Integrated Project Delivery (IPD) is a construction method that aims to increase efficiency by involving each participant through every phase of the project—from design to the grand opening event. When done successfully, this method can lead to a more cost-effective product that often is delivered ahead of schedule and reduces miscommunication and conflict.
How Integrated Project Delivery Differs
Normally, projects are designed using a phased system, meaning the next steps are only taken after another phase is completed; this is known as the design-bid-build method, and it involves a hand-off between the design team and the construction team rather than a coordinated effort. With IPD, those steps are taken with all parties and disciplines being involved along the way: the architects and engineers, the general contractors (GC) and subcontractors, and the owner or client. This ensures that everyone understands the concept, vision, and process from day one and provides them an opportunity to participate in each stage.
A great way to visualize this system’s structure and each group’s role is the three-legged stool:
Ownership Leg
- Contracts set up for all parties to work together and have open book pricing
- Participates in all design and pricing reviews
- Makes quick decisions once design and pricing have been reviewed
- Works with Architecture and Engineering team and GC team
Architects and Engineers Leg
- Starts with Visual Position document to gather the owner’s vision quickly
- Guides the design process and provides pricing packages to Ownership team and GC team
- Chooses the best engineering team for the project type
- Works with the owner and the GC team to get real-time material availability and current pricing on design
General Contractor and Selected Subcontractors Leg
- Participates in a preconstruction capacity to provide real-time material availability, current pricing estimates and constructability ideas
- Chooses the best subcontractors for the project type
- Provides open book pricing for all divisions
- Works with the owner and the A&E team to get real-time material availability and current pricing on design packages
It takes all three for a successful project!
Setting up for Success
Contracts should be specific and spell out the rules of engagement; this is so anyone responsible for overseeing the project understands the full scope and reviews ahead of time for required revisions, with quick feedback from all parties, and update changes as necessary. Ownership can review the materials and make decisions, lead designers can adjust their schematics per the vision or budget, and the general contractor can discuss pricing and collaborate on what methods to use during the project. Creating a trusted environment and deciding as a full team on all aspects ahead of the project—a standard timeline ensures open communication is strong and sets up clear expectations.
With each “leg” carrying out their workload and responsibilities, there is extra time for collaboration and any other open and frank discussions that are needed to complete the project, with clear design/cost expectations; this means having an open mind for ideas coming from other team members and negotiating or compromising when necessary, as part of the process. If problems do arise, which can sometimes be unavoidable, it provides room to innovate and find solutions using the time that has been saved, as a trusted team.
For example….
When Whole Foods decided to build its first location in the Gem State, the owners chose CSHQA to design the 42,000-SF building. Using the IPD system, the architects and engineers at the firm worked closely with the mayor’s office, Ada County planning offices, the City of Boise, and the owner and developer, as well as the tenant to construct this gateway project.
Located in the River Park Place development, Whole Foods Market’s Boise location and Idaho debut received multiple awards, including: the City of Boise Building Excellence Awards in the Best Sustainable Commercial Project (2013), Best Overall Project (2014), and Best Green Commercial Project (2014) categories, along with a Two Green Globes Rating from the Green Building Initiative.
Notable features include:
- Energy Smart Design with building features that prevent excessive solar heat gain
- Skylights and clerestory windows that draw natural daylight inside and sensors that dim lights based on the available daylight
- Local, sustainable, and durable materials
- Design that includes local artists’ work throughout the store and references Idaho’s culture (Noel Weber Sr and his entire family participated)
- A 250-stall parking lot that manages 100% of the site’s stormwater without connecting to the city utility
- Landscaping with drought-tolerant plants that are accustomed to the high desert environment
A Successful End Result
In the end, this project was completed one month earlier than scheduled, ahead of the busy holiday season. The tenant Co-CEO sent a handwritten note to the architects and engineers, thanking them for their hard work and dedication, which was only possible due to the close collaboration.
Not only was the client very happy with this news, but the team was able to add another win to their list: they got the project built for $1 million under budget!
Additional Lessons Learned
- Work together to build business
- Work together on team building, touch base weekly
- Work together on managing client expectations
- Communicate, communicate, communicate!