Upload
sreekanth-ps
View
252
Download
3
Embed Size (px)
Citation preview
About Contact Submit AdsSUBSCRIBE TO OURDAILY NEWSLETTER E-MAIL ADDRESS
Integrated Project Delivery Methodology
MORE OFTHOM MAYNE
9 May 2012
CornellNYC selectsArchitect for Net-Zero
Tech Campus
15 Sep 2011
2011 Monterey DesignConference
MORE PROJECTS ›
SELECTEDBUILDINGS
Sign In Register
Integrated Project Delivery © Tim Winstanley
Integrated project delivery is designed for collaboration from the commencement of a
project. The uniting of owner, architect, and contractor on a level playing field is conducive
to quality delivery. This triad branches out even further when subcontractors and consultants
are brought into the equation. The fundamentals of this process ensure maximum efficiency
and successful project delivery from all parties involved. More details and a case study of
Caltrans District 7 HQ after the break.
Legal Relationship
The legal relationship within the IPD structure is a shared risk/reward model – all parties are
equally vested. In the traditional practice, parties are quite often at opposite ends of the
spectrum, which results in targeting blame when issues arise. In order to streamline project
delivery and ensure quality and efficiency, having everyone share in the responsibility is
crucial. While liabilities and independent insurance tangents are still present in a technical
sense, the antagonistic aspect is eliminated when everybody is vested in the success of
the project. Significant cost savings can be achieved through reduced involvement with
lawyers and arbitrating processes as this is all achieved through the collaborative problem
solving process. Quite often all parties come together to form a single legal entity for the
duration of the project.
Management Committee
Management through committee within the IPD process is quite often approached through
diplomatic avenues. The flow of decision making is not necessarily hierarchical, rather
collaborative management that takes into account multiple parties expertise in order to
achieve optimal solutions. In terms of efficiency of flow of decision making, all major players
are typically housed within the same building/office for the duration of the project. This
minimizes the decision making timeline, as everyone is readily accessible and
management can take place under one roof. When problems arise, a democratic structured
workflow enables optimization, quick turnaround, and rapid implementation into a fluid yet
precise schedule.
Incentive Pool
The incentive pool is typically composed of the profits of the IPD contingency or percentage
of profits for the IPD entity. This method increases the value of performance and quality
World
MOSTVISITED OF THE WEEK
4 Apr 2014
Tree House / 6aArchitects
3 Apr 2014
Nine Bridges CountryClub / Shigeru BanArchitects
8 Apr 2014
AIA Names 10 MostImpressive Houses of2014
4 Apr 2014
The BIG U: BIG's NewYork City Vision for"Rebuild by Design"
6 Apr 2014
Summerhouse inDenmark / JVA
IPD Single Entity Design Build © Tim Winstanley
across the spectrum of all those individuals vested in the project. When cost saving
measures are achieved, the excess amount that would have gone to expenses can be
reintroduced to the project in another area or split amongst the individuals of the IPD team.
Reintroduction of saved funds back into the project inevitably allows for increased efficiency
and minimal fiscal waste. Areas that may have run over budget can receive funds from areas
where construction came in under budget. Whether the funds are split amongst the IPD
team or invested back into the project, the incentive pool is conducive to project success.
Shared Risk/Reward Working Environment
In order for all parties to collaborate on an even playing field, it is crucial for shared risk and
reward implementation. When all parties are equally vested, it is in the best interest of
everyone to problem solve efficiently because the success of the project depends on this
philosophy. The traditional methods of passing along blame and responsibility are virtually
eliminated from the equation and replaced with working environments that encourage
mentalities that seek for project prosperity.
Collaborative Design Assistance
The implementation of collaborative design assistance from the primary stages of
development is a key component in the IPD process. Involving consultants and specialty
trades allows for input that can achieve cost savings. The feedback and collaboration can
detect clashes and deficiencies before construction starts, thus eliminating costly design
mistakes. This process can result in significantly lower RFIs and COs based on the
premise that the majority of these issues would be distilled prior to the construction phase
and optimized for efficiency.
Collaboration Software
BIM software is leading the way for collaboration and the uniting of all aspects of project
delivery – architectural, engineering, mechanical, construction, costing, scheduling, and life
cycle management. The ability to unify all aspects of the design and construction into a
shared model is beneficial from numerous standpoints. The disconnect and constant
revision of drawings is significantly minimized by tightly integrating all these aspects into
live updateable models that can feed data to all team members and all the professions
involved in the project. Collaboration software allows for the complete construction of
projects in the digital realm and the ability for pre construction problem solving.
Efficient Construction
Traditional construction is typically wasteful and inefficient when compared to the methods
employed in integrated project delivery. With shared responsibility and the ability for
collaboration in the physical and digital arenas, it is inevitable that efficiency is prioritized.
BIM implementation can tightly control the various aspects of construction, from trade
interoperability, costing, scheduling, to life cycle sustainability. The ability for front end
planning and problem solving is crucial in eliminating construction excesses. Results from
incorporating this practice methodology and philosophy into the project delivery ensure long-
term success for all parties involved.
Integrated Leadership
IPD Single Entity Design Build © Tim Winstanley
© Justin Cross
Integrated project delivery is at its very core collaborative from all aspects. This includes
leadership amongst all parties. The traditional hierarchical philosophies of managing and
delivering projects no longer applies. Leadership roles are fluid in nature. Individuals with
expertise in specific areas are encouraged to take on leadership roles within their realm and
integrate their knowledge into the project with the goal of optimizing the delivery from early
stages. Implementing dynamic leadership within the process allows expertise to be gleaned
from individuals who might not have had input in the traditional delivery practice. The result
is a project that benefits from a breadth of expertise and significant optimization over the
traditional project.
Caltrans District 7 HQ Project Delivery Case Study
We recently had the opportunity to speak with architect Pavel Getov who was the project
architect with Morphosis – a Santa Monica based firm founded by the Pritzker prize winning
architect Thom Mayne – about the integrated project delivery process of Caltrans District 7
Headquarters. This project represented one of the first forays into the integrated project
delivery methodology. Located in the heart of downtown LA, the state had allotted a fixed
fund for construction and a tight schedule. The traditional methods of construction
administration and project delivery needed to change in order to deliver the project on time
and on budget, and be of the utmost quality.
Starting with the legal relationship, the architects, general contractor and state all signed on
together in the early stages. Legally, the contract was still a design build. However, as
Pavel explains, the process differed significantly from the traditional methods and functioned
as a predecessor for advanced project delivery methodologies of later projects. Even though
each entity had various levels of legal responsibility, together as a team the goal was to
work in unison to achieve the goals set out at the very beginning. Major subtrades including
© Justin Cross
concrete, steel, and mechanical were also brought into the equation at the start in order to
provide guidance and expertise while the project was still in its infancy stages of design.
With a tight budget of $165 million for construction costs, and a $10 million contingency
fund, any money saved during the collaborative design process would be reinvested into the
project. One area that benefited from this reinvestment of funds was the outdoor plaza,
benches, and lighting system. As with any project, flow of information is critical to success.
With the Caltrans, descriptions of basic intent would be passed to the state, whom would
make comments and send back to the on site team where it would be refined and shared
with all parties involved.
In terms of the construction administration, a logical sequence was adhered to in order to
maintain systems synchronization and ensure all parties were up to date with the latest
information. Coordination between all parties was integral to the success of a project of this
scale. Monthly, weekly, and daily meetings between the various parties and
recommendations from individuals with expertise in certain areas ensured up front problem
solving, limiting costly change orders down the line. It is of particular importance that during
the time of design and construction the commodities market was rising at an exponential
rate. In order to shield the project from unwanted price spikes of raw materials, the
structural steel design was one of the first elements to be finalized and ordered. By
preemptively purchasing the steel, the project was shielded from high prices that would have
resulted in the scaling back of the project. Some of the other significant areas that were
distilled prior to the designs leaving paper were the cement board façade system and the
installation method for the exterior perforated metal scrim system. The original designs
called for a particular size of cement board panel that would have resulted in lost product off-
cut waste. By bringing in the manufacturer in the preliminary stages, the size of the cement
panels were redesigned to suit the manufacturer’s stock size, with no detriment to the
aesthetic intent of the design. The metal scrim installation achieved cost savings by utilizing
a window washing system in place of using traditional scaffolding that would have
necessitated additional liability insurance and involved extensive labor for erection and
removal. It should be noted that Morphosis Architects were able to design a cement board
and perforated metal façade system for equal cost to an EIFS façade by involving the
subtrades early on who subsequently were able to provide insight into alternative methods
that allowed for money saved to be reinvested into other areas.
In regards to the collaborative software, Microstation was used for the majority of
construction documentation where 3D was distilled down to 2D documentation. Pavel notes
that at the time of construction, the building industry was still in transition as BIM was in its
preliminary stages. He emphasizes that the industry in its current state is equipped to
handle full 3D documentation, which is inherently efficient as it includes 4D data such as
cost, timeline, and building life cycle information.
In terms of overall construction, the Caltrans building is a great example of the collaborative
process that is inherent within integrated project delivery. The result was a project that was
delivered on time, on budget, of superior construction, and of a quality material palette.
Integrated Project Delivery © Tim
Winstanley
IPD Single Entity Design Build ©
Tim Winstanley
IPD Single Entity Design Build ©
Tim Winstanley
IPD Single Entity Design Build ©
Tim Winstanley
Design Build Traditional © Tim
Winstanley
Tender Traditional © Tim
Winstanley
© Justin Cross
© Justin Cross
Photographs: Justin Cross, Tim Winstanley