The aim of IPD is, of course, to change the status quo! An IPD project team strives to meet seven important goals:
- Deliver high quality projects on time and within budget.
- Reduce errors and omissions
- Invest in better team collaboration.
- Manage more complex projects requirements (e.g. LEED certification).
- Remove the “litigation phase” of a project.
- Redefine traditional (i.e. adversarial) behavior.
- Greatly improve the predictability and profitability of the project delivery process.
Leading up to this event I was privileged to be asked by Brad Horst, CIO of EYP, to join his panel of industry experts to share any observations distilled from the one-day agenda of presentations and informal discussion. Highlights for me were the project case studies by building owners such as Digby Christian of Sutter Health, John Moebes of Crate&Barrel, and Erin Rae Hoffer of Autodesk, who, together with members of their project execution teams, shared challenges and successes from their early implementation of IPD projects.
What I concluded from listening to the keynotes, attending various breakout sessions and engaging in conversation with numerous other participants is that there are (at least) five essential ingredients that must co-exist to ensure the success of an IPD project:
1. Enter into new forms of contractual relationships such as AIA Docs, AGC Consensus 300, IFOA (Integrated Form of Agreement as used by Sutter Health), etc.
2. Use model-based design that employs multiple special-purpose BIMs.
3. Manage documentation, capture decisions, agree on workflows and streamline processes based upon best practices.
4. Focus on more effective communication, team collaboration and information-sharing with full team visibility. (In short, provide transparency).
5. Build a different project team culture based upon a “trust but verify” relationship model motivated by shared risk with shared reward.
It is our intention of elaborate on each of these 5 essential ingredients for IPD success. Watch for future postings!