Integrated Delivery

When design teams, building owners, and contractors share responsibility for outcomes as well as decision-making from Day One, projects deliver greater value and design quality.

Integrative Design Process

The design of buildings and workplaces plays a major role in helping organizations achieve their mission. Clients need teams who can effectively communicate and trade off ideas and technologies for their combined benefit to reach an optimum solution. Design that truly performs for the client arises from a collaborative, integrative design approach that leverages the knowledge and experience of all team members.

At EYP, the integrative design process can generally be divided into three sequential parts:

  1. Discovery begins with the gathering of essential design drivers such as site geology, climatic considerations, local codes, design standards, and programmatic requirements. This is also when the team identifies the client’s key issues, crystallizing often lengthy descriptions of expectations into clearly defined goals, so that it can develop concise, complementary strategies that together address all concerns.
  2. The team, including the contractor, is now ready to engage in an intense exercise in early decision setting that we call “Day One Thinking.” This is when certain critical early decisions are proposed, examined, and pressure-tested – for building optimization, site improvements, indoor environment, and personalized environment – and strategic tradeoffs are made.
  3. The final phase entails making decisions that will stick to consistently guide the project through the turns and variables inherent in the journey from concept to construction.

Integrated Project Delivery: Two Key Ingredients

by John Tobin

Integrated Project Delivery is a highly collaborative team-based delivery model built on two important and related concepts – trust, and identity. While trust is the more obvious issue, I would argue that identity is a sleeper and one where many teams who struggle with IPD falter. It is useful to have a discussion at the outset of the project that everyone needs to check their previous identities ‘at the door,’ and adopt a new shared identity where designers think like owners, contractors think like designers, and owners think like subcontractors. It is through this new, shared identity that true collaboration emerges.

Meta-project Partners

Every design project is a collaborative journey. Penn State is an especially active partner who uniquely integrates their sustainable building projects into its research, teaching, outreach, and operations. Now the University has created a spectrum of new learning opportunities by opening its first IPD project to its students.

While the modernized building will house the Department of Agricultural and Biological Engineering, any student can visit the team's "Little Big Room" to see a workspace designed for collaboration and learn about project progress. Those interested in seeing collaboration in action may attend interdisciplinary workshops and even propose independent studies inspired by the project. And a few lucky PSU students earned summer internships at EYP, DPR Construction, and Penn State. Follow the project on Penn State’s website.

Relationship Continuity

Design-Build with BIM

When State of Texas requirements for design-build projects precluded an IPD tri-party contract, we collaborated with the contractor to adjust the contract and equitably share risk. Traditional elements of design and construction responsibility were adjusted to meet the client’s ambitious schedule. For its part, MD Anderson streamlined its decision-making process to facilitate the fast-track project, quickly establishing design standards and minimum requirements. They also authorized early procurement of precast and structural elements; and allowed certain trades to be engaged in a design-assist role to expedite construction of the pre-cast exterior skin, curtain wall, and mechanical duct work.

To meet the client's critical goals for a 1.4M GSF office building collocating 78 departments previously dispersed throughout the Texas Medical Center campus, we used BIM to:

  • Track and modify 4,000+ spaces during design, documentation, construction, and occupancy
  • Track 27 fields of data associated with each room, including department, division, and lease expiration
  • Enable continuous area-efficiency monitoring throughout the design process
  • Develop a database of spaces/fields tracked in BIM to facilitate building management

We developed a 3D room-by-room space program by creating virtual, color-coded “jelly cubes” representing various space types. Each cube contained unlimited data fields for each unique line item in the space program (finishes, number of electrical outlets, door hardware, furniture layout and equipment and shelving needs, etc.). Once the program has been inserted into the color-coded BIM cubes, they could be arranged on a stacking/zoning diagram, master plan, or floor plan.

After project close-out, we exported the as-built space program for MD Anderson to use in occupancy planning, future capital planning, renovations, and reassignments, and to monitor utilization, efficiency, or apply for federal research grants.

BIM becomes VDC: A Case Study in Disruption

by John Tobin

For many of us who have participated in the rapid growth of BIM, It is tempting to see it as just one more technology development in the project delivery process, but its real impact is quickly accelerating beyond that. More accurately, the growth of BIM is heralding a true disruption in the construction industry. It is transforming markets, and revolutionizing expectations. In fact, it is increasingly apparent that BIM fits a well-known pattern familiar to business scholars, a pattern known as disruptive innovation and made famous by Harvard Business School professor Clayton Christensen in his best-selling book The Innovator’s Dilemma.

Delivering Results: A Breakdown of Healthcare Construction Delivery Methods

by Charles Griffin

You’re a healthcare project manager responsible for constructing a new building in your system, and it’s time to review and make recommendations to your leadership on the project delivery approach.