One Project The Benefits of Collaborative Project Delivery Your - - PowerPoint PPT Presentation

▶
one project
SMART_READER_LITE
LIVE PREVIEW

One Project The Benefits of Collaborative Project Delivery Your - - PowerPoint PPT Presentation

Feb 19, 2023 274 likes •676 views

One Project The Benefits of Collaborative Project Delivery Your Logo Agenda The AIA/MBA Joint Committee 1 Why is Collaborative Project Delviery Important? 2 3 Collaboration in Project Delivery Systems 4 Case Studies 5 Strategies for

slide-1
SLIDE 1

The Benefits of Collaborative Project Delivery

One Project

Your Logo

slide-2
SLIDE 2

Your Logo

Resources Collaboration in Project Delivery Systems Strategies for Owners Why is Collaborative Project Delviery Important? Case Studies Discussion

7 6 5 4 3 2 1

Agenda

The AIA/MBA Joint Committee

slide-3
SLIDE 3

Your Logo

The AIA/MBA Joint Committee Resources Collaboration in Project Delivery Systems Strategies for Owners Why is Collaborative Project Delviery Important? Case Studies Discussion

7 6 5 4 3 2 1

slide-4
SLIDE 4

Chartered in 1965, the AIA-MBA Joint Committee provides a unique forum for Architects, General Contractors and Owners to meet and discuss existing conditions of the construction industry. As a result of this forum, a set of guidelines was created to reflect the best practices for procedures involving drawings and specifications, bidding, contract documents and administrative procedures during construction.

The AIA/MBA Joint Committee

Promoting Collaboration

slide-5
SLIDE 5

Your Logo

Resources Collaboration in Project Delivery Systems Strategies for Owners Why is Collaborative Project Delviery Important? Case Studies Discussion

7 6 5 4 3 2 1

The AIA/MBA Joint Committee

slide-6
SLIDE 6
  • Fragmentation in traditional delivery

systems causes poor performance Collaborative Project Delivery

Why is it important now?

slide-7
SLIDE 7

‘Ours is the only trillion dollar industry in the history of the world in which misguided

  • wners demand

processes that increase cost and reduce quality.’

The Owner’s Dilemma, 2010

Barbara White Bryson with Canan Yetmen

Collaborative Project Delivery

Why is it important now?

slide-8
SLIDE 8

Collaborative Project Delivery

Why is it important now?

slide-9
SLIDE 9
  • Complexity of Projects

Collaborative Project Delivery

Why is it important now?

slide-10
SLIDE 10
  • Environmental Sustainability

Collaborative Project Delivery

Why is it important now?

slide-11
SLIDE 11
  • Information Management Tools Require It

Collaborative Project Delivery

Why is it important now?

Adapted Autodesk Diagram

slide-12
SLIDE 12

Your Logo

Resources Collaboration in Project Delivery Systems Strategies for Owners Why is Collaborative Project Delviery Important? Case Studies Discussion

7 6 5 4 3 2 1

The AIA/MBA Joint Committee

slide-13
SLIDE 13
  • The Traditional Fragmented Process

Collaborative Project Delivery

Project Delivery Systems

Design Construction

slide-14
SLIDE 14
  • Boundaries are Beginning to Blur

Collaborative Project Delivery

Project Delivery Systems

Design Construction

slide-15
SLIDE 15
  • No “Pure” (or Perfect) Delivery Systems

Collaborative Project Delivery

Project Delivery Systems

Design Construction

Design/Bid/Build “IPD” CM Advisor CM at Risk Design/Build

slide-16
SLIDE 16
  • Key Principles of Integration/Collaboration

Collaborative Project Delivery

Project Delivery Systems Behavioral

  • Mutual Trust &

Respect

  • Open

Communication

  • Willingness to

Collaborate

  • Collaborative

Innovation

  • Collaborative

Decision Making

Organizational

  • Strong Leadership
  • Jointly Developed

Goals

  • Appropriate

Technology (BIM) & Other Tools

  • Intensified Planning
  • Co-Location

Contractual

  • Mutual Risk and

Reward

  • Financial Incentives

Tied to Goals

  • Early Key Participant

Involvement

  • Multi-Party Contracts
  • Liability Waivers
  • Fiscal Transparency
slide-17
SLIDE 17
  • Delivery Method by Procurement Option

Collaborative Project Delivery

Project Delivery Systems

Less Collaborative More Collaborative

Matrix Courtesy of AGC Project Delivery Systems for Construction - Michael E. Kenig

slide-18
SLIDE 18
  • All Else Fails Without Trust

What is it?

Project Delivery Systems

slide-19
SLIDE 19

Your Logo

Resources Collaboration in Project Delivery Systems Strategies for Owners Why is Collaborative Project Delviery Important? Case Studies Discussion

7 6 5 4 3 2 1

The AIA/MBA Joint Committee

slide-20
SLIDE 20

Collaborative Project Delivery

Case Studies

Cardinal Wuerl North Catholic High School

Project Cost

$43,283,000

Project Schedule

Design: 1/2011 - 4/2012 Construction: 5/2012 - 1/2014

Project Delivery Method

Design Bid Build

Contract Type

AIA

Construction Manager Advisor

Campayno Consulting Services

Architect of Record

Astorino

General Contractor/Lead Contractor

Mascaro Construction Company

slide-21
SLIDE 21

Collaborative Project Delivery

Case Studies

Cardinal Wuerl North Catholic High School

Major Impetus for Higher Levels of Collaboration:

  • Owner wanting to use this project to embrace BIM
  • Owner wanting to structure information for operations and maintenance phase

Collaborative Principles Used

  • Behavioral
  • Open Communication
  • Willingness to Collaborate
  • Organizational
  • Strong Leadership
  • Early Jointly Developed Goal Definition
  • Appropriate Technology and other Implementation Tools
  • Co-location
  • Contractual
  • Early Involvement of Key Participants

Outcomes/Keys to Success

  • Early involvement of Mascaro prior to release of CD’s to structure a collaborative BIM implementation plan
  • Getting buy-in from all participants to buy into the goal of doing what is best for the project success
  • Sharing information and contributing in an open environment
slide-22
SLIDE 22

Collaborative Project Delivery

Case Studies

UPMC Clinical Lab

Project Size

Renovation: 133,000 sf

Project Cost

Project: $38 M

Project Schedule

17 months

Project Delivery Method

Negotiated / CM-at-Risk

Contract Type

AIA A133 (GMP)

Team

Massaro Perkins Eastman

slide-23
SLIDE 23

Collaborative Project Delivery

Case Studies

UPMC Clinical Lab

Major Impetus for Higher Levels of Collaboration:

  • Project Complexity – repurposing a building not ideally suited as a laboratory building presented major risk for

budget and schedule overruns due to extremely complex MEP coordination issues

  • Budget – unrealistic budget set early in the project required high collaboration to ensure maximum amount of

program scope was accomplished within delivery time period

Collaborative Principles Used

  • Behavioral
  • Mutual Trust and Respect
  • Open Communication
  • Willingness to Collaborate
  • Organizational
  • Early Jointly Developed Goal Definition
  • Intensified Planning
  • Appropriate Technology and other

Implementation Tools

  • Contractual
  • Early Involvement of Key Participants
  • Fiscal Transparency

Outcomes/Keys to Success

  • Project done on schedule and close to original budget

despite unrealistic expectations and changes due to existing conditions

  • On time delivery provided owner with flexibility to deal with

planning for the Patients Affordable Care Act

  • Higher collaboration provided real time changes and key

player feedback on constructability and value engineering

  • Getting entire team working together to solve complex

logistical issues virtually before becoming major time consuming field issues

slide-24
SLIDE 24

Collaborative Project Delivery

Case Studies

Bechtel MRTC & A6 Buildings

Project Cost

$15.4 Million

Project Scope

To deliver two mirror image office buildings on Separate, adjoining parcels of land

Project Schedule

Design: August 2, 2012 – May 3, 2013 Construction: February 1, 2013 – April 24, 2014

Project Delivery Method

Design-Build

Contract Type

Bechtel’s Standard D-B Purchase Order

General Contractor/Lead Contractor

DCK Worldwide

Architect of Record

Paradigm Architecture/Michael Baker, Inc.

slide-25
SLIDE 25

Collaborative Project Delivery

Case Studies

Bechtel MRTC & A6 Buildings

Major Impetus for Higher Levels of Collaboration:

  • Bechtel was dissatisfied with the collaborative levels achieved on previous D-B Projects so the retained a

consultant from the DBIA to guide the process.

  • Owner needs to have a Fixed-Firm Price contract – could not have change orders or cost overruns.
  • Owner has historically been viewed as a very difficult owner and wanted to change their reputation with

contractors.

Collaborative Principles Used

  • Behavioral
  • Open Communication
  • Willingness to Collaborate
  • Mutual Trust and Respect
  • Organizational
  • Jointly Developed Goals
  • Co-Location (dck’s Office, Baker’s Office, PNC Park)
  • Appropriate Technology - BIM used
  • Contractual
  • Early Key Participant Involvement (MEP Subs were part of the team before the RFP was released)
  • Financial Incentives Tied to Goals
  • Fiscal Transparency

Outcomes/Keys to Success

slide-26
SLIDE 26

Collaborative Project Delivery

Case Studies

Cleveland Clinic Marymount Hospital Surgery Expansion

Project Size

Addition: 43,965 sf - Renovation: 29,458 sf

Project Cost

Project: $45 M - Construction: $27.5 M

Project Schedule

Design: 2008 - 2010 Construction: Nov’10 – March’12 (Addition) & May’13 (Renovation)

Project Delivery Method

CM with Design Assist Partners and Lump Sum Bidders

Contract Type

Separate Contracts between Owner/Architect/CM with a performance charter

Partners

Cleveland Clinic – Bostwick Design Partnership – Karpinski Engineering – Turner Construction

slide-27
SLIDE 27

Collaborative Project Delivery

Case Studies

Cleveland Clinic Marymount Hospital Surgery Expansion

Major Impetus for Higher Levels of Collaboration:

  • Maintaining Budge and Schedule
  • Reduced RFI’s and Changes
  • Reduced Risk for Owner Based on Prior Project

Experiences

Collaborative Principles Used

  • Behavioral
  • Mutual Trust and Respect
  • Open Communication
  • Willingness to Collaborate
  • Collaborative Innovation and Decision Making
  • Organizational
  • Strong Leadership
  • Early Jointly Developed Goal Definition
  • Intensified Planning
  • Appropriate Technology and other Implementation Tools
  • Contractual
  • Mutual Benefit and Reward (and Risk)
  • Financial Incentives Tied to Team Goals
  • Early Involvement of Key Participants
  • Fiscal Transparency

Outcomes/Keys to Success

  • Only 34 RFI’s in first 9 Months
  • Phenomenal collaboration and communication between

design and construction led to several innovative solutions

  • Project completed on budget and schedule
  • Were able to add additional scope within original budget
  • Accomplished LEED Gold (target was Silver)
  • User surveys indicate an increase in quality (environment,

amenities, etc.)

  • Strong owner leadership
  • “Owner Controlled Team Project Delivery”
slide-28
SLIDE 28

Your Logo

Resources Collaboration in Project Delivery Systems Strategies for Owners Why is Collaborative Project Delviery Important? Case Studies Discussion

7 6 5 4 3 2 1

The AIA/MBA Joint Committee

slide-29
SLIDE 29

Collaborative Project Delivery

Strategies for Owners

Teamwork on the AGENDA Confirming RFI’s ONLY Job Site OFFICE Team Environment SURVEY Increased TRANSPARENCY

slide-30
SLIDE 30

Teamwork on the AGENDA

Collaborative Project Delivery

Strategies for Owners

slide-31
SLIDE 31

As discussed, … Collaborative Project Delivery

Strategies for Owners

Confirming RFI’s Only

slide-32
SLIDE 32

Collaborative Project Delivery

Strategies for Owners

Job Site OFFICE

slide-33
SLIDE 33

Collaborative Project Delivery

Strategies for Owners

4.36 4.55 4.09 4.27 4.55 4.45 4.55 4.55

1 2 3 4 5 Communication Acknowledgement of Issues Timely Resolution Cooperation Accountability Teamwork Trust Respect Survey Rating

SH Team Scorecard: March 2012

Bi-monthly team surveys

Team Environment SURVEY

slide-34
SLIDE 34

Collaborative Project Delivery

Strategies for Owners

Increased TRANSPARENCY

slide-35
SLIDE 35

Your Logo

Resources Collaboration in Project Delivery Systems Strategies for Owners Why is Collaborative Project Delviery Important? Case Studies Discussion

7 6 5 4 3 2 1

The AIA/MBA Joint Committee

slide-36
SLIDE 36

Your Logo

Resources Collaboration in Project Delivery Systems Strategies for Owners Why is Collaborative Project Delviery Important? Case Studies Discussion

7 6 5 4 3 2 1

The AIA/MBA Joint Committee

slide-37
SLIDE 37
  • Books

– Broken Building Busted Budgets by Barry B. LePatner – The Owner’s Dilemma by Barbara White Bryson – The Commercial Real Estate Revolution by Rex Miller

  • American Institute of Architects Resources

– AIA Center for Integrated Practice: http://network.aia.org/centerforintegratedpractice/home/ Contains many good resources such as Integrated Project Delivery Case Studies (2010 and 2012), AIA Integrated Project Delivery Awareness Survey, AIA-AGC Primer on Project Delivery - 2nd Edition, etc. – AIA IPD Contracts Information: http://www.aia.org/contractdocs/AIAS076706 – The Business Case for Trust: http://www.aia.org/akr/Resources/Documents/AIAP062339

  • AIA/MBA Joint Committee

– AIA/MBA Joint Committee Best Practices Guide: http://www.aiambajointcommittee.org/ The guide was updated to include a section on BIM and will continue to be updated with information and case studies as the industry migrates toward more integrated and collaborative delivery systems – AIA/MBA Joint Committee Task Force on Collaborative Project Delivery: Will be offering educational sessions and continuing to highlight case studies in an effort to elevate the regions understanding of the value of collaborative project delivery and encourage more integration to achieve more certainly in project outcomes

Collaborative Project Delivery

Resources

slide-38
SLIDE 38

Collaborative Project Delivery

Resources

slide-39
SLIDE 39

Collaborative Project Delivery

Results

Cost Growth (%)

6 5 4 3 2 1

4.84 2.37 3.34

Schedule Growth (%)

6 5 4 3 2 1

4.44

Quality

14.7 16.1 15.6 20 15 10 5 Key: DBB

  • Design Bid Build (Plan/Spec)

D/B

  • Design/Build

CM@R - Construction Management at Risk

CII – Penn State University Research Study of Project Delivery for 351 Projects Summary of Principal Metrics