O W N E R S   G U I D E
     

Due to the competitive nature of the construction industry and the need to keep projects on time, in budget and having the best quality obtainable there is a need to shift the tradition project delivery methods to newer more collaborative methods.  Thus Integrated Project Delivery (IPD) is gaining momentum throughout the country.

Integrated Project Delivery is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction.  Below is a chart that maps out the basic phases of the project and how they correlate to the various tasks and level of detail in the plans and drawings.  For example the top line shows the various phases of the project, next is the activities; planning, conceive, design and execute.  The next lines show the different players in the project and shows how the project lead transfers from owner to architect to general contractor.  Then the final line shows how the resolution and level of detail gets finer as the project progresses and this can also serve as a timeline for the project and milestones can be placed into this so that all parties are aware of when they occur and what they will need for these milestones.  See below for a list of possible milestones in a project.

SAMPLE PROJECT FLOW CHART

 

IPD & BIM Case Studies

IPD Article from Tradeline Inc.

 

Fundamental Principles of IPD

1. Mutual Respect & Trust.  In an integrated project, owner, designer,

    consultants, constructor, subcontractors and suppliers understand the value of

    collaboration and are committed to working as a team in the best interests of

    the project.

2. Mutual Benefit & Reward.  All participants or team members benefit from IPD. 

    Because the integrated process requires early involvement by more parties,

    IPD compensation structures recognize and reward early involvement.

    Compensation is based on the value added by an organization and it rewards

    “what’s best for project” behavior, such as by providing incentives tied to

    achieving project goals. Integrated projects use innovative business models to

    support collaboration and efficiency.

3. Collaborative Innovation & Decision Making.  Innovation is stimulated when

    ideas are freely exchanged among all participants. In an integrated project,

    ideas are judged on their merits, not on the author’s role or status. Key

    decisions are evaluated by the project team and, to the greatest practical

    extent, made unanimously. 

4. Early Involvement of Key Participants.  In an integrated project, the key

    participants are involved from the earliest practical moment. Decision making

    is improved by the influx of knowledge and expertise of all key participants.

    Their combined knowledge and expertise is most powerful during the project’s

    early stages where informed decisions have the greatest effect.

5. Early Goal Definition.  Project goals are developed early, agreed upon and

    respected by all participants. Insight from each participant is valued in a culture

    that promotes and drives innovation and outstanding performance, holding

    project outcomes at the center within a framework of individual participant

    objectives and values.

6. Intensified Planning.  The IPD approach recognizes that increased effort in

    planning results in increased efficiency and savings during execution. Thus the

    thrust of the integrated approach is not to reduce design effort, but rather to

    greatly improve the design results, streamlining and shortening the much more

    expensive construction effort.

7. Open Communication.  IPD’s focus on team performance is based on open,

    direct, and honest communication among all participants.  Responsibilities are

    clearly defined in a no-blame culture leading to identification and resolution of

    problems, not determination of liability. Disputes are recognized as they occur

    and promptly resolved.

8. Appropriate Technology.  Integrated projects often rely on cutting edge

    technologies.  Technologies are specified at project initiation to maximize

    functionality, generality and interoperability. Open and interoperable data

    exchanges based on disciplined and transparent data structures are essential

    to support IPD.  Because open standards best enable communications among

   all participants, technology that is compliant with open standards is used

    whenever available.

9. Organization & Leadership.  The project team is an organization in its own right

    and all team members are committed to the project team’s goals and values.

    Leadership is taken by the team member most capable with regard to specific

    work and services. Often, design professionals and contractors lead in areas of

    their traditional competence with support from the entire team, however

    specific roles are necessarily determined on a project-by-project basis. Roles

    are clearly defined, without creating artificial barriers that chill open

    communication and risk taking.

 

Level of Detail / Project Timeline:

 

 

Detail Level of Docs (LOD)

Detail Level of Project Budget

Project Timeline

0-99

Documents Business Plans & Preliminary Program Docs

Rough ballpark number in business plan

Business Planning (BD)

100

Diagrams, Sketches, Programming Docs & Preilm 3D model

Conceptual cost allowance $/sf or similar calculation

Schematic Design (SD)

200

Floor plans, elev, sections perspectives, rough size and purpose

Estimated based on prelim drawings and intention of desired finish level

Design Development (DD)

300

Specific elements defined, dimensioned capacities and connections defined

Estimate based on actual quantities and finishes selected and specified

Construction Documents (CD)

400

Implement drawings, track changes

Committed purchase price of the specific matls and labor

Building Construction

500

As-Built  - actual

Recorded costs

Post Construction

 

 

Sample Project Milestones:

 

   1 - Owner has need for building project and starts business planning

 50 - Owner hires Architect, preliminary project program is developed

 

100 - Owner & Architect start Building Program as well as bring on project team

            General Contractor, key Engineering Consultants, Major Trades Contractors

            (HVAC, Sprinkler, Electrical, Plumbing, Other Specialty Equipment)

 

200 - Design Development Starts

215 - Multiple design explorations reviewed and one is selected

225 - Preliminary Local Plan Commission Approvals

250 - Multiple design options explored and reviewed, one is selected and approved,

             work begins to finalize selected design option

275 - Final Local Plan Commission Approvals

 

300 - Final design option reviewed and approved by project team

350 - Construction Docs 75% complete and BID documents sent out to firm up

            budget.

375 - Construction Docs 90% complete and sent in for state approvals and Site

             construction work may start

390 - Shop drawings are starting to be submitted for approval by A&E firm.

395 - Final changes and updates made to construction docs to incorporate all final

            trade designs and Construction Documents are reviewed and approved

 

400 - Construction Documents issued to General Contractor to start

             Building Construction

490 - Final Building Inspections, Contractor Punch List, A&E letter of compliance

 

500 - General Contractor Turns keys over to owner

510 - As-Built drawings completed and turned over to owner

 

 

 

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