1 Integrated Project Delivery Integrated Project Delivery - - PDF document

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1 Integrated Project Delivery Integrated Project Delivery - - PDF document

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Learning Objectives How to Join the PROJECT At the end of this program, participants will be able to: At the end of this program, participants will be able to: INTEGRATION - Know the fundamentals of Integrated Project Delivery Know the

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SLIDE 1

1

How to Join the PROJECT INTEGRATION REVOLUTION

Integrated Project Delivery Integrated Project Delivery

Brant Lahnert, PE

Principal Engineer/CFO

Greg Kingsley, Ph.D., P.E.

President and CEO

Learning Objectives

At the end of this program, participants will be able to: At the end of this program, participants will be able to:
  • Know the fundamentals of Integrated Project Delivery

Know the fundamentals of Integrated Project Delivery and be able to contrast them to their current practice. and be able to contrast them to their current practice.

  • Identify the common project delivery methods and

Identify the common project delivery methods and

Integrated Project Delivery Integrated Project Delivery

understand their pros and cons. understand their pros and cons.

  • Understand resources available for further education or

Understand resources available for further education or exploration into IPD. exploration into IPD.

  • Understand the changes that may be required of their

Understand the changes that may be required of their firms in order to participate in Integrated Project Delivery. firms in order to participate in Integrated Project Delivery.

Integrated Project Delivery

Outline

  • 1. Introduction
  • 2. What is Integration?
  • 3. Why Integrate?

Project Project

Engineers Engineers Trade Trade Subs Subs

The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor Owner Owner Integrated Project Delivery Integrated Project Delivery
  • 4. How to Realize Integration
  • 5. Challenges and Solutions
  • 6. Case Study
  • 7. Thought Provoking Questions

The The Project Project

Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

The The Project Project

Owner Owner Architect Architect Contractor Contractor

Integrated Project Delivery

Introduction

  • 1. Introduction
  • 2. What is Integration?
  • 3. Why Integrate?

Project Project

Engineers Engineers Trade Trade Subs Subs

The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor Owner Owner Integrated Project Delivery Integrated Project Delivery
  • 4. How to Realize Integration
  • 5. Challenges and Solutions
  • 6. Case Study
  • 7. Thought Provoking Questions

The The Project Project

Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

The The Project Project

Owner Owner Architect Architect Contractor Contractor

Integrated Project Delivery

Introduction Denver’s Tramway Building (aka Hotel Teatro)

Integrated Project Delivery Integrated Project Delivery

Constructed in 1910

Architect – Fisher & Fisher Design-Builder – Whitney Steen Engineers and Builders

Integrated Project Delivery

Introduction

Horses and carts Horses and carts instead of loaders instead of loaders and dump trucks and dump trucks Workers Workers employees of employees of Whitney Whitney-

  • Steen

Steen

Integrated Project Delivery Integrated Project Delivery

Denver’s Tramway Building – March 1910

Architect – Fisher & Fisher Design-Builder – Whitney Steen Engineers and Builders

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SLIDE 2

2

Integrated Project Delivery

Introduction

Integrated Project Delivery Integrated Project Delivery

Denver’s Tramway Building – October 1910

7 months of construction

Concrete chute Concrete chute and rail system and rail system instead of pumper instead of pumper

Integrated Project Delivery

Introduction

Could we do this in Could we do this in 11 months today? 11 months today?

Integrated Project Delivery Integrated Project Delivery

Denver’s Tramway Building – February 1911

11 months of construction

Integrated Project Delivery

Introduction

Integrated Project Delivery Integrated Project Delivery

Denver’s Tramway Building – Current

Integrated Project Delivery

Introduction

Project Project

Owner Owner Denver Denver Tramway Tramway

Integrated Project Delivery Integrated Project Delivery

Tramway Tramway Building Building

Engineer Engineer

  • Builder

Builder Whitney Whitney-

  • Steen

Steen Architect Architect Fisher & Fisher & Fisher Fisher

Early 20th Century

Integrated Project Delivery

Introduction

Project Project

Owner Owner Denver Denver Tramway Tramway

Project Integration

Integrated Project Delivery Integrated Project Delivery

Tramway Tramway Building Building

Engineer Engineer

  • Builder

Builder Whitney Whitney-

  • Steen

Steen Architect Architect Fisher & Fisher & Fisher Fisher

Early 20th Century

Project-Centric Focus

P j t P j t

Owner Owner

Integrated Project Delivery

Introduction

Building Building Agency Agency Concrete Concrete Sub Sub Owners Owners Rep Rep Interiors Interiors Architect Architect Excavator Excavator Insurance Insurance Companies Companies Bonding Bonding Companies Companies Lawyers Lawyers

Profit Profit

Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit

Risk Risk

Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Integrated Project Delivery Integrated Project Delivery

Project Project

Contractor Contractor

Architect Architect

Code Code Consultant Consultant Elevator Elevator Consultant Consultant Roofer Roofer Elevator Elevator Manufactur Manufactur er er Structural Structural MEP MEP Engineer Engineer Sustainabil Sustainabil ity ity Consultant Consultant Steel Steel Fabricator Fabricator Steel Steel Erector Erector Steel Steel Detailer Detailer Sub Sub Drywaller Drywaller Painter Painter Acousticia Acousticia n n Landscape Landscape Architect Architect Electrician Electrician Civil Civil Engineer Engineer Pumber Pumber Bank Bank

Profit Profit Profit Profit

Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit

Risk Risk Risk Risk

Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk

Mid 20th Century

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SLIDE 3

3

P j t P j t

Owner Owner

Integrated Project Delivery

Introduction

Building Building Agency Agency Concrete Concrete Sub Sub Owners Owners Rep Rep Interiors Interiors Architect Architect Excavator Excavator Insurance Insurance Companies Companies Bonding Bonding Companies Companies Lawyers Lawyers

Profit Profit

Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit

Risk Risk

Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk

Liability Liability

Contracts Contracts

Adversity Adversity

Effect of Specialization

Integrated Project Delivery Integrated Project Delivery

Project Project

Contractor Contractor

Architect Architect

Code Code Consultant Consultant Elevator Elevator Consultant Consultant Roofer Roofer Elevator Elevator Manufactur Manufactur er er Structural Structural MEP MEP Engineer Engineer Sustainabil Sustainabil ity ity Consultant Consultant Steel Steel Fabricator Fabricator Steel Steel Erector Erector Steel Steel Detailer Detailer Sub Sub Drywaller Drywaller Painter Painter Acousticia Acousticia n Landscape Landscape Architect Architect Electrician Electrician Civil Civil Engineer Engineer Pumber Pumber Bank Bank

Profit Profit Profit Profit

Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit Profit

Risk Risk Risk Risk

Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk

Insurance Insurance

Contracts Contracts

Adversity Adversity

Mid 20th Century

Firm-Centric Focus

Integrated Project Delivery

Introduction +115% +115% Manufacturing Manufacturing Productivity Productivity

Integrated Project Delivery Integrated Project Delivery
  • 20%

20% y Construction Construction Productivity Productivity 40+ Years 40+ Years

Integrated Project Delivery

Introduction +115% +115% Manufacturing Manufacturing Productivity Productivity

If productivity rates were reversed over the last 40 years:

(i.e Manuf. down 20%, Const. up 115%)

Integrated Project Delivery Integrated Project Delivery
  • 20%

20% y Construction Construction Productivity Productivity 40+ Years 40+ Years

  • 2009 Avg Car Price = $65,000
  • 2009 Median Cost/ft2 of a 4-story
  • ffice building in Denver = $62/ft2

Integrated Project Delivery

Introduction

Why?

Increased Regulation and Complexity Self Interest Predominates No Innovation

Integrated Project Delivery Integrated Project Delivery

No Innovation Archaic Project Management Practices

Integrated Project Delivery

Introduction

Why?

Increased Regulation and Complexity Safety, Environmental Issues, complicated

processes

Self Interest Predominates Optimization is done on an individual basis No Innovation

Responsibility Responsibility

Because Anyone Can Hold the Helm Because Anyone Can Hold the Helm When the Sea is Calm When the Sea is Calm

Integrated Project Delivery Integrated Project Delivery

p

Optimization is done on an individual basis

rather than a project wide basis.

Contractual relationships predispose

players toward self interest rather than project-centric interest.

No Innovation Codes, education, training, contracts, and

business structures are predisposed to do things the way they were done before.

Archaic Project Management Practices Current control procedures (scheduling and

budgeting) plan for everything to go right… and then react to problems that arise.

Integrated Project Delivery

Introduction

In other words…..

…it’s the system.

Integrated Project Delivery Integrated Project Delivery

A gigantic shift in our ways of thinking and doing business will be required to assimilate Principles of Integration.

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SLIDE 4

4

Integrated Project Delivery

  • 1. Introduction
  • 2. What is Integration?
  • 3. Why Integrate?

Project Project

Engineers Engineers Trade Trade Subs Subs

The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor Owner Owner Integrated Project Delivery Integrated Project Delivery
  • 4. How to Realize Integration
  • 5. Challenges and Solutions
  • 6. Case Study
  • 7. Thought Provoking Questions

The The Project Project

Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

The The Project Project

Owner Owner Architect Architect Contractor Contractor

What is Integration?

  • 1. One Team (Multi-Party Contracts with Liability Waivers)
  • 2. Starting Line Involvement by Key Team Members

Essentials of Essentials of Fully Integrated Project Delivery Fully Integrated Project Delivery

Integrated Project Delivery Integrated Project Delivery

g y y

  • 3. Jointly Developed Project Goals (e.g. owner’s conditions
  • f satisfaction, budgets and schedules)
  • 4. Collaborative “Project–Centric” Decision Making and

Control

  • 5. Appropriately Shared Risk-Reward Based on Project

Success

What is Integration?

Owner Design Team GC

Organization Organization

Design Team GC

Timing Timing

Design Design Construction Construction

Design – Bid -Build Design –

Delivery Delivery Method Method

Owner GC

Integrated Project Delivery Integrated Project Delivery

Design - Builder Owner Design - Builder IPD Team IPD Team

(Includes the (Includes the Owner) Owner)

g Assist

Design Team GC

Design – Build Fully Integrated

Design Team

IPD Team

What is Integration?

Owner Design Team GC

Organization Organization

Design Team GC

Timing Timing

Design Design Construction Construction

Design – Bid -Build Design –

Delivery Delivery Method Method

Owner GC

Increasing Levels

  • f Trust Required

Increasing

Integrated Project Delivery Integrated Project Delivery

Design - Builder Owner Design - Builder IPD Team IPD Team

(Includes the (Includes the Owner) Owner)

g Assist

Design Team GC

Design – Build Fully Integrated

Design Team

IPD Team

Increasing Reliability of Process Increasing Ability to Deliver a Faster Schedule

Mutual Respect and Trust Shared Risk and Reward Early Involvement

  • f

Participants BIM Used by Jointly Developed Open Communi- cation Transparent Lean Design and Construction Principles Onerous Contracts

What is Integration?

Integrated Project Delivery Integrated Project Delivery

Co-Location

  • f Teams

Multi-Party Contract Project- Centric Decision Making Intensive Early Planning Liability Waivers Multiple Parties Goals Collaborative Innovation Transparent Financials (Open Book) Optimize Self Interest Low Hard Bid Mutual Respect and Trust Shared Risk and Reward Early Involvement

  • f

Participants BIM Used by Jointly Developed Open Communi- cation Transparent Lean Design and Construction Principles Onerous Contracts

What is Integration?

More

Integrated Project Delivery Integrated Project Delivery

Co-Location

  • f Teams

Multi-Party Contract Project- Centric Decision Making Intensive Early Planning Liability Waivers Multiple Parties Goals Collaborative Innovation Transparent Financials (Open Book) Optimize Self Interest Low Hard Bid

More Integrated

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SLIDE 5

5

Integrated Project Delivery

  • 1. Introduction
  • 2. What is Integration?
  • 3. Why Integrate?

Project Project

Engineers Engineers Trade Trade Subs Subs

The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor Owner Owner Integrated Project Delivery Integrated Project Delivery
  • 4. How to Realize Integration
  • 5. Challenges and Solutions
  • 6. Case Study
  • 7. Thought Provoking Questions

The The Project Project

Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

The The Project Project

Owner Owner Architect Architect Contractor Contractor

Why Integrate?

Knowledge versus Information Desi Design gner er Desi Design gner er A B B C

Integrated Project Delivery Integrated Project Delivery

Traditional Process Traditional Process

Knowledge is lost. Knowledge is lost.

Integrated Project Delivery Integrated Project Delivery

Integrated Process Integrated Process

Knowledge is retained. Knowledge is retained.

Why Integrate?

Problems with Traditional Methods

Inefficiency and Waste Inefficiency and Waste

  • Good Ideas

Good Ideas are held back. are held back.

  • Full coordination

Full coordination of documents is not possible.

  • f documents is not possible.
  • Design is

Design is not integrated not integrated with construction. with construction.

Adverse Relationships Adverse Relationships

T diti l C t t d Attit d T diti l C t t d Attit d li it li it

Integrated Project Delivery Integrated Project Delivery
  • Traditional Contracts and Attitudes

Traditional Contracts and Attitudes limit limit cooperation and innovation. cooperation and innovation.

  • Subcontracts

Subcontracts (both design and construction) (both design and construction) drive subs to defend turf at the expense of the drive subs to defend turf at the expense of the project. project.

  • Litigation

Litigation is primary dispute resolver. is primary dispute resolver. The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

Why Integrate?

Valuable but Intangible Efficiencies

1. 1. Fewer mistakes Fewer mistakes due to miscommunication and due to miscommunication and lack of coordination. lack of coordination. 2. 2. Team responsiveness Team responsiveness due to shared sense of due to shared sense of pride and responsibility. pride and responsibility. 3. 3. Team members bring forth Team members bring forth best ideas early. best ideas early.

Integrated Project Delivery Integrated Project Delivery

4. 4. “Value engineering” takes place at the “Value engineering” takes place at the beginning beginning of the project.

  • f the project.

5. 5. Effective solutions Effective solutions are devised without regard are devised without regard to which entity will pay for them. to which entity will pay for them. 6. 6. Lean design Lean design is now possible. Projects are is now possible. Projects are

  • ptimized on a project
  • ptimized on a project-
  • wide basis instead of

wide basis instead of an individual basis. an individual basis. 7. 7. Projects “go” better Projects “go” better But more is asked of the designers, But more is asked of the designers, contractors and owners contractors and owners The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

7. 7. Projects “go” better Projects “go” better But more is asked of the designers, But more is asked of the designers, contractors and owners contractors and owners

Why Integrate?

Sustainability

USGBC endorses IPD USGBC endorses IPD

Integrated Project Delivery Integrated Project Delivery
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SLIDE 6

6

Why Integrate?

Summary of Qualitative Outcomes of IPD

NO YES Best Schedule Achieve Sustainability Innovation Possible Competitive Process Integrated Project Delivery Integrated Project Delivery Competitive Process Many Bidders Best Value at Completion Responsive to Ow ner's Needs Low Impact from Changes Litigation Overall Reliable Process

Integrated Project Delivery

  • 1. Introduction
  • 2. What is Integration?
  • 3. Why Integrate?

Project Project

Engineers Engineers Trade Trade Subs Subs

The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor Owner Owner Integrated Project Delivery Integrated Project Delivery
  • 4. How to Realize Integration
  • 5. Challenges and Solutions
  • 6. Case Study
  • 7. Thought Provoking Questions

The The Project Project

Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

The The Project Project

Owner Owner Architect Architect Contractor Contractor

1.

  • 1. Rearrange Time Periods

Rearrange Time Periods 2 R C i i R C i i

How to Realize Integration How to Realize Integration

The The Project Project Integrated Project Delivery Integrated Project Delivery

2.

  • 2. Rearrange Communications

Rearrange Communications 3.

  • 3. Rearrange Business Relationships

Rearrange Business Relationships

How to Integrate

Rearrange Time Periods Traditional Design Process Traditional Design Process

The The Project Project Integrated Project Delivery Integrated Project Delivery

How to Integrate

Rearrange Time Periods Integrated Design Process Integrated Design Process

The The Project Project Integrated Project Delivery Integrated Project Delivery

How To Integrate Rearrange Time Periods

IPD IPD

WHAT WHAT WHO WHO GUESS HOW GUESS HOW REALIZE REALIZE The The Project Project Integrated Project Delivery Integrated Project Delivery WHAT WHAT WHO WHO HOW HOW REALIZE REALIZE

Traditional Traditional

Design Bidding Construction Integrated Project Delivery

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SLIDE 7

7

Owner Owner

How to Integrate

Rearrange Communications

Owner Owner

Traditional Traditional Integrated Integrated

Question? Question?

Integrated Project Delivery Integrated Project Delivery

The The Project Project

Architect Architect Design Design Consultants Consultants Trade Trade Subcontractors Subcontractors Contractor Contractor

Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractors Subcontractors

Owner Owner

How to Integrate

Rearrange Communications

Owner Owner

Traditional Traditional Integrated Integrated

Question? Question?

Integrated Project Delivery Integrated Project Delivery

The The Project Project

Architect Architect Design Design Consultants Consultants Trade Trade Subcontractors Subcontractors Contractor Contractor

Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractors Subcontractors

How to Integrate

Rearrange Communications

Open Sharing Open Sharing of Information

  • f Information
  • Use Info Sharing Tools

Use Info Sharing Tools

  • Use Co

Use Co location location

Integrated Project Delivery Integrated Project Delivery
  • Use Co

Use Co-location location

  • Open book

Open book

  • Expect Troubles

Expect Troubles

How to Integrate

Rearrange Communications

  • More accessible by more

More accessible by more people people Higher Quality Higher Quality of Information

  • f Information
Integrated Project Delivery Integrated Project Delivery

people people

  • In context

In context

  • Well

Well-

  • coordinated

coordinated

  • Interoperability

Interoperability

How to Integrate?

Rearrange Communications

Higher Quality Higher Quality of Information

  • f Information
Integrated Project Delivery Integrated Project Delivery

How to Integrate

Rearrange Communications

Higher Quality Higher Quality of Information

  • f Information
Integrated Project Delivery Integrated Project Delivery

Virtual Building Virtual Building (Cheaper) (Cheaper) Actual Building Actual Building (Costly) (Costly)

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SLIDE 8

8

How to Integrate

Rearrange Communications

Interoperability Interoperability

Integrated Project Delivery Integrated Project Delivery

How to Integrate

Rearrange Business Relationships

Owner Owner

Owner Owner

Traditional Traditional Integrated Integrated

The The Project Project Integrated Project Delivery Integrated Project Delivery

The The Project Project

Architect Architect Design Design Consultants Consultants Trade Trade Subcontractors Subcontractors Contractor Contractor

Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractors Subcontractors

How to Integrate

Rearrange Business Relationships

Traditional Contracts Traditional Contracts

  • Contract forms that allow one party to

Contract forms that allow one party to impose impose power power over another create adversarial relations

  • ver another create adversarial relations
  • Adversarial relations = disintegration

Adversarial relations = disintegration and waste and waste

The The Project Project Integrated Project Delivery Integrated Project Delivery
  • Traditional contract forms

Traditional contract forms undermine undermine the the application of integration/lean principles because application of integration/lean principles because they are focused on self they are focused on self-

  • interest

interest

Owner Owner Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractors Subcontractors

How to Integrate

Rearrange Business Relationships

Relational Contracts Relational Contracts

  • Recognize the relationship between two or

Recognize the relationship between two or more entities and commit them to a more entities and commit them to a mutual mutual goal. goal.

Integrated Project Delivery Integrated Project Delivery
  • The agreement is

The agreement is project project – centric centric. .

  • Trouble is

Trouble is expected expected. .

  • Risk and reward is

Risk and reward is shared appropriately shared appropriately. . The The Project Project

Owner Owner Architect Architect Design Design Consultants Consultants Trade Trade Subcontractors Subcontractors Contractor Contractor

How to Integrate

Rearrange Business Relationships

Relational Contract Elements Relational Contract Elements

The The Project Project Joint Joint declaration declaration Equity Equity Formal Formal C Integrated Project Delivery Integrated Project Delivery

Commitment Commitment Trust Trust Cooperation Cooperation Communication Communication Common Goals Common Goals Win Win-

  • Win

Win Philosophy Philosophy

Equity Equity Problem Problem Resolution Resolution Facilitated Facilitated Workshops Workshops Continuous Continuous Improvements Improvements Share Share Gain/Pain Gain/Pain Contract Contract

How to Integrate

Rearrange Business Relationships

“Relational” Contract Forms “Relational” Contract Forms ConsensusDOCS ConsensusDOCS 300 Series 300 Series AIA IPD Series AIA IPD Series -

  • Integrated

Integrated

More More Relational Relational

The The Project Project Integrated Project Delivery Integrated Project Delivery

AIA IPD Series AIA IPD Series -

  • Transitional

Transitional AIA IPD Series AIA IPD Series Integrated Integrated

More More Traditional Traditional

slide-9
SLIDE 9

9

How to Integrate

Rearrange Business Relationships

Target Pricing Concept Target Pricing Concept

Contingency Contingency

Target Price Target Price

The The Project Project Integrated Project Delivery Integrated Project Delivery

Project Cost Project Cost

Design and Design and Construction Cost Construction Cost Profit Profit

How to Integrate

Rearrange Business Relationships

Target Pricing Concept Target Pricing Concept Share Share Difference Difference b t b t

Shared Windfall Shared Windfall

Actual Price Actual Price Target Price Target Price

The The Project Project Integrated Project Delivery Integrated Project Delivery

Project Cost Project Cost

Design and Design and Construction Cost Construction Cost Profit Profit

Actual Actual Price Price Lower Lower

between between Target Price Target Price and Actual and Actual Price Price

Actual Price Actual Price

How to Integrate

Rearrange Business Relationships

Target Pricing Concept Target Pricing Concept

Profit Profit Contingency Contingency

Actual Price Actual Price

Contingency Contingency Covers Covers Diff Diff

Target Price Target Price

The The Project Project Integrated Project Delivery Integrated Project Delivery

Project Cost Project Cost

Design and Design and Construction Cost Construction Cost Profit Profit

Actual Actual Price Price Higher Higher

But Within But Within Contingency Contingency

Difference Difference .. or share .. or share cost of cost of

  • verrun.
  • verrun.

How to Integrate

Rearrange Business Relationships

Target Pricing Concept Target Pricing Concept

Profit Profit

Actual Price Actual Price

Team Shares Team Shares Pain through Pain through d d d d

Target Price Target Price

The The Project Project Integrated Project Delivery Integrated Project Delivery

Project Cost Project Cost

Design and Design and Construction Cost Construction Cost

Actual Actual Price Price Higher Higher

Above Above Contingency Contingency

reduced reduced profits profits

How to Integrate

Rearrange Business Relationships

Target Pricing Concept Target Pricing Concept

Actual Price Actual Price

?

Target Price Target Price

The The Project Project Integrated Project Delivery Integrated Project Delivery

Project Cost Project Cost

Design and Design and Construction Cost Construction Cost

Actual Actual Price Price Higher Higher

Above Max Above Max

?

How to Integrate Integrate Organizations and Processes

Traditional Traditional

Owner Owner Architect Architect General General Contractor Contractor Integrated Project Delivery Integrated Project Delivery Civil Civil Engineer Engineer Mechanical Mechanical Engineer Engineer Other Other consultants consultants Structural Structural Engineer Engineer Contractor Contractor Steel Steel Fabricator Fabricator Steel Steel Detailer Detailer Steel Steel Erector Erector Excavator Excavator Concrete Concrete Mechanical Mechanical Electrical Electrical Engineer Engineer Electrical Electrical Other Subs Other Subs
slide-10
SLIDE 10

10 10

How to Integrate Integrate Organizations and Processes

Owner Owner Architect Architect General General Contractor Contractor

Horizontal Integration Horizontal Integration

Integrated Project Delivery Integrated Project Delivery Civil Civil Engineer Engineer Mechanical Mechanical Engineer Engineer Other Other consultants consultants Structural Structural Engineer Engineer Steel Steel Fabricator Fabricator Steel Steel Detailer Detailer Steel Steel Erector Erector Excavator Excavator Concrete Concrete Mechanical Mechanical Electrical Electrical Engineer Engineer Electrical Electrical Other Subs Other Subs

How to Integrate Integrate Horizontally AND Vertically

Owner Owner Architect Architect General General Contractor Contractor

Horizontal Integration PLUS Horizontal Integration PLUS Vertical Integration Vertical Integration

Steel Sub Steel Sub Mech Mech Sub Sub Elect Sub Elect Sub Integrated Project Delivery Integrated Project Delivery Civil Civil Engineer Engineer Mechanical Mechanical Engineer Engineer Electrical Electrical Engineer Engineer Structural Structural Engineer Engineer Electrical Electrical Concrete Concrete Steel Steel Erector Erector Steel Steel Detailer Detailer Steel Steel Fabricator Fabricator Other Other consultants consultants Excavator Excavator Mechanical Mechanical Other Subs Other Subs

Subcontractor Subcontractor-

  • Led

Led Design Design-

  • Build

Build Designer Designer-

  • Led

Led Design Design-

  • Build

Build Advantages of Vertical Integration:

  • Early accurate pricing
  • Fast schedules
  • Single-point responsibility

How to Integrate Integrate Horizontally AND Vertically

Integrated Project Delivery Integrated Project Delivery

g p p y

Expand Organization Boundaries

To Realize Integration the Owner will need to:

  • Trust the team
  • Openly share information, like budgets
Integrated Project Delivery Integrated Project Delivery

Openly share information, like budgets

  • Engage in forward thinking agreements
  • Be engaged early in the project definition and

conditions of satisfaction phase

Expand Organization Boundaries

To Realize Integration the Contractor will need to:

  • Trust the team
  • Openly share information, like budgets
Integrated Project Delivery Integrated Project Delivery

Openly share information, like budgets

  • Give up some control
  • Be less authoritarian
  • Provide reliable early target pricing to inform design

decisions

Expand Organization Boundaries

To Realize Integration the Designers will need to:

  • Trust the team
  • Be willing to consider manufacturing/construction
Integrated Project Delivery Integrated Project Delivery

Be willing to consider manufacturing/construction processes as a key element of design along side functionality and aesthetics

  • Be attune to information flowing from the trade

subcontractors

  • Provide reliable early design information to inform

pricing decisions

slide-11
SLIDE 11

11 11

Expand Organization Boundaries

Designers who want to participate in construction and shared risk/reward may need to:

  • Improve their balance sheet and get bonding
Integrated Project Delivery Integrated Project Delivery

Improve their balance sheet and get bonding

  • Develop cash resources that can manage cash flow
  • Obtain Builders Risk and General Liability policies
  • Learn to write and enforce contracts with subs
  • Understand OSHA
  • Learn to tolerate Personal Guarantees on all the above

Expand Organizational Boundaries

CONVENTIONAL CONVENTIONAL

Contractual Contractual Duties Duties

  • Structural

Plans & Specs

  • Const Obs

Exposure Exposure to Risk to Risk

  • Design Errors

& Omissions

Control Control

  • Design

Issues

Revenues Revenues

  • Design Fee
  • Add Services

Scope of Scope of Services Services

  • Structural

Design

  • Const Admin
Integrated Project Delivery Integrated Project Delivery

Expand Organizational Boundaries

Contractual Contractual Duties Duties

  • Structural

Plans & Specs.

  • Const Obs.
  • Shop Dwgs.
  • Material

Exposure Exposure to Risk to Risk

  • Design Errors

& Omissions.

  • Cost and

Availability of Matls, Labor

Control Control

  • Design

Issues.

  • Control of

steel detailing.

  • Selection of

Revenues Revenues

  • Design Fee.
  • Add Services.
  • Steel

detailing fee.

  • Fee for

Scope of Scope of Services Services

  • Structural

Design.

  • Const Admin.
  • Steel

Detailing.

EXPANDED EXPANDED

Integrated Project Delivery Integrated Project Delivery

Material Procurement.

  • Steel Fab &

Erection.

  • Warranties.
  • Surety Bond.

Matls, Labor and Equip.

  • Risk of GC

financial probs.

  • Risk of Sub

and Material Supplier non- performance.

  • Safety Risks.
  • Weather.
  • Jobsite.

Selection of fabricator and erector.

  • More

involvement in construction process.

  • Contractual

authority over subcontractors. Fee for management.

  • Contract

performance fee. Detailing.

  • Estimating.
  • Construction

Management.

Integrated Project Delivery

  • 1. Introduction
  • 2. What is Integration?
  • 3. Why Integrate?

Project Project

Engineers Engineers Trade Trade Subs Subs

The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor Owner Owner Integrated Project Delivery Integrated Project Delivery
  • 4. How to Realize Integration
  • 5. Challenges and Solutions
  • 6. Case Study
  • 7. Thought Provoking Questions

The The Project Project

Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

The The Project Project

Owner Owner Architect Architect Contractor Contractor

Challenges and Solutions To Integration

Industry Industry is is

Owner Owner

Owner Owner

Traditional Traditional Integrated Integrated

Integrated Project Delivery Integrated Project Delivery

is is NOT NOT Ready Ready

The The Project Project

Architect Architect Design Design Consultants Consultants Trade Trade Subcontractors Subcontractors Contractor Contractor

Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractors Subcontractors

Challenges and Solutions To Integration

1.

  • 1. Trust

Trust 2 Trust Trust

Four Prerequisites for Successful IPD Four Prerequisites for Successful IPD

Integrated Project Delivery Integrated Project Delivery

2.

  • 2. Trust

Trust 3.

  • 3. Trust

Trust 4.

  • 4. Team Competence and Experience

Team Competence and Experience

Our Industry is not inclined to Our Industry is not inclined to trust and share information trust and share information

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SLIDE 12

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Challenge: Challenge: Systematic Lack of Trust Systematic Lack of Trust

Owner Owner Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractor Subcontractor s

Challenges and Solutions To Integration Challenge: Systematic Lack of Trust Challenge: Systematic Lack of Trust

Integrated Project Delivery Integrated Project Delivery

How? How?

Develop a business culture that values Develop a business culture that values truthfulness, dependability, responsibility and truthfulness, dependability, responsibility and emotional maturity. emotional maturity.

Solution: Solution: Be… and be known as trustworthy. Be… and be known as trustworthy.

Challenges and Solutions To Integration

Challenge: Challenge: Self Self-

  • interest dominates over project

interest dominates over project-

  • centeredness

centeredness

Owner Owner Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractor Subcontractor s Integrated Project Delivery Integrated Project Delivery

centeredness centeredness

  • Adversarial processes

Adversarial processes

  • Minimize effort to maximize profit

Minimize effort to maximize profit

  • Reduce risk by not innovating

Reduce risk by not innovating

  • Reduce risk by piling it on your

Reduce risk by piling it on your neighbor neighbor

Challenges and Solutions To Integration Challenge: Self Interest Dominates Challenge: Self Interest Dominates

Solution: Solution: Expand Organizational Boundaries Expand Organizational Boundaries

  • Become familiar with

Become familiar with principles of Integration principles of Integration

Integrated Project Delivery Integrated Project Delivery
  • Foster a

Foster a culture of experimentation culture of experimentation, excellence, , excellence, innovation, openness, and collaboration. innovation, openness, and collaboration.

  • Develop individuals

Develop individuals that have the skills and that have the skills and abilities to be part of the neural network. abilities to be part of the neural network.

  • Develop business structures that

Develop business structures that share share risk/reward and motivate innovation risk/reward and motivate innovation. Challenges and Solutions To Integration Challenge: Self Interest Dominates Challenge: Self Interest Dominates

Solution: Solution: Expand Industry Thinking Expand Industry Thinking.

Integrated Project Delivery Integrated Project Delivery

Lean Lean Construction Construction Institute Institute Design Design-

  • Build

Build Institute Institute American American Institute of Institute of Architects Architects

Challenges and Solutions To Integration Challenge: Self Interest Dominates Challenge: Self Interest Dominates

Solution: Solution: Develop Enlightened Owners Develop Enlightened Owners

  • Owner education

Owner education to develop forward thinking to develop forward thinking

Integrated Project Delivery Integrated Project Delivery
  • wners.
  • wners.
  • Promote

Promote forward thinking owner’s reps forward thinking owner’s reps who can who can educate owners. educate owners.

  • Scholarly research

Scholarly research to show hard benefits of IPD. to show hard benefits of IPD. Challenges and Solutions To Integration Challenge: Self Interest Dominates Challenge: Self Interest Dominates

Solution: Solution: Breakdown Institutional Barriers Breakdown Institutional Barriers

  • Insurance

Insurance Companies Companies

Integrated Project Delivery Integrated Project Delivery
  • Bonding

Bonding Companies Companies

  • Contracts

Contracts and Contract Law and Contract Law

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Challenges and Solutions To Integration

Challenge: Challenge: New skills and knowledge are New skills and knowledge are required required

Owner Owner Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractor Subcontractor s Integrated Project Delivery Integrated Project Delivery

required required

  • Other team member’s needs and practices

Other team member’s needs and practices

  • Contracts, insurance, finance

Contracts, insurance, finance

  • Estimating, negotiating, collaboration,

Estimating, negotiating, collaboration, leadership leadership Challenges and Solutions To Integration Challenge: New Skills Required Challenge: New Skills Required

Solution: Solution: Develop new skills Develop new skills

Integrated Project Delivery Integrated Project Delivery

Challenges and Solutions To Integration Challenge: New Skills Required Challenge: New Skills Required

Virtual Virtual Builders Builders

Integrated Project Delivery Integrated Project Delivery Structural Design Structural Design Steel Detailing Steel Detailing / Shop / Shop Drawing Drawing Production Production Construction Construction Management Management

Challenges and Solutions To Integration

Challenge: Challenge: Lack of tools that support Integration Lack of tools that support Integration

  • BIM

BIM is in its infancy is in its infancy

Owner Owner Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractor Subcontractor s Integrated Project Delivery Integrated Project Delivery
  • Knowledge sharing tools

Knowledge sharing tools are not evolved are not evolved past paper sharing past paper sharing

  • Early pricing

Early pricing info informs decisions info informs decisions Challenges and Solutions To Integration Challenge: Lack of Tools Challenge: Lack of Tools

Solution: Solution: Develop new tools Develop new tools

Integrated Project Delivery Integrated Project Delivery

Challenges and Solutions To Integration Challenge: New Tools Required Challenge: New Tools Required

Integrated Project Delivery Integrated Project Delivery
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Challenges and Solutions To Integration Challenge: New Tools Required Challenge: New Tools Required

Integrated Project Delivery Integrated Project Delivery

Challenges and Solutions To Integration Challenge: New Tools Required Challenge: New Tools Required

Integrated Project Delivery Integrated Project Delivery

Challenges and Solutions To Integration

Owner Owner Architect Architect Design Design Consultants Consultants General General Contractor Contractor Trade Trade Subcontractor Subcontractor s

Challenge: Challenge: Lack of Experience with Integration Lack of Experience with Integration

  • 100 years of practicing design and

100 years of practicing design and

Integrated Project Delivery Integrated Project Delivery

y p g g y p g g construction the same way construction the same way

Challenges and Solutions To Integration Challenge: Lack of Experience Challenge: Lack of Experience

Solution: Solution: Do Some Projects Do Some Projects Learn from the Results Learn from the Results

Integrated Project Delivery Integrated Project Delivery

Learn from the Results Learn from the Results

You know, I’ve never actually stormed a castle, but I’ve attended b h f i

Integrated Project Delivery Integrated Project Delivery

a bunch of siege management workshops. Challenges and Solutions To Integration Challenge: Lack of Experience Challenge: Lack of Experience

Solution: Solution: Integrate as much as you are able to Integrate as much as you are able to

  • n a particular project
  • n a particular project
Integrated Project Delivery Integrated Project Delivery
  • n a particular project
  • n a particular project
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SLIDE 15

15 15

Partial Integration

Great Platte River Road Archway Monument - 1999

Owner Architect Sub- Consultants Contractor Sub- contractors Steel Fabricator Integrated Project Delivery Integrated Project Delivery Structural EOR Steel Detailer Owner Architect Structural EOR Sub- Consultants General Contractor Sub- contractors Structural Steel Sub Steel Fabricator

Partial Integration

Taxi Phase II- 2006

Integrated Project Delivery Integrated Project Delivery Steel Erector Steel Detailer Misc Steel Sub Prebuilt Core Supplier

Partial Integration

Denver School of Science and Technology - 2008

Owner Design- Builder Architect Sub- Consultants Sub- contractors Structural Steel Sub Integrated Project Delivery Integrated Project Delivery Structural EOR Steel Fabricator Steel Erector Steel Detailer

Partial Integration

Sky Ute - 2008

Owner Architect Structural EOR Sub- Consultants General Contractor Sub- contractors Structural Steel Sub Structural Design Assist Fabricator Integrated Project Delivery Integrated Project Delivery Steel Erector Steel Detailer

Partial Integration

One Steamboat Place - 2009

Owner Architect Structural EOR Sub- Consultants General Contractor Sub- contractors Structural Steel Sub Steel Fabricator Integrated Project Delivery Integrated Project Delivery Steel Erector Steel Detailer Misc Steel Sub Prebuilt Core Supplier

Partial Integration

National Renewable Energy Lab RSF - 2010

Owner Design- Builder Architect Sub- contractors Structural Steel Sub

Largest Net Largest Net-

  • zero building

zero building In North America In North America

Integrated Project Delivery Integrated Project Delivery Structural EOR Sub- Consultants Steel Detailer Misc Steel Fabricator Steel Erector
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Integrated Project Delivery

  • 1. Introduction
  • 2. What is Integration?
  • 3. Why Integrate?

Project Project

Engineers Engineers Trade Trade Subs Subs

The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor Owner Owner Integrated Project Delivery Integrated Project Delivery
  • 4. How to Realize Integration
  • 5. Challenges and Solutions
  • 6. Case Study
  • 7. Thought Provoking Questions

The The Project Project

Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

The The Project Project

Owner Owner Architect Architect Contractor Contractor

Case Study Case Study

Case Study Kodak Thermal Imaging Facility

Integrated Project Delivery Integrated Project Delivery

BIM BIM Model Model

Case Study Kodak Thermal Imaging Facility

The Project: The Project:

50 ft. tall industrial building enclosing a new 50 ft. tall industrial building enclosing a new coating line and related support equipment. coating line and related support equipment.

Integrated Project Delivery Integrated Project Delivery

Mid March 2004 Owner gets corporate approval for Mid March 2004 Owner gets corporate approval for construction of new thermal imaging facility. construction of new thermal imaging facility. Building must be complete and ready for equipment Building must be complete and ready for equipment installation by Jan. 1, 2005. installation by Jan. 1, 2005.

Case Study Kodak Thermal Imaging Facility

Proposal: Proposal:

Mid March 2004 Mid March 2004 - Owner opts for Design Owner opts for Design-

  • Build because:

Build because:

Integrated Project Delivery Integrated Project Delivery

p g p g

  • challenging schedule

challenging schedule

  • equipment design concurrent with and

equipment design concurrent with and dictates building design dictates building design Two G.C.’s are invited to submit Design Two G.C.’s are invited to submit Design-

  • Build

Build Proposals. Proposals. Case Study Kodak Thermal Imaging Facility

Proposal: Proposal:

Late March 2004 Late March 2004 - Each G.C.: Each G.C.:

Owner (Kodak) Design-Builder (Mortenson) Architect Sub- Consultants Mechanical Sub Mechanical Engineer Electrical Sub Electrical Engineer Structural Steel Sub (KL&A) Structural EOR Integrated Project Delivery Integrated Project Delivery

… accepts the invitation … accepts the invitation … forms a team … forms a team … submits a proposal … submits a proposal … and is interviewed … and is interviewed all in three weeks all in three weeks.

Suppliers Installers Suppliers Installers Steel Fabricator Steel Erector Steel Detailer

Case Studies Kodak Thermal Imaging Facility

Structural Proposal: Structural Proposal:

Integrated Project Delivery Integrated Project Delivery
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17 17

Case Studies Kodak Thermal Imaging Facility

Structural Proposal: Structural Proposal:

BIM Model for BIM Model for coordination and coordination and quantity takeoffs quantity takeoffs

Integrated Project Delivery Integrated Project Delivery

Case Studies Kodak Thermal Imaging Facility

Cost Model: Cost Model:

Unit prices Unit prices established to established to

Cost Model: Cost Model:

Detailed items Detailed items establish quantity establish quantity

Integrated Project Delivery Integrated Project Delivery

control changes control changes y y and complexity and complexity

Case Studies Kodak Thermal Imaging Facility

Schedule: Schedule:

Commitment to start Commitment to start Steel Erection in 3 Steel Erection in 3 months after award months after award

Integrated Project Delivery Integrated Project Delivery

Case Studies Kodak Thermal Imaging Facility

Early April Early April - Owner selects Owner selects team based on completeness team based on completeness

  • f proposal.
  • f proposal.
Integrated Project Delivery Integrated Project Delivery

Case Studies Kodak Thermal Imaging Facility

Early April Early April – – May May

  • Design of Thermal Imaging

Design of Thermal Imaging process and equipment is process and equipment is t ith b ildi t ith b ildi

Integrated Project Delivery Integrated Project Delivery

concurrent with building concurrent with building design. design.

Case Studies Kodak Thermal Imaging Facility

June June – Steel Fabrication starts Steel Fabrication starts Equipment Design completed Equipment Design completed (R i i J) H l (R i i J) H l

Integrated Project Delivery Integrated Project Delivery

(Revision J). Hourly (Revision J). Hourly coordination conversations. coordination conversations.

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18 18

Case Studies Kodak Thermal Imaging Facility

July July – Steel Erected. Steel Erected.

Integrated Project Delivery Integrated Project Delivery

Case Studies Kodak Thermal Imaging Facility

August August-

  • Decision by owner for full

Decision by owner for full bridge crane. Steel sub bridge crane. Steel sub difi t t d difi t t d

Integrated Project Delivery Integrated Project Delivery

modifies structure and modifies structure and purchases crane. purchases crane.

Case Studies Kodak Thermal Imaging Facility

September September-

  • Crane arrives incorrectly

Crane arrives incorrectly

  • manufactured. Steel sub
  • manufactured. Steel sub

difi l ll d difi l ll d

Integrated Project Delivery Integrated Project Delivery

modifies crane locally and modifies crane locally and installs. installs.

Case Studies Kodak Thermal Imaging Facility

November November-

  • Building turned over to start

Building turned over to start equipment installation one equipment installation one th l th l

Integrated Project Delivery Integrated Project Delivery

month early. month early.

Case Studies Kodak Thermal Imaging Facility

Integrated Project Delivery Integrated Project Delivery

Case Study Kodak Thermal Imaging Facility

Early Involvement of Participants Early Involvement of Participants Mutual Respect and Trust Among Participants Mutual Respect and Trust Among Participants Shared Risk and Reward Shared Risk and Reward Multi Multi-

  • Party Contract

Party Contract Collaborative Decision Making Collaborative Decision Making Liability Waivers Liability Waivers Intensified Early Planning Intensified Early Planning

How How Integrated? Integrated?

Early Involvement of Participants Early Involvement of Participants Mutual Respect and Trust Among Participants Mutual Respect and Trust Among Participants Shared Risk and Reward Shared Risk and Reward Multi Multi-

  • Party Contract

Party Contract Collaborative Decision Making Collaborative Decision Making Liability Waivers Liability Waivers Intensified Early Planning Intensified Early Planning

Integrated Project Delivery Integrated Project Delivery

Intensified Early Planning Intensified Early Planning Jointly Developed Goals Jointly Developed Goals Collaborative Innovation Collaborative Innovation Open Communication within the Project Team Open Communication within the Project Team Building Information Modeling (BIM) Used by Multiple Parties Building Information Modeling (BIM) Used by Multiple Parties Lean Principles of Design, Construction, and Operations Lean Principles of Design, Construction, and Operations Co Co-

  • Location of Teams (“Big Room”)

Location of Teams (“Big Room”) Transparent Financials (Open Books) Transparent Financials (Open Books)

Integrated? Integrated?

Intensified Early Planning Intensified Early Planning Jointly Developed Goals Jointly Developed Goals Collaborative Innovation Collaborative Innovation Open Communication within the Project Team Open Communication within the Project Team Building Information Modeling (BIM) Used by Multiple Parties Building Information Modeling (BIM) Used by Multiple Parties Lean Principles of Design, Construction, and Operations Lean Principles of Design, Construction, and Operations Co Co-

  • Location of Teams (“Big Room”)

Location of Teams (“Big Room”) Transparent Financials (Open Books) Transparent Financials (Open Books)

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Case Studies Kodak Thermal Imaging Facility

Key Success Key Success Factors: Factors:

Integrated approach critical to schedule and budget.

Integrated Project Delivery Integrated Project Delivery

Team selected based on trust and integrity The trust and

  • penness

allowed for quick effective decision making. budget.

Integrated Project Delivery

  • 1. Introduction
  • 2. What is Integration?
  • 3. Why Integrate?

Project Project

Engineers Engineers Trade Trade Subs Subs

The The Project Project

Owner Owner Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor Owner Owner Integrated Project Delivery Integrated Project Delivery
  • 4. How to Realize Integration
  • 5. Challenges and Solutions
  • 6. Case Study
  • 7. Thought Provoking Questions

The The Project Project

Architect Architect Engineers Engineers Trade Trade Subs Subs Contractor Contractor

The The Project Project

Owner Owner Architect Architect Contractor Contractor

Thought Provoking Questions

Ask yourself what Ask yourself what

  • rganizations/individuals
  • rganizations/individuals

you would trust enough to you would trust enough to

Integrated Project Delivery Integrated Project Delivery

you would trust enough to you would trust enough to enter into an integrated enter into an integrated agreement with? agreement with?

Thought Provoking Questions

What are you and your What are you and your

  • rganization doing to
  • rganization doing to

cultivate trusting cultivate trusting

Integrated Project Delivery Integrated Project Delivery

cultivate trusting cultivate trusting relationships? relationships?

Thought Provoking Questions

Do you have a Do you have a forward forward‐thinking senior staff thinking senior staff that can promote change in that can promote change in

Integrated Project Delivery Integrated Project Delivery

that can promote change in that can promote change in your organization? your organization?

Thought Provoking Questions

Are you willing to change Are you willing to change the way your organization the way your organization does projects to assimilate does projects to assimilate

Integrated Project Delivery Integrated Project Delivery

does projects to assimilate does projects to assimilate with integrated principles? with integrated principles? Are you willing to: Are you willing to:

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20 20

Thought Provoking Questions

  • Trust the team

Trust the team

  • Make neural network decisions

Make neural network decisions

  • Gain new skills

Gain new skills

Integrated Project Delivery Integrated Project Delivery
  • Share risk and reward

Share risk and reward

  • Enter into forward

Enter into forward‐thinking thinking agreements agreements

Thought Provoking Quotation

“Fifty years from now, our

Fifty years from now, our

  • ffspring in the construction
  • ffspring in the construction

industry will look back on our industry will look back on our current practices as archaic; current practices as archaic;

Integrated Project Delivery Integrated Project Delivery

current practices as archaic; current practices as archaic; mired by inefficiency, mistrust, mired by inefficiency, mistrust, innovation innovation-

  • crushing liability and

crushing liability and ponderous waste.” ponderous waste.”

  • Brant Lahnert

Brant Lahnert

KL&A Projects with Some Degree of Integration

Integrated Project Delivery Integrated Project Delivery