Q&A on Integrated Project Delivery
Q&A on Integrated Project Delivery with Shane Bolding, Vice President
Collaborative approaches to capital projects delivery are becoming more critical to project success. Shane Bolding, O'Neal's Vice President and Industrial Manufacturing SBU Leader, discusses how Integrated Project Delivery (IPD) is impacting the industry:
Q: What is integrated project delivery?
A: Integrated project delivery is a collaborative delivery system where the owner, design team, procurement, estimating, construction team, suppliers and others all work together from the beginning to optimize project results, increase value to the owner, reduce waste, and maximize efficiency. With this approach, everyone has input and a stake in the project. The project team is aligned from the beginning with common goals, tools and information sharing.
There are several steps to the integrated project delivery method:
- conceptualization [expanded programming]
- criteria design [expanded schematic design]
- detailed design [expanded design development]
- implementation documents [construction documents]
- agency review
- facilities management
Q: How long has integrated project delivery been around?
A: The integrated project delivery system was created in the mid-1990s. The orgininators of the process believed that by working as one unit, the owner was better served and the construction project was completed faster, cheaper and without the typical stress. IPD has become more common in delivering large capitial projects in the industrial and manufacturing sectors.
Q: What drove the development of the integrated project delivery system?
A: The construction industry has suffered from a productivity decline for decades. Problems include buildings that are behind schedule and over budget as well as adverse relations among the owner, general contractor, and architect.
Using production ideas developed by companies like Toyota, along with computer technology advances, IPD focuses on the final value created for the owner, the finished building. Rather than each participant focusing exclusively on their part without considering the implications on the whole process, IPD brings all participants together early with collaborative incentives to maximize value for the owner. This approach allows informed decision making early in the project where the most value can be created. Collaboration eliminates design waste, and allows data sharing between the design and construction team, eliminating a significant barrier to increased productivity.
Q: What are some of the computer technology advances that facilitate integrated project delivery?
A: Without collaboration software, the practical implementation of IPD would be difficult. Disparate teams and stakeholders would find it time consuming and costly to share files, drawings, communication and workflows in a controlled, reliable and auditable way. Technology has evolved to automate many of the processes involved in IPD. Collaborative websites and software allows users from disparate locations to keep all communications, documents and drawings, forms and data, and other types of electronic files in one place. Version control is assured and users are able to view and mark up files online without the need for native software. The technology enables project confidence and mitigates risk thanks to inbuilt audit trails.
Q: What trends are you seeing in how industrial and manufacturing projects are being delivered?
A: Speed to market is starting to make a comeback in the industrial and manufacturing markets. Owners and manufacturers are once again wanting to get up and running faster and beat their competition to market. Many are companies entering new markets, especially global companies wanting to continue buildout of their global footprint. These companies want to work with someone they can engage early in the planning phase and use them throughout their capital expansion program.
Q: Where do you see an opportunity to improve product delivery?
A: With an integrated approach for manufacturing, you begin with the end in mind. This centers on the production operation. With the integrated model, you can have a single solution for your production operations and the facilities and utilities that surround/support it. This model pays dividends for the owner/operator and ensures they get what they want in the end, especially when they need it faster, better and for less cost.
Q: What are the advantages for the client when the facilities and utilities are integrated into the manufacturing operation?
A: In a manufacturing operation, production capacity and quality are the goals that manufacturers have to meet for their customers and their contracts. Facilities exist to support the manufacturing process and the employees that make it run profitably. An integrated approach aligns process and facility design from the start. The end result is a facility that meets your needs.
Q: How can an EPC firm help owners through this process?
A: An EPC firm, such as O誰eal, Inc, has an integrated staff that includes engineers, estimators, procurement and construction professionals who can help with front-end planning and develop a road map for a successful project. This planning can include help with process design, facility, utilities, site analysis, cost estimating, procurement planning and sourcing, operations, and even maintenance and facilities management planning. The owner always benefits from this planning whether they use internal resources or an EPC firm. The important thing is that a qualified team with relevant expertise is engaged early to establish a viable plan for delivering the project.