thumb|450px|'''Figure 1''': Integraded Concurrent Engineering. Adapted from figure 3 in ''Observation, Theory, and Simulation of Integrated Concurrent Engineering: Grounded Theoretical Factors that Enable Radical Project Acceleration '', (2004). <ref> Stanford University, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.319.3117&rep=rep1&type=pdf>> Retrieved 2018-02-13 </ref>]]

The design phase will be more efficient, because problems doesn’t have to be solved many times. Making a good decision once, is much more efficient then solving the challenge several times through revisions. Tasks are solved in work sessions, and when a detail is to be made or produced, the process have been thought through. This will make the process after the design phase much faster, because there will be less need for communication between the executing part and the designers.

==Application of Integrated Concurrent Engineering==
The method is flexible, but if the project should benefit the given key points as mentioned in the abstract, the implementation must follow a certain structure to be working. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Work sessions''

A work session, the main thing about this method, is when everybody in the work group are sitting in the same room, working on the same project, together. The work session has a manager, who controls the agenda and assures progress. A clear agenda for the work sessions are established prior to the session by the work session manager, and a well-prepared group works together towards a common goal for the work session.
A typical work session lasts from a couple of hours to a whole or several days, and it depends on the task about to be solved. The duration is adjusted according to the tasks and are influenced by what stage the project is in. Typically, the longest sessions with most collaboration, is at later stage in the design phase, when more disciplines are represented. It is important to mention that work sessions with a duration longer than 2 hours without a break can be inefficient, and the planned long sessions should have intentional breaks. These breaks should be administered by the work sessions manager.
A work-session can for example have the topic ''Technical floor'' if it is a building which is about to be designed. Here will different disciplines like structural, mechanical, electrical, architectural and energy engineers sit together. They could be solving for example how to calculate the size of the room, place the equipment, design the different loads at the floor or how it actually is going to be built. The sessions should end up with a clarification on the goals for the session are met, and what is going to be done until the next time. A report of the sessions should be made by the work session manager, and be sent to the participants later.
[[File:Work-Sessions.png|center|thumb|450px|'''Figure 2''': Suggestion of two different types of seating in work-sessions]]

''Work sessions manager''

The work session has a level of discussion where everybody contributes, but a manager for the session is necessary. Decisions made in sessions are done together, and with everybody who has something to do with the matter, but in some cases a decision needs a leader. Other responsibilities are taking care of time, making the agenda and a report afterwards. The work session manager also sends the invitation to the different sessions. If the sessions should be daily, weekly, monthly or other, is up to the manager, but as often as necessary according to where in design phase the project is in, and what needs to be done. This again shows how flexible the method is.
Feedback and a report of a work sessions is important, especially at the early stage. This will help everybody in the session, and particularly the work session manager in the implementation phase. Since the flexibility is so wide, it will help to form the method to the special case, and make it work as good as possible through the project. No project is the same, and adjustments in the method is therefore necessary and important.

==Benefits and disadvantages==

The method has many advantages, but also some disadvantages. The method requires a group willing to work together towards a common goal, and want to try something new. A work session can also divide the group in discussions and disagreements, but this is also something that the method is perfect for, because problems then can be solved right away.
Some participants at a work session can feel that they are redundant, because they are directly influenced by the current case. The work session manager can decide that other tasks or projects also can be worked with simultaneously, because it is the presence of the discipline in the sessions that is important. It is being in the room and have the possibility to answer questions immediately when a problem occurs, that is the clue to this method. The session manager has here the manager role, and must lead the group towards the common goal for the session.

A trend these days is to use resources in low-cost countries with cheaper salaries, to do the tasks people in the high-cost countries does nott want to or have the time to do. The task is done faster and cheaper somewhere else, and can just be sent in the afternoon, and be received solved the morning after because of the time difference. This is highly efficient, but does not create the necessary collaboration in the team and efficient problem solving. And if something needs to be revised or discussed, the problem then again will have to be sent to the other side of the world, and the project must wait another day for the solution. This underlines the possibilities regarding effectiveness with this method. And this kind of working doesn’t fit the ICE method well.

==Challenges==

The method does not fit every project, industry or people, and different challenges can occur in use. The method is flexible, but there are things that should be avoided if possible.
To include stakeholders or disciplines to early, could make challenges. If people feel that they are redundant already in the first couple of sessions, they will not appreciate that method of working, and you might risk that they don’t care later on in the different sessions. Also, if stakeholders are at present too early in the case, and force input on solutions and cases they don’t have anything to do with, but just have interest in, they can come with input that benefits their interest and their opinion, and not the project in total, without the manager noticing. This can ruin details in the project, and make the project go in the wrong direction.

Too many people in the room, who doesn’t have anything to do with actual case, can also be very disturbing. Because the team working on a specific case can be disturbed by the noise. As mentioned, people can, and should, be at present if they have influence on the case, and can then be working with other projects if at present, but this should be limited.

People who doesn’t get along is always a case in teams. The work sessions can have many discussions and disagreements, and people will work close for a longer period of time. If members don’t get along, and have a hard time to separate work and leisure, it can ruin the whole method, because everybody will be influenced by it. Cultural differences could also have the same effect.

The other way around, it is crucial that everybody that have something to do with the case at the different work sessions are represented. No one is irreplaceable, but the sessions can be amputated without the most important disciplines. If the different work sessions are once a week, the extra week for the next session, can be decisive. That is one of the disadvantages with ICE, when it is a group with so few people working together. This makes it harder for other people to deputize into a work-session, because it is nearly impossible to continue where other people have left their work. This can stop the process.
Misunderstandings and wrong use of the method, according to the intendancy, will not make this method work. A tool can be as good as it wants, but it is not working well if it is not used right. This is also the conclusion in other papers. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

==Bibliography==

'''William R. Duncan (1996): A Guide to The Project Management Body of Knowledge:''' The guide gave insight into project management, project integration management and time scheduling.

'''Margit Hermundsgård (2017): Integrated Concurrent Engineering:''' A guide about how Integrated Concurent Engineering could be implemented in a project.

'''Steinar G. Rasmussen (2016): Integrated Concurrent Engineering i Samferdselsprosjekter:''' A master thesis about how Integrated Concurrent engineering can be introduced into infrastructure projects.

==Referance list==
<References/>

Integrated Concurrent Engineering

2018-02-27T18:50:45Z

S173562: /* Benefits and disadvantages */

__TOC__

==Abstract==
Integrated Concurrent Engineering, ICE, is a working method used in several industries and starting to get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the feedback in the project team by combining analysis and communication. <ref>Massachusetts Institute of Technology, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.506.6303&rep=rep1&type=pdf», Retrieved 2018-02-22 </ref> Here is some of the key benefits ICE provides:

*Decision-making, together
*Time and money saving
*Improvement of the quality
*Shortening design iterations
*Reduced wasted effort

The method grabs old challenges like easy misunderstandings, poor formulations and other challenges which was common earlier. Then, the communication and workflow was, and still are in most cases, by email, telephone and file sharing. By facing and solving challenges in an early design phase face to face with the different disciplines in work sessions, is the idea that the project will run smoother with less complications and collisions in the project phase. The method is not new and is used in several industries, and some large engineering companies have made their own guides that employees can use. Projects in Norway and Unites States of America are successfully using the method. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

The construction industry has by the last decades been facing a negative trend when it comes to efficiency. While other industries increase the efficiency of time schedules and economy, the construction industry seems to be heading the other direction.
The article will look further into ICE as a working method. The method will be explained step by step, and with fictional examples from the industry. The article will show how the method can be implemented into a project, and how a management teams can benefit and or have challenges with the method.

==Background==
Established systems, and old ways of doing tasks, often destroys new ways of thinking and practices. Many projects have a clear hierarchy of how decisions should be made, and things must be approved on different levels. Messages must be sent, and small and big decisions, could take days to solve. This is an inefficient way of solving challenges, and when time is crucial, decisions needs to be taken faster, more accurate and efficient. As a reaction to this sequential engineering, a possible solution is ICE with work sessions.
Integrated Concurrent Engineering is a method that can be adjusted from work group to work group and project to project. The method is therefore seen as flexible and adjustable.
When a workgroup is sitting together in work sessions, with different disciplines from different subjects, interactions could be discovered right away, and because the manager are at present, discussions and decisions could be taken right away. A new way of working, a better way of discussing and solve interactions and a much faster decision process, with a flat organizational hierarchy.
The method is useful in the way that it solves problems discovered in the design phase along the way in projects. A problem engineers have today, when they are sending drawings and project documents back and forth to each other and work step by step, is that the different disciplines doesn’t know what needs to be taken into account when designing. Therefore, some parts often must be redesigned, when all the disciplines have done their design.

The method is time efficient. Decisions made in the design phase, and the planning done before making a product, and all the decisions planned ahead of manufacturing, are time consuming. The more you plan, the less you will be surprised in the construction, building or assembly phase. <ref> National Cheng Kung University «https://content-iospress-com.proxy.findit.dtu.dk/download/integrated-computer-aided-engineering/ica00025?id=integrated-computer-aided-engineering%2Fica00025», Retrieved 2018-02-20 </ref>

==The method==
In the design phase of a project today, meetings are the only face-to-face communication the team has. Meetings are often based on one moderator going through an agenda, and figuring out how the different disciplines should solve the problems after the meeting. In a work session, one can for example solve problems while designing at the session, and everybody having interference with that part of the project, will contribute.

Decisions in the process are made based on reasonability. The organizational hierarchy is flat, and everybody in the team knows the goal. The work session manager is not the boss, but the manager. The manager works with the team and gives guidelines, when the boss more directly tells what the team should do. ICE distributes the responsibility to the whole team, and makes everybody pull in the same direction. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

The method suits many projects well. A common goal, given start and end date and a budget, should give a drive to the group to work together towards this. The flexibility and the adaptability of the method suits different sectors well. Examples of industries where the method can fit in:

''Construction business''

The design phase in the construction industry today are inefficient. A too short design phase, and an eager to start building, influences the design. Companies are forced to build before the design phase are finished. The industry is now building and solving problems along the construction phase, instead of having a good plan by designing and solving the solution first, and building it afterwards. <ref> Teknisk Ukeblad, «https://www.tu.no/artikler/byggebransjen-begynner-a-bygge-for-de-er-ferdige-med-prosjekteringen/235189», Retrieved 2018-02-08 </ref> If ICE had been used more, solutions could have been discussed and solved instead of passed on to the contractor at the construction site. It is easier to brush out a pencil line on a drawing, then tearing down an already built construction.

''Oil and gas section''

The business in this section have a lot of different projects which suits this method well. It is the complex projects which must be solved together in close collaboration, and that makes the method good for this section. Companies here have already made their own manuals for ICE. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Spacecraft industry''

The spacecraft industry was early when implementing integrated concurrent engineering. Massachusetts Institute of Technology was writing about ICE already in 2006, and NASA was using Concurrent Engineering, the predecessor to ICE, as early as 1990. <ref> NASA, «https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19910006666.pdf», Retrieved 2018-02-22 </ref> With all the small details and zero tolerance for failure in the industry, the collaborative method suits the section well.

''Car industry''

The industry making cars, and other businesses characterized by assembly lines, can benefit ICE. When a product is to be produced many times, the design and planning phase is very important. Sitting together solving the different problems, could benefit and abbreviate this phase.

==Project management in ICE==
When implementing ICE, a project team can experience to work way different than before, depending on how problems were solved from earlier. ICE with work sessions, tries to gather the different experience from the different disciplines from earlier projects, and use this knowledge into the design phase of a new project.
There are several ways to solve a problem, and many ways to do project management. Experience comes by working with new challenges and climb new trials, sometimes alone, sometimes with a team. A project is temporary, and the goals can vary, but gained experience is something that lasts.
No project is the same, and a project manager or a project team must manage to readjust for the different projects. Skills acquired, must be used in the right way to solve the new project. A good project team, adjust to the actual problem, and sees obstacles and solutions in different ways.
The team should have the overview at all time, and still be able to solve all small problems along the way. In the start, have an overview of the requirements of the projects, read and understand the contract for example and understand the scope. Later, the project team must manage and balance the scope, and juggle with quality, budget, time schedule, resources and risk. <ref> Annex A1, 1996 ed. PMBOK® Guide </ref>
The method can, as mentioned, be used on different projects and teams. Dedicated projects will be full-time management and part-time project teams are working at the same time on other projects. <ref> Chapter 2.3, 1996 ed. PMBOK® Guide </ref> ICE with work-sessions can be implemented on both types of project teams. In a dedicated project team, the work-sessions will be more often. In part-time projects where meetings usually have been the working method, work-sessions now can be applied.

==Scheduling==
In many projects, the lack of cooperation is high. People are working on their own, and sending their work forward, having faith in that no one would have problems. Problems will occur, and there will be revisions because of collisions and complications. The figure explains how it often is, and how ICE implantation can solve the problem.

[[File:ICE.png|center|thumb|450px|'''Figure 1''': Integraded Concurrent Engineering. Adapted from figure 3 in ''Observation, Theory, and Simulation of Integrated Concurrent Engineering: Grounded Theoretical Factors that Enable Radical Project Acceleration '', (2004). <ref> Stanford University, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.319.3117&rep=rep1&type=pdf>> Retrieved 2018-02-13 </ref>]]

The design phase will be more efficient, because problems doesn’t have to be solved many times. Making a good decision once, is much more efficient then solving the challenge several times through revisions. Tasks are solved in work sessions, and when a detail is to be made or produced, the process have been thought through. This will make the process after the design phase much faster, because there will be less need for communication between the executing part and the designers.

==Application of Integrated Concurrent Engineering==
The method is flexible, but if the project should benefit the given key points as mentioned in the abstract, the implementation must follow a certain structure to be working. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Work sessions''

A work session, the main thing about this method, is when everybody in the work group are sitting in the same room, working on the same project, together. The work session has a manager, who controls the agenda and assures progress. A clear agenda for the work sessions are established prior to the session by the work session manager, and a well-prepared group works together towards a common goal for the work session.
A typical work session lasts from a couple of hours to a whole or several days, and it depends on the task about to be solved. The duration is adjusted according to the tasks and are influenced by what stage the project is in. Typically, the longest sessions with most collaboration, is at later stage in the design phase, when more disciplines are represented. It is important to mention that work sessions with a duration longer than 2 hours without a break can be inefficient, and the planned long sessions should have intentional breaks. These breaks should be administered by the work sessions manager.
A work-session can for example have the topic ''Technical floor'' if it is a building which is about to be designed. Here will different disciplines like structural, mechanical, electrical, architectural and energy engineers sit together. They could be solving for example how to calculate the size of the room, place the equipment, design the different loads at the floor or how it actually is going to be built. The sessions should end up with a clarification on the goals for the session are met, and what is going to be done until the next time. A report of the sessions should be made by the work session manager, and be sent to the participants later.
[[File:Work-Sessions.png|center|thumb|450px|'''Figure 2''': Suggestion of two different types of seating in work-sessions]]

''Work sessions manager''

The work session has a level of discussion where everybody contributes, but a manager for the session is necessary. Decisions made in sessions are done together, and with everybody who has something to do with the matter, but in some cases a decision needs a leader. Other responsibilities are taking care of time, making the agenda and a report afterwards. The work session manager also sends the invitation to the different sessions. If the sessions should be daily, weekly, monthly or other, is up to the manager, but as often as necessary according to where in design phase the project is in, and what needs to be done. This again shows how flexible the method is.
Feedback and a report of a work sessions is important, especially at the early stage. This will help everybody in the session, and particularly the work session manager in the implementation phase. Since the flexibility is so wide, it will help to form the method to the special case, and make it work as good as possible through the project. No project is the same, and adjustments in the method is therefore necessary and important.

==Benefits and disadvantages==

The method has many advantages, but also some disadvantages. The method requires a group willing to work together towards a common goal, and want to try something new. A work session can also divide the group in discussions and disagreements, but this is also something that the method is perfect for, because problems then can be solved right away.
Some participants at a work session can feel that they are redundant, because they are directly influenced by the current case. The work session manager can decide that other tasks or projects also can be worked with simultaneously, because it is the presence of the discipline in the sessions that is important. It is being in the room and have the possibility to answer questions immediately when a problem occurs, that is the clue to this method. The session manager has here the manager role, and must lead the group towards the common goal for the session.

A trend these days is to use resources in low-cost countries with cheaper salaries, to do the tasks people in the high-cost countries does nott want to or have the time to do. The task is done faster and cheaper somewhere else, and can just be sent in the afternoon, and be received solved the morning after because of the time difference. This is highly efficient, but does not create the necessary collaboration in the team and efficient problem solving. And if something needs to be revised or discussed, the problem then again will have to be sent to the other side of the world, and the project must wait another day for the solution. This underlines the possibilities regarding effectiveness with this method. And this kind of working doesn’t fit the ICE method well.

==Challenges==

The method does not fit every project, industry or people, and different challenges can occur in use. The method is flexible, but there are things that should be avoided if possible.
To include stakeholders or disciplines to early, could make challenges. If people feel that they are redundant already in the first couple of sessions, they will not appreciate that method of working, and you might risk that they don’t care later on in the different sessions. Also, if stakeholders are at present too early in the case, and force input on solutions and cases they don’t have anything to do with, but just have interest in, they can come with input that benefits their interest and their opinion, and not the project in total, without the manager noticing. This can ruin details in the project, and make the project go in the wrong direction.

To many people in the room, who doesn’t have anything to do with actual case, can also be very disturbing. Because the team working on a specific case can be disturbed by the noise. As mentioned, people can, and should, be at present if they have influence on the case, and can then be working with other projects if at present, but this should be limited.

People who doesn’t get along is always a case in teams. The work sessions can have many discussions and disagreements, and people will work close for a longer period of time. If members don’t get along, and have a hard time to separate work and leisure, it can ruin the whole method, because everybody will be influenced by it. Cultural differences could also have the same effect.

The other way around, it is crucial that everybody that have something to do with the case at the different work sessions are represented. No one is irreplaceable, but the sessions can be amputated without the most important disciplines. If the different work sessions are once a week, the extra week for the next session, can be decisive. That is one of the disadvantages with ICE, when it is a group with so few people working together. This makes it harder for other people to deputize into a work-session, because it is nearly impossible to continue where other people have left their work. This can stop the process.
Misunderstandings and wrong use of the method, according to the intendancy, will not make this method work. A tool can be as good as it wants, but it is not working well if it is not used right. This is also the conclusion in other papers. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

==Bibliography==

'''William R. Duncan (1996): A Guide to The Project Management Body of Knowledge:''' The guide gave insight into project management, project integration management and time scheduling.

'''Margit Hermundsgård (2017): Integrated Concurrent Engineering:''' A guide about how Integrated Concurent Engineering could be implemented in a project.

'''Steinar G. Rasmussen (2016): Integrated Concurrent Engineering i Samferdselsprosjekter:''' A master thesis about how Integrated Concurrent engineering can be introduced into infrastructure projects.

==Referance list==
<References/>

Integrated Concurrent Engineering

2018-02-27T18:50:01Z

S173562: /* Benefits and disadvantages */

__TOC__

==Abstract==
Integrated Concurrent Engineering, ICE, is a working method used in several industries and starting to get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the feedback in the project team by combining analysis and communication. <ref>Massachusetts Institute of Technology, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.506.6303&rep=rep1&type=pdf», Retrieved 2018-02-22 </ref> Here is some of the key benefits ICE provides:

*Decision-making, together
*Time and money saving
*Improvement of the quality
*Shortening design iterations
*Reduced wasted effort

The method grabs old challenges like easy misunderstandings, poor formulations and other challenges which was common earlier. Then, the communication and workflow was, and still are in most cases, by email, telephone and file sharing. By facing and solving challenges in an early design phase face to face with the different disciplines in work sessions, is the idea that the project will run smoother with less complications and collisions in the project phase. The method is not new and is used in several industries, and some large engineering companies have made their own guides that employees can use. Projects in Norway and Unites States of America are successfully using the method. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

The construction industry has by the last decades been facing a negative trend when it comes to efficiency. While other industries increase the efficiency of time schedules and economy, the construction industry seems to be heading the other direction.
The article will look further into ICE as a working method. The method will be explained step by step, and with fictional examples from the industry. The article will show how the method can be implemented into a project, and how a management teams can benefit and or have challenges with the method.

==Background==
Established systems, and old ways of doing tasks, often destroys new ways of thinking and practices. Many projects have a clear hierarchy of how decisions should be made, and things must be approved on different levels. Messages must be sent, and small and big decisions, could take days to solve. This is an inefficient way of solving challenges, and when time is crucial, decisions needs to be taken faster, more accurate and efficient. As a reaction to this sequential engineering, a possible solution is ICE with work sessions.
Integrated Concurrent Engineering is a method that can be adjusted from work group to work group and project to project. The method is therefore seen as flexible and adjustable.
When a workgroup is sitting together in work sessions, with different disciplines from different subjects, interactions could be discovered right away, and because the manager are at present, discussions and decisions could be taken right away. A new way of working, a better way of discussing and solve interactions and a much faster decision process, with a flat organizational hierarchy.
The method is useful in the way that it solves problems discovered in the design phase along the way in projects. A problem engineers have today, when they are sending drawings and project documents back and forth to each other and work step by step, is that the different disciplines doesn’t know what needs to be taken into account when designing. Therefore, some parts often must be redesigned, when all the disciplines have done their design.

The method is time efficient. Decisions made in the design phase, and the planning done before making a product, and all the decisions planned ahead of manufacturing, are time consuming. The more you plan, the less you will be surprised in the construction, building or assembly phase. <ref> National Cheng Kung University «https://content-iospress-com.proxy.findit.dtu.dk/download/integrated-computer-aided-engineering/ica00025?id=integrated-computer-aided-engineering%2Fica00025», Retrieved 2018-02-20 </ref>

==The method==
In the design phase of a project today, meetings are the only face-to-face communication the team has. Meetings are often based on one moderator going through an agenda, and figuring out how the different disciplines should solve the problems after the meeting. In a work session, one can for example solve problems while designing at the session, and everybody having interference with that part of the project, will contribute.

Decisions in the process are made based on reasonability. The organizational hierarchy is flat, and everybody in the team knows the goal. The work session manager is not the boss, but the manager. The manager works with the team and gives guidelines, when the boss more directly tells what the team should do. ICE distributes the responsibility to the whole team, and makes everybody pull in the same direction. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

The method suits many projects well. A common goal, given start and end date and a budget, should give a drive to the group to work together towards this. The flexibility and the adaptability of the method suits different sectors well. Examples of industries where the method can fit in:

''Construction business''

The design phase in the construction industry today are inefficient. A too short design phase, and an eager to start building, influences the design. Companies are forced to build before the design phase are finished. The industry is now building and solving problems along the construction phase, instead of having a good plan by designing and solving the solution first, and building it afterwards. <ref> Teknisk Ukeblad, «https://www.tu.no/artikler/byggebransjen-begynner-a-bygge-for-de-er-ferdige-med-prosjekteringen/235189», Retrieved 2018-02-08 </ref> If ICE had been used more, solutions could have been discussed and solved instead of passed on to the contractor at the construction site. It is easier to brush out a pencil line on a drawing, then tearing down an already built construction.

''Oil and gas section''

The business in this section have a lot of different projects which suits this method well. It is the complex projects which must be solved together in close collaboration, and that makes the method good for this section. Companies here have already made their own manuals for ICE. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Spacecraft industry''

The spacecraft industry was early when implementing integrated concurrent engineering. Massachusetts Institute of Technology was writing about ICE already in 2006, and NASA was using Concurrent Engineering, the predecessor to ICE, as early as 1990. <ref> NASA, «https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19910006666.pdf», Retrieved 2018-02-22 </ref> With all the small details and zero tolerance for failure in the industry, the collaborative method suits the section well.

''Car industry''

The industry making cars, and other businesses characterized by assembly lines, can benefit ICE. When a product is to be produced many times, the design and planning phase is very important. Sitting together solving the different problems, could benefit and abbreviate this phase.

==Project management in ICE==
When implementing ICE, a project team can experience to work way different than before, depending on how problems were solved from earlier. ICE with work sessions, tries to gather the different experience from the different disciplines from earlier projects, and use this knowledge into the design phase of a new project.
There are several ways to solve a problem, and many ways to do project management. Experience comes by working with new challenges and climb new trials, sometimes alone, sometimes with a team. A project is temporary, and the goals can vary, but gained experience is something that lasts.
No project is the same, and a project manager or a project team must manage to readjust for the different projects. Skills acquired, must be used in the right way to solve the new project. A good project team, adjust to the actual problem, and sees obstacles and solutions in different ways.
The team should have the overview at all time, and still be able to solve all small problems along the way. In the start, have an overview of the requirements of the projects, read and understand the contract for example and understand the scope. Later, the project team must manage and balance the scope, and juggle with quality, budget, time schedule, resources and risk. <ref> Annex A1, 1996 ed. PMBOK® Guide </ref>
The method can, as mentioned, be used on different projects and teams. Dedicated projects will be full-time management and part-time project teams are working at the same time on other projects. <ref> Chapter 2.3, 1996 ed. PMBOK® Guide </ref> ICE with work-sessions can be implemented on both types of project teams. In a dedicated project team, the work-sessions will be more often. In part-time projects where meetings usually have been the working method, work-sessions now can be applied.

==Scheduling==
In many projects, the lack of cooperation is high. People are working on their own, and sending their work forward, having faith in that no one would have problems. Problems will occur, and there will be revisions because of collisions and complications. The figure explains how it often is, and how ICE implantation can solve the problem.

[[File:ICE.png|center|thumb|450px|'''Figure 1''': Integraded Concurrent Engineering. Adapted from figure 3 in ''Observation, Theory, and Simulation of Integrated Concurrent Engineering: Grounded Theoretical Factors that Enable Radical Project Acceleration '', (2004). <ref> Stanford University, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.319.3117&rep=rep1&type=pdf>> Retrieved 2018-02-13 </ref>]]

The design phase will be more efficient, because problems doesn’t have to be solved many times. Making a good decision once, is much more efficient then solving the challenge several times through revisions. Tasks are solved in work sessions, and when a detail is to be made or produced, the process have been thought through. This will make the process after the design phase much faster, because there will be less need for communication between the executing part and the designers.

==Application of Integrated Concurrent Engineering==
The method is flexible, but if the project should benefit the given key points as mentioned in the abstract, the implementation must follow a certain structure to be working. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Work sessions''

A work session, the main thing about this method, is when everybody in the work group are sitting in the same room, working on the same project, together. The work session has a manager, who controls the agenda and assures progress. A clear agenda for the work sessions are established prior to the session by the work session manager, and a well-prepared group works together towards a common goal for the work session.
A typical work session lasts from a couple of hours to a whole or several days, and it depends on the task about to be solved. The duration is adjusted according to the tasks and are influenced by what stage the project is in. Typically, the longest sessions with most collaboration, is at later stage in the design phase, when more disciplines are represented. It is important to mention that work sessions with a duration longer than 2 hours without a break can be inefficient, and the planned long sessions should have intentional breaks. These breaks should be administered by the work sessions manager.
A work-session can for example have the topic ''Technical floor'' if it is a building which is about to be designed. Here will different disciplines like structural, mechanical, electrical, architectural and energy engineers sit together. They could be solving for example how to calculate the size of the room, place the equipment, design the different loads at the floor or how it actually is going to be built. The sessions should end up with a clarification on the goals for the session are met, and what is going to be done until the next time. A report of the sessions should be made by the work session manager, and be sent to the participants later.
[[File:Work-Sessions.png|center|thumb|450px|'''Figure 2''': Suggestion of two different types of seating in work-sessions]]

''Work sessions manager''

The work session has a level of discussion where everybody contributes, but a manager for the session is necessary. Decisions made in sessions are done together, and with everybody who has something to do with the matter, but in some cases a decision needs a leader. Other responsibilities are taking care of time, making the agenda and a report afterwards. The work session manager also sends the invitation to the different sessions. If the sessions should be daily, weekly, monthly or other, is up to the manager, but as often as necessary according to where in design phase the project is in, and what needs to be done. This again shows how flexible the method is.
Feedback and a report of a work sessions is important, especially at the early stage. This will help everybody in the session, and particularly the work session manager in the implementation phase. Since the flexibility is so wide, it will help to form the method to the special case, and make it work as good as possible through the project. No project is the same, and adjustments in the method is therefore necessary and important.

==Benefits and disadvantages==

The method has many advantages, but also some disadvantages. The method requires a group willing to work together towards a common goal, and want to try something new. A work session can also divide the group in discussions and disagreements, but this is also something that the method is perfect for, because problems then can be solved right away.
Some participants at a work session can feel that they are redundant, because they are directly influenced by the current case. The work session manager can decide that other tasks or projects also can be worked with simultaneously, because it is the presence of the discipline in the sessions that is important. It is being in the room and have the possibility to answer questions immediately when a problem occurs, that is the clue to this method. The session manager has here the manager role, and must lead the group towards the common goal for the session.

A trend these days is to use resources in low-cost countries with cheaper salaries, to do the task people in the high-cost countries doesn’t want to or have the time to do. The task is done faster and cheaper somewhere else, and can just be sent in the afternoon, and be received solved the morning after because of the time difference. This is highly efficient, but does not create the necessary collaboration in the team and efficient problem solving. And if something needs to be revised or discussed, the problem then again will have to be sent to the other side of the world, and the project must wait another day for the solution. This underlines the possibilities regarding effectiveness with this method. And this kind of working doesn’t fit the ICE method well.

==Challenges==

The method does not fit every project, industry or people, and different challenges can occur in use. The method is flexible, but there are things that should be avoided if possible.
To include stakeholders or disciplines to early, could make challenges. If people feel that they are redundant already in the first couple of sessions, they will not appreciate that method of working, and you might risk that they don’t care later on in the different sessions. Also, if stakeholders are at present too early in the case, and force input on solutions and cases they don’t have anything to do with, but just have interest in, they can come with input that benefits their interest and their opinion, and not the project in total, without the manager noticing. This can ruin details in the project, and make the project go in the wrong direction.

To many people in the room, who doesn’t have anything to do with actual case, can also be very disturbing. Because the team working on a specific case can be disturbed by the noise. As mentioned, people can, and should, be at present if they have influence on the case, and can then be working with other projects if at present, but this should be limited.

People who doesn’t get along is always a case in teams. The work sessions can have many discussions and disagreements, and people will work close for a longer period of time. If members don’t get along, and have a hard time to separate work and leisure, it can ruin the whole method, because everybody will be influenced by it. Cultural differences could also have the same effect.

The other way around, it is crucial that everybody that have something to do with the case at the different work sessions are represented. No one is irreplaceable, but the sessions can be amputated without the most important disciplines. If the different work sessions are once a week, the extra week for the next session, can be decisive. That is one of the disadvantages with ICE, when it is a group with so few people working together. This makes it harder for other people to deputize into a work-session, because it is nearly impossible to continue where other people have left their work. This can stop the process.
Misunderstandings and wrong use of the method, according to the intendancy, will not make this method work. A tool can be as good as it wants, but it is not working well if it is not used right. This is also the conclusion in other papers. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

==Bibliography==

'''William R. Duncan (1996): A Guide to The Project Management Body of Knowledge:''' The guide gave insight into project management, project integration management and time scheduling.

'''Margit Hermundsgård (2017): Integrated Concurrent Engineering:''' A guide about how Integrated Concurent Engineering could be implemented in a project.

'''Steinar G. Rasmussen (2016): Integrated Concurrent Engineering i Samferdselsprosjekter:''' A master thesis about how Integrated Concurrent engineering can be introduced into infrastructure projects.

==Referance list==
<References/>

Integrated Concurrent Engineering

2018-02-27T18:48:51Z

S173562: /* Application of Integrated Concurrent Engineering */

__TOC__

==Abstract==
Integrated Concurrent Engineering, ICE, is a working method used in several industries and starting to get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the feedback in the project team by combining analysis and communication. <ref>Massachusetts Institute of Technology, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.506.6303&rep=rep1&type=pdf», Retrieved 2018-02-22 </ref> Here is some of the key benefits ICE provides:

*Decision-making, together
*Time and money saving
*Improvement of the quality
*Shortening design iterations
*Reduced wasted effort

The method grabs old challenges like easy misunderstandings, poor formulations and other challenges which was common earlier. Then, the communication and workflow was, and still are in most cases, by email, telephone and file sharing. By facing and solving challenges in an early design phase face to face with the different disciplines in work sessions, is the idea that the project will run smoother with less complications and collisions in the project phase. The method is not new and is used in several industries, and some large engineering companies have made their own guides that employees can use. Projects in Norway and Unites States of America are successfully using the method. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

The construction industry has by the last decades been facing a negative trend when it comes to efficiency. While other industries increase the efficiency of time schedules and economy, the construction industry seems to be heading the other direction.
The article will look further into ICE as a working method. The method will be explained step by step, and with fictional examples from the industry. The article will show how the method can be implemented into a project, and how a management teams can benefit and or have challenges with the method.

==Background==
Established systems, and old ways of doing tasks, often destroys new ways of thinking and practices. Many projects have a clear hierarchy of how decisions should be made, and things must be approved on different levels. Messages must be sent, and small and big decisions, could take days to solve. This is an inefficient way of solving challenges, and when time is crucial, decisions needs to be taken faster, more accurate and efficient. As a reaction to this sequential engineering, a possible solution is ICE with work sessions.
Integrated Concurrent Engineering is a method that can be adjusted from work group to work group and project to project. The method is therefore seen as flexible and adjustable.
When a workgroup is sitting together in work sessions, with different disciplines from different subjects, interactions could be discovered right away, and because the manager are at present, discussions and decisions could be taken right away. A new way of working, a better way of discussing and solve interactions and a much faster decision process, with a flat organizational hierarchy.
The method is useful in the way that it solves problems discovered in the design phase along the way in projects. A problem engineers have today, when they are sending drawings and project documents back and forth to each other and work step by step, is that the different disciplines doesn’t know what needs to be taken into account when designing. Therefore, some parts often must be redesigned, when all the disciplines have done their design.

The method is time efficient. Decisions made in the design phase, and the planning done before making a product, and all the decisions planned ahead of manufacturing, are time consuming. The more you plan, the less you will be surprised in the construction, building or assembly phase. <ref> National Cheng Kung University «https://content-iospress-com.proxy.findit.dtu.dk/download/integrated-computer-aided-engineering/ica00025?id=integrated-computer-aided-engineering%2Fica00025», Retrieved 2018-02-20 </ref>

==The method==
In the design phase of a project today, meetings are the only face-to-face communication the team has. Meetings are often based on one moderator going through an agenda, and figuring out how the different disciplines should solve the problems after the meeting. In a work session, one can for example solve problems while designing at the session, and everybody having interference with that part of the project, will contribute.

Decisions in the process are made based on reasonability. The organizational hierarchy is flat, and everybody in the team knows the goal. The work session manager is not the boss, but the manager. The manager works with the team and gives guidelines, when the boss more directly tells what the team should do. ICE distributes the responsibility to the whole team, and makes everybody pull in the same direction. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

The method suits many projects well. A common goal, given start and end date and a budget, should give a drive to the group to work together towards this. The flexibility and the adaptability of the method suits different sectors well. Examples of industries where the method can fit in:

''Construction business''

The design phase in the construction industry today are inefficient. A too short design phase, and an eager to start building, influences the design. Companies are forced to build before the design phase are finished. The industry is now building and solving problems along the construction phase, instead of having a good plan by designing and solving the solution first, and building it afterwards. <ref> Teknisk Ukeblad, «https://www.tu.no/artikler/byggebransjen-begynner-a-bygge-for-de-er-ferdige-med-prosjekteringen/235189», Retrieved 2018-02-08 </ref> If ICE had been used more, solutions could have been discussed and solved instead of passed on to the contractor at the construction site. It is easier to brush out a pencil line on a drawing, then tearing down an already built construction.

''Oil and gas section''

The business in this section have a lot of different projects which suits this method well. It is the complex projects which must be solved together in close collaboration, and that makes the method good for this section. Companies here have already made their own manuals for ICE. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Spacecraft industry''

The spacecraft industry was early when implementing integrated concurrent engineering. Massachusetts Institute of Technology was writing about ICE already in 2006, and NASA was using Concurrent Engineering, the predecessor to ICE, as early as 1990. <ref> NASA, «https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19910006666.pdf», Retrieved 2018-02-22 </ref> With all the small details and zero tolerance for failure in the industry, the collaborative method suits the section well.

''Car industry''

The industry making cars, and other businesses characterized by assembly lines, can benefit ICE. When a product is to be produced many times, the design and planning phase is very important. Sitting together solving the different problems, could benefit and abbreviate this phase.

==Project management in ICE==
When implementing ICE, a project team can experience to work way different than before, depending on how problems were solved from earlier. ICE with work sessions, tries to gather the different experience from the different disciplines from earlier projects, and use this knowledge into the design phase of a new project.
There are several ways to solve a problem, and many ways to do project management. Experience comes by working with new challenges and climb new trials, sometimes alone, sometimes with a team. A project is temporary, and the goals can vary, but gained experience is something that lasts.
No project is the same, and a project manager or a project team must manage to readjust for the different projects. Skills acquired, must be used in the right way to solve the new project. A good project team, adjust to the actual problem, and sees obstacles and solutions in different ways.
The team should have the overview at all time, and still be able to solve all small problems along the way. In the start, have an overview of the requirements of the projects, read and understand the contract for example and understand the scope. Later, the project team must manage and balance the scope, and juggle with quality, budget, time schedule, resources and risk. <ref> Annex A1, 1996 ed. PMBOK® Guide </ref>
The method can, as mentioned, be used on different projects and teams. Dedicated projects will be full-time management and part-time project teams are working at the same time on other projects. <ref> Chapter 2.3, 1996 ed. PMBOK® Guide </ref> ICE with work-sessions can be implemented on both types of project teams. In a dedicated project team, the work-sessions will be more often. In part-time projects where meetings usually have been the working method, work-sessions now can be applied.

==Scheduling==
In many projects, the lack of cooperation is high. People are working on their own, and sending their work forward, having faith in that no one would have problems. Problems will occur, and there will be revisions because of collisions and complications. The figure explains how it often is, and how ICE implantation can solve the problem.

[[File:ICE.png|center|thumb|450px|'''Figure 1''': Integraded Concurrent Engineering. Adapted from figure 3 in ''Observation, Theory, and Simulation of Integrated Concurrent Engineering: Grounded Theoretical Factors that Enable Radical Project Acceleration '', (2004). <ref> Stanford University, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.319.3117&rep=rep1&type=pdf>> Retrieved 2018-02-13 </ref>]]

The design phase will be more efficient, because problems doesn’t have to be solved many times. Making a good decision once, is much more efficient then solving the challenge several times through revisions. Tasks are solved in work sessions, and when a detail is to be made or produced, the process have been thought through. This will make the process after the design phase much faster, because there will be less need for communication between the executing part and the designers.

==Application of Integrated Concurrent Engineering==
The method is flexible, but if the project should benefit the given key points as mentioned in the abstract, the implementation must follow a certain structure to be working. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Work sessions''

A work session, the main thing about this method, is when everybody in the work group are sitting in the same room, working on the same project, together. The work session has a manager, who controls the agenda and assures progress. A clear agenda for the work sessions are established prior to the session by the work session manager, and a well-prepared group works together towards a common goal for the work session.
A typical work session lasts from a couple of hours to a whole or several days, and it depends on the task about to be solved. The duration is adjusted according to the tasks and are influenced by what stage the project is in. Typically, the longest sessions with most collaboration, is at later stage in the design phase, when more disciplines are represented. It is important to mention that work sessions with a duration longer than 2 hours without a break can be inefficient, and the planned long sessions should have intentional breaks. These breaks should be administered by the work sessions manager.
A work-session can for example have the topic ''Technical floor'' if it is a building which is about to be designed. Here will different disciplines like structural, mechanical, electrical, architectural and energy engineers sit together. They could be solving for example how to calculate the size of the room, place the equipment, design the different loads at the floor or how it actually is going to be built. The sessions should end up with a clarification on the goals for the session are met, and what is going to be done until the next time. A report of the sessions should be made by the work session manager, and be sent to the participants later.
[[File:Work-Sessions.png|center|thumb|450px|'''Figure 2''': Suggestion of two different types of seating in work-sessions]]

''Work sessions manager''

The work session has a level of discussion where everybody contributes, but a manager for the session is necessary. Decisions made in sessions are done together, and with everybody who has something to do with the matter, but in some cases a decision needs a leader. Other responsibilities are taking care of time, making the agenda and a report afterwards. The work session manager also sends the invitation to the different sessions. If the sessions should be daily, weekly, monthly or other, is up to the manager, but as often as necessary according to where in design phase the project is in, and what needs to be done. This again shows how flexible the method is.
Feedback and a report of a work sessions is important, especially at the early stage. This will help everybody in the session, and particularly the work session manager in the implementation phase. Since the flexibility is so wide, it will help to form the method to the special case, and make it work as good as possible through the project. No project is the same, and adjustments in the method is therefore necessary and important.

==Benefits and disadvantages==

The method has many advantages, but also some disadvantages. The method requires a group willing to work together towards a common goal, and want to try something new. A work session can also divide the group in discussions and disagreements, but this is also something that the method is perfect for, because problems then can be solved right away.
Some participants at a work session can feel that they are redundant, because they are directly influenced by the current case. The work session manager can decide that other tasks or projects also can be worked with simultaneously, because it is the presence of the discipline in the sessions that is important. It is being in the room and have the possibility to answer questions immediately when a problem occurs, that is the clue with this method. The session manager has here the manager role, and must lead the group towards the common goal for the session.

A trend these days is to use resources in low-cost countries with cheaper salaries, to do the task people in the high-cost countries doesn’t want to or have the time to do. The task is done faster and cheaper somewhere else, and can just be sent in the afternoon, and be received solved the morning after because of the time difference. This is highly efficient, but does not create the necessary collaboration in the team and efficient problem solving. And if something needs to be revised or discussed, the problem then again will have to be sent to the other side of the world, and the project must wait another day for the solution. This underlines the possibilities regarding effectiveness with this method. And this kind of working doesn’t fit the ICE method well.

==Challenges==

The method does not fit every project, industry or people, and different challenges can occur in use. The method is flexible, but there are things that should be avoided if possible.
To include stakeholders or disciplines to early, could make challenges. If people feel that they are redundant already in the first couple of sessions, they will not appreciate that method of working, and you might risk that they don’t care later on in the different sessions. Also, if stakeholders are at present too early in the case, and force input on solutions and cases they don’t have anything to do with, but just have interest in, they can come with input that benefits their interest and their opinion, and not the project in total, without the manager noticing. This can ruin details in the project, and make the project go in the wrong direction.

To many people in the room, who doesn’t have anything to do with actual case, can also be very disturbing. Because the team working on a specific case can be disturbed by the noise. As mentioned, people can, and should, be at present if they have influence on the case, and can then be working with other projects if at present, but this should be limited.

People who doesn’t get along is always a case in teams. The work sessions can have many discussions and disagreements, and people will work close for a longer period of time. If members don’t get along, and have a hard time to separate work and leisure, it can ruin the whole method, because everybody will be influenced by it. Cultural differences could also have the same effect.

The other way around, it is crucial that everybody that have something to do with the case at the different work sessions are represented. No one is irreplaceable, but the sessions can be amputated without the most important disciplines. If the different work sessions are once a week, the extra week for the next session, can be decisive. That is one of the disadvantages with ICE, when it is a group with so few people working together. This makes it harder for other people to deputize into a work-session, because it is nearly impossible to continue where other people have left. This can stop the process.
Misunderstandings and wrong use of the method, according to the intendancy, will not make this method work. A tool can be as good as it wants, but it is not working well if it is not used right. This is also the conclusion in other papers. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

==Bibliography==

'''William R. Duncan (1996): A Guide to The Project Management Body of Knowledge:''' The guide gave insight into project management, project integration management and time scheduling.

'''Margit Hermundsgård (2017): Integrated Concurrent Engineering:''' A guide about how Integrated Concurent Engineering could be implemented in a project.

'''Steinar G. Rasmussen (2016): Integrated Concurrent Engineering i Samferdselsprosjekter:''' A master thesis about how Integrated Concurrent engineering can be introduced into infrastructure projects.

==Referance list==
<References/>

Integrated Concurrent Engineering

2018-02-27T18:26:51Z

S173562: /* Abstract */

__TOC__

==Abstract==
Integrated Concurrent Engineering, ICE, is a working method used in several industries and starting to get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the feedback in the project team by combining analysis and communication. <ref>Massachusetts Institute of Technology, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.506.6303&rep=rep1&type=pdf», Retrieved 2018-02-22 </ref> Here is some of the key benefits ICE provides:

*Decision-making, together
*Time and money saving
*Improvement of the quality
*Shortening design iterations
*Reduced wasted effort

The method grabs old challenges like easy misunderstandings, poor formulations and other challenges which was common earlier. Then, the communication and workflow was, and still are in most cases, by email, telephone and file sharing. By facing and solving challenges in an early design phase face to face with the different disciplines in work sessions, is the idea that the project will run smoother with less complications and collisions in the project phase. The method is not new and is used in several industries, and some large engineering companies have made their own guides that employees can use. Projects in Norway and Unites States of America are successfully using the method. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

The construction industry has by the last decades been facing a negative trend when it comes to efficiency. While other industries increase the efficiency of time schedules and economy, the construction industry seems to be heading the other direction.
The article will look further into ICE as a working method. The method will be explained step by step, and with fictional examples from the industry. The article will show how the method can be implemented into a project, and how a management teams can benefit and or have challenges with the method.

==Background==
Established systems, and old ways of doing tasks, often destroys new ways of thinking and practices. Many projects have a clear hierarchy of how decisions should be made, and things must be approved on different levels. Messages must be sent, and small and big decisions, could take days to solve. This is an inefficient way of solving challenges, and when time is crucial, decisions needs to be taken faster, more accurate and efficient. As a reaction to this sequential engineering, a possible solution is ICE with work sessions.
Integrated Concurrent Engineering is a method that can be adjusted from work group to work group and project to project. The method is therefore seen as flexible and adjustable.
When a workgroup is sitting together in work sessions, with different disciplines from different subjects, interactions could be discovered right away, and because the manager are at present, discussions and decisions could be taken right away. A new way of working, a better way of discussing and solve interactions and a much faster decision process, with a flat organizational hierarchy.
The method is useful in the way that it solves problems discovered in the design phase along the way in projects. A problem engineers have today, when they are sending drawings and project documents back and forth to each other and work step by step, is that the different disciplines doesn’t know what needs to be taken into account when designing. Therefore, some parts often must be redesigned, when all the disciplines have done their design.

The method is time efficient. Decisions made in the design phase, and the planning done before making a product, and all the decisions planned ahead of manufacturing, are time consuming. The more you plan, the less you will be surprised in the construction, building or assembly phase. <ref> National Cheng Kung University «https://content-iospress-com.proxy.findit.dtu.dk/download/integrated-computer-aided-engineering/ica00025?id=integrated-computer-aided-engineering%2Fica00025», Retrieved 2018-02-20 </ref>

==The method==
In the design phase of a project today, meetings are the only face-to-face communication the team has. Meetings are often based on one moderator going through an agenda, and figuring out how the different disciplines should solve the problems after the meeting. In a work session, one can for example solve problems while designing at the session, and everybody having interference with that part of the project, will contribute.

Decisions in the process are made based on reasonability. The organizational hierarchy is flat, and everybody in the team knows the goal. The work session manager is not the boss, but the manager. The manager works with the team and gives guidelines, when the boss more directly tells what the team should do. ICE distributes the responsibility to the whole team, and makes everybody pull in the same direction. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

The method suits many projects well. A common goal, given start and end date and a budget, should give a drive to the group to work together towards this. The flexibility and the adaptability of the method suits different sectors well. Examples of industries where the method can fit in:

''Construction business''

The design phase in the construction industry today are inefficient. A too short design phase, and an eager to start building, influences the design. Companies are forced to build before the design phase are finished. The industry is now building and solving problems along the construction phase, instead of having a good plan by designing and solving the solution first, and building it afterwards. <ref> Teknisk Ukeblad, «https://www.tu.no/artikler/byggebransjen-begynner-a-bygge-for-de-er-ferdige-med-prosjekteringen/235189», Retrieved 2018-02-08 </ref> If ICE have been used more, solutions could have been discussed and solved instead of passed on to the contractor at the construction site. It is easier to brush out a pencil line on a drawing, then tearing down an already built construction.

''Oil and gas section''

The business in this section have a lot of different projects which suits this method well. It is the complex projects which must be solved together in close collaboration, and that makes the method good for this section. Companies here have already made their own manuals for ICE. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Spacecraft industry''

The spacecraft industry was early when implementing integrated concurrent engineering. Massachusetts Institute of Technology was writing about ICE already in 2006, and NASA was using Concurrent Engineering, the predecessor to ICE, as early as 1990. <ref> NASA, «https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19910006666.pdf», Retrieved 2018-02-22 </ref> With all the small details and zero tolerance for failure in the industry, the collaborative method suits the section well.

''Car industry''

The industry making cars, and other businesses characterized by assembly lines, can benefit ICE. When a product is to be produced many times, the design and planning phase is very important. Sitting together solving the different problems, could benefit and abbreviate this phase.

==Project management in ICE==
When implementing ICE, a project team can experience to work way different than before, depending on how problems were solved from earlier. ICE with work sessions, tries to gather the different experience from the different disciplines from earlier projects, and use this knowledge into the design phase of a new project.
There are several ways to solve a problem, and many ways to do project management. Experience comes by working with new challenges and climb new trials, sometimes alone, sometimes with a team. A project is temporary, and the goals can vary, but gained experience is something that lasts.
No project is the same, and a project manager or a project team must manage to readjust for the different projects. Skills acquired, must be used in the right way to solve the new project. A good project team, adjust to the actual problem, and sees obstacles and solutions in different ways.
The team should have the overview at all time, and still be able to solve all small problems along the way. In the start, have an overview of the requirements of the projects, read and understand the contract for example and understand the scope. Later, the project team must manage and balance the scope, and juggle with quality, budget, time schedule, resources and risk. <ref> Annex A1, 1996 ed. PMBOK® Guide </ref>
The method can, as mentioned, be used on different projects and teams. Dedicated projects will be full-time management and part-time project teams are working at the same time on other projects. <ref> Chapter 2.3, 1996 ed. PMBOK® Guide </ref> ICE with work-sessions can be implemented on both types of project teams. In a dedicated project team, the work-sessions will be more often, and in part-time project teams, the meetings could all be converted into work sessions.

==Scheduling==
In many projects, the lack of cooperation is high. People are working on their own, and sending their work forward, having faith in that no one would have problems. Problems will occur, and there will be revisions because of collisions and complications. The figure explains how it often is, and how ICE implantation can solve the problem.

[[File:ICE.png|center|thumb|450px|'''Figure 1''': Integraded Concurrent Engineering. Adapted from figure 3 in ''Observation, Theory, and Simulation of Integrated Concurrent Engineering: Grounded Theoretical Factors that Enable Radical Project Acceleration '', (2004). <ref> Stanford University, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.319.3117&rep=rep1&type=pdf>> Retrieved 2018-02-13 </ref>]]

The design phase will be more efficient, because problems doesn’t have to be solved many times. Making a good decision once, is much more efficient then solving the challenge several times through revisions. Tasks are solved in work sessions, and when a detail is to be made or produced, the process have been thought through. This will make the process after the design phase much faster, because there will be less need for communication between the executing part and the designers.

==Application of Integrated Concurrent Engineering==
The method is flexible, but if the project should benefit the given key points as mentioned in the abstract, the implementation must follow a certain structure to be working. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Work sessions''

A work session, the main thing about this method, is when everybody in the work group are sitting in the same room, working on the same project, together. The work session has a manager, who controls the agenda and assures progress. A clear agenda for the work sessions are established prior the session by the work session manager, and a well-prepared group works together towards a common goal for the work session.
A typical work session lasts from a couple of hours to a whole or several days, and it depends on the task about to be solved. The duration is adjusted according to the task and are influenced by what stage the project is in. Typically, the longest sessions with most collaboration, is at later stage in the design phase, when more disciplines are represented. It is important to mention that work sessions with a duration longer than 2 hours without a break can be inefficient, and the planned long sessions should have intentional breaks. These breaks should be administered by the work sessions manager.
A work-session can for example have the topic: Technical floor, if it is a building which is about to be designed. Here will different disciplines like structural, mechanical, electrical, architectural and energy engineers sit together. They could be solving for example how to calculate the size of the room, place the equipment, design the different loads at the floor or how it actually is going to be built. The sessions should end up with a clarification on the goals for the session are met, and what is going to be done until the next time. A report of the sessions should be made by the work session manager, and be sent to the participants later.
[[File:Work-Sessions.png|center|thumb|450px|'''Figure 2''': Suggestion of two different types of seating in work-sessions]]

''Work sessions manager''

The work session has a level of discussion where everybody contributes, but a manager for the session is necessary. Decisions made in sessions are done together, and with everybody who has something to do with the matter, but in some cases a decision needs a leader. Other responsibilities are taking care of time, making the agenda and a report afterwards. The work session manager also sends the invitation to the different sessions. If the sessions should be daily, weekly, monthly or other, is up to the manager, but as often as necessary according to where in design phase the project is in, and what needs to be done. This again shows how flexible the method is.
Feedback and a report of a work sessions is important, especially at early stage. This will help everybody in the session, and particularly the work session manager in the implementation phase. Since the flexibility is so wide, it will help to form the method to the special case, and make it work as good as possible through the project. No project is the same, and adjustments in the method is therefore necessary and important.

==Benefits and disadvantages==

The method has many advantages, but also some disadvantages. The method requires a group willing to work together towards a common goal, and want to try something new. A work session can also divide the group in discussions and disagreements, but this is also something that the method is perfect for, because problems then can be solved right away.
Some participants at a work session can feel that they are redundant, because they are directly influenced by the current case. The work session manager can decide that other tasks or projects also can be worked with simultaneously, because it is the presence of the discipline in the sessions that is important. It is being in the room and have the possibility to answer questions immediately when a problem occurs, that is the clue with this method. The session manager has here the manager role, and must lead the group towards the common goal for the session.

A trend these days is to use resources in low-cost countries with cheaper salaries, to do the task people in the high-cost countries doesn’t want to or have the time to do. The task is done faster and cheaper somewhere else, and can just be sent the afternoon, and be received solved the morning after because of the time difference. This is highly efficient, but does not create the necessary collaboration team and efficient problem solving. And if something needs to be revised or discussed, the problem then again will have to be sent to the other side of the world, and the project must wait another day for the solution. This underlines the possibilities regarding effectiveness with this method. And this kind of working doesn’t fit the ICE method well.

==Challenges==

The method does not fit every project, industry or people, and different challenges can occur in use. The method is flexible, but there are things that should be avoided if possible.
Including stakeholders or disciplines to early, could make challenges. If people feel that they are redundant already in the first couple of sessions, they will not appreciate that method of working, and you might risk that they don’t care later on in the different sessions. Also, if stakeholders are at present too early in the case, and force input on solutions and cases they don’t have anything to do with, but just have interest in, they can come with input that benefits their interest and their opinion, and not the project in total, without the manager noticing. This can ruin details in the project, and make the project go in the wrong direction.

To many people in the room, who doesn’t have anything to do with actual case, can also be very disturbing. Because the team working on a specific case can be disturbed by the noise. As mentioned, people can, and should, be at present if they have influence on the case, and can then be working with other projects if at present, but this should be limited.
People who doesn’t get along is always a case in teams. The work sessions can have many discussions and disagreements, and people will work close for a longer period of time. If members don’t get along, and have a hard time to separate work and leisure, it can ruin the whole method, because everybody will be influenced by it. Cultural differences could also have the same effect.

The other way around, it is crucial that everybody that have something to do with the case at the different work sessions are represented. No one is irreplaceable, but the sessions can be amputated without the most important disciplines. If the different work sessions are once a week, the extra week for the next session, can be decisive. That is one of the disadvantages with ICE, when it is a group with so few people working together. This makes it harder for other people to deputize into a work-session, because it is nearly impossible to continue where other people have left. This can stop the process.
Misunderstandings and wrong use of the method, according to the intendancy, will not make this method work. A tool can be as good as it wants, but it is not working well if it is not used right. This is also the conclusion in other papers. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

==Bibliography==

'''William R. Duncan (1996): A Guide to The Project Management Body of Knowledge:''' The guide gave insight into project management, project integration management and time scheduling.

'''Margit Hermundsgård (2017): Integrated Concurrent Engineering:''' A guide about how Integrated Concurent Engineering could be implemented in a project.

'''Steinar G. Rasmussen (2016): Integrated Concurrent Engineering i Samferdselsprosjekter:''' A master thesis about how Integrated Concurrent engineering can be introduced into infrastructure projects.

==Referance list==
<References/>

Integrated Concurrent Engineering

2018-02-27T18:22:15Z

S173562: /* Background */

__TOC__

==Abstract==
Integrated Concurrent Engineering, ICE, is a working method used in several industries and starting to get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the feedback in the project team by combining analysis and communication. <ref>Massachusetts Institute of Technology, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.506.6303&rep=rep1&type=pdf», Retrieved 2018-02-22 </ref> Here is some of the key benefits ICE provides:

*Decision-making, together
*Time and money saving
*Improvement of the quality
*Shortening design iterations
*Reduced wasted effort

The method grabs old challenges like easy misunderstandings, poor formulations and other challenges which was common earlier. Then, the communication and workflow was, and still are in most cases, by email, telephone and file sharing. By facing and solving challenges in an early design phase face to face with the different disciplines in work sessions, is the idea that the project will run smoother with less complications and collisions in the project phase. The method is not new and are used in several industries, and some large engineering companies have made their own guides which employees can use. Projects in Norway and Unites States of America are successfully using the method. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

The construction business has by the last decades been facing a negative trend when it comes to efficiency. While other industries increase the efficiency by time schedules and economically, the construction industry seems to be heading the other direction.
The article will look further into ICE as a working method. The method will be explained step by step, and with fictional examples from the industry. The article will show how the method can be implemented into a project, and how a management teams can benefit and or have challenges with the method.

==Background==
Established systems, and old ways of doing tasks, often destroys new ways of thinking and practices. Many projects have a clear hierarchy of how decisions should be made, and things must be approved on different levels. Messages must be sent, and small and big decisions, could take days to solve. This is an inefficient way of solving challenges, and when time is crucial, decisions needs to be taken faster, more accurate and efficient. As a reaction to this sequential engineering, a possible solution is ICE with work sessions.
Integrated Concurrent Engineering is a method that can be adjusted from work group to work group and project to project. The method is therefore seen as flexible and adjustable.
When a workgroup is sitting together in work sessions, with different disciplines from different subjects, interactions could be discovered right away, and because the manager are at present, discussions and decisions could be taken right away. A new way of working, a better way of discussing and solve interactions and a much faster decision process, with a flat organizational hierarchy.
The method is useful in the way that it solves problems discovered in the design phase along the way in projects. A problem engineers have today, when they are sending drawings and project documents back and forth to each other and work step by step, is that the different disciplines doesn’t know what needs to be taken into account when designing. Therefore, some parts often must be redesigned, when all the disciplines have done their design.

The method is time efficient. Decisions made in the design phase, and the planning done before making a product, and all the decisions planned ahead of manufacturing, are time consuming. The more you plan, the less you will be surprised in the construction, building or assembly phase. <ref> National Cheng Kung University «https://content-iospress-com.proxy.findit.dtu.dk/download/integrated-computer-aided-engineering/ica00025?id=integrated-computer-aided-engineering%2Fica00025», Retrieved 2018-02-20 </ref>

==The method==
In the design phase of a project today, meetings are the only face-to-face communication the team has. Meetings are often based on one moderator going through an agenda, and figuring out how the different disciplines should solve the problems after the meeting. In a work session, one can for example solve problems while designing at the session, and everybody having interference with that part of the project, will contribute.

Decisions in the process are made based on reasonability. The organizational hierarchy is flat, and everybody in the team knows the goal. The work session manager is not the boss, but the manager. The manager works with the team and gives guidelines, when the boss more directly tells what the team should do. ICE distributes the responsibility to the whole team, and makes everybody pull in the same direction. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

The method suits many projects well. A common goal, given start and end date and a budget, should give a drive to the group to work together towards this. The flexibility and the adaptability of the method suits different sectors well. Examples of industries where the method can fit in:

''Construction business''

The design phase in the construction industry today are inefficient. A too short design phase, and an eager to start building, influences the design. Companies are forced to build before the design phase are finished. The industry is now building and solving problems along the construction phase, instead of having a good plan by designing and solving the solution first, and building it afterwards. <ref> Teknisk Ukeblad, «https://www.tu.no/artikler/byggebransjen-begynner-a-bygge-for-de-er-ferdige-med-prosjekteringen/235189», Retrieved 2018-02-08 </ref> If ICE have been used more, solutions could have been discussed and solved instead of passed on to the contractor at the construction site. It is easier to brush out a pencil line on a drawing, then tearing down an already built construction.

''Oil and gas section''

The business in this section have a lot of different projects which suits this method well. It is the complex projects which must be solved together in close collaboration, and that makes the method good for this section. Companies here have already made their own manuals for ICE. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Spacecraft industry''

The spacecraft industry was early when implementing integrated concurrent engineering. Massachusetts Institute of Technology was writing about ICE already in 2006, and NASA was using Concurrent Engineering, the predecessor to ICE, as early as 1990. <ref> NASA, «https://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19910006666.pdf», Retrieved 2018-02-22 </ref> With all the small details and zero tolerance for failure in the industry, the collaborative method suits the section well.

''Car industry''

The industry making cars, and other businesses characterized by assembly lines, can benefit ICE. When a product is to be produced many times, the design and planning phase is very important. Sitting together solving the different problems, could benefit and abbreviate this phase.

==Project management in ICE==
When implementing ICE, a project team can experience to work way different than before, depending on how problems were solved from earlier. ICE with work sessions, tries to gather the different experience from the different disciplines from earlier projects, and use this knowledge into the design phase of a new project.
There are several ways to solve a problem, and many ways to do project management. Experience comes by working with new challenges and climb new trials, sometimes alone, sometimes with a team. A project is temporary, and the goals can vary, but gained experience is something that lasts.
No project is the same, and a project manager or a project team must manage to readjust for the different projects. Skills acquired, must be used in the right way to solve the new project. A good project team, adjust to the actual problem, and sees obstacles and solutions in different ways.
The team should have the overview at all time, and still be able to solve all small problems along the way. In the start, have an overview of the requirements of the projects, read and understand the contract for example and understand the scope. Later, the project team must manage and balance the scope, and juggle with quality, budget, time schedule, resources and risk. <ref> Annex A1, 1996 ed. PMBOK® Guide </ref>
The method can, as mentioned, be used on different projects and teams. Dedicated projects will be full-time management and part-time project teams are working at the same time on other projects. <ref> Chapter 2.3, 1996 ed. PMBOK® Guide </ref> ICE with work-sessions can be implemented on both types of project teams. In a dedicated project team, the work-sessions will be more often, and in part-time project teams, the meetings could all be converted into work sessions.

==Scheduling==
In many projects, the lack of cooperation is high. People are working on their own, and sending their work forward, having faith in that no one would have problems. Problems will occur, and there will be revisions because of collisions and complications. The figure explains how it often is, and how ICE implantation can solve the problem.

[[File:ICE.png|center|thumb|450px|'''Figure 1''': Integraded Concurrent Engineering. Adapted from figure 3 in ''Observation, Theory, and Simulation of Integrated Concurrent Engineering: Grounded Theoretical Factors that Enable Radical Project Acceleration '', (2004). <ref> Stanford University, «http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.319.3117&rep=rep1&type=pdf>> Retrieved 2018-02-13 </ref>]]

The design phase will be more efficient, because problems doesn’t have to be solved many times. Making a good decision once, is much more efficient then solving the challenge several times through revisions. Tasks are solved in work sessions, and when a detail is to be made or produced, the process have been thought through. This will make the process after the design phase much faster, because there will be less need for communication between the executing part and the designers.

==Application of Integrated Concurrent Engineering==
The method is flexible, but if the project should benefit the given key points as mentioned in the abstract, the implementation must follow a certain structure to be working. <ref>Prosjekt Norge, «http://v1.prosjektnorge.no/files/pages/635/artikler/veiledere/a5_veileder-ice.pdf», Retrieved 2018-02-08 </ref>

''Work sessions''

A work session, the main thing about this method, is when everybody in the work group are sitting in the same room, working on the same project, together. The work session has a manager, who controls the agenda and assures progress. A clear agenda for the work sessions are established prior the session by the work session manager, and a well-prepared group works together towards a common goal for the work session.
A typical work session lasts from a couple of hours to a whole or several days, and it depends on the task about to be solved. The duration is adjusted according to the task and are influenced by what stage the project is in. Typically, the longest sessions with most collaboration, is at later stage in the design phase, when more disciplines are represented. It is important to mention that work sessions with a duration longer than 2 hours without a break can be inefficient, and the planned long sessions should have intentional breaks. These breaks should be administered by the work sessions manager.
A work-session can for example have the topic: Technical floor, if it is a building which is about to be designed. Here will different disciplines like structural, mechanical, electrical, architectural and energy engineers sit together. They could be solving for example how to calculate the size of the room, place the equipment, design the different loads at the floor or how it actually is going to be built. The sessions should end up with a clarification on the goals for the session are met, and what is going to be done until the next time. A report of the sessions should be made by the work session manager, and be sent to the participants later.
[[File:Work-Sessions.png|center|thumb|450px|'''Figure 2''': Suggestion of two different types of seating in work-sessions]]

''Work sessions manager''

The work session has a level of discussion where everybody contributes, but a manager for the session is necessary. Decisions made in sessions are done together, and with everybody who has something to do with the matter, but in some cases a decision needs a leader. Other responsibilities are taking care of time, making the agenda and a report afterwards. The work session manager also sends the invitation to the different sessions. If the sessions should be daily, weekly, monthly or other, is up to the manager, but as often as necessary according to where in design phase the project is in, and what needs to be done. This again shows how flexible the method is.
Feedback and a report of a work sessions is important, especially at early stage. This will help everybody in the session, and particularly the work session manager in the implementation phase. Since the flexibility is so wide, it will help to form the method to the special case, and make it work as good as possible through the project. No project is the same, and adjustments in the method is therefore necessary and important.

==Benefits and disadvantages==

The method has many advantages, but also some disadvantages. The method requires a group willing to work together towards a common goal, and want to try something new. A work session can also divide the group in discussions and disagreements, but this is also something that the method is perfect for, because problems then can be solved right away.
Some participants at a work session can feel that they are redundant, because they are directly influenced by the current case. The work session manager can decide that other tasks or projects also can be worked with simultaneously, because it is the presence of the discipline in the sessions that is important. It is being in the room and have the possibility to answer questions immediately when a problem occurs, that is the clue with this method. The session manager has here the manager role, and must lead the group towards the common goal for the session.

A trend these days is to use resources in low-cost countries with cheaper salaries, to do the task people in the high-cost countries doesn’t want to or have the time to do. The task is done faster and cheaper somewhere else, and can just be sent the afternoon, and be received solved the morning after because of the time difference. This is highly efficient, but does not create the necessary collaboration team and efficient problem solving. And if something needs to be revised or discussed, the problem then again will have to be sent to the other side of the world, and the project must wait another day for the solution. This underlines the possibilities regarding effectiveness with this method. And this kind of working doesn’t fit the ICE method well.

==Challenges==

The method does not fit every project, industry or people, and different challenges can occur in use. The method is flexible, but there are things that should be avoided if possible.
Including stakeholders or disciplines to early, could make challenges. If people feel that they are redundant already in the first couple of sessions, they will not appreciate that method of working, and you might risk that they don’t care later on in the different sessions. Also, if stakeholders are at present too early in the case, and force input on solutions and cases they don’t have anything to do with, but just have interest in, they can come with input that benefits their interest and their opinion, and not the project in total, without the manager noticing. This can ruin details in the project, and make the project go in the wrong direction.

To many people in the room, who doesn’t have anything to do with actual case, can also be very disturbing. Because the team working on a specific case can be disturbed by the noise. As mentioned, people can, and should, be at present if they have influence on the case, and can then be working with other projects if at present, but this should be limited.
People who doesn’t get along is always a case in teams. The work sessions can have many discussions and disagreements, and people will work close for a longer period of time. If members don’t get along, and have a hard time to separate work and leisure, it can ruin the whole method, because everybody will be influenced by it. Cultural differences could also have the same effect.

The other way around, it is crucial that everybody that have something to do with the case at the different work sessions are represented. No one is irreplaceable, but the sessions can be amputated without the most important disciplines. If the different work sessions are once a week, the extra week for the next session, can be decisive. That is one of the disadvantages with ICE, when it is a group with so few people working together. This makes it harder for other people to deputize into a work-session, because it is nearly impossible to continue where other people have left. This can stop the process.
Misunderstandings and wrong use of the method, according to the intendancy, will not make this method work. A tool can be as good as it wants, but it is not working well if it is not used right. This is also the conclusion in other papers. <ref> Stanford University, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.488.2875&rep=rep1&type=pdf, Retrieved 2018-02-22 </ref>

==Bibliography==

'''William R. Duncan (1996): A Guide to The Project Management Body of Knowledge:''' The guide gave insight into project management, project integration management and time scheduling.

'''Margit Hermundsgård (2017): Integrated Concurrent Engineering:''' A guide about how Integrated Concurent Engineering could be implemented in a project.

'''Steinar G. Rasmussen (2016): Integrated Concurrent Engineering i Samferdselsprosjekter:''' A master thesis about how Integrated Concurrent engineering can be introduced into infrastructure projects.

==Referance list==
<References/>

Integrated Design Process (IDP)

2018-02-27T17:38:58Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|500px|'''Figure 2''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 3''':Costs and staffing compared with project time. Adapted from figure 2.8 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Fifth Edition. Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

=== Contracts ===

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 3. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can result in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing. If the process is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides insight into the theory behind IDP, and additional extensive practical information from the construction point of view.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T17:38:19Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|500px|'''Figure 2''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 3''':Costs and staffing compared with project time. Adapted from figure 2.8 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Fifth Edition. Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

=== Contracts ===

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can result in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing. If the process is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides insight into the theory behind IDP, and additional extensive practical information from the construction point of view.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T15:44:18Z

S173562: /* Method */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|500px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Fifth Edition. Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

=== Contracts ===

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can result in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing. If the process is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides insight into the theory behind IDP, and additional extensive practical information from the construction point of view.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T15:43:27Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|500px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

=== Contracts ===

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can result in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing. If the process is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides insight into the theory behind IDP, and additional extensive practical information from the construction point of view.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T15:19:47Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|500px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

=== Contracts ===

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can result in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T15:15:31Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|500px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T15:06:21Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T15:05:45Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T15:01:48Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). ''A Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T15:00:49Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Chapter 2.4.1<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapter 2.4.1. Publisher: Project Management Institute.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T14:58:59Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management. [[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T14:52:58Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirements within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the ''Design Phase'' can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T14:23:07Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''': Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in ''Yazdani, Baback'', (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE has in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located at the same location during the planning, using intensive work-sessions as the primary tool of design planning.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-27T13:52:34Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]]When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located in the place during the planning, using intensive work-sessions as the primary tool of design.

== Method ==

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''':Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]
Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management. The chapter on Integration Management will give a broader understanding of the theory behind.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP. It is relevant for readers interested in practical benefits and application of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T11:55:25Z

S173562: /* Challenges */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located in the place during the planning, using intensive work-sessions as the primary tool of design.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''':Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]
Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production time

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognize the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances. Another aspect is that the high competence teams will suffer of lack motivation from lack of reaching their full potential.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T11:48:55Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located in the place during the planning, using intensive work-sessions as the primary tool of design.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''':Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]
Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision it will often result in a solution that is unconventional or deviates from the standard. When they adapt to each other they have to come up with solutions that may not have been use before and that could help further the development of their fields. The constant feedback across teams allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

File:Concurrent Engineering.jpg

2018-02-26T11:45:02Z

S173562: S173562 uploaded a new version of "File:Concurrent Engineering.jpg"

Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic

File:Concurrent Engineering.jpg

2018-02-26T11:43:06Z

S173562: S173562 uploaded a new version of "File:Concurrent Engineering.jpg": Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). Four Models of Design Definition: Sequential, Design Cent

Integrated Design Process (IDP)

2018-02-26T11:41:01Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located in the place during the planning, using intensive work-sessions as the primary tool of design.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''':Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]
Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in theory get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The time of planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T11:34:55Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located in the place during the planning, using intensive work-sessions as the primary tool of design.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''':Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]
Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and avoidance could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T11:33:01Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located in the place during the planning, using intensive work-sessions as the primary tool of design.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''':Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]
Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

File:Concurrent Engineering.jpg

2018-02-26T11:30:53Z

S173562: Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic

Integrated Design Process (IDP)

2018-02-26T11:28:13Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, hence it can be illustrated with several loops before very milestone as illustrated in Figure 1.

== Definitions ==

''“Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, with the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects, and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines are located in the place during the planning, using intensive work-sessions as the primary tool of design.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an ''Early Design Phase'' and a ''Design Phase''. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

[[File:Concurrent Engineering.jpg|thumb|350px|'''Figure 3''':Concurrent Engineering compared with a traditional design phase. Adapted from figure 1 in Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''<ref>[https://www.researchgate.net/publication/238181948_Four_Models_of_Design_Definition_Sequential_Design_Centered_Concurrent_and_Dynamic] ''Yazdani, Baback. (1999). ''Four Models of Design Definition: Sequential, Design Centered, Concurrent and Dynamic''. Journal of Engineering Design - J ENGINEERING DESIGN. Vol 10. p25-37.'' </ref>]]
Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 4''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 4 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T10:44:42Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions.<ref>[https://books.google.dk/books?id=qv3iCwAAQBAJ&pg=PT468&lpg=PT468&dq=integrate+seemly+unrelated+aspects+to+create&source=bl&ots=T8JrG5vBFv&sig=kWnEznITkOVWxMDrc_6oFkbSMqY&hl=no&sa=X&ved=0ahUKEwjD1cyBssPZAhWIL1AKHQtGAPsQ6AEIKDAA#v=onepage&q=integrate%20seemly%20unrelated%20aspects%20to%20create&f=false] ''Kibert, Charles J., (2016). Sustainable Construction: Green Building Design and Delivery. Publisher: Wiley.'' </ref> In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.jpg|thumb|550px|'''Figure 1''': . Illustration of Integrated Design Process]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

File:Integrated Design Process.jpg

2018-02-26T10:37:13Z

S173562:

Integrated Design Process (IDP)

2018-02-26T10:37:03Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.jpg|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T10:36:19Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the contract and then outsource the other technical tasks to different teams/companies, after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardized in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T10:21:25Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product design or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T09:50:12Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators ([[KPI]]s), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the petroleum and aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory of PM, the assists with understanding the big idea of implementing IDP in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T09:43:33Z

S173562: /* Contracts */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A Process Owner (PO) should be assigned to own and have the responsibility of the process. The PO is responsible for the participants' understanding of the process, for defining the Key Performance Indicators (KPIs), follow up on the process as it progresses and making sure that the teams are aligned. In the case of a process break-down, the PO can make the proper changes and restart the routines.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T09:34:26Z

S173562: /* Challenges */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T09:17:28Z

S173562: /* Benefits */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

With the issues the world is facing, sustainability is of high importance. IDP facilitates for increased potential of sustainable products. The planning and multidisciplinary aspects gives an advantages for sustainable goals. The holistic mind-set of integration can result in a high-performance and sustainable design.

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality. (10)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T09:14:43Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality. (10)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

File:Change.jpg

2018-02-26T09:12:16Z

S173562: Impact of changes based on project time. Adapted from figure 2-9. (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)

Impact of changes based on project time. Adapted from figure 2-9. (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)

Integrated Design Process (IDP)

2018-02-26T09:10:25Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg|thumb|350px|'''Figure 2''':Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

[[File:change.jpg|thumb|350px|'''Figure 3''':. Impact of changes based on project time. Adapted from figure 2-9 in Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>]]In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 2. In addition, as figure 3 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality. (10)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

File:Cost Time.jpg

2018-02-26T08:38:56Z

S173562: Figure 1. Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chap...

Figure 1. Costs and staffing compared with project time. Adapted from figure 2.8 in (Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1'' </ref>

Integrated Design Process (IDP)

2018-02-26T08:37:02Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

[[File:Cost Time.jpg]]

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 1. In addition, as figure 2 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality. (10)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-26T08:35:14Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

When the IDP method is executed correctly it can identify potential problems before the production phase, saves the project cost, enhances quality, optimizes operations in production and facilitates for development of sustainability of the product. The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, for that reason it can be illustrated with several loops before every milestone.

The process applies mostly to design projects, but one could argue that the overly idea could be applied to most projects and programs that relay on collaboration between different technical teams. As of Project Management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects cooperate to achieve a common goal and long-term benefits; Similar to the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

''Integrated design'' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 1. In addition, as figure 2 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality. (10)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-25T19:59:14Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

IDP done successfully identifies slippage and problems before the production phase and saves the project cost, enhances quality, optimizes operations in production and after and facilitates for development of sustainability in contraction.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref>[https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962] ''R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541''</ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.''</ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 1. In addition, as figure 2 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality. (10)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-25T19:54:06Z

S173562: /* Bibliography */

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

IDP done successfully identifies slippage and problems before the production phase and saves the project cost, enhances quality, optimizes operations in production and after and facilitates for development of sustainability in contraction.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref name="R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541" [https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962'' </ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 1. In addition, as figure 2 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality. (10)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.

'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.

'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>

Integrated Design Process (IDP)

2018-02-25T19:53:26Z

S173562:

The Integrated Design Process (IDP) is a high performance, holistic, method that mostly appear in conjunction with product or construction projects. It commonly refers to a process where the design is done in close collaboration, and with consideration for, the other disciplines from the start of the design phase. It is a process where the different design teams/disciplines (for example: Architect, Structural engineers, Building Services engineers, etc.) work closely to make sure the all of the aspects of the design is adapted to make it as high of quality and performance as possible. For this reason, the term “Whole building” is often seen in the context of IDP used in the construction industry. All of the subjects collaborate and focus on making the construction with each other and the users in mind.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref> <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref> Compared to the traditional design process, where one team wins the offer and then outsource the other technical tasks to different teams after a design is made, the teams interact on the same authority level. They discuss issues and opportunities to best meet the client’s requirements. The goal is to be more efficient and ensure that the quality is not jeopardised in one or more decisions, and that the different designs are integrated for its overall purpose. <ref>[https://books.google.co.uk/books?id=RzuEiv4Rvu4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0] ''Moe, Kiel, (2008). Integrated Design in Contemporary Architecture. Publisher: Princeton Architectural Press.'' </ref>

IDP done successfully identifies slippage and problems before the production phase and saves the project cost, enhances quality, optimizes operations in production and after and facilitates for development of sustainability in contraction.

[[File:Integrated_Design_Process.png|thumb|350px|'''Figure 1''': . Illustration of Integrated Design Process <ref name="Integrated Design Process"> [http://task23.iea-shc.org/integrated-design-process]''IEA SHC, Task 23'' accessed: 08.02.18</ref>]] The constant communication and design control ensures less mistakes and better solution of complex problems that appears. The design process consists of several stages that the relevant teams decides together, therefor it can be illustrated with several loops before very milestone.

== Definitions ==

'' “Integrated design process is a process in which multiple disciplines and seemingly unrelated aspects of design are integrated in a manner that permits synergistic benefits to be realized. The goal is to achieve high performance and multiple benefits at a lower cost than the total for all the components combined” '' – R.M. Reffat, A.M. Radwan & M.A. Eid, (2012) <ref name="R.M. Reffat, A.M. Radwan & M.A. Eid, (2012). A utilization approach of BIM for integrated design process. Journal: Ework and Ebusiness in Architecture, Engineering and Construction - Proceedings of the European Conference on Product and Process Modelling 2012, Ecppm 2012 — 2012, pp. 535-541" [https://www-taylorfrancis-com.proxy.findit.dtu.dk/books/9780203077962'' </ref>

''Integrated design '' describes a design that has incorporated the different disciplines needed in a product, the operators and the client’s vision as the primary parameter for the design.<ref>[https://www.tpsgc-pwgsc.gc.ca/biens-property/sngp-npms/bi-rp/conn-know/enviro/pci-idp-eng.html#a3] ''Public Service and Procurement Canada (2018). Integrated Design Process.'' </ref>

''“Concurrent Engineering (CE) is a systematic approach to integrated product development
that emphasizes the response to customer expectations. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consensus, involving all perspectives in parallel, from the beginning of the product life cycle” '' - Bandecchi, M., B. Melton and B. Gardini (2000).<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]'' </ref>

== Theory/Basis of concept ==

The Integrated Design Process could be seen as an offspring or underlying category of the Integrated Process or Integrated Management. It is based on the same theory to enhance the collaboration and coordination of a program or project. In a program/project management view ''“Integration requires making choices as to where to concentrate resources and effort, anticipating issues and dealing with them before they become critical, and coordination work for the overall success (…)”''. <ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781933890524/firstchapter#X2ludGVybmFsX1BGVmlldz94bWxpZD05NzgxOTMzODkwNTI0JTJGNzEmX19pbWFnZXBhZ2VyZXNvbHV0aW9uPTgwMCZxdWVyeT1pbnRlZ3JhdGVkJTIwZGVzaWdu] ''Project Management Institute, (2008).The Standard for Management - Second Edition. Publisher: Project Management Institute. Page 71'' </ref>. To fulfil these actions, the stakeholders must have clear contractual requirements and the project/program team must have a well-defined, common goal, not individual targets. The success of the project must be priority in every decision, this means that trade-offs and sacrifices must be made between teams, for the projects best. Every discipline must concede to work for the project’s success, not the glory of the discipline. This will give the needed basis to complete an integrated design process.

In project management, a synergy between disciplines could integrate seemly unrelated aspects to create high preforming and innovative benefits and solutions. In a program it would work similar. The different projects come together to achieve a common goal and long-term benefits, this is also the goal of the IDP. This requires coordination and collaboration between the projects and high preforming, overlaying management.

Concurrent Engineering (CE) is a concept that was introduced in the assembly line industry and are now used in the product development cycle across industries. The name implies the scope of this type of approach. Instead of handing down the work in a hieratic way, or collecting resources from different locations, it is concentrated and concurrent. This is a method that is more used than ever due to the technological development.<ref>[http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html] ''Debackere, Koenraad, (undated). Concurrent Engineering. [Online]' </ref> The possibility of concentrating knowledge and information without moving to the same location has facilitated and enhanced the way CE, and many other method, can be used.

CE is in later years been implemented in the IDP in an increasing degree. This method is called [[Integrated Concurrent Engineering]] (ICE) and is developed by NASA. It includes the same basis as IDP, but takes the collaboration aspect even further. In ICE, all the disciplines sit together throughout the planning.

== Method ==

A project is divided in several phases, depending of what kind of project it is, but an overview of that is the four phases of the generic life cycle structure: Initiation, Planning, Execution and Closure of the project. The Integrated Design Process is mainly part of the Planning phase. Underneath that we often have an Early Design Phase and a Design Phase. Here the different disciplines have to work together with close communication and collaboration to meet the stakeholder’s requirement in the best possible, and sustainable, way.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref>

When the early design phase is started, the different disciplines meet to strategize how to fulfil the requirement within the contractual boundaries. They have to agree on the priorities in order to ensure a common philosophy and the best solutions for each other, the client and the operators of the product. After the baseline is determined, the Design Phase can start. One of the most important aspects of the IDP is to have frequent contact with the disciplines to discuss decisions and adaptable solutions. This can include daily/weekly meetings, a common work platform, dedicated project offices, LEAN-based platforms or other collaboration platforms.

== Benefits ==

*Shorter project time
*Higher quality
*Innovative
*Knowledge sharing
*Lower costs
*Sustainability

Creating a synergy of specialist can open for new unconventional possibilities that better solves the objectives of the project/program. The schedule is one of the biggest focuses in today’s management. The disadvantages of falling behind are many and could be crucial for success. Integrated Design Process and its aspect of simultaneous collaboration will in get the product to the market more rapidly and not on the expense of quality. In bigger projects or programs, such as infrastructure projects or the Olympic games, you may see the benefits distinctly – The planning will decrease drastically if the projects/program groups have the same vision and are coordinated between themselves, rather than that the first in a hierarchy plan its task and sends it down to the next team.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The quality of products, from the result of an IDP, is also higher than the ones that comes from a traditional design process. The integration between components ensures that you get better handling and function. The components are adapted to each other and a result of collaboration. In a laptop it will mean better performance, longer life, etc. In a construction project it means that you might have higher floors, better space management, or could utilise the structural parts with the technical installations.<ref>[http://task23.iea-shc.org/Data/Sites/1/publications/IDPGuide_internal.pdf] ''IEA SHC (2003). Task 23 – Integrated Design Process Guide. [Online].'' </ref>

The solutions and results are more innovative – When consultants/specialists within different fields of technology have close collaboration and a common vision will it often result in a solution that is unconventional or deviates from the standard. When they adapt to each other the have to come up with solutions that may not have been use before and that could help further the development of fields. The constant feedback across teams and allows lessons to be learned.<ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

As stated, the time span is shorter when implementing IDP in a project due to the collaboration in the planning phase. In addition to that aspect, the production phase will also shorten. The well planned and integrated design will make production go smoother and lessen the time of fall-backs from bad planning or impossible practical execution. The production team or company will have a greater understanding of the project and how to execute it. They will then have more time to develop other projects and production.

In general, the production/execution is the most expensive phase in a project. The planning often demands a lot less staffing and resources. See figure 1. In addition, as figure 2 shows, the cost of changes increases drastically throughout the progress of the project. For this reason, a longer planning time, where the production team is involved could be highly beneficial and cost effective.<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_2_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWIyXzRfeGh0bWwmcXVlcnk9cGhhc2Vz] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute. Chapter 2.4.1.'' </ref><ref>[http://www.nrcan.gc.ca/energy/efficiency/buildings/eenb/integrated-design-process/4047] ''Natural Resources Canada, (2016). The Integrated Design Process. [Online]'' </ref>

== Challenges ==

*Possible long planning phase
*Conflicts
*Urge to start production
*Different level of competence
*Shorter production

Even though the benefits are many and substantial, it could occur meaningful challenges. In some cases, the planning phase can be longer than in a non-integrated process. This is depending on the structure of the design phase and the amount of communication. If the project exceeds with these factors though the integration and the extent of cooperation this needs is neglected, the project might go more rapidly than with a IDP.

IDP requires abundant collaboration between various teams. Development of social crash or conflicts is consequently a risk that might have a big impact on the result and the integration. Conflict management is therefore an essential part and focus. Active conflict management can enhance the benefits of IDP by providing better collaboration and decision-making. If dealt with poorly, it can resolute in lack in progress and delays, motivation and diminishing quality. (10)<ref>[http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/book/software-engineering-and-development/project-management/9781935589679/1dot-introduction/sub1_3_xhtml#X2ludGVybmFsX0h0bWxWaWV3P3htbGlkPTk3ODE5MzU1ODk2NzklMkZzdWI5XzRfeGh0bWwmcXVlcnk9Y29uZmxpY3Q=] ''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Ch. 9.4.2.3. Publisher: Project Management Institute. [Online]. '' </ref>

The urge to start production is a common factor in some industries. The lack of tangible progress can create stress and demotivation for some people, and generate hasty production. This undermines the purpose of the IDP and prohibits the potential benefits. Hence it is important that all participants recognise the target and share the mind-set before evaluating the time of production.

In most design process, teams with divergent competence and experience appears. The risk of hiring teams with lower levels of competence will bring down the quality and might, upon replacement, lead to loss of finances.

As established, with shorter production time, the company producing will have increased time for new projects. In some cases, e.g. smaller establishments, the reduced project time might make it more challenging to be profitable. It could result in periods without projects and payment.

== Contracts ==

A strong contractual agreement in the project is often a positive way to start of the integrated design process. To include processes and stakeholder responsibility ensures the commitment from the different parts. This commitment is essential since the Integrated Design Process relay on the continues collaboration and participation of the different stakeholders and their perception the targeted Level of Development (LOD).

As stated, to achieve success in a IDP it is essential with a shared vision, close collaboration and consistent communication. Due to the demand of the IDP and the difficulties of implementing new process in an already established and incorporated work-flow, is it a good idea to include the processes included as a project deliverable in the contracts. Without it, the project teams are likely to fall back to the comfort of routine. This would counteract the idea if IDP.

A process owner should be assigned to own the responsibility of the process, define the Key Performance Indicators (KPIs), follow up on the process as it progresses and make sure that the teams are aligned.

== Appliance ==

Integrated design process (as a term) is mostly used in the construction industry, but is also seen in the aeronautics and space industry. Nevertheless, the basic idea and method of IDP can be applied in every design phase that includes more than one discipline and seeks high quality and performance of a product. From designing software, buildings or even student development projects. Coordination, collaborating and integrating disciplines can befit every project that has high demands.

In order to apply IDP successfully, the different disciplines must be organised with a flat structure. The hierarchy in a design phase complicates and decreases the progress of the integration and hinders the knowledge sharing.

If it is neglected in a IDP based project, the project falls back in time and prohibits the full potential. It will corrupt the vision and purpose of the project and not meet the requirements and demands of the client.

The theory of IDP can also be applied in Program Management. The responsibilities and disciplines in a projects are then moved to the owners of the various projects in the program. Coordination projects and possibly integrating them would give the same possible benefits as in a project. In addition, it can benefit the long-term vision of the program.

== Bibliography ==

'''IEA SHC (2003). Task 23 – Integrated Design Process Guide''' - This report provides extensive insight into the practice and theory behind IDP.
'''Project Management Institute, (2008). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Publisher: Project Management Institute.''' - This book gives great insight in the theory and application of it in project management.
'''Natural Resources Canada, (2016). The Integrated Design Process''' - The Canadian guide of practical usage of IDP.

== References ==

<references/>