This article argues that manufacturers should be providing Building Information Modeling libraries for their products so that these can be subjected to virtual testing during design. The article also outlines BIM component suppliers and indicates which might be most usable for manufacturers.
This report outlines 12 case studies of projects that implemented some level of IPD. This set of case examples documents a wide range of team experience. A survey of 127 participants in these projects reveals several take-away conclusions, including that teams with more experience or that benefitted from previous professional relationships had a stronger understanding of IPD principles and, consequently, the team’s learning curve was less steep. Many of the projects attribute substantial cost and scheduling benefits to the integrated approach. Unique to this report is a project matrix, in which the basic size and cost of each project was related to the IPD strategies that were chosen to be employed. This is a particularly good resource for individuals seeking real-world examples of how different IPD strategies have influenced outcomes and it makes a strong case for employing multi-party contracts.
AIA’s most recent stance on the definition of Integrated Project Delivery “draws a line in the sand” by officially declaring that multi-party or interlocking agreements are needed for a project to be called IPD. This resource also contains tables demonstrating the benefits of IPD compared to other delivery models.
This paper is based on the assumption that the negotiation of an IPD contract is not separate from the collaborative process, but rather is one of the first exercises that tests how a team works together and the practical approach to the contract negotiation matters. <https://www.boiledarchitecture.com/wp-content/uploads/2014/10/2014-07-15-IPD_ DEFINITION.pdf>]
This guide from the American Institute of Architects describes the principles of Integrated Project Delivery and provides guidance for setting up an integrated project. Although a possible integral resource for architects, given its attention to approaches at every stage of design, its position on the type of contractual agreements suited for IPD is now outdated with regard to the AIA’s updated working definition of IPD.
This document gets to the root of why we might seek collaboration in the first place: to discover better, more creative solutions that could not be invented by an individual. But only effective teams bring this greater potential, so Ashcraft outlines how to properly create, manage, and motivate a team. This resource might be particularly useful for an owner or facilitator in charge of fostering a collaborative culture, but is also important for any participant in an integrated project.
Ashcraft reviews how the business and legal structure of IPD helps design and construction teams utilize BIM models to their fullest potential, primarily by removing the liability concerns that usually accompany sharing such detailed information.
A must-read for anyone seeking to understand how IPD is structured to promote better project outcomes. This document describes the difference between a multi-party contract and a poly-party contract and contains an appendix that shows why traditional contracts undermine collaborative objectives.
This guide is an introduction to BIM for general contractors, including how to pick a BIM tool, how to conduct the process, and what responsibilities fall under its scope.
This early document on the integrated design process covers practices in British Columbia and Canada and is split into two sections, for novice and advanced practitioners. The document emphasizes that an integrated design process revolves around mindset, but does not address the extent to which a different business model or contract is desired or needed. The process it sets forth most closely resembles the Integrative Process ANSI standard referenced in this guide, showing strong correlations between thinking in the US and Canada on this subject.
BThis resource helps practitioners identify and articulate with clarity the content and reliability of BIMs at various stages in the design and construction process. This could be particularly important for an integrated team in order to be able to share BIM models, understanding to what level certain details are still not final.
A precursor to this Guide, the CEC green workforce report reviews education and training opportunities in North America. The need for more education about integrated delivery models is emphasized in this report.
These case studies from the construction firm Consigli help make the case for co-location and offer guidance on how best to foster collaboration in a co-located tam.
This guide contrasts the benefits of Integrated Project Delivery with those of Design-Build, Construction Manager at Risk, and Design-Bid-Build, from an owner’s perspective. IPD offers all of the advantages of a DB or CMAR project, according to this report, while also alleviating tensions related to the completeness of design, setting the target cost, and holding the contractor who participated in design responsible for problems that arise during construction.
This resource, endorsed by the American Institute of Architects, serves as a practical guide to help owners develop a BIM implementation process. The paper is divided into three sections—Project Pre-Planning, Design and Construction, and Operations and Maintenance—so that owners can employ BIM processes at whatever stage they find themselves.
This quick post describes the difficulties of usefully applying BIM data in the operations phase and makes recommendations for the kind of decisions needed early in design in order to enable an easier transition.
DThis presentation gives a high-level overview of how an integrated design and delivery approach was implemented in the Oregon State Capitol Renovation Project using a CM/GC. This resource gives insight into how subteams, or “cluster groups,” are formed and work together between whole-group meetings.
EThis paper outlines the integrated design process as defined by the Canadian C2000 program and explains how these of approaches are stronger if supplemented by supporting business models and contracts.
JThis paper presents a brief history that helps to explain the fragmented nature of the building industry in its context and then points to lean thinking and BIM as drivers that will provide a path to truly integrated projects.
MThis section of an article on BIM technology helps explain how BIM is simultaneously an enabler and a driver for integrated projects.
This thesis research provides a good literature review of the theorized benefits of Integrated Project Delivery. Though this investigation of three school districts does not demonstrate a statistical correlation between project delivery method and energy use, the author suggests more early adopters with “visionary owners” are likely needed to prove the concept.
This study explores the impact that project delivery methods have on the owner’s ability to achieve sustainability goals. The study does not specifically analyze integrated project delivery, but its findings indicate that success rates favor those project delivery methods that do not seek pricing before selection, and that projects which achieved gold or platinum LEED certification were twice as likely to have assigned, during procurement than during design, the responsibility for achieving project sustainability objectives—two major features of integrated design and delivery projects.
NGiven the statutory limitations of pursuing multi-party contracts, this resource presents the argument for why public owners may want to pursue full IPD—even if they have to obtain an exception or variance claiming the project as a test project. This resource also reviews other variations public owners can pursue if they currently have political or cultural barriers that they cannot overcome.
This guide acts as a resource for facility owners to more effectively integrate BIM into the organization and lifecycle of a facility.
QThis guide specifically targets how BIM applies to MEP contractors, calling for integration with the design team as a necessary component.
RA seminal resource for integrated design and delivery, this book explains the philosophy that underpins integrative design and provides first-hand anecdotes from the experts at 7group and Bill Reed. Much of the content of the ANSI Integrative Process was drawn from this book, and readers will also find itemized tasks and descriptions of group exercises that they can employ on their own projects—some of these examples are referenced in this guide.
Recognizing that IPD needs wider market adoption, this resource helps firms attract owners interested in integrated projects, celebrate and share their own stories of success, and reliably convey team capabilities. This is a great resource for anyone who wishes they could put together an integrated design and delivery project, but lacks like-minded owners. Sive argues that even without a clear market demand, teams can be developing their capacity and selling the concept to the market.
This survey reports market adoption of BIM by workforce sector, revealing very different usage rates between architects, engineers, contractors, and owners.
TThis analysis of construction productivity shows a decline over 20 years despite improvements in tools and technology. Industrial productivity, by contrast, has sharply risen.
UThis report relates lessons learned from the National Renewable Energy Laboratory’s recent campus expansion, which includes assembling an integrated project team.
This blog post explains how IPD contracts can work for small projects and what benefits they bring to projects with a limited budget. Though successful examples are still rare, Wilson argues that small projects need not steer away from this contracting model.
YThis article demonstrates how complex products demand a certain level of integration with other systems in order to function properly, and how the manufacturers that have recognized this are benefitting by providing solutions attractive to project teams pursuing high-performance projects.
This article discusses the origin and creation of the high performance scope of work checklists, which are useful tools for coordination between trade contractors during construction.
Z