IPD eConference presentation

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AIA/AGC/ McGraw-HillAIA/AGC/ McGraw-HillIntegrated Project Delivery Case Integrated Project Delivery Case StudiesStudieshttp://aia.org/ipdcasestudies

Jonathan Cohen, FAIA LEED [email protected]

April 22, 2010April 22, 2010Stagnito Media IPD eConferenceStagnito Media IPD eConference

©2010 Jonathan Cohen - all rights reserved

http://aia.org/ipdcasestudies

mailto:[email protected]

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AIA California Council IPD Task Group


http://www.ipd-ca.net/

http://www.ipd-ca.net/

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the goals of IPD

Early knowledge - increased certainty means lowered risk

Recapture of explicit and hidden contingencies Improved information exchange and sharing of

expertise– Less duplication of effort/less rework– Fewer RFIs/submittals/change orders

Creation of a virtual enterprise around project– Alignment of goals– Collaborative working environment– More transparent process– Fewer disputes

Easier to attain sustainability/operational goals


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how do we define IPD?

Early involvement of key participants Multi-party contract Jointly developed/validated targets Shared risk/reward based on project

outcome Collaborative decision making/control Reduced liability exposure


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desirable conditions

Mutual respect and trust Collaborative innovation Intensified early planning BIM used collaboratively Open communication Transparent financials (open book) Co-location Lean design/construction/operations


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case studies

Autodesk AEC Division HQ, Waltham MA Cardinal Glennon Children’s NICU, St. Louis MO Encircle Health Ambulatory Care Center, Appleton WI St. Clare Health Center, Fenton, MO Sutter Fairfield Medical Office Building, Fairfield, CA Walter Cronkite School of Journalism, ASU, Phoenix,

AZ


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case studies

1 corporate, 1 public university, 4 not-for-profit healthcare providers spread across the country

1 TI fit-out, 1 addition/renovation, 4 new buildings $12 million to $150 million construction cost Budgets met, schedules met with exceptions No change orders, except owner-initiated Designers and builders felt adequately compensated Participants will use IPD again No disputes!


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Sutter Health Medical Office Building, Fairfield CA


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Owner: Sutter Regional Medical Foundation Architect: HGA Architects and Engineers Builder: The Boldt Company


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3-story, 70,000 SF, $19.5 million MOB Pilot project for IPD: first relational integrated form of

agreement (IFOA) in USA Design: 12 months Construction: 15 months Non owner-initiated change orders: 0 Budget and schedule met Sutter Health has committed to IPD for its $5.5 billion

capital program. IPD projects underway: – California Pacific Medical Center, SF– Eden Health, Castro Valley


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From the Integrated Form of Agreement:

– The parties recognize that each of their opportunities to succeed on the Project is directly tied to the performance of other Project participants. The parties shall therefore work together in the spirit of cooperation, collaboration, and mutual respect for the benefit of the Project, and within the limits of their professional expertise and abilities.


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Autodesk AEC Division HQ, Waltham MA


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Owner: Autodesk Inc. Architect: KlingStubbins Builder: Tocci Building Companies


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3 story, 60,000 SF interior office fit-out Design and construction: 35 weeks Incentive compensation layer used based on targets:

– Budget and schedule– Sustainability goal– Design quality compared to benchmarked projects– 3rd party neutral evaluator of “soft goals”

Non owner-initiated change orders: 0 Budget and schedule met Design-to-fabrication used LEED Platinum – CI


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Encircle Health for ThedaCare, Appleton WI


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Owner: Encircle Health, an LLC composed of ThedaCare and independent physician groups

Architect: HGA Architects and Engineers Builder: The Boldt Company

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Ambulatory care center with labs and imaging

Physician owned LLC 157,000 SF, $35.4 million Design: 5 months Construction: 11 months Non owner-initiated change orders:

0 Budget and schedule met, except

for weather delay Sustainability goal: LEED Silver Sustainability achieved: LEED Gold

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SSM St. Clare Health Center, Fenton, MO


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Owner: SSM Healthcare Architect: HGA Architects and Engineers Builder: Alberici Constructors


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6-story, 158 bed hospital + 85,000 SF medical office building + 75,000 SF ambulatory care center = 430,000 SF total

$148.3 million Design: 28 months Construction: 29 months Non owner-initiated change orders: 0 Budget met Schedule extended due to programmatic changes


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SSM Cardinal Glennon Children’s, St. Louis


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Owner: SSM Healthcare Architect: Christner Inc. MEP Engineer: McGrath Inc. Builder: Alberici Constructors, Inc.


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138,000 SF, $45.5 million children’s hospital addition 60 unit neonatal intensive care, 10 surgical suites IPD adopted after project had started Construction: 24 months, finished 3 weeks ahead of

schedule Change orders: 0 Budget and schedule met Financial incentives paid out of unused contingency -

$400,000 saved and distributed out of $1,000,000


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Walter Cronkite School of Journalism, ASU


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Owner: City of Phoenix User/Occupant: Arizona State University Design Architect: Ehrlich Architects Executive Architect: HDR Architecture Builder: Sundt Construction


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“Public-Public” partnership: City of Phoenix/ASU 6 story, 225,000 SF, $63 million Classrooms, media production labs, auditorium, TV

production studio, retail Design/Build contract but IPD adopted informally Extremely tight schedule met, budget met Design to permit: 10 months Construction: 15 months Non owner-initiated change orders: 0 LEED Silver


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Conclusions

It works! Better management of risk – transparency

eliminates “hidden contingencies” Flexible, shifting roles, blurring of

boundaries between designer and builder More engagement of owner Financial incentives are controversial Creative adaptation to different

circumstances Principles can be applied to public

procurement


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The IPD Facilitator

Designs IPD process unique to project and client Independent of architect and builder – works for owner Acts as evangelist/educator to internal and external

stakeholders Assists in establishing a legal framework Assists the owner in design and construction team

selection Facilitates interactive communication during project Creates IT standards for information exchange Assists in setting project goals Assists in evaluation of goal attainment


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AIA/AGC/ McGraw-HillAIA/AGC/ McGraw-HillIntegrated Project Delivery Case Integrated Project Delivery Case StudiesStudieshttp://aia.org/ipdcasestudies

Jonathan Cohen, FAIA LEED [email protected]

April 22, 2010April 22, 2010Stagnito Media IPD eConferenceStagnito Media IPD eConference



mailto:[email protected]

IPD eConference presentation

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Transcript of IPD eConference presentation