Marlborough Hospital is featured in the Worcester Business Journal. From the article:

Handler said IPD is still very new, but big on the West Coast in health care. “There’s a lot of buzz in the industry on IPD right now,” she said, with close to 100 IPD projects having been completed. She said Marlborough Hospital officials did not need to be sold on the concept. “Once they understood how it aligned all project participants, it just clicked for them,” she said.” They just got it.”

“Each company has been at the table since the first day, all working steadfastly to achieve the shared goal of building an innovative patient-centered facility, said Candra Szymanski, the hospital’s chief operating officer, said in a statement. “This experience has verified for me that I will never build a hospital any other way than through IPD.”

Read the full article here.

Monarch Lofts and its rich history is featured in the Lawrence Vale.

Boston Globe (02/24/12): Who’s What, Where – Tocci Building Cos.

Boston Business Journal (02/24/12): Human Capital: Julie Brown

Boston Business Journal (02/24/12): Human Capital: Moises Berrun

Boston Business Journal (02/24/12): Human Capital: Jennifer Heikkinen

Boston Business Journal (02/24/12): Human Capital: Bud LaRosa

Boston City Biz List (02/26/12): Tocci Building Adds Four Professionals to Team

Banker & Tradesman (02/27/12): Woburn Construction Services Firm Hires Four

A brief highlight in a recent Metropolis interview with Phil Bernstein.

On teaching new industry practices:

I also teach the Harvard Business School case about the Waltham project so they understand the technical and sociological aspects of BIM and alternative project delivery and see first-hand how things could be radically different. I have to do so, of course, acknowledging my conflict of interest but I can always rely on my students for a healthy dose of skepticism on that front. For several years I was the only source of information about BIM at Yale, but they are hearing and seeing enough of it out in the world that I’m no longer (implicitly) accused of pitching the idea alone.  My second-term seminar (which you have visited in the past) has several visitors like John Tocci, Peter Gluck, Scott Frank and others who bring a BIM perspective that just comes with their work. There is an emerging understanding of BIM in the studio and a decent appreciation of the issue in other classrooms.  And it doesn’t hurt that, in the current market, BIM skills make a recent graduate much more employable!

On architects learning means and methods:

Somewhere in Brazil right now I hope there is a young, brilliant architecture student wondering why office buildings in a modern city collapse, looking at the huge opportunities for construction over the next decade there, and realizing that she could help re-invent the very means of design and construction in a place where innovation is desperately needed to face the challenges of modernization.  (N.B. – one of our recent graduates is working for Tocci now as the “Design/Construction Integrator,” the bridge between the CM and the architects.  He moves fluidly with the designers and often works side by side with them, but carries the torch for the construction managers. Ironically, almost none of this work counts toward his IDP licensure requirements!)

An editorial in Metropolis expands on  Phil Bernstein’s introduction to “BIM in Academia”:

In contrast, Tocci Construction, has rethought project delivery to a different and, in some ways, opposite end. While Gluck provides an example of architects gaining more control of their product by stepping up to accept more responsibility and risk, Tocci provides an example of the contractor taking on more responsibility for that same upper hand. Tocci’s method, highly collaborative project delivery (HCPD), involves co-location of architect, contractor, structural engineers, MEP and highly efficient collaboration due to ease and speed of communication. Tocci moderates and generates early collaboration between all parties to achieve the same goals of cutting back on communication time lag and misunderstandings that result in change orders.