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Integrated Project Delivery Theory and Practice
SIDNEY J. SANDERS Vice President, Facilities & Construction, The Methodist Hospital System
CHARLES B. THOMSEN, FAIA, FCMAA [email protected]
Monumental buildings designed by educated elite, built by employees and craftsmen.
America needs larger buildings. Design separates from construction. Professional institutions and licensing emerge.
Design-bid-build emerges.
Industrialization increases.
Management separates from construction, becomes profession. CM professional institutions and certification emerge.
Clients become serial builders with AEs on staff to manage programs.
The U.S. construction industry
• $1.2 trillion, 28% of the $5.2 trillion world market • 8% of the gross domestic product • 1,250,000 companies, 98% are fewer than 50 people • Average life of a subcontractor is 2.8 years • 44,000 individual code jurisdictions–no national code • 130,000 architects, 17,000 firms
Specialization will continue. More individuals and more companies will participate in a building program. Integrated Practice will be used to capture their value.
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Scheduling
Inspection
Estimating
PMAC
Manufacturer
Supplier
Manufacturer
Manufacturer
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Manufacturer
Manufacturer
Manufacturer
ManufacturerManufacturer Manufacturer
Manufacturer
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Supplier
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Manufacturer
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ManufacturerManufacturer
Supplier
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Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier SupplierSupplier
SupplierSupplier
Manufacturer
Supplier Supplier
Manufacturer
Manufacturer
CostConsultant
HardwareConsultant
Testing&Insptetion
CivilEngineer
SanitaryEngineer
StructuralEngineer
MechanicalEngineer Graphics&
Signage
InteriorsArchitect
ParkingConsultant
NetworkConsultant
ElectricalEngineer
SecurityConsultant
TrafficEngineer
RoofingConsultant
AcousticalConsultant
KitchenConsultant
FoodService
LifeSafetyConsultant
GeoTechConsultant
AudioVisual
Permitting, regulation & entitlement
Owner’sPM
CM/GC
ArchitectPM
SoilTreatment
Millwork
HVAC
FireStopping
CleanUp
Masonry
Hauling
ErosionControl
Fencing
Sprinklers
Curtainwall
Flooring
Demolition
Formwork
Clearing&Striping Reinforcing
ConcreteGrading&Excavation Plumbing
Electrical
FireProtection
Misc.Iron&Steel
Sheetmetal
Curtainwall
Casework
OrnamentalIron Vacuum
Systems
Painting
RoofHatches
Carpeting
Electrical
RoughFraming
Skylights
Stucco&Plaster
Casework
Glass&Glazing
DrywallFlagpoles
FireProtection
FinishCarpentry
Tile
Insulation
Curtains&Blinds Counter
Tops
BuildingSpecialties
Paving
Roofing
MetalFabrications
AcousticalTileR.O.
Water OverheadDoors
KitchenEquipment
WallCoverings
Flashing&Sealants
ToiletAccessories
Ductwork
Doors&Frames
Board
CEO
DirectorFacilities
ExecutivesExecutives
AccountingLegal
StandardsEstimating QCProgram
Construction is production intensive with defined needs for the resources of time, labor and materials. It is linear and sequential and can be managed logically.
Design is decision intensive and iterative with no limit to the effort that can be spent on refinement. Many improvements require doubling back to make changes.
Work processes differ
Integrated Practice: a working definition
A collection of concepts, practices and tools applied in part (rarely in whole) to improve collaboration and integration among an extended project team
The purpose is to make better buildings faster for less.
Methodist System overview
San Jacinto
Willowbrook
Sugar Land
Medical Center
West Houston
The Methodist Hospital Research Institute
438,000 GSF 12 Floors $233,000,000 Surgical Training Vivarium BSL 3 labs Office Imaging center
Program Manager Jacobs Engineering
Architects Watkins Hamilton Ross and Kohn Pedersen Fox MEP engineer Affiliated Engineers Inc. Civil Engineer Walter P. Moore Structural engineer Haynes / Whaley
Construction Manager; Harvey Builders Curtain-wall subcontractor Hayley Greer
Plumbing subcontractor Gowan Inc. MRI manufacturer Philips Shielding subcontractor Nelco Inc.
West Houston, Hospital and MOB 644,000 sq. ft. 192 Beds, 6 Floors TPC $336.7 M
Program Manager Parsons
Architect Page Southerland Page MEP engineer Page Southerland Page Structural engineer Haynes / Whaley
Construction Manager Austin Commercial
Mechanical plumbing sub Dynamic Systems, Inc. Electrical subcontractor Walker Engineering Curtain wall subcontractor Haley Greer, inc.
Methodist Capital Program
Goals • Sophisticated healthcare facilities • Tight schedules and budgets • Institutional requirements for transparency and accountability
Challenges • Highly complex and developing technologies in an environment of
change, price volatility and limited subcontractor supply • Thousands of design decisions, hundred of suppliers and many
subcontractors
Common themes in IPD projects
1. Legal relationships among core team members 2. Management committees 3. Incentive pools 4. No-blame working environments 5. Collaboration software: BIM and PMIS 6. Design assist 7. Lean construction 8. Integrated leadership
1. LEGAL RELATIONSHIPS Common Themes.
• Partnering • Multi-party contract • Joint Venture • LLC or other legal entity • Collaborative selection
Project delivery strategies proliferate. Architects must learn the legal implications and the behavioral characteristics of organizations under different contract forms.
In 1427, when Brunelleschi was constructing the Cathedral in Florence, tensions became so great among the artisans that they were made to take an oath to “forgive injuries, lay down all hatred, entirely free themselves of any faction and bias, and to attend only to the good and the honor and the greatness of the Republic, forgetting all offences…
Partnering
Liability: Independent, compartmented responsibility, liability and finger pointing
Taxes: Independent tax responsibility
Administrative cost: No increase
Integration culture: Traditional tensions
Design-bid-build Prime contracts with the Owner
Legal Relationships
Multi-party Prime contracts with each core team member (traditional concept)
Liability: Allocated risk and responsibility with defined obligations to one another
Taxes: Independent tax responsibility
Administrative cost: a management committee
Integration culture: Shared incentive pool and collaborative leadership
Legal Relationships
Joint Venture Partnership among core team members who may guarantee costs and services to the JV and share profits or losses
Owner
JV
CM/GC
Subs
Liability: a partnership with “joint and several” responsibility; partners define responsibility to one another; liability to third parties is shared
Taxes: JV must file; no tax due if all profits distributed
Administrative cost: minimal increase for JV accounting and tax preparation
Integration culture: strong incentives for partners to help one another
AE
Consultants
Legal Relationships
Limited Liability Corporation Prime contracts with each core team member (traditional concept)
Owner
LLC
AE CM/GCConsultants Subs
Liability: LLC provides protection to shareholders; wise Owner will require corporate guarantees; third parties may pierce corporate veil
Taxes: LLC profits are taxed if not distributed to shareholders; state franchise taxes
Administrative cost: More accounting, more filing
Integration culture: Shareholders bill at cost, share profits, pull together
Legal Relationships
OWNER
ARCH
ENG
SUB
SUB
CM
Collaborative team selection Legal Relationships
Typical Methodist contract structure
Methodist
PMTeam
AE CM/GC
Consultants Subs SubsSubsConsultantsConsultants
Legal Relationships
2. MANAGEMENT COMMITTEE Common Themes
Core team members with significant stake in the outcome Owner participation Unanimous decisions
Management teams
Meets weekly to coordinate design and documents
Team does clash detection
Design Assist Team Field Coordination Team
Meets weekly to plan and coordinate work to be installed
Focus is on short term: 2 to 4 weeks
CMAE
OwnerPM
Global Push scheduling
Granular Pull scheduling
Management Committees
3. INCENTIVE POOLS Common Themes
Cost goals Absolute goals Contingencies Satisfaction fees The biggest incentive: repeat work
Components of a GMP Incentive Pools
Different goals produce team conflict
Goal: design excellence
Pressure: increase budget
Pressure: decrease cost
Incentive: shared savings
Incentive Pools
Compensated goals produce reactions Incentive Pools
$100,000,000 Construction Cost
4,000,000 CM/GC OH&P 6,000,000 AE OH&P 5,000,000 Subs OH&P $15,000,000 Total OH&P
Assume that 20% of the Team’s total OH&P ($3,000,000) is allocated as an Award Fee
Hypothetical award fee approach Incentive Pools
50% of award fee is for meeting the Target Price
$1.5 M
0
Target Price
GMP
Hypothetical award fee approach
Incentive Pools
25% of award fee is for meeting the Target Schedule
$.75 M
0
Target Schedule
Schedule
Hypothetical award fee approach
Incentive Pools
25% of award fee (.75M) for goals that may include meeting commitments, quality, sustainability, community relationships, user relationships, etc.
Performance is reviewed quarterly. Owner makes subjective evaluations. Assuming a 48 month schedule (192 quarters) there is $15,625 per quarter that may be awarded.
The value is the message, the communication and the desire of the project team to show the report card score to their own executive management.
Hypothetical award fee approach
Incentive Pools
4. NO-BLAME WORKING ENVIRONMENTS
Common Themes
Owners and project teams are devising ways to limit their liability to one another but will not limit their liability to the public. However, if the extended project team is in the same liability boat and reviews one another’s work, the potential of errors decreases.
Sugar Land Hospital Expansion
900 sheets of non-integrated documents
650 submittals
2000 RFIs
300 technical bulletins
No-blame Working Environments
5. COLLABORATION SOFTWARE
Common Themes
The Internet PMIS BIM
Collaboration Software
Phases of BIM
1. 3D tool for design and standards 2. Design team integration (MEP, structural, etc.) 3. Shop drawings integration 4. Supply chain integration 5. Virtual construction: Clash detection and construction
analysis (4D and 5D)
Collaboration Software
Methodist project software portfolio
Program Management Information System • E-Builder
Autodesk 3D Revit: Managed by Design Team • Architecture • Structure
Autodesk 3D Building Systems: Managed by Design Team • MEP
NavisWorks: Managed by Mechanical Sub • 3D modeling and collision detection
Web Site: Managed by Design Team • File sharing between Design Team and Construction Team
Collaboration Software
Collaboration Software
A Hypothetical Project Definition Scope Collaboration Software
Research Institute Building Relocation of chilled water lines
Civil Engineer mapped the existing utilities on the future building site and modeled the site in 3D
Architect, Civil Engineer and structural engineer coordinate design with with 3D model
Plumbing subcontractor used 3D model to fabricate large pipe sections for rerouted chilled water lines to run through future building basement
Collaboration Software
Future site of Research Institute Collaboration Software
Existing and rerouted utilities w/ 3D drawing Collaboration Software
New basement with rerouted chilled water lines
Research Institute curtain-wall
Curtain-wall subcontractor is selected at Schematic Design
Architect develops 3D model of building envelope in consultation with curtain-wall subcontractor
Curtain-wall subcontractor uses 3D model and refines the design in collaboration with Architect
Collaboration Software
6. DESIGN ASSIST Common Themes
Maintain competitive pricing Manage shift from traditional roles Select subs with Design Assist capability Define the appropriate Design Assist strategy
Redundant Drawings
Bid Fabrication Drawings
Manufacture Field Construction
Space and FF&E requirements
Concept design
Concept design Construction
Drawings
Design Assist
Problems with typical CM at Risk integration
More information is needed earlier in project conceptualization
Critical technical knowledge, cost and creativity exist in the SC and MFG firms
The procurement “below” the CM-R tends to become design-bid-build (slowest & least innovative procurement)
Key parts of project are redrawn in shop drawing process by selected SC & MFG
Design Assist
PROGRAM
PRELIM. DESIGN
CONCEPT
FINAL DESIGN
BUY-OUT
CONSTRUCTION FURN./ COMM.
Selection of Construction Manager
Cost Curve
Influence Curve
Typical point of Integration Design Assist
PROGRAM
PRELIM. DESIGN
FINAL DESIGN
BUY-OUT
CONSTRUCTION
FURN./ COMM.
Selection of Construction Manager
Cost Curve
Influence Curve
Desired point of integration Design Assist
CMR RFQ
Issues
Project Scope
Sub Response
Sub Response
Qualifications Project Team
Evaluates and Short
lists
RFQ
Design Assist subcontractor selection
CMR RFQ
Issues
SD package
Sub Response
Sub Response
Sub Response
Pre-con fee, general
conditions and fee
Project Team Evaluates and Short
lists
RFP
RFQ
Integrated Team
Executes
Project Team interviews and
short lists subcontractors
SelecBon&award
1 Step for Pre-con & Installation
2 Step contract Part 1 is Pre-con
Part 2 is Installation
Fire Protection Curtain Wall Elevator
HVAC/Plumbing Electrical Pneumatic Tube
Sub Response
Design Assist
One-line duct layout Design Assist
HVAC and plumbing with structure Design Assist
7. LEAN CONSTRUCTION Common Themes
• Pull scheduling • Flow and batch processing • Last responsible moment • Relationship contracting • Honoring commitments • Rotation
“Pull” fabrication and assembly Lean Construction
Sheetmetal fabrication Lean Construction
Construction Productivity Lean Construction
Programming
Design
Construction
Program Management There was an owner who needed a building and managed the project’s
delivery.
Then more projects were required.
And more management was needed.
Then it became apparent that part of every project
was the same.
Lean Construction
Programming
Design
Construction
Program Management So they rotated activities
from the project workflow to the program workflow.
Lean Construction
Programming
Design
Construction
Program Management That meant that each project could be done
faster, better and for less.
Lean Construction
Marriott, Target and Wal-Mart have evolving prototypes for “mass customization.”
KIT OF PARTS GUIDELINES SIMILAR UNIQUE EVOLVING SYSTEMS
Lean Construction
Hines Interests builds award-winning designs and individual buildings, but constantly refines a set of preferred building systems.
KIT OF PARTS GUIDELINES SIMILAR UNIQUE EVOLVING SYSTEMS
Lean Construction
MIT rotates only some management controls and landscape standards. Their objective is to build icons of great architecture.
KIT OF PARTS GUIDELINES SIMILAR UNIQUE EVOLVING SYSTEMS
Lean Construction
The amount of rotation depends on the similarity of the requirements and the authority of the program management team.
The idea is to understand what can be changed and work to change it, to understand what cannot be changed and live with it—and to have the good sense to know the difference.
Lean Construction
8. LEADERSHIP Common Themes
Project leadership Core team leadership
TopManagement
MiddleManagement
ProjectManagement
TopManagement
MiddleManagement
ProjectManagement
Staff to staff, brass to brass Leadership
Risk transfer
Complete risk transfer No collaboration No risk transfer
No accountability Risk transfer
Pro
ject
Per
form
ance
Shared and allocated
risks and rewards
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