The Integrated Project Delivery Alliance

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Tools

The American Institute of Architect's Guide of IPD

The American Institute of Architect's Guide of IPD

What if we tied the team’s profit to a fixed cost before design began? That’s the key to Integrated Project Delivery. Sutter Health faced a crisis in their business. The cost of delivering hospitals using CM, DB or LS approaches had risen to $2 million per bed. Yet, the business case didn’t make sense past $1.5 million. They challenged their partners to find a better way to build. The challenge was accepted and integrated project delivery was born as a means to eliminate financial waste.

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IPD - A Lawyer's Perspective

IPD - A Lawyer's Perspective

Howard Ashcraft introduces the Integrated Project Delivery ‘‘IPD” approach as something that has been successfully used in the United States and the United Kingdom, and something to be considered by Canadian lawyers and their clients. This article provides a detailed and practical approach to IPD contract negotiation, based on experience drawn from over fifty IPD projects. Following his introduction, As- chraft outlines the potential structure and process for successful IPD collaborative negotiations, and addresses the fundamental paradigm shift required for all parties to understand the key points and goals of IPD. Crucial differences between IPD concepts and those of the more traditional and familiar project approaches are noted.

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The IPD Framework

The IPD Framework

The IPD Framework defines the relationships among the project participants and the processes that guide their actions. It embodies the project goals and creates consequences for success or failure tied to their achievement. It puts control in the hands of the project participants and makes them responsible for total project outcome, not just their individual performance. Correctly designed, it stimulates behaviors that increase creativity, improve productivity, and reduce waste. A strong IPD Framework leads to better outcomes, whether measured in value, aesthetics, sustainability or otherwise.

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Making the Big Room Better

Making the Big Room Better

DPR Construction teamed with Stanford University’s Center for Integrated Facilities Engineering (CIFE) to study the flow of information within an Integrated Big Room to better understand who is interacting with whom, about what, and when. Analyzing data from some 30,000 files on one large-scale hospital project reveals interdependencies and complex workflows between team members each month. This is the first step in better understanding whom should be the lead discipline in a big room environment at what time and how to enhance the quality of interactions to achieve better outcomes.

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Transcending the BIM Hype

Transcending the BIM Hype

When BIM/VDC first emerged in the commercial construction industry in the 1990s, the consensus was it would revolutionize the architecture, engineering and construction (AEC) industry. It offered the promise of substantial cost and time savings on developing projects. The industry and some clients are now starting to see that happen. Project teams are talking about reduced change orders and no MEP conflicts in the field due to BIM coordination. Still, moving BIM from the realm of theory into real-world practice is challenging.

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The Secret Guide to VDC Apps

The Secret Guide to VDC Apps

With a seemingly endless array of building information modeling (BIM) software applications available, simply understanding what each actually does can be a daunting task. DPR’s Andrew Fisher explains most BIM apps fall into six basic categories: authoring, coordination, visualization, analysis and measurement, sequencing, and estimating. In this paper, Fisher describes in layman’s terms what each of these activities is and which applications DPR teams have found to be most successful.

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On Compensation: Considerations for Teams in a Changing Industry

On Compensation: Considerations for Teams in a Changing Industry

As the design and construction industry moves toward a transformed future based on highly collaborative project teams and the expanded use of sophisticated technology, the “fit” of traditional compensation models for stakeholders comes into question. These new methodologies and tools not only require different allocations of resources and effort, but also involve changes in the nature of what we do and the time required to accomplish necessary tasks.

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