Show notes:

Three legal relationships for Integrated Project Delivery

This is the fifth an final part of my talk about Integrated Project Delivery, but since IPD and BIM are so intertwined I'm sure it will come up again. Remember you can do IPD without BIM and you can do BIM without IPD, but they go together so well. In the previous episodes I talked about:

  1. Project organization
  2. Processes and workflows
  3. IPD terms and agreeements
  4. Collaboration software

and now finally some of the Legal relationships that have been used with Integrated Projects.

Normally your IPD team is going to be put together by a core team that has significant role in shaping the project. Typically this will be the owner and design team and builder. What form of legal entity that the IPD team operates under can also be influenced by the type of project as well. Public institutions and private owners will have different regulations concerning how they can operate.

Multi-party agreements are very customized but the United States aia document on integrated practice lists three main choices:

  • Project alliance
  • Single purpose entity
  • Relational contracts

We will talk about each of these briefly and cover six main project organization concerns:

  • Process Design
  • Decision Making
  • Sequencing and Phasing
  • Compensation
  • Dispute resolution
  • Risk Allocation

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Here is a little collage of our road trip.  It was a great experience, but certainly much different from when I was young.  My favorite quote from one of my sons during our road trips is: "The WiFi in the car really sucks, it is SO slow!"  On the long boring stretches we allowed them to use their devices and watch movies, something I never had.  We did have them turn them off though when the interesting parts of the trip were upon us.

Show notes:

Collaboration software for Integrated Project Delivery:

Integrated Project Delivery certainly benefits from software that enourages collaboration.  Building information modeling and Project information modeling software certainly helps the integrated processes along.  

Even though elaborate or sophisticated software is not required to run an integrated project, it is very helpful to enlist technology that is made to help teams work together.  Years ago 3d CAD was helpful in automating and speeding up the drawing and revision process.  Now BIM and PIM can help teams to collaborate by sharing information in various forms.  Whether it is the sharing of project information in the model, or the facilitation of communication and issue tracking both of these types of software can help teams to stay on the same page.

The following is a list of software that I originally found in 2010 on the blog.  I have added to it and updated some of the links for your reference.  There are several specific types of collaboration software that I haven't included here, but many of them are not sprcific to building projects.  While these are useful and can be used with your integrated project delivery projects, I prefer the construction industry specific software because it can address some of the industry specific issues that building projects have. If you have found this list lacking please leave a comment or send me a message so I can keep it relevant.

Architecture Sustainability Structures MEP Construction (Simulation, Estimating and Const. Analysis) Facility Management
Project Information Management

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Thanks to CAD Addict for posting quite a comprehensive list in 2010. It saved me the time of pulling together all the links.


Show notes:

Integrated Project Delivery terms and aggreements:

Integrated Project Delivery helps to provide incentive and give all of the team members a financial stake in meeting project goals.

With Integrated Project Delivery, the team members can share the project saving and the cost overruns throughout the team.  The Construction Management Association of America (CMAA) lists three main ways to share:

  •      Pain/Gain Sharing
  •      Profit pooling
  •      Contingency sharing

The IPD  process wants to align the project team's goals with the owner's goals.  Involving the project team at the very early stages of a project allows them to understand those goals and affect changes before it becomes expensive to make those changes.

Even though IPD can change the way projects are delivered, it will not alter the requirements of professional or business licensing. Collaboration does not inherently blend the disciplines on a project. Keep in mind that all registration and compliance requirements remain. In fact, if a new entity is formed for IPD, there may be requirements for both design and constructions licenses. It will depend on the jurisdiction in authority over the project.

In the news I found that Autodesk's COBie toolkit for Revit 2014 and 2015 aced the building SMART alliance COBie for Design challenge.  Autodesk announced 100% positive marks and produces a COBie deliverable that needed no additional editing.  I just downloaded Autodesk Building Design Suite 2015 and installed it.  I hope to try this out in the next few weeks.

If you have had a good OR bad experience with Integrated Project Delivery and would like to share your thoughts, leave a comment on the website.  If you would like to be a bit more discreet you can contact me directly and I can pass along the pertinent parts of your experience for you.


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Show notes:

Integrated Project Delivery Processes and Workflows:

An integrated approach can address the fact that a building project is not a linear sequence of events.  It is more like a maze of activities with some choices and paths leading nowhere.  If you re-think and change the structure of the project it is possible to smooth out the workflow and add value to the project. Maximize value and minimize waste is the LEAN objective that can be used in an IPD project.  This means designing the delivery process as well as the building/project. It also means that efforts to improve performance focus on the total project performance, not just reducing cost and increasing the speed of delivery.  

Many processes have been developed to help solve the problems in the construction industry:

  • Value-engineering
  • Partnering of teams
  • Total Quality Management
  • Constructibility reviews
  • Technical solutions like CAD, Project information management systems...
  • Productivity improvement
  • Computer simulation, BIM and Virtual Design and Construction

But according to the project owners, these relieve the symptoms and do not fix the problems.  In order to address the underlaying problem with delivery, Inegrated Project Delivery processes have been developed.  According to the Construction Managers Association of America (CMAA) some of the most beneficial come from LEAN practices.

The CMAA lists several tools to help with LEAN IPD processes:

  • Plan-Do-Check-Adjust methodology
  • A3 reports
  • Value stream mapping
  • Building Information Modeling
  • Target Value Design
  • Last Planner System / Commitment-Based Planning

The underlying aspect of any of these tools is to produce a more collaborative team effort on the project.  An atmosphere of trust and commitment and continuous improvement.

So does this work? Is it possible?
Right here in Wisconsin, The Boldt Co. implemented LEAN and saw project schedules improve 20%.  They also noted a 20%-30% improvement in productivity for their concrete work.  A little to the south of me, a general contractor, Graycor in Illinois, improved their weekly productivity from 54% to 75%.


News item:

ARUP, the company associated with the Sydney Opera House and the Pompideau Center in Paris, has developed a way to 3d Print Structural Steel Joints.  This may seem trivial, but imagine those complex intersections required in tensile structures, or creating an organic looking intersection for a joint.  Maybe even a ball and socket type joint for a movable structure.  Being able to print these with a 3d printer can improve them or just make them possible.  Currently the cost of creating these is higher than traditional methods, but that could change soon.  Imagine using an additive process rather than a subtractive one to create complex joints.  This could reduce waste and costs in the future.



Can BIM be used for Historic buildings?

Is there really just one BIM or are there many different kinds of BIM?

What is the difference between BIM and OPEN BIM?

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For those of you that like to see carnage, I mentioned that I dropped my iPAD.  Not too high, about waist height, onto a wood floor.  It hit flat on the glass and shattered the screen.


Lucky for me, I paid for the insurance.  The replacement had a minimal cost, but rebuilding it took quite a while.


Show notes:

Over the next few episodes I will talk about managing an Integrated Project Delivery project. This episode covers project organization. Next I will talk about processes and workflows, IPD terms and agreements,  collaboration software, and then legal relationships.

I talked about how Integrated Project Delivery can solve some of the problems frequently experienced on building projects.  Specifically, adversarial relationships, low productivity, inefficiencies and redoing work, and a lack of innovation.  Often projects take too long to complete or have cost overruns.

IPD has evolved to fix these issues.  All projects have three basic domain/areas that control how they operate. The project organization, the processes and workflows, and the terms and agreements binding the team to their commitments and responsibilities.

Project Organization:

The project organization can greatly influence your project whether it is IPD or not. Projects usually involve three players that come into the project at different times.  The owner, the designer and the builder or contractor.  Communication etween them is often siloed and this causes problems.

Read more: Episode 023 - Integrated Project Delivery: Organization