INTEGRATED PROJECT DELIVERY

Transcription

1 INTEGRATED PROJECT DELIVERY IPD For Facility Professionals THE PANEL Doug Kitlar GEF Seniors Housing Pete Wardell Chandos Construction Jonathan Rockliff Rockliff Pierzchajlo Kroman Architects Ltd. Bert de Bruin AltaPro Electric Ltd. 1

2 IPD FROM AN OWNER S PERSPECTIVE GEF Seniors Housing Doug Kitlar, Director of Facility Management GEF Seniors Housing Who is GEF Why we are building new buildings Past construction projects Why and how GEF chose IPD How did GEF choose the IPD team 2

3 About Us Greater Edmonton Foundation established as a management body in 1959 Not for Profit Registered Charity Overall Budget - $42 million Our Vision Positively influencing seniors quality of life Our Mission Leaders in friendly, affordable, secure housing and services for seniors Our Values Respect Integrity Well Being Accountability 3

4 Who We Serve Supportive and independent living for lower income seniors Home to approximately 3,500 senior citizens Over 800 on the wait list at any given time Portfolio 27 Independent living buildings (Apartments) 10 Supportive living accommodations (Lodges) 2 Affordable housing complex rented at 10% to 15% below market 2 locations with duplex homes Total of 3,473 units Over 2.5 million square feet 4

5 GEF Construction Projects (back at the turn of the century) Rosslyn Place Lodge McQueen Place Lodge Ottewell Place Lodge GEF Construction Projects (recent years) Rosslyn Terrace Ottewell Terrace 5

6 GEF Construction Projects (current) Sakaw Terrace GEF Future Projects Elmwood 6

7 Why Did GEF Choose IPD? Aligns with GEF Values Higher level of owner engagement Higher level of involvement of trades at design Full transparency of costs and profits Lean methodologies Greater accountability Value Selecting a Team The Sakaw story Began as DBB Decided to change to IPD after DP (almost too late) The RFP process (for builder team) The Contract (no standard Canadian template) Next project, Elmwood Two Phases Functional programming/schematic/budget then IPD c/w Bridging Agreement (assuming IPD is the format for this project) 7

8 Owner Risks and Commitment If the Profit is gone Owner continues to pay all costs Team selection Same as any project, the team makes or breaks it Time Full time commitment Owner s requirements FM Wins Early Involvement Project Implementation Teams Detailed input from FM team Wish List FM focused or program focused Funded from savings BIM Ownership and understanding of the model 8

9 Questions? IPD FROM THE GENERAL CONTRACTOR Chandos Construction Pete Wardell, Director of Business Development Chandos Construction 9

10 Discussions Construction Productivity & Delivery Methods The Connection The IPD Deal Pain Share & Gain Share to Create Alignment The Value in Facilities Management being Engaged Early in Design Construction vs all other industries labour productivity since 1964 Source: US Dept. of Commerce/Bureau of Labour statistics 10

11 Traditional DBB/TENDER/BID Model Owner Architect Contractor Mechanical Consultant Electrical Consultant Structural Consultant Mechanical Trade Electrical Trade Drywall Trade Sub Consultants IPD Model Owner Sub Contractors and Suppliers Architect General Contractor Structural Consultant Mechanical Consultant The Project Goals Values Electrical Trade Mechanical Trade Electrical Consultant Structural Trade 11

12 The Deal The Financial Structure Target Price $11.0 M profit 100% costs 100% Electrical Engineer Mechanical Engineer Structural Engineer Prime Consultant Electrical Trade Mechanical Trade Drywall Trade Curtain Wall Trade Roofing Trade Cladding Trade Structural Steel Trade Prime Contractor Scenario 1 The Project Costs What Was Budgeted 12

13 Scenario 2 The Project Costs MORE Than Budgeted Target Price $11.0 M profit profit less than 100% costs costs 100% Electrical Engineer Mechanical Engineer Structural Engineer Prime Consultant Electrical Trade Mechanical Trade Drywall Trade Curtain Wall Trade Roofing Trade Cladding Trade Structural Steel Trade Prime Contractor Scenario 3 The Project Costs LESS Than Budgeted Target Price $11.0 M profit costs profit costs 10.5 M profit costs more than 100% 100% Electrical Engineer Mechanical Engineer Structural Engineer Prime Consultant Electrical Trade Mechanical Trade Drywall Trade Curtain Wall Trade Roofing Trade Cladding Trade Structural Steel Trade Prime Contractor 13

14 Scenario 4 The Project Costs A LOT MORE Than Budgeted $11.5 M Target Price $11.0 M profit profit $10.5 M profit 0% costs costs costs costs 100% Electrical Engineer Mechanical Engineer Structural Engineer Prime Consultant Electrical Trade Mechanical Trade Drywall Trade Curtain Wall Trade Roofing Trade Cladding Trade Structural Steel Trade Prime Contractor Building Life Cycle Costs & Argument for Early Engagement of FM 14

15 Design Cost Construction Cost 15

16 Operations, Maintenance & Staff Costs Design Decisions That Influence What We End Up Constructing cost effectiveness / performance to budget environmental impact - sustainability energy use maintenance costs improved enterprise outcomes efficiency productivity (construction workers and end users) worker satisfaction health fit to use flexibility Return on Investment context / community beauty 16

17 Only a Few Design Decisions Occur in Construction. cost effectiveness / performance to budget efficiency (construction) productivity (construction) The Majority of Design Decisions are Realized only After Occupany cost effectiveness / performance to budget efficiency (construction) productivity (construction) embodied energy improved enterprise outcomes ROI energy use environmental (sustainable) impact maintenance costs user satisfaction productivity (users) user health fit to use flexibility context / community beauty 17

18 ALL Of The Outcomes Of These Decisions Are Established Early in Design cost effectiveness / performance to budget efficiency (construction) productivity (construction) embodied energy improved enterprise outcomes ROI energy use environmental (sustainable) impact maintenance costs user satisfaction productivity (users) user health fit to use flexibility context / community beauty Value Generated by the Enterprise Activity 18

19 VITAL To Ensure Our Designs Are Best Possible Fits For Purpose what drives our designs only really begins to be realized after occupancy 19

20 IPD Wins St. Joseph High School LEAN IPD TRADITIONAL $35 M Project $35 M Project $32.6 M 4 months to certainty (validated cost) 9 months to certainty (tender) 6 months to construction start 10 months to construction start $500,000 to certainty $1.8 M to certainty 26 months to occupancy 34 months to occupancy Profit defined and at risk Shared risk / reward Incentive to do a great project No RFI s Profit hidden and fought for Risk avoided / blame others Incentive to protectfee, do no more than required Lots of RFI s 1 Change Order Lots of Change Orders Adding in Wish List Items - RDCRS LED Lights High-end Mechanical System Commercial Kitchen Asphalt path Cosmetology lab Maintenance Garage 20

21 Questions? IPD from an architect s perspective Jonathan Rockliff, Principal, Architect AAA 21

22 IPD -What is it? We had heard about it We were open to an opportunity Pre-existing relationships helped In the end it did take a leap of faith Getting started Getting started took some time How to manage information and communication Co-location set up 22

23 Preparing and signing the poly-party contract Building trust, common values and working towards a common goal Change is hard The contract No standard form of contract Determining hourly rates without profit Determining profit Risk and reward Agreeing on a 417 page contract takes some effort 23

24 The vote Professional liability CCDC working on standard contract (CCDC30) Co-location Working together in one space Transitioned from office space to site trailer Two days a week everyone co-locates Scheduled and unscheduled discussions Very intense 24

25 Leadership & project management Project Implementation Teams (PITs) Senior Management Team (SMT) Project Management Team (PMT) Architect needs to relinquish some of their role as the Prime Consultant What have we learned? It takes more time and effort Architectural fees are subject to the Lien Holdback BIM is an essential tool with a cloud based virtual model 25

26 We have more resources to draw from Target Value Design, designing to a budget to provide the best value to the owner How has IPD impacted the building design? Changes were difficult to make since there was an approved development permit Relocation of the Combined Heat Power (CHP) Steel structure coordination 26

27 How will we approach future projects? Earlier involvement of the entire IPD team Consider the design and detailing a little more closely before permit applications Utilize the knowledge gained and apply it to future projects Apply processes and procedures to non-ipd projects Think more creatively about the smaller details 27

28 How can you learn more about IPD? Integrated Project Delivery Alliance ( Call or one of the presenters Questions? 28

29 BERT DEBRUIN VALUE OF LEAN Eliminate Waste Improve Productivity Improve Quality 29

30 IMPLEMENTING LEAN DESIGN and CONSTRUCTION Lean People Lean Processes Lean Sites IMPLEMENTING LEAN DESIGN and CONSTRUCTION Lean People 30

31 IMPLEMENTING LEAN DESIGN and CONSTRUCTION Lean Processes IMPLEMENTING LEAN DESIGN and CONSTRUCTION Lean Sites 31

32 PREFABRICATION & PRODUCTIVITY Internal Training Planning External Financial PREFABRICATION & PRODUCTIVITY INTERNAL Increased Quality Assurance & Control in the shop Controlled inside Environment (Not Affected By Site Conditions) Control waste and recycling at early stages Improvement to Daily Productivity through repetitive tasks Drives project Pre-Planning and Organized Task assignments Safer work environment 32

33 PREFABRICATION & PRODUCTIVITY TRAINTING Improvement to productivity through repetitive tasks Provides one on one training venue for new employees New hires are closely trained and pre-screened for sites Less on site time is required for apprentice training More foreman time available for inter-scope coordination Builds quality tradespersons with life long skills PREFABRICATION & PRODUCTIVITY PLANNING Daily review of productivity is available for planning the next tasks Immediate awareness to issues creating lower productivity More accurate forecasting of needed manpower Reduces the need for labor peaks on sites All changes are captured to the drawings immediately 33

34 PREFABRICATION & PRODUCTIVITY EXTERNAL Increased Quality Assurance & Control Just In Time Deliveries reduce laydown areas on site Less packaging sent to site Less waste (Supports LEED initiatives) Improvement to productivity Continues to drive project pre-planning and organized task assignments Steady work force can be planned for sites PREFABRICATION & PRODUCTIVITY FINANCIAL Less workers on site means equals less site orientations Less workers means less cost for tools, washrooms, etc. Contractors can be more competitive in their bids Contractor can realize a higher profit due to higher productivity Completing projects sooner opens up the plate for more projects Owner is open for business sooner to turn a profit. 34

35 BENEFITS OF TRADES COLOCATION Quicker Turnaround Promotes Lean Thinking Project Awareness vs. Scope Awareness THANK YOU! 35