Benefits of IPD

A system that allows common sense, efficiency and shared goals/incentives to triumph.

We think of ourselves as the project’s owner, because we have skin in the game. We are a team of professionals that can realize your vision, within your budget, while reducing strife, making the process easier and more enjoyable. We use a target cost method, so Value Engineering is not an afterthought, but is built in from the beginning. It’s the way we do business. We have your back.

Empower the Owner

We give you the Owner the tools to make sound judgments that assist in transforming vision into reality, all within budget. Removing traditional trade boundaries eliminates layers of complexity that add time and cost. When everyone’s interests are aligned, ideas flow freely and the stress of decision making disappears.

Incentivize Lower Project Cost

Sophisticated Owners and developers recognize traditional project delivery methods do little to incentivize lower projects costs. Our unique cost sharing arrangements allow shared savings, the more we save you the owner, the more we all profit.

Transparency Troughout the Process

Team members share ideas, costs, and profits. No hidden agendas. Information flows without layered hang-ups or mark-ups.  Better decisions.  Better product.

No Hand Offs or Knowledge Dumps

When Architects, Engineers, and Contractors are involved from the start, Owner priorities don’t get lost in translation.  From Concept to Construction, one IPD team.

Value: Time Savings, Better Quality, Less Risk

If it doesn’t add value we don’t do it.  Wring out the wasted steps and overlapping processes. Work with experts from the start, eliminate barriers, make reliable promises, and watch your projects evolve quicker, better, and safer.

Traditional Construction Communication Problems

IPD Communication


Past Examples of Success

Rather than describe the concepts, it may be more helpful to offer some examples of the IPD process in action. Some of these examples may seem trivial in size but they are offered as best illustrating the effects of our IPD process.

The Last Planner™:

An extensive dormitory renovation had to be done over the summer. We knew that an exhaustive approach to planning and organizing the work would be required because the renovation of an old building can be very complex, a large number of trades would be involved, and the completion time was short. We committed to an aggressive use of the Last Planner™. Their integrated approach to the project enabled us to optimize implementation of the Last Planner™ system. Instead of a GC having to herd a group of independent contractors and design professionals, each with their own agendas, toward a project completion date, they were able to develop a coherent approach and work as a unit. No one wanted to let the Team or themselves down. We each shared the full responsibility for the total project and this meant keeping on schedule. Occasionally, despite our best efforts, work fell behind. In other situations it cost more than expected to hold to the schedule. These situations did not present an insurmountable obstacle as we were sharing all cost and the burden of overtime, etc. The cost of keeping up did not fall on the party working to catch up, but was shared by the total Team through our shared cost arrangement. The project finished two weeks ahead of schedule while other similar projects on campus ran over their schedules.

Shared Manpower:

Our electrical team member made use of workers from other trades as needed to assist in pulling wire and other chores. This availability of ready casual labor enabled him to complete the job with fewer workers assigned to the project than otherwise would have been required. This type of impromptu sharing of manpower occurred throughout the project and between all trades.

Problem Resolution:

In the course of construction, a large conduit bank masked a portion of a new roof hatch. We agreed with the Client’s representative to install a second hatch in another section of the plant. This solution gave the Client a full hatch and a second hatch with somewhat restricted access. There was no need to price anything or to get any kind of approval. All trades simply did what was necessary to quickly and efficiently make this change.

Handling Major Changes to the Work:

The intention was to match new cooling towers to existing towers. After the towers were released the manufacturer notified them the model had been changed to one that was taller and had a different footprint. The Client opted to go with a different manufacturer. We were able to stop the order for the original towers without penalty, select the new towers that were suitable, redesign the support steel and modify the piping and electrical to accommodate the new towers. Because of the flexibility of the IPD process and integrated design team, we were able to make this change without requiring an increase to the GMP or any extension of the project schedule. We believe that the magnitude and timing of this major change would have scuttled the schedule and budget of a traditionally run project.

Work Across Traditional Boundaries:

Our electrical Team Member received a favorable quote for variable frequency drives as a part of the equipment package. These drives were originally intended to be provided in the mechanical package. We simply agreed on the spot for the electrical to buy the drives as a part of his package as that made the best sense for the project. The project cost was reduced and the increased profit shared by all including the Owner.

Recovering from Oversights:

When we discovered a missing elevation for an exterior light, the superintendent called the architect and explained the problem. Within 30 minutes a sketch was faxed showing the mounting elevation. No RFI was required and there was no impact on the project because of this omission. It was our integrated approach that made it possible for the field superintendent to call the project architect direct and effect this fast resolution.

Avoiding Redundant Effort and Expense:

Multiple trades required core drilling, fire protection, electrical and pipe chases, and clean up. The trade that had the most in each category, or for whom the work was most convenient, provided this service for all trades. There was no need to record or charge back any cost. This resulted in efficiency and lowered overall project cost.

Enhancements to Job Site Safety:

We determined to run accident free projects. The superintendent has the authority to direct the activities of all workers on the projects. This ensures uniform compliance with safety procedures. The cost of safety compliance falls to the entire team and not just to the involved subcontractor, so there has been no resistance to following these sometimes costly safety procedures. There has not been a single accident on any of our projects completed to date.

Spending More to Save More:

Normally, the Design Engineer prepares design drawings from which the contractor prepares shop drawings for fabrication. Major changes in the layout can arise during this translation. In the case of the OUC South project, the engineer sent his designer to the mechanical contractor’s office. The designer worked there with an experienced mechanical piping expert to lay out the equipment room in detail using object based 3-D. This increased engineering cost at first, but saved money downstream. The mechanical contractor did not have to produce shop drawings because the engineering drawings were sufficient for the fabrication shop. The pipe was fabricated and installed exactly as designed.

Sharing Rental Equipment:

Rental equipment and other resources were shared by the Team. This resulted in optimum usage of the equipment. There was no need to track who used the equipment or for how long. The Team Members shared all cost.