Project Vivo Process

Integrated vs Traditional Project Delivery

	Traditional Project Delivery	Integrated Project Delivery
Teams	Fragmented, assembled on “just-as-needed” or “minimum-necessary” basis, strongly hierarchical, controlled	An integrated team entity composed key project stakeholders, assembled early in the process, open, collaborative
Process	Linear, distinct, segregated; knowledge gathered “just-as-needed”; information hoarded; silos of knowledge and expertise	Concurrent and multi-level; early contributions of knowledge and expertise; information openly shared; stakeholder trust and respect
Risk	Individually managed, transferred to the greatest extent possible	Collectively managed, appropriately shared
Compensation/Reward	Individually pursued; minimum effort for maximum return; (usually) first-cost based	Team success tied to project success; value-based
Communications/Technology	Paper-based, 2 dimensional; analog	Digitally based, virtual; Building Information Modeling (3, 4 and 5 dimensional)
Agreements	Encourage unilateral effort; allocate and transfer risk; no sharing	Encourage, foster, promote and support multi-lateral open sharing and collaboration; risk sharing

Process Transformation with IPD

Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction.

Integrated Project Delivery principles can be applied to a variety of contractual arrangements and Integrated Project Delivery teams will usually include members well beyond the basic triad of owner, architect, and contractor. At a minimum, though, an Integrated Project includes
tight collaboration between the owner, the architect, and the general contractor ultimately responsible for construction of the project, from early design through project handover.

Integrated Project Delivery uses business structures, practices, and processes to collaboratively use the talents and insights of all participants in the design, construction and fabrication process. Beginning when the project is first conceptualized, the integrated process continues throughout the full life cycle of the facilities.

Integrated Project Delivery encourages early contribution of knowledge and experience and requires proactive involvement of key participants. Responsibility is placed on the most able person with decisions being made on a “best for project” basis.

BUILDING AN INTEGRATED TEAM
The key to successful Integrated Project Delivery is assembling a team that is committed to collaborative processes and is capable of working together effectively.

ESSENTIAL PRINCIPLES
Integrated Project Delivery is built on collaboration. As a result, it can only be successful if the participants share and apply common values and goals.

ESSENTIAL PRINCIPLES OF IPD
In its ideal state, the Integrated Project embodies, in varying proportion, many of the following attributes.
1 Mutual respect: In an integrated project, owner, architect, consultants, contractor, subcontractors and suppliers understand the value of collaboration and are committed to working as a team in the best interests of the project. To harness the collective capabilities of the integrated team, all key participants should be involved as early as
possible with multiple disciplines and interests represented. Roles are not restrictively defined, but assigned on a “best person” basis.
2 Mutual Benefit: All members will benefit from integrated project
delivery. Because the integrated process assumes early involvement by more parties, the compensation structure must recognize and reward early involvement. Compensation should be based on the valued added by an organization and risk should be equitably allocated. Integrated projects will use innovative business models to
support, rather than discourage, collaboration and efficiency.
3 Early Goal Definition: Project goals are developed early and communicated to all participants. Insight of each participant is valued in a culture that promotes and drives innovation and outstanding performance. True value engineering is obtained by collaborative focus on the project goals, including system performance throughout the facility lifecycle.
4 Enhanced Communication: Focus on team performance leads to communication between all participants that is open, straight and honest. Responsibilities are clearly defined in a no-blame culture leading to identification and resolution of problems, not determination of liability.
5 Clearly Defined Standards: The increased intra-project communication must be based on clearly defined standards. Electronic information exchange must be based on well defined protocols and data standards. Interoperability must exist throughout all disciplines.
6 Appropriate Technology: Integrated projects will often rely on cutting edge technologies. Technologies should be specified at project initiation, to maximize functionality, generality and interoperability.
7 High Performance: Integrated projects will lead to optimized design solutions, higher performance buildings, and sustainable design.