JUNE / 2014
VOL / 23
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ISSUE / 6
IN THIS ISSUE:
INTEGRATED PROJECT
DELIVERY (IPD)
• Integrated Project Delivery (IPD) in
Public Works Projects / 1-2
• IPD: Seven Years Later / 2
• IPD: The Lovin’ Is Easy, The Livin’
Is Hard / 3
• The Good and Bad of Integrated
FEATURED ARTICLE:
Integrated Project Delivery (IPD)
in Public Works Projects
Project Delivery (IPD) / 4
by Michael Ellegood, P.E.
• HBR’s Top 5 Management Tips / 5
• Changing Our Idea Of Change / 5-6
• Does IPD Herald a Sea-Change In The
IPD is a process of project delivery developed by the architectural community to
enhance the collaboration and cooperation among the three parties to a capital project
(Owner, Designer, Contractor). Unlike previous methods of improving collaboration
like Partnering, Design-Build, CMAR, etc., IPD takes this to a new level using BIM
software to foster the open exchange of information. Often the parties to the project
enter into a multi-party agreement that describes not only the outcome of the project
but also how risks are being shared and how the parties will be compensated. IPD is
an open process based on transparent communication and mutual trust. The typical
design-bid-build approach is a process of the past.
Design & Construction Industry? / 6
• A/E Pulse Poll of the Month / 6
• A Project Manager’s Perspective on
Integrated Project Delivery (IPD) / 7
• June 2014 Test for CEU Credit / 8
“Although IPD has shown
exceptional promise particularly
in complex and innovative
architectural projects, its direct
application to public works
projects remains elusive.”
- Michael Ellegood, P.E.
Although IPD has shown exceptional promise particularly in complex and innovative
architectural projects, its direct application to public works projects remains elusive.
Most public agencies have a very prescriptive contracting process designed to
maintain a strict audit trail and to protect the public dollar at all costs. Even if IPD has
been proven to deliver exceptional project value for all parties, it is probably not legal
under current public contracting rules.
Although the contracting aspects of IPD are probably neither legal nor perhaps even
practical for public projects, the philosophy behind IPD is certainly desirable and can
be greatly beneficial in public project delivery. According to a pamphlet developed by
the AGC, “Based on principles of trust and mutual respect, mutual benefit and reward,
collaborative decision-making, early involvement of key project participants, early
goal definition and intensified planning, and open communications, IPD is emerging
as an effective project delivery choice for the industry.”
If we now consider why our public projects go over budget and are delivered behind
schedule, we understand that most projects experience one or more of the following
conditions:
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Est. 1974
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Frank A. Stasiowski, FAIA
Lauren K. Terry
Marc Boggs
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617-965-5152
[email protected]
www.psmj.com
Inability to obtain rights of way on schedule
Unexpected utility interferences
Environmental permitting delays
Public acceptance
Construction “surprises”
Note that none of the above causes has anything to do with the technical aspects of the
design. But we have tools in our toolbox to adapt IPD philosophies to our prescriptive
project delivery process; we can for example:
• Integrate ROW, utility coordination, environmental permitting and PIO staff
into the project team at the beginning of the project.
• Treat the “non-design” staff with the same respect and consideration as the
designers, including them in project communications and considering their
issues and processes as schedules and budgets are developed.
u CONTINUED / PAGE 2
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