Building Information Modeling (BIM)

Project Delivery Methods

Rajeev Ruparathna PhD

Assistant Professor
Civil and Environmental Engineering
Building Design
HOW IT HAPPENS?
WHO IS INVOLVED?
WHAT ARE THE PROBLEMS?

2
 Traditional Project Delivery Methods
• Silos of responsibilities
• Participant success and project success are not
related
• Distant relationships between project
participants
 Project delivery methods
Design Bid Build (DBB)

Construction Management at Risk (CM@R)

Design Build (DB)

Integrated Project Delivery (IPD)

4
 Benefits of BIM - DBB
• Faster to produce bidding documents necessary for
bidding
• Provides information more than the design intent
• Provides a platform for coordinating the works of
MEP contractors and subcontractors-early detection of
errors
• Saves sub contractors funs by allowing them
prefabricate systems
• Eases cost estimation
• 3D models – Visual clarity & constructability reviews

5
 Benefits of BIM – CM@Risk
• Timing of the General Contractor introduction
• Timing of brining the subcontractor
• Owner should request beyond design internet
models from AE team
• Needs to define how BIM is expected to be
aligned in two contracts

6
 Benefits of BIM - DB
• Constructible BIM models can evolve throughout
the entire design
– Integrated engineering and construction firm
– Joint venture between firm and sub contractors

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Transactional
Relationships

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 Integrated Project Delivery

“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 optimize project results, increase value to
the owner, reduce waste, and maximize efficiency through
all phases of design, fabrication, and construction”
(The American Institute of Architects 2007)

9
 The Vision
… facilities managers, end users, contractors and suppliers are all involved at
the start of the design process …
processes are outcome-driven and decisions are not made solely on a first cost
basis …
all communications throughout the process are clear, concise, open, transparent,
and trusting …
designers fully understand the ramifications of their decisions at the time the
decisions are made …
risk and reward are value-based and appropriately balanced among all
team members over the life of a project …
the industry delivers a higher quality and sustainable built environment

(The American Institute of Architects 2007)

10
 Principles of Integrated Project Delivery
(The American Institute of Architects 2007)
• Mutual Respect and Trust
• Mutual Benefit and Reward
• Collaborative Innovation and Decision Making
• Early Involvement of Key Participants
• Early Goal Definition
• Intensified Planning
• Open Communication
• Appropriate Technology
• Organization and Leadership
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(The American Institute of Architects 2007)

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 IPD will
• Strategically realign:
– Participant roles
– Expectations
– Sequences of activities
• To utilize each participates skills and talents at
the right time
• Collaboration is the key
• Success is measured by the achievement of
common goals
(The American Institute of Architects 2007)

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Team building and functioning is a challenge…

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 Building an Integrated Team
• Identify participant roles that are most important to
the project (ASAP)
• Prequalify members of the team
• Consider interests and seek involvement of select
additional parties such as building officials, local
utility companies
• Identify the organizational and business structure best
suited to IPD that is consistent with participants needs
and constraints.
• Develop project agreements to define the roles and
accountability of the participants (The American Institute of Architects 2007)
15
 IPD Team Building and Functioning
Team formation and team building
– Team formation should be a at an early point of
time
– Pre-existing trust, familiarity, comfort is considered
in setting up the team
Two member categories:
Primary participants: Participants who have a
substantial involvement throughout the project
Key supporting participants: Perform discrete
functions of the project. Enter into contract with one of
primary participants (The American Institute of Architects 2007)

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• Confidentiality agreements serve to make
project participants informed about the proper
use of shared information
• IPD team decides the instances where
withdrawal is acceptable- withdrawal of team
members is discouraged

(The American Institute of Architects 2007)

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 Team leadership
• Team leadership will vary from project to
project
• Integrated Project Coordinator is a facilitator
(responsibility can migrate)– can be a third
party of a one of team members

(The American Institute of Architects 2007)

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 Delivering an Integrated Project

• Each phase of the project is redefined

with:
– The integration of early input from
contractors, installers, fabricators and
suppliers
– The ability to model and simulate the
project accurately using BIM tools
(The American Institute of Architects 2007)

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 Project phase descriptions
Outcomes: Milestones and deliverables
Primary responsibilities: Team members
responsibility to coordinating, integrating, and
ensuring the completeness of the task or
information required

(The American Institute of Architects 2007)

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 Project decision making
• Decision making body will include primary
participants and key supporting members
• Regular meetings of project participants
enable decision making
• Emergency meeting can be called to resolve
issues that require immediate solution.
• Atmosphere to support open communication –
communication protocols should be developed
to streamline communications and data transfer
between participants. (The American Institute of Architects 2007)

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• BIM decisions and protocols should be
developed through joint workshops

(The American Institute of Architects 2007)

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 Defining roles and responsibilities
• Matrix is used to define roles and
responsibilities for team members
• IPD agreement will clearly define
responsibilities of team members

(The American Institute of Architects 2007)

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OWNER

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Conceptualization
• Establish goals regarding the function and performance of the building,
schedule, and budget based on organization’s business case
• Provide project funding establish critical financial milestones
• Determine method of project procurement
• Lead selection of integrated project team
• Provide site data such as topography, utility locations, soils condition,
environmental impact studies and reports, Phase I mitigation reports
• Provide parameters of owner construction policies and programs regarding
insurance, safety and risk mitigation
• Establish internal processes and organization for user input, reviews,
approvals and decision making
• Provide team with information about legislative or jurisdictional
requirements affecting project
(The American Institute of Architects 2007)
Criteria Design
• Final arbiter, after consultation, regarding project goals and standards
• Establish decision criteria to evaluate proposals with respect to current and
future operations
• Decisions based on available options
• Facilitate site specific/user input and coordinate it with the team
• Facilitate user group reviews and feedback to team regarding revisions
• Reviews and approval of criteria documents

Detailed design
• Provide decisions and guidance to all alternative options
• Approve the design prior to implementation documentation phase, allowing
the team to proceed with confidence
• Be the arbiter of changes to the design and overall acceptability as it
relates to performance (The American Institute of Architects 2007)

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Construction Documents
• Verify project performance targets and business case
• Final approval of project scope and metrics
• Coordinate financial requirements necessary to begin construction
• Facilitate final user reviews and approvals
• Initiate transition planning to utilize completed project
• Establish user appeals process
• Finalize specifications for major equipment
• Define owners requirements for construction safety programs and controls
regarding Interim Life Safety, noise, vibration, infection control
Agency Review
• Final arbiter and lead strategy regarding negotiations with jurisdiction
providing permits
• Facilitate project teams response to modifications required by jurisdiction
• Obtain permits and approvals
(The American Institute of Architects 2007)

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Buyout
• Final arbiter of requirements for pre qualification requirements
• Define organizations requirements for outreach
• Participate in pre bid conferences and provide organizations requirements
affecting bidders
Construction/Construction Contract Administration
• Monitor organization need for change based on revisions to business case
• Manage Owner’s contractual obligations
• Manage Owner’s internal review and decision process
• Manage Owner’s transition process to occupy and startup of completed project
• Organize equipment procurement and staging
Closeout
• Training of operation and maintenance personnel
• Complete jurisdictional requirements for occupancy and project completion
• Initiate continual monitoring of project with respect to project goals and metrics
related to performance (The American Institute of Architects 2007)

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INTEGRATED PROJECT
COORDINATOR

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Conceptualization
• Overall facilitation, coordination, organization and direction of the
integrated team
• Team’s compliance with owner’s requirements
• Overall project schedule
• Completeness of necessary project information
Criteria Design
• Overall facilitation, coordination, organization and direction of the
integrated team
• Lead selection of integrated team members
• Coordinate assignment of responsibilities, actions and completion
requirements
• Coordinate and track integrated team’s performance
• Coordination of overall project schedule
(The American Institute of Architects 2007)

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Detailed Design
• Overall facilitation, coordination, organization and direction of the
integrated team
• Coordinate alternative options for presentation to Owner
• Coordinate and track integrated team’s performance
• Ensure compliance with project requirements
• Lead performance checking of building systems from the Integrated Team’s
stakeholders
Implementation Documents
• Overall facilitation, coordination, organization and direction of the
integrated team
• Coordinate complete information for legal requirements of project as it
relates to the owner’s procurement method
• Coordinate team input and facilitating team buy-in for overall project
schedule and budget

(The American Institute of Architects 2007)

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Agency Review
• Overall facilitation, coordination, organization and direction of the
integrated team
• Overall coordination and management of the Agency Review process
• Buyout
• Overall facilitation, coordination, organization and direction of the
integrated team
• Construction/Construction Contract Administration
• Overall facilitation, coordination, organization and direction of the
integrated team
Closeout
• Overall facilitation, coordination, organization and direction of the
integrated team

(The American Institute of Architects 2007)

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PRIME DESIGNER

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Conceptualization
• Validation of opportunities and options of the business proposition to the
physical outcome of the project
• Confirm space program meets code requirements and applicable standards
and is aligned with overall project goals
• Visualize massing of building and adjacency concerns on its site
• Identify sustainable design outcomes that have a cost impact to the project
Design schedule
Criteria Design
• Integration of design input from all team members
• Confirm user experience of building as it relates to project goals
• Form, adjacencies and spatial relationships of the project
• Coordinate selection of major building systems and performance
requirements
• Regulatory requirements for the building (i.e.: fire/life safety plan)
• Sustainability targets and proposed systems
• Outline or Performance Specification (The American Institute of Architects 2007)

• Refinement of design schedule

Detailed Design
• Coordinate and integrate input from project stakeholders and ensure
compliance with project requirements
• Detail concept ideas into constructible form
• Code compliance
Construction Documents
• Finalize model for architecturally related design intent for construction
• Provide descriptive information for fabrication and construction of
architecturally related scope
• Finalize specifications
Agency Review
• Interface with agency representative to ensure code compliance of design is
understood
• Coordinate the BIM to ensure code compliance is demonstrated in a
mutually agreed interoperable format
(The American Institute of Architects 2007)

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Buyout
• Respond to questions from remaining trades bidding on the project
• Respond to pre-fabrication studies to ensure integrity of the design intent.
Construction/Construction Contract Administration
• Overall responsibility for Construction Contract Administration from a design
perspective
• Respond to RFI’s and processing of submittals as required to support trades
not part of the initial design activities
• Coordinate RFI and submittal responses from all design consultants
• Provide updates to BIM as required responding to field conditions and
Design Consultant needs
• Coordinate any changes due to field conditions not foreseen in the BIM.
• Issue design change documents as required to respond to latent conditions
and or owner-directed changes
• Review change requests to confirm entitlement
• Work with prime constructor to ensure the construction is proceeding in
conformance with design intent
(The American Institute of Architects 2007)
• Issue substantial and final completions documents
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Closeout
• Work with owner on user needs to use the BIM for life cycle benefit.
• Document and or analyze any Post Occupancy Evaluation feedback

(The American Institute of Architects 2007)

37
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DESIGN CONSULTANTS
Conceptualization
• Feedback on building systems relative to achieving project performance
goals
• Identify unique project and system requirements that will effect project
outcomes
Criteria Design
• Selecting major building systems and setting performance requirements
• Locate major pieces of equipment and routing in the project
• Identify unique conditions that need to be addressed in the next phase as
the systems are being detailed
Detailed Design
• Complete design of building systems
• Verify system performance

(The American Institute of Architects 2007)

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Construction Documents
• Finalize model for consultant’s related design intent for
construction
• Provide descriptive information for fabrication and construction
of consultant’s related scope
• Finalize specifications
Agency Review
• Interface with agency representative to ensure code
compliance of their scope of the design is understood
• Provide scope-specific input to the BIM to ensure code
compliance is demonstrated in a mutually agreed
interoperable format
(The American Institute of Architects 2007)

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Buyout
• Respond to questions from remaining trades bidding on the project
• Respond to pre-fabrication studies to ensure integrity of the design intent.
Construction/Construction Contract Administration
• Respond to RFI’s and processing of submittals as required to support trades
not part of the initial design activities
• Provide updates to BIM as required responding to field conditions
• Coordinate any changes due to field conditions not foreseen in the BIM
• Issue design change documents as required to respond to latent conditions
and or owner directed changes
• Review change requests to confirm entitlement
• Work with prime constructor to ensure the construction is proceeding in
conformance with design intent
• Issue substantial and final completions documents
(The American Institute of Architects 2007)

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Closeout
• Work with owner on user needs to use the BIM for life cycle benefit.
• Document and or analyze any Post-Occupancy Evaluation feedback

(The American Institute of Architects 2007)

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PRIME CONSTRUCTOR
Conceptualization
• Cost information: comprehensiveness and integration into model.
• Constructability
• Initial procurement and construction schedule, including integration into
model
Criteria Design
• Continuous cost feedback using information extracted from the model. At
this phase many items may be conceptual, i.e., based on floor area or unit
counts
• Validation of target cost
• Refinement of construction schedule
• Constructability issues
• Initial discussion of tolerances and prefabrication opportunities

(The American Institute of Architects 2007)

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Detailed Design
• Provide continuous cost feedback using information extracted from the
model; all item quantities are based on quantity survey or lump sums
provided by Trade Contractors and suppliers
• Verify that cost is all-inclusive and accurate
• Verify prefabrication decisions
• Verify construction schedule
• Finalize coordination of building systems, including MEPS
• Verify tolerances
Construction Documents
• Control of the BIM may transfer from the Prime Designer to the Prime
Constructor at the conclusion of Detailed Design
• Finalize construction schedule through 4D modeling
• Finalize construction cost through 5D modeling
• Complete information for: Procurement, Assembly, Layout , Detailed schedule,
Procedural information (testing, commissioning)
• Ensure that all necessary work is accounted for. (The American Institute of Architects 2007)
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Agency Review
• Coordinate applications for construction-related permits (cranes, street
closure, etc.)
• Buyout
• Ensures that commitments are in place for all work needed to complete the
project.
• A variety of negotiating strategies may be used, based on the level of
participation of the provider in the integrated model
• Work packages can be bid based on quantities extracted from the model
• Overall coordination and management of the buyout process
Construction/Construction Contract Administration
• Coordinate trade contractors, suppliers, and self-performed work to ensure
completion of the project according to budget, schedule and quality goals
defined by the project team
• Ensure safety of all personnel on the project site
• Maintain good relations with neighbors
• Coordinate with regulatory agencies for required inspections
(The American Institute of Architects 2007)

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Closeout
• Finalize the BIM to correspond with built conditions

(The American Institute of Architects 2007)

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TRADE CONTRACTORS
Conceptualization
• Initial cost data for their scope of work
• Cost options for applicable scope of work
• Constructability for applicable scope of work
• Initial schedule data for applicable scope of work
Criteria Design
• Validate target cost for applicable scope of work
• Validate schedule for applicable scope of work
• Provide input for tolerances, prefabrication opportunities
• Assess compatibility with the design and work of other trades
Detailed Design
• Provide input for coordination and conflict resolution.
• Provide detail-level models for applicable scope of work, adjust models to
coordinate with other systems
• Verify cost for their scope of work
• Verify schedule for their scope of work (The American Institute of Architects 2007)

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Construction Documents
• Finalize cost and schedule for applicable scope of work.
• Ensure BIM and specifications include sufficient and unambiguous information
for completion of applicable scope of work.
• Technically sophisticated Trade Contractors will augment the design model
in lieu of preparing separate shop drawings, or will create a synchronized
model for fabrication or installation purposes
• Develop implementation information for applicable scope to shop drawing
level
• Construction/Construction Contract Administration
• Coordinate their activities with the overall project to ensure efficient flow of
work.
Closeout
• Provide Operation &Maintenance (O&M) information for applicable scope
of work (The American Institute of Architects 2007)

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SUPPLIERS
Conceptualization
• Specific cost data
• Identification of long lead items
• Product data sheets
• Life cycle and energy efficiency data
Criteria Design
• Validate target cost for specific items
• Validate lead times for long-lead items
• Provide input for tolerances, prefabrication opportunities
Detailed Design
• Provide input for coordination and conflict resolution
• Provide models of specific items
• Verify cost for specific items
• Verify schedule for long lead items
• Verify tolerances for specific items (The American Institute of Architects 2007)

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Construction Documents
• Finalize cost and schedule for their specific items
• Technically sophisticated suppliers will augment the design model in lieu of
preparing separate shop drawings, or will create a synchronized model for
fabrication or installation purposes
• Develop implementation information for their scope to shop drawing level
Construction/Construction Contract Administration
• Coordinate fabrication and delivery of materials/assemblies/equipment to
ensure efficient flow of work.
Closeout
• Provide O&M information for applicable scope of work

(The American Institute of Architects 2007)

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AGENCIES
Conceptualization
• Input regarding project constraints, code requirements, and testing and
inspection requirements
• Validation of application/review schedule
Criteria Design
• Permit application requirements and schedule Validation of fire/life safety plan
• Performance-based code analysis can begin using the BIM
Detailed Design
• If performance-based code analysis using the BIM is underway, it is expanded
here
Construction Documents
• Verify completeness of permit submittals
Agency Review
• Schedule for application submittals and review completion.
• Review and approval of design and construction plan
• If performance-based code analysis using the BIM is underway, it is finalized
here (The American Institute of Architects 2007)

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Key Attributes of Multi Party Agreements
(MPA)
• MPA bounds all parties bound together by a single agreement
(an umbrella agreement)
• The agreement creates a temporary, virtual or formal, entity
complete with management and decision making processes
• All processes within MPA are tailored to support the team
environment
• The decision making seeks consensus and “best for project”
outcomes
• Certain portion of compensation is tied to project ( not
individual, success)
• Roles are assigned to the person or entity best capable of
performing.
(The American Institute of Architects 2007)

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 Contractual arrangements
• Complex contracts- careful drafting, clear and
unambiguous definitions of incentive milestones,
and due diligence in team selection will
minimize the likelihood of disputes
• Three main types
Project alliances
Single purpose entities
Relational contracts

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 Project Alliances
• Developed to support oil exploration in the North Sea
• Direct costs of non-owner parties is guaranteed, but payment
of profit, overhead and bonus depended on project outcome
• No dispute resolution mechanism is required as parties agree
to waive any claim against each other except for willful
default.

(The American Institute of Architects 2007)

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 Risks and Rewards: Project Alliance
Owner bears the highest risk
Three limbs:
1.Direct cost of designing and executing the project, including direct costs and
field overhead.
2.The pain share, is the normal overhead and profit each non-owner participant
usually receives based on auditing historical projects- If project goals are
achieved
3.The gain share, is a bonus the non-owner participants obtain if the project is
more successful than initially planned – if project goals are exceeded
Challenges
1.Quantification and description of outcomes
2.Measuring the outcomes
3.Defining formulas to rewards participants on their contribution

(The American Institute of Architects 2007)

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 Single Purpose Entities
• Temporary, but formal, legal structure created to realize a
specific project.
• Here, key participants have an equity interest in the SPE based
on their individual skill, creativity, experience, services, access
to capital or financial contribution etc.. (However, equity
owners are paid for any services they provide to the SPE )
• Challenges includes: taxation, insurance, corporate formalities
act.
• Dispute resolution of SPE progression from direct negotiation,
to facilitated negotiations (such as mediation) and finally
binding resolution (such as arbitration or litigation) – important
to focus on internal dispute resolution mechanisms
(The American Institute of Architects 2007)

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Risks and Rewards: Single Purpose Entity
• Two tiers of payments
1. Payments by the SPE to the individual participant
2. Success of the project-based on participants
equity interest

(The American Institute of Architects 2007)

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 Relational Contracts
• In RC a virtual organization is created from individual entities
(Similar to Project Alliances )
• In RC parties may agree to limit their liability to each other, but
it is not completely waived.
• Compensation is associated with project-based incentives
• Team decision making: Owner has the final say
• RC is better suited to the needs and risk profiles of certain
projects and participants
• Contracts with these non-participants should include dispute
resolution provisions

(The American Institute of Architects 2007)

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 Risks and Rewards: Relational Contracts
• Compensation includes direct cost, a fixed, negotiated sum for overhead
and profit for each participating entity, and a variable performance-based
bonus.
• Establishing accurate and fair target outcomes is subject to the same issues
discussed under Project Alliances

(The American Institute of Architects 2007)

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 IPD Agreement
• Defines what are the project goals and
consequences of success and failure
• Synchronized to assure that parties roles and
responsibilities are identically defined in all
agreements and are consistent with the agreed
organizational and business models
• Key provisions should be defined regarding
compensation, obligation and risk allocation

(The American Institute of Architects 2007)

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 Dispute resolution
• Disputes are generally resolved internally
without adopting adversarial positions
• Project decision making body for dispute
resolution will provide a sense of ownership to
problems
• “no suite” provision can waive their right to
litigate or arbitrate – in absence traditional
approaches will be adopted

(The American Institute of Architects 2007)

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 Things to note..
• Individual success relies on the project success
• Similar to a joint venture

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 Evaluating project outcomes
• Uses pre agreed (jointly) standards on the
project success and compensation
• Types of outcomes
– Economic
– Energy efficiency
Measured at various stages
– Design creativity of construction

– Lower maintenance

(The American Institute of Architects 2007)

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 Project cost
• Includes actual cost + non incentive based
compensation+ contingencies
• Team confirms the available funds are sufficient to
satisfy owners goals
• Target pricing is used : Estimated with careful
participant selection, open book estimating and
proper use of independent consultants
• Designed to a detailed estimate
• This process minimizes the need of value engineering
(The American Institute of Architects 2007)

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 Project schedule
• Extensive planning reduces construction time
• By linking schedule, phasing, and detailed
construction sequencing enables:
– Efficiencies is material procurement
– Early ordering of material

(The American Institute of Architects 2007)

70
 Project quality
• Use of BIM reduce errors in design documents
• Collaborative atmosphere will consider quality
of service, design and execution integral to the
project
• Quality is measured based upon matrices
appropriate

(The American Institute of Architects 2007)

71
 Operational performance and
sustainability
• Performance criteria is established at the
beginning and refined as the deign progresses
• Successful operation could lead to royal to or
long term profit sharing
• Aggressive sustainability goals can be used
• Sustainability criteria may be included into
project goals

(The American Institute of Architects 2007)

72
 Risk management
Risk of non-performance will be shared by direct
participants (defined in the agreement)
e.g. design will bear risk of contractor non
performance
Participants negotiate the level of risk sharing
they are jointly comfortable with in a project by
project basis

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 IPD and BIM
• Works hand in hand
• Provides a platform for collaboration during
project life cycle
• IPD team will how the BIM model will be
developed, accessed, and used

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 Legal consideration
IPD Project

By agreements
By creating a
between
separate entity
participants

• Traditional requirements under professional licenses

would prevail
• If a separate entity is created for IPD,
design/construction license should be obtained
• Needs insurance products to support IPD (that consider
risk sharing)…Why?
(The American Institute of Architects 2007)

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Standard Contract documents?

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 Addendums
• AIA Document E302
• AGC: ConsensusDocs 301
• DBIA: Document E-BIMWD
• AIA E203

77
 Contracts
• https://www.aiacontracts.org/contract-doc-
pages/27166-integrated-project-delivery-ipd-
family
• https://www.ccdc.org/document/ccdc30/

78
 Closeout
• Determine whether the project has met its initial
goals.
– Cost & Schedule
– Other goals (sustainability etc..)

(The American Institute of Architects 2007)

79
 References
The American Institute of Architects (2007) “Integrated Project
Delivery: A Guide” Retrieved from
http://info.aia.org/siteobjects/files/ipd_guide_2007.pdf

80
THANK YOU

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