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TRANSCRIPT
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INTEGRATED
PROJECT
DELIVERYIPD For Facility Professionals
THE PANEL
Doug Kitlar – GEF Seniors Housing
Pete Wardell – Chandos Construction
Jonathan Rockliff – Rockliff Pierzchajlo Kroman Architects Ltd.
Bert de Bruin – AltaPro Electric Ltd.
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IPD FROM AN OWNER’S PERSPECTIVE
Doug Kitlar, Director of Facility Management
GEF Seniors Housing
GEF Seniors Housing
• Who is GEF
• Why we are building new buildings
• Past construction projects
• Why and how GEF chose IPD
• How did GEF choose the IPD team
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• Greater Edmonton Foundation established as a management body in 1959
• Not for Profit – Registered Charity
• Overall Budget - $42 million
About Us
Our Vision
Positively influencing seniors’ quality of life
Our Mission
Leaders in friendly, affordable, secure housing and services for seniors
Our Values
Respect IntegrityWell BeingAccountability
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Who We Serve
• Supportive and independent living for lower income seniors
• Home to approximately 3,500 senior citizens
• Over 800 on the wait list at any given time
• 27 Independent living buildings (Apartments)
• 10 Supportive living accommodations (Lodges)
• 2 Affordable housing complex rented at 10% to 15% below market
• 2 locations with duplex homes
• Total of 3,473 units
• Over 2.5 million square feet
Portfolio
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GEF Construction Projects(back at the turn of the century)
McQueen Place LodgeRosslyn Place Lodge
Ottewell Place Lodge
GEF Construction Projects(recent years)
Ottewell TerraceRosslyn Terrace
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Why Did GEF Choose IPD?Aligns with GEF Values
• Higher level of owner engagement
• Higher level of involvement of trades at design
• Full transparency of costs and profits
• Lean methodologies
• Greater accountability
• Value
Selecting a Team
The Sakaw story
• Began as DBB
• Decided to change to IPD after DP (almost too
late)
• The RFP process (for builder team)
• The Contract (no standard Canadian template)
Next project, Elmwood – Two Phases
• Functional programming/schematic/budget
then
• IPD – c/w Bridging Agreement (assuming IPD is
the format for this project)
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Owner Risks and Commitment
If the Profit is gone……
• Owner continues to pay all costs
Team selection
• Same as any project, the team makes or
breaks it
Time
• Full time commitment
• Owner’s requirements
FM Wins
Early Involvement
• Project Implementation Teams
• Detailed input from FM team
“Wish List”
• FM focused or program focused
• Funded from savings
BIM
• Ownership and understanding of the model
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Questions ?
IPD FROM THE GENERAL CONTRACTOR
Pete Wardell, Director of Business Development
Chandos Construction
Chandos Construction
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Discussions
• Construction Productivity & Delivery Methods – The Connection
• The IPD Deal – Pain Share & Gain Share to Create Alignment
• The Value in Facilities Management being Engaged Early in Design
Construction vs all other industries labour productivity
since 1964
Source: US Dept. of Commerce/Bureau of Labour
statistics
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Owner
Architect
Mechanical Consultant
Electrical Consultant
Structural Consultant
Contractor
Mechanical Trade
Electrical Trade
Drywall Trade
Traditional DBB/TENDER/BID Model
Owner
GeneralContractor
Architect
StructuralConsultant
ElectricalTrade
MechanicalConsultant
ElectricalConsultant
StructuralTrade
MechanicalTrade
The ProjectGoalsValues
Sub Contractors
and Suppliers
Sub Consultants
IPD Model
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$11.0 MTarget Price
profit
costs
Electrical Engineer
Mechanical Engineer
Structural Engineer
Prime Consultant
Electrical Trade
Mechanical Trade
Drywall Trade
Curtain Wall Trade
Roofing Trade
Cladding Trade
Structural Steel Trade
Prime Contractor
100%
100%
The Deal – The Financial Structure
Scenario 1 – The Project Costs What Was Budgeted
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$11.0 MTarget Price
profit
costs
profit
costs
Electrical Engineer
Mechanical Engineer
Structural Engineer
Prime Consultant
Electrical Trade
Mechanical Trade
Drywall Trade
Curtain Wall Trade
Roofing Trade
Cladding Trade
Structural Steel Trade
Prime Contractor
100%
less than 100%
Scenario 2 – The Project Costs MORE Than Budgeted
$11.0 M
profit
costs
10.5 M
Electrical Engineer
Mechanical Engineer
Structural Engineer
Prime Consultant
Electrical Trade
Mechanical Trade
Drywall Trade
Curtain Wall Trade
Roofing Trade
Cladding Trade
Structural Steel Trade
Prime Contractor
100%
more than 100%profit
profit
costs costs
Scenario 3 – The Project Costs LESS Than Budgeted
Target Price
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$11.0 MTarget Price
profit$10.5 M
$11.5 M
Electrical Engineer
Mechanical Engineer
Structural Engineer
Prime Consultant
Electrical Trade
Mechanical Trade
Drywall Trade
Curtain Wall Trade
Roofing Trade
Cladding Trade
Structural Steel Trade
Prime Contractor
0%
100%
costs costs costscosts
profit
profit
Scenario 4 – The Project Costs A LOT MORE Than Budgeted
Building Life Cycle Costs & Argument for
Early Engagement of FM
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Operations, Maintenance & Staff Costs
cost effectiveness / performance to budgetenvironmental impact - sustainabilityenergy usemaintenance costs
improved enterprise outcomesefficiencyproductivity (construction workers and end users)worker satisfactionhealthfit to useflexibilityReturn on Investmentcontext / community
beauty
Design Decisions That Influence What We End Up Constructing
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cost effectiveness / performance to budgetefficiency (construction)productivity (construction)
Only a Few Design Decisions Occur in Construction….
improved enterprise outcomesROIenergy useenvironmental (sustainable) impactmaintenance costsuser satisfactionproductivity (users)user healthfit to useflexibilitycontext / communitybeauty
cost effectiveness / performance to budgetefficiency (construction)productivity (construction)embodied energy
…The Majority of Design Decisions are Realized only After Occupany
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improved enterprise outcomesROIenergy useenvironmental (sustainable) impactmaintenance costsuser satisfactionproductivity (users)user healthfit to useflexibilitycontext / communitybeauty
cost effectiveness / performance to budgetefficiency (construction)productivity (construction)embodied energy
ALL Of The Outcomes Of These Decisions Are Established Early in Design
Value Generated by the Enterprise Activity
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VITAL To Ensure Our Designs Are Best Possible Fits For Purpose
what drives our designs only really
begins to be realized after
occupancy
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St. Joseph High School
LEAN IPD TRADITIONAL
$35 M Project $35 M Project
$32.6 M
4 months to certainty (validated cost)
9 months to certainty (tender)
6 months to construction start 10 months to construction start
$500,000 to certainty $1.8 M to certainty
26 months to occupancy 34 months to occupancy
Profit defined and at risk Profit hidden and fought for
Shared risk / reward Risk avoided / blame others
Incentive to do a great projectIncentive to protect fee, do no more than required
No RFI’s Lots of RFI’s
1 Change Order Lots of Change Orders
IPD Wins
Adding in Wish List Items - RDCRS
• LED Lights
• High-end Mechanical System
• Commercial Kitchen
• Asphalt path
• Cosmetology lab
• Maintenance Garage
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Questions ?
IPD from
an architect’s perspective
Jonathan Rockliff, Principal, Architect AAA
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IPD - What is it?
• We had heard about it
• We were open to an opportunity
• Pre-existing relationships helped
• In the end it did take a leap of faith
Getting started
• Getting started took some time
• How to manage information and communication
• Co-location set up
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• Preparing and signing the poly-party contract
• Building trust, common values and working towards
a common goal
• Change is hard
The contract
• No standard form of contract
• Determining hourly rates without profit
• Determining profit
• Risk and reward
• Agreeing on a 417 page contract takes some effort
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• The vote
• Professional liability
• CCDC working on standard contract (CCDC30)
Co-location
• Working together in one space
• Transitioned from office space to site trailer
• Two days a week everyone co-locates
• Scheduled and unscheduled discussions
• Very intense
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Leadership &
project
management• Project Implementation
Teams (PITs)
• Senior Management
Team (SMT)
• Project Management
Team (PMT)
• Architect needs to
relinquish some of their
role as the Prime
Consultant
What have we learned?
• It takes more time
and effort
• Architectural fees are
subject to the Lien
Holdback
• BIM is an essential
tool with a cloud
based virtual model
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• We have more resources to
draw from
• Target Value Design,
designing to a budget to
provide the best value to
the owner
How has IPD
impacted the
building
design?• Changes were difficult to
make since there was an
approved development
permit
• Relocation of the Combined
Heat Power (CHP)
• Steel structure coordination
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How will we
approach
future
projects?• Earlier involvement of the
entire IPD team
• Consider the design and
detailing a little more
closely before permit
applications
• Utilize the knowledge gained
and apply it to future projects
• Apply processes and
procedures to non-IPD
projects
• Think more creatively about
the smaller details
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How can you learn more
about IPD?
• Integrated Project Delivery Alliance (www.ipda.ca)
• Call or email one of the presenters
Questions ?
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IMPLEMENTING LEAN DESIGN and
CONSTRUCTION
� Lean People
� Lean Processes
� Lean Sites
IMPLEMENTING LEAN DESIGN and
CONSTRUCTION
� Lean People
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IMPLEMENTING LEAN DESIGN and
CONSTRUCTION
� Lean Processes
IMPLEMENTING LEAN DESIGN and
CONSTRUCTION
� Lean Sites
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PREFABRICATION & PRODUCTIVITY
� Internal
� Training
� Planning
� External
� Financial
PREFABRICATION & PRODUCTIVITYIN
TE
RN
AL
• Increased Quality Assurance & Control in the shop
• Controlled inside Environment (Not Affected By Site
Conditions)
• Control waste and recycling at early stages
• Improvement to Daily Productivity through repetitive tasks
• Drives project Pre-Planning and Organized Task
assignments
• Safer work environment
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PREFABRICATION & PRODUCTIVITY
TR
AIN
TIN
G
• Improvement to productivity through repetitive tasks
• Provides one on one training venue for new employees
• New hires are closely trained and pre-screened for sites
• Less on site time is required for apprentice training
• More foreman time available for inter-scope coordination
• Builds quality tradespersons with life long skills
PREFABRICATION & PRODUCTIVITYP
LA
NN
ING
• Daily review of productivity is available for planning the
next tasks
• Immediate awareness to issues creating lower
productivity
• More accurate forecasting of needed manpower
• Reduces the need for labor peaks on sites
• All changes are captured to the drawings immediately
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PREFABRICATION & PRODUCTIVITY
EX
TE
RN
AL
• Increased Quality Assurance & Control
• Just In Time Deliveries reduce laydown areas on site
• Less packaging sent to site
• Less waste (Supports LEED initiatives)
• Improvement to productivity
• Continues to drive project pre-planning and organized
task assignments
• Steady work force can be planned for sites
PREFABRICATION & PRODUCTIVITYF
INA
NC
IAL
• Less workers on site means equals less site orientations
• Less workers means less cost for tools, washrooms, etc.
• Contractors can be more competitive in their bids
• Contractor can realize a higher profit due to higher
productivity
• Completing projects sooner opens up the plate for more
projects
• Owner is open for business sooner to turn a profit.