Consensus Docs: Introduction to Integrated Project Delivery in Construction

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Information about Consensus Docs: Introduction to Integrated Project Delivery in Construction
Business & Mgmt

Published on February 5, 2014

Author: dbllaw2010

Source: slideshare.net

Description

America’s commercial design and construction industry is fragmented, adversarial and inefficient. The industry that depends more than all others upon coordination, cooperation and teamwork among multiple participants is our most adversarial. It is the only major industry that is less productive today than it was in 1964, while other industries have doubled their productivity.

The conventional wisdom is that the way to secure the highest quality at the lowest price is to maximize completion pressure. This leads to selection based on a single criterion – price – which in turn requires that each competitor bid on the same scope and requirements.

Currently an architect prepares drawings and specifications in isolation. The assumption is that the architect will develop the best design absent a dialogue with those responsible for construction. Contractors then submit bids based on the design documents. This step assumes that those documents fully convey the building requirements in an understandable fashion.

Both assumptions are significantly flawed as this process sharply restricts the ability of the project team to communicate. Key decisions are made at the beginning of the project based on limited understanding. In contrast, integration of the project delivery team overcomes these shortcomings in the traditional delivery model, and paves the way for a dramatic elimination of waste.

Introduction To Integrated Project Delivery Joe Cleves Will A. Lichtig © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

DESIGN-BID-BUILD: A BROKEN SYSTEM Productivity not improving Selection criteria – lowest initial price Fragmented process – flawed assumptions © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

DESIGN-BID-BUILD: A BROKEN SYSTEM Requests for Information are wasteful Bid margins contain past inefficiencies © 2013 Dressman Benzinger LaVelle psc and Redesign is rampant and expensive The Boldt Company. All rights reserved

DESIGN-BID-BUILD: A BROKEN SYSTEM Traditional contracts – Rules of War Risk flows down Party’s incentive – own best interest © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

DESIGN-BID-BUILD: A BROKEN SYSTEM Spearin doctrine’s implied design warranty Conflicting decisions mean unpredictable results Results amplify adversarial relations © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

DESIGN-BID-BUILD: A BROKEN SYSTEM Economic loss decisions equally confusing Complex doctrine with complex exceptions Contract drafting becomes guesswork © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Traditional Versus IPD Traditional Model Owner Planner A/E • Hierarchical Builder Other Partners • “Push processes” • Risk avoidance © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

TRADITIONAL PROJECT DELIVERY LEVEL OF COMMON UNDERSTANDING © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Traditional Project Delivery Restricting communication limits understanding Limiting understanding undermines core assumption Traditional approach conceals significant risk © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Seeing New Possibilities © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

O A R Change the observer © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Ohno’s World © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

A Study in Production System Design © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Round 1 - Rules Purpose: To enable each person to have everyone’s e-mail address on one card Cards start at first position Write your e-mail address legibly on each card When all are complete, pass stack to the next person When you are done, go to end to pick up your card then sit down Repeat until group is finished © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Round 1 - Measurements Time to First Card Completed by Group Time to Last Card Completed by Group Also notice:  Amount of time waiting to start  Amount of time waiting for finished product © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Round 2 - Rules Purpose: To enable each person to have everyone’s e-mail address on one card Cards start at first position Write your e-mail address legibly on each card After you complete each card, pass it to the next person When you are done, go to end to pick up your card then return to your seat and sit down Repeat until group is finished © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Round 2 - Measurements Time to First Card Completed by Group Time to Last Card Completed by Group Also notice:  Amount of time waiting to start  Amount of time waiting for finished product © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Production System Design Reliable Workflow Single Piece Flow vs. Batch & Queue What else might we do to improve performance of production system? © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

TI PE R O R G G N A TI N A IZ A O O N ILPD as a Counter Measure COMMERCIAL © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Five Big Ideas Collaborate; Really Collaborate Increase Relatedness Networks of Commitment Optimize The Whole Tightly Couple Learning w/ Action Courtesy LCI © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Organization Old ILPD Hierarchical Siloed Command & Control Collaborative Flat Consensus Operating System Commercial CPM Specialists Parts Lump Sum Low Price Lean Sustainable BIM Entrepreneurial Collective Best Value © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Organization © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Why? What? How? © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Why? What? How? © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Architect Civil Structural Mechanical Electrical Plumbing Landscape Elevators Interior Parking Owner Geotech Traffic Food Service Materials Medical Equip Operations Diagnostics Pharmacy Admin CM/GC Site Steel Mechanical Electrical Plumbing Landscape Framing Floor Cover Painting © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Core Group Integrated Project Delivery Team Landscape Diagnostics Other Other Imaging Civil Owner Framing Stakeholder Site Structural Food Service Steel A/E’s PM CM/GC’s PM Mechanical Material Mgt Mechanical Owner Electrical Plant Operations Rep Electrical Plumbing Landscape Plumbing Admin © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

TVD Innovation Teams M/E/P Building Envelope Structure Team Leaders Interior/ Finishes Vertical Transp. Site Improvements Landscape Material Handling © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Traditional Level of Common Understanding ≤100% Common Understanding Construction Pre-Construction Services Owner Architect Hired Engineers Hired CM/GC Hired Major Trades Hired SD DD Time CD © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

ILPD Level of Common Understanding 100% Common Understanding Pre-Construction Services Owner Architect Hired CM/GC Hired Engineers Hired Construction Major Trades Hired Valid. Concept Design Implementation Time © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Tools and Techniques © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

SETTING UP AN IPD SYSTEM Character competency Ability to collaborate Begin team selection © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

LEAN TOOLS Open communication Design in the Big Room – Project participants meet together for design. Elimination of waste © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

LEAN TOOLS – RELIABLE COMMITMENTS Relational contracting Binding contractual obligation Improved workflow results © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

LEAN TOOLS – PULL PLANNING Reliable handoffs of work are critical Pull planning removes waste Last Planner System © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

LEAN TOOLS – SCHEDULING Master Phase scheduling pull planning Look-ahead planning Weekly work plans Planned percentage complete © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

A Study in Collaboration © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Commercial Terms © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Traditional Risk Management © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Open-Face Risk Management © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Cost of Work Fee Salaried Labor General ents Requirem © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Fee © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Lean Operating System - Design © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Allowable Cost Expected Cost Target Cost Actual Cost Business Case Produ ction Allowable Cost Innovation Functional Program In-Service Date Production Detailing System Design Planning & Programming © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Levels of TVD Production Plan Detailing Design Planning & Programming Design Valid. Concept Pre-Construction Services Implementation Construction © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Defining Value © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Change by Design Desirability Viability Feasibility © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Expected Cost Target Cost © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Full-scale mock-up of new ED © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Testing using case scenarios © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Optimizing systems viscous wall damper • ultimate reduction in damping budget of $9m steel structure • validation ~ 22psf • current design ~ 20psf • industry standard ~ 30psf © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Optimized for construction • Attachment Bolts per VWD • Previous 102 ~ 1-9/16 bolts • Current 36 ~ 1-9/16 66 ~ 1-3/16 • Savings 2 man-day each © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

PROTOTYPE COST SAVING IDEAS © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Lean Operating System - Production © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Buil t-in Qua t strain Co n va l o Re m lity Lean Production Planning & Control Problem Solving © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Provide Worker Everything Needed to Succeed • • • • Information Access/Space Prior Work (handoff) External Approvals • • • • Material Equipment/Tools Methods/Skills Labor © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

BiQ QA/ QC Expectations Design Operations Work Results Inspect Reject © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Produce Defect-Free Work © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

First Run Study © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Managing Takt Through Visual Control © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

© 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

Daily Production Huddles © 2013 Dressman Benzinger LaVelle psc and The Boldt Company. All rights reserved

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