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Compact case
Supplement
-
Reference no. 9-610-017
Published by: Harvard Business Publishing
Originally published in: 2009
Version: 8 April 2011
Revision date: 07-Jun-2011
Length: 4 pages
Data source: Field research

Abstract

Describes Autodesk's engagement in Integrated Project Delivery - a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.
Size:
7,000 employees, gross revenue: USD2 billion

About

Abstract

Describes Autodesk's engagement in Integrated Project Delivery - a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.

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Size:
7,000 employees, gross revenue: USD2 billion

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