1、58.1CHAPTER 58INTEGRATED BUILDING DESIGNOwner Process 58.1Objectives 58.3Collaboration 58.4Project Delivery 58.6Design Activities and Deliverables . 58.7Tools 58.8NTEGRATED building design (IBD) promotes holistic collab-Ioration by project team members during all phases of projectdelivery. It emphas
2、izes optimizing system solutions based on theprojects objectives, in the context of whole-building performance.Optimizing system solutions requires the participation of all teammembers. For IBD to succeed and be beneficial, the entire projectdelivery team must be committed to, understand, and remain
3、engaged in the process, from setting the owners program require-ments through the completion of construction, commissioning,handover and start-up, and operations and facility management.This chapter provides a working knowledge of IBD, highlightsactivities that support collaboration, and helps the H
4、VAC design pro-fessional develop a structured and integrated approach to projectdelivery. Table 1 outlines the basic framework and major milestones,listing the questions that must be answered by team members as theycomplete one phase of work and seek approval to move forward tothe next phase.This ta
5、ble lists the tasks comprised by integrated building designproject. It is intended to provide guidance to a project team, and mustbe adapted to each specific project. It breaks down a typical buildingproject into phases, and in each phase is a list of go/no-go questionsto be answered yes or no by th
6、e owner. If all questions are answeredyes, then the decision is to go forward and begin work in the nextphase. If any question is answered no, then the decision is no-go: thisdoes not stop the project, but continues the teams work in the cur-rent phase until all answers are yes. The owner should req
7、uire a yesanswer to every question in a phase before approving work to beginin the next phase, because each phase builds on those before it. If aphase is not done well, then those that follow are at higher risk ofproducing an inferior project.All decisions described in Table 1 are made by a cross-fu
8、nctionalteam. The makeup of this team varies by project and by phase. At aminimum, the team includes those responsible for designing, build-ing, operating, and maintaining the facilitys systems.Typically, teams make decisions by consensus. That means thatall share the responsibility for decisions, a
9、nd provide their expertiseto the decision at hand. Project integration specialists are valuable inthis process: their expertise is leading the team, ensuring that alldecisions are made by teamwide consensus, and emphasizing com-promises that accommodate valid concerns affecting other disci-plines. P
10、roject integration specialists have a strong technicalunderstanding of how building systems work together, and theirskills include cross-functional team leadership, consensus decisionmanagement, and capitalizing on the expertise of all members.The resources in the References and Bibliography as well
11、 as otherHandbook chapters and ASHRAE guidelines and standards offer in-depth guidance on various IBD application requirements and shouldbe referred to for more information.1. OWNER PROCESSA project begins when an owner wants to satisfy an unmet need.Successful incorporation of IBD objectives is set
12、 at this point, beforedesign begins.ProgrammingWhen new facility space is required, the owner must first evaluateoptions available: build new, modify existing, or relocate. These sce-narios should be debated to determine which option provides thebest-fit alternative. Questions to consider include th
13、e following:Are adaptive reuse alternatives suitable in the project and avail-able?Does the program have redundancies that contribute to wastefulinfrastructure construction?Can operating schedules be adjusted to minimize built space?Are there consolidation opportunities in and outside the organiza-t
14、ion that could foster more environmentally responsive built solu-tions?Are there multiple-use opportunities that can support additionalprogram uses, expanded use potential, and operational scalability?If accelerated project delivery is required, what are the conse-quences for not thoroughly developi
15、ng and evaluating optimizedsolutions?What does the owner feel are the project objectives? Early defini-tion of objectives is instrumental in assembling the correct projectteam members.Based on definition of the project objectives, who will best servethe role as IBD champion for the owners interest?S
16、itingThe proposed buildings location directly influences the coursethe IBD takes. Site alternatives need to be researched to determinewhether site contamination may influence infrastructure solutions,or whether wetland offset measures must be implemented at othersites.The location and suitability of
17、 utility resources must be identi-fied. Sites should allow options and flexibility, because lack of avail-able utilities affects optimization models. Basic features to considerinclude the following:Is potable city water available, or will well water be required? Ifprovided from a municipal source, w
18、hat line pressures are avail-able?Is a municipal sanitary sewer available, or will an on-site septicsystem be required?Is a city stormwater system available? If not, what are the alterna-tives for handling stormwater runoff?How close are electricity, gas, and/or district energy systems?Is the site c
19、onducive to implementation of renewable site/sourceenergy?The preparation of this chapter is assigned to TC 7.1, Integrated BuildingDesign.58.2 2015 ASHRAE HandbookHVAC ApplicationsTable 1 Integrated Building Design ChecklistGo/No-Go Question No Yes Go/No-Go Question No YesPhase 1: Market Justificat
20、ion Phase 5: Construction PreparationHas the market justification assessment been completed by a team of highly skilled people, assigned by the owner? Is the project price agreed between the owner and contractor(s)? Do the construction documents include answers to all bid questions and scope of work
21、 change agreements?Has the team identified and clearly defined a need for this built space?Do the construction documents include all cost reduction design changes and related OPR changes?Has the team prepared a plan to complete Phase 2, including key team members, objectives, funding required, and s
22、chedule?Does the team agree that commissioning work completed in accordance with construction documents will prove that building performance meets the OPR?Has the team demonstrated financial justification and funding available to complete Phase 2?Are contractors prepared to perform the commissioning
23、 tests and inspections required by construction documents?Phase 2: Project InitiationIs there a commitment to high performance? Are the means and methods for project communication and decision making clearly defined?Is integrated building design or integrated project delivery justified?Has the team
24、prepared a plan to complete Phase 6, including key team members, objectives, funding required, and schedule?Have the owners operation and maintenance (O consult application-specific materials for effects and detaileddescriptions.Various sustainable, green, and high-performance prescriptivepoint syst
25、ems are available to promote particular delivery objectives(e.g., sustainable sites, water efficiency, energy and atmosphere,materials and resources, indoor environmental quality). Althoughthese objectives are highly desirable and promote responsible envi-ronmental stewardship, meeting the defined p
26、roject objectives is ofprimary importance, not accumulating points in a prescriptive ratingsystem.Energy UseEnergy performance objectives can be as simple as providingminimum prescriptive energy code compliance, or as detailed asproviding a net-zero-energy performance facility. The extent andcomplex
27、ity must be tailored to each project. Objectives that may beencountered include the following:Provide minimum prescriptive compliance per applicable energycode requirementsImprove energy performance by an owner-defined percentagebeyond applicable energy code benchmark(s)Provide a facility site energ
28、y density of less than owner-definedconsumption per unit areaProvide a facility source energy density of less than owner-defined consumption per unit areaProvide owner-defined percentage of facilitys source energyfrom renewable resourcesLimit owner-defined percentage of facilitys source energy tonon
29、renewable or consumable resourcesTypically, energy-related objectives address consumption, effi-ciency, and generation (site and source) issues, and many variations,combinations, and themes are possible. The projects underlyingobjectives should be fulfilled before accumulating performance-rating-sys
30、tem points becomes the primary focus.Indoor Environmental Quality (IEQ)IEQ objectives vary with the programmed use for the building.Each aspect of IEQ must be considered.Acoustical comfort may require attention for certain facilities orsites. Theaters, for example, have specific noise criteria neces
31、saryfor proper operation. Meeting these criteria for specific buildingsrequires knowledgeable collaboration by all parties that control thesource noise, transmission paths, and measured point of sound pres-sure.Depending on the facility, thermal comfort may be critical. Theproject team must clearly
32、understand the individual facilitys ther-mal conditions and range of acceptable variation. This criterion sig-nificantly affects the size, type, and complexity of potentialinfrastructure solutions.Depending on the climate and operational needs, humidity ormoisture control may be appropriate. This ob
33、jective can be furtherexpanded to address building protection, occupant comfort, or pro-cess needs.Ventilation effectiveness deals with the practical and reliablemeans of providing ventilation air into the breathing zone of thefacility occupants. ASHRAE Standard 62.1 identifies zone air dis-tributio
34、n effectivenesses Ezranging from 0.5 to 1.2 for various airdistribution configurations. An objective that may be defined is tolimit HVAC solution configuration to systems that provide an Ezvalue of 1.0 or greater.Light quality can be a concern for some operations. The qualityof ambient light in a sp
35、ace can have direct effect on occupants pro-ductivity. Properly applied and controlled, daylighting can improvethe visual quality of the occupied space and reduce energy con-sumption by decreasing the need for artificial indoor lighting sys-tems.Water UsageIBD objectives for water usage typically fo
36、cus on conservationand reclamation efforts. Water has a cost associated with its use, andshould be modeled in the total ownership cost of a facility.Water conservation and reclamation do not apply only to plumb-ing: HVAC systems can consume significant amounts of water andare prime candidates for en
37、vironmentally responsible project objec-tives. Sample objectives that have an HVAC influence include thefollowing:Reclaim all cooling condensate discharge for use in gray-watersystems. Note that reclaimed gray water can be used in a host offacility service applications, such as cooling tower makeup,
38、 land-scape irrigation, urinal flushing, etc.Capture all facility stormwater drainage for use as gray-watermakeup for HVAC, plumbing, and landscaping needs.Increase concentration limits and/or decrease cycles on coolingtower blowdown to limit water consumption. This, of course,must be balanced again
39、st the suitability of an integrated mainte-nance program and limited to local water quality characteristics58.4 2015 ASHRAE HandbookHVAC Applicationsthat do not contribute to scale, corrosion, fouling, and microbialgrowth.VulnerabilityGlobal events and operational needs may dictate addressingbuildin
40、g vulnerability. The facility infrastructure may require pro-tection from seismic incidents, explosive blasts, or chemical andbiological contamination. Indoor operations that create explosion,chemical, biological, or radiological hazards may also require atten-tion. Additionally, protecting occupant
41、s in the facility may be aninclusive or stand-alone priority. In any case, vulnerability objec-tives create some challenging opportunities for collaboration, anddemand that the project team have an effective prioritization systemin force on the project. See Chapter 59 for more information.Environmen
42、tal StewardshipWaste reduction is a pressing need in the built world. The capac-ity of landfills to absorb construction debris is not limitless, andreuse and recycling can help mitigate landfill overuse. When mate-rials cannot be harvested or obtained from the project site, usingnew construction mat
43、erials that include recycled content is a proac-tive consideration.As concerns with global climate change and greenhouse gasesincrease, minimizing the carbon footprint of the facility maybecome a critical objective. This will require a unique collaborativeeffort to minimize the sum of the embodied e
44、nergy and carbon emis-sions of all processes and components required to construct, own,operate, and maintain a facility.Critical OperationsSome objectives are critical to operations for data centers, emer-gency response, law enforcement, government, health care, shelters,manufacturing, and pharmaceu
45、tical facilities. For example,Facilities that require high reliability must focus on ensuring thatsystems and components meet the specified probability they willoperate for the duration of use. As the required reliabilityincreases, infrastructure design must respond in kind with systemredundancy and
46、 diversity.Facilities that require high availability must focus on ensuring thatsystems and components meet the specified probability they willoperate and be accessible when required for use.Scalability may dictate that infrastructure have provisions forexpansion and growth relative to dynamic busin
47、ess factors andtechnology development.General OperationsAccessibility priorities may dictate that some elements haveunique requirements to ensure proper performance and serviceableattention during the operational life. Accessibility has an infrastruc-ture cost effect that must be factored into the t
48、otal ownership cost.Replaceability objectives may define where facility infrastruc-ture can be located so that replacements can be made when the use-ful life has expired. Total ownership solutions should plan for thecosts to replace equipment and not leave this as a hidden burden forthe facility own
49、er to bear later.Many owners face a dynamic known as churn (reconfiguring aspace or changing its use). Objectives that plan for churn can helpmitigate complete replacement of facility services if changes needto be made.3. COLLABORATIONCollaborative design requires that all members of the designteam possess demonstrated expertise, an ability to work collectivelyin a nonisolated setting, and a drive of stewardship to support IBD.Team members should share similar corporate philosophies, havecompatible operating procedures, use common optimization tools,
