Integrated Delivery requires specific behaviors and cultural norms in order to succeed. These behaviors support a change in mindset FROM individual contracts andTO a collective endeavor and global optimization.
Yet we know that laws and contracts are merely the faintest restraints on our worst impulses. It is hard to enforce behavior with laws and contracts. #principle
When required “behaviors” are seen as the tools used to drive Value to the endeavor and drive waste and frustration out, they become more pragmatic strategies than social engineering. People need to see the pragmatic value in choosing one set of behaviors over another.
These behaviors are valuable because they lead to the collaboration and communication that is necessary to make any complex project successful.
Lean Integrated Delivery cultivates the development of teamwork, and a balancing of risks and burdens across the entire Integrated Delivery System.
Right collaborative relationships coupled with lean integrated thinking make rapid iteration and implementation possible.
While the relational and cultural side promotes the building of Trust, the lean process side promotes the building of and .
Trust as a human attitude arises in conditions of safety and reliability.
comes from the way systems are designed, implemented, and operated, and from the ability of the people operating the systems to understand how their actions affect the .
Integrated Delivery requires people to focus on system performance, not just siloed performance.
is created by people making and keeping commitments to get work done within a properly designed system and structure; Lean Integrated Delivery views a project as a network of commitments, the fulfillment of each making the follow-on performance possible.
Finally, people and systems are not infallible. Outcomes will not always match expectations. Hence, the team must be structured to learn rapidly from.
Critical behaviors necessary for Integrated Delivery to be successful include:
See Provisional Code.