Integrated Project Delivery - PDF Free Download

Code of Hammurabi (circa 1772 BC) 229 If a builder build a house for some one, and does not construct it properly, and the house which he built fall in and kill its owner, then that builder shall be put to death.

What is it? Integrated Project Delivery is a methodology that integrates owner, designer, and contractors and collaboratively harnesses their talents and insights of all participants to ensure highest value, lowest waste, and greatest efficiency through each phase of design and construction

Why choose Integrated Project Delivery? Better coordination of documents Informed decision making Increased productivity Comprehensive budget management

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Design-Bid-Build

Building Information Modeling (BIM) (and how it is relevant to IPD) A powerful computer database and collaboration tool that permits industry professionals to build their projects virtually before ever breaking ground Allows those involved in an IPD to detect potential design conflicts as portions of the project are modeled by creating a digital representation of characteristics of the various building systems Current standard form agreements for IPD anticipate the parties will use BIM technology

Critical Components for Success Willingness to work in an environment of complete fiscal transparency (Especially on the part of the owner!) Strong leadership Similar experience and expertise History of collaboration and teamwork Ability to communicate benefits and consequences of systems selections

Bamberg 1 ARRA Bonds Referendum $30M

NOW WHAT? MUCH CELEBRATION! $30M bond proceeds $15M $15M New Elementary School Existing HS and MS IPD Team 1 IPD TEAM 2

Choosing the Right Team BAMBERG HIGH SCHOOL AND MIDDLE SCHOOL CASE STUDY Example of a screening and selection process: (1) Invite and receive proposals (2) Assess capabilities and suitability and commitment to integrated delivery; (3) Short list of design and construction teams (min 3 max 5 per discipline) (4) Conduct interviews to consider in detail: (1) Capabilities and understanding of integrated project delivery; (2) Commitment to IPD (5) Narrow list to a maximum of 2 teams (6) Workshop with each team to establish; (1) IPD principles; (2) Commitment to outstanding results; (3) Establish project management team (7) Kick off!

TIME MONEY SWEET SPOT PRIORITIES SPACE

Transparency in Bamberg School Project

Mapping the Process Scope Budget Schedule Priorities

Scope Establish a clear Scope of Work and consensus between the owner, architect, engineer, and contractor Clarity of scope is critical to achieving an integrated project delivery Example of Scope Components: - How many square feet will the building be? - How many stories? - How many children will be in the building? - What are the goals?

Align everyone s issues, goals, and objectives First objective should always be eliminating construction litigation issues

Bamberg Schools Case Study Started with a maximum budget, which never changed During meetings, slowly started chipping away to see where the money would be spent Divided the maximum budget between the High School and Middle School as needed (Which one will cost more/less?) Architects, engineers, project managers, etc. began talking about their past experiences to decide budget Contribution from all parties, not one person making a decision Compromise through every phase of construction

Establish and Maintain the Budget Owner must give the team an honest, transparent, and firm budget Prepare a budget worksheet to efficiently and quickly establish the budget to be able to easily see where each dollar is being spent There should be no secret money or slush fund that everyone is not aware with

Bamberg Schools Case Study Budget Worksheet Includes financial elements of a construction project that are important to budget such as concrete, purchase of land, and plumbing, as well as things such as legal consultation costs, furniture, and landscaping (just to name a few!)

Bamberg Schools Case Study Schedule driven But oh yeah, here s our budget

Decide What is Driving the Project What are everyone s priorities?

So How Did it Go?

Before

2005

After

Reactions From The Team It worked really well. It allowed the designer and contractor to go into the building at the beginning of the project to discover from both perspectives what was going to go wrong I can only recall needing to schedule 3 meetings in a span of 2 years It was a testimonial to the school board and the design professionals aligning themselves and dealing with one another with transparency and candor The team was always committed The team members have to buy into it and be capable. Both of those things are important attributes. It was probably the best organized project delivery that I ve seen in 35 years It was a very good setup from a delivery standpoint We finished under budget and ahead of schedule

THE TEAM ARCHITECT CONTRACTOR OWNER PLANNING CONSULTING CONTRACTED OWNER S REPRESENTATIVE

KEITH R. POWELL www.childs-halligan.com Huge Help From: HAYLEY L.CROSBY (JD 2017)